IMESA Conference Binder 2022

www.imesa.org.za

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Proudly EOH

CONFERENCE OF THE

INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERN AFRICA

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TABLE OF CONTENTS MANAGING EDITOR Alastair Currie SENIOR JOURNALIST Kirsten Kelly JOURNALIST Nombulelo Manyana EDITORIAL COORDINATOR Ziyanda Majodina HEAD OF DESIGN Beren Bauermeister CLIENT SERVICE & PRODUCTION MANAGER Antois-Leigh Nepgen GROUP SALES MANAGER Chilomia Van Wijk BOOKKEEPER Tonya Hebenton DISTRIBUTION MANAGER Nomsa Masina DISTRIBUTION COORDINATOR Asha Pursotham SUBSCRIPTIONS subs@3smedia.co.za ___________________________________________________

Proceedings of the 85th Conference of the Institute of Municipal Engineering of Southern Africa CONFERENCE ENDORSED BY

ADVERTISING SALES KEY ACCOUNT MANAGER Joanne Lawrie Tel: +27 (0)11 233 2600 / +27 (0)82 346 5338 Email: joanne@3smedia.co.za ___________________________________________________

PUBLISHER Jacques Breytenbach 3S Media Production Park, 83 Heidelberg Road, City Deep PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 www.3smedia.co.za ISSN 0257 1978 IMIESA, Inst. MUNIC. ENG. S. AFR. © Copyright 2022. All rights reserved. ___________________________________________________ IMESA CONTACTS HEAD OFFICE: Manager: Ingrid Botton P.O. Box 2190, Westville, 3630 Tel: +27 (0)31 266 3263 Email: admin@imesa.org.za Website: www.imesa.org.za BORDER Secretary: Celeste Vosloo Tel: +27 (0)43 705 2433 Email: celestev@buffalocity.gov.za EASTERN CAPE Secretary: Susan Canestra Tel: +27 (0)41 585 4142 ext. 7 Email: imesaec@imesa.org.za KWAZULU-NATAL Secretary: Narisha Sogan Tel: +27 (0)31 266 3263 Email: imesakzn@imesa.org.za NORTHERN PROVINCES Secretary: Ollah Mthembu Tel: +27 (0)82 823 7104 Email: np@imesa.org.za SOUTHERN CAPE KAROO Secretary: Henrietta Olivier Tel: +27 (0)79 390 7536 Email: imesasck@imesa.org.za WESTERN CAPE Secretary: Michelle Ackerman Tel: +27 (0)21 444 7114 Email: imesawc@imesa.org.za FREE STATE & NORTHERN CAPE Secretary: Wilma Van Der Walt Tel: +27 (0)83 457 4362 Email: imesafsnc@imesa.org.za The views of the authors do not necessarily reflect those of the Institute of Municipal Engineering of Southern Africa or the publisher. ____________________________________________________ Novus Holdings is a Level 2 Broad-Based Black Economic Empowerment (BBBEE) Contributor, with 125% recognised procurement recognition. View our BBBEE scorecard here: https://novus.holdings/sustainability/transformation

IMESA

World-class infrastructure asset management solutions made in SA

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IMESA Overview

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IMESA President’s Welcome Message

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2022 Presidential Address

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LOC Chair Address

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Housekeeping Notes

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Conference Programme

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SPONSORS

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- Umgeni Water

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- Herrenknecht AG

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- SKYV Consulting Engineers

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- Zutari

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- 3S Media

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Exhibitor Floorplan

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Exhibitors

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Speaker Profiles

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Abstracts

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Index to Papers

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Papers

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COVER STORY

WORLD-CLASS

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Forming part of the NEXTEC Group of Companies, IMQS is a specialist software and engineering services provider with a solid track record for implementing intelligent infrastructure asset management (AM) programmes within municipalities. IMIESA speaks to IMQS’s Rob Knight, CEO, and Rob Childs, Executive: Professional Advisory & Support Services, about what AM means in practice.

But what is AM? Essentially, it is about using a systematic methodology to optimise the value of assets to achieve the best and most cost-effective result over their life cycle, which in the case of public infrastructure is service delivery. Based on global experience, key aspects of management practice that are required are reflected in SANS 55001: 2014, though the way these are applied need a keen appreciation of the objectives and the operational context.

Staying current with the latest AM trends, Childs is a World Partners in Asset Management (WPiAM) board member, as well as a council member of the Southern African Asset Management Association (SAAMA).

One of the key developments is the South African Qualifications Authority’s (SAQA’s) recognition of the AM Global Certification Scheme (GCS) recently launched by SAAMA in partnership with WPiAM. There are three designations, namely Certified Senior Principal in AM (CSAM™), Certified Practitioner in AM (CPAM™), and Certified Technical Specialist in AM (CTAM™).

“This is a major step forward as it recognises AM as a profession that makes a key contribution worldwide in getting the

INFRASTRUCTURE ASSET MANAGEMENT SOLUTIONS MADE IN SA

MQS enables asset-intensive organisations to leverage ongoing information communications technology (ICT) innovation, coupled with expert advisory and support services, to deliver tangible performance improvements," explains Knight.

“The backbone of our offering is our proprietary GIS-centric software, which is 100% developed by IMQS; is benchmarked against the best available globally; and forms a vital part of the AM toolbox,” Knight continues.

“For each client, we first design the data model so it delivers the information required to reliably monitor the nature, extent, and status of the portfolio, and at an appropriate level of detail. Then – once we’ve mapped out every asset – its precise location, health and performance is recorded at a frequency appropriate to its use via IMQS’s intuitive GIS Web-interface, which is automatically integrated with IMQS’s digital asset register.”

Within the NEXTEC Group, IMQS forms part of the Infrastructure Consulting Division, which includes GLS Consulting (GLS) and JOAT. GLS is an expert in the analysis, planning and management of water distribution, sewer, and electricity reticulation systems, while JOAT is a leading specialist in water systems’ optimisation.

“The founders of GLS started IMQS as a digital front-end to their engineering businesses. This was the foundation for the continued evolution of the current IMQS AM business model, moving from desktop software to the web and now the cloud,” Knight explains.

Today, IMQS employs some 100 specialist personnel, interacting with around 70 AM clients, the bulk of which are municipalities.

IMQS works across all infrastructure asset classes – like water, wastewater, roads, electricity, and buildings – to provide an integrated and holistic AM model.

“Over the past 15 years, we’ve worked directly with more than 120 municipalities. We’ve also started to engage more at a provincial level. A current example is the Western Cape Department of Transport and Public Works, where our scope includes schools, hospitals, and provincial buildings,” says Knight.

AM defined

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COVER STORY

infrastructure delivered that we need as a society across a wide range of industries and sectors, public and private,” says Childs.

For the bulk of municipalities struggling with ailing infrastructure, Childs says that improving AM practice is the key to restoring balance to the blend of operations, maintenance, upgrades and new works. To function effectively though, AM programme implementation requires an in-depth education process at all levels within organisations and the infrastructure processes must integrate effectively with enterprise resource planning systems, especially in terms of financial accounting and management.

“One of the greatest threats to effective AM is poor procurement practice. This is especially the case where municipalities pursue maintenance initiatives without effective planning and prioritisation. Expenditure can then occur in a fragmented/siloed way with the risk of major cost overrun and wastage implications. Procurement managers must keep life-cycle cost optimisation top of mind,” stresses Childs.

Plan, Build, Operate and Assess IMQS’s AM methodology is systematic, virtual, and structured on a Plan, Build, Operate and Assess approach, supported by the applicable software module(s).

At the heart of the IMQS platform is the IMQS Project Control System (PCS), which enables users to centralise all project-related data on one easy-to-use and spatially enabled platform for all applicable asset classes.

PCS’s two core benefits are: • dynamic tracking and management of capital and operational projects in line with life-cycle asset management criteria • effective oversight, with a clear audit trail.

An example of how this works in practice is the City of Tshwane, which has hundreds of projects ongoing, worth billions of rand. “Attached to each of those projects we have recorded completion certificates, invoices, etc., so it’s a transparent system that greatly minimises the risk of irregular expenditure,” Knight explains.

It all starts with a plan Planning is not a once-off event, but an ongoing process of understanding and influencing demand, designing for a future state while, in parallel, assessing the current network’s condition and need to upgrade or renew assets. IMQS provides

specialist advisory services on strategic and tactical decision support tools and solutions for the design, modelling, and prioritisation of activities.

All municipalities are required to draw up and implement Integrated Development Plans, informed by future spatial development frameworks and plans for ongoing maintenance – the upgrading and expansion of infrastructure forming the backbone. An example would be plans to respond to forecasted water and wastewater treatment demand over a 5-, 10- and 15-year horizon.

IMQS’s mandate is often to provide a roadmap for the improvement of management practice relating to an organisation’s AM, which starts with an ‘as is’ assessment of management practice. It’s a test at any point in time about the skills and capability of a client to manage their assets. “Based on that, we provide a plan to improve those capabilities over time,” says Knight.

Pursuit of the roadmap inter alia enables the efficient application and management of capital for existing and new infrastructure works. And indeed, visible competency and corporate commitment in this area, in itself, can elevate the ability to access capital funding.

Maintenance Management For repairs, IMQS’s geospatial, mSCOA compliant Maintenance Management software package, which links directly to the municipality’s AM register, proves invaluable. The programme integrates, automates, and unifies all maintenance-related data sources, processes, and reporting. It also makes municipal engineering tasks easier in terms of key aspects like incident logging and scheduling.

An example is the issuing of a works order for an intervention like a burst pipe or pothole repair.

Maintenance Management ensures that the correct tools, trained technical personnel, repair instructions, infrastructure locations, and materials are assigned the first time, significantly reducing cost overruns, like overtime, as well as rework. The same cost-saving principle applies to planned future work.

More niched software tools include IMQS's Road Infrastructure Management System and its subset, the Pavement Management Module (PMS).

They provide a clearly defined set of procedures for collecting and analysing relevant data so that maintenance and management needs for entire road networks can be identified, alternative treatments assessed, prioritised, and budgeted for.

Another allied product is IMQS’s Wayleave software, which enables effective planning where multiple works are planned for the same section, e.g. a new pipeline, fibre optic cabling and a road

IMQS ASSET MANAGEMENT ADVISORY AND SUPPORT SERVICES •O rganisational Asset Management Framework and Competency Development Roadmaps • Asset Management Objectives, Performance, Risk and Financial Management Strategies • Prioritisation and Budgeting • Integrated Strategic and Sector Asset Management Plans • Strategic optimisation of maintenance management • Financial Asset Management and Accounting reseal. The first prize would be to complete all three jobs at the same time.

Rustenburg From a case study perspective, Rustenburg Local Municipality is an example of an AM success story.

IMQS started to roll out its programme with the municipality some three years ago. “We started from scratch, focusing initially on water and sanitation infrastructure in partnership with GLS to establish a digital representation of their networks. Today, they are one of the biggest users of our Maintenance Management system, which has been integrated into their call centre,” Childs explains, adding that Rustenburg is now also a DBSA pilot study in terms of the latter’s asset care programme, and part of a potential national initiative.

“The final piece of the AM puzzle is the ongoing assessment of data quality. That enables decisions on where improved or enhanced data acquisition opportunities can add value, as well as influencing the selection of new technologies to further enhance life-cycle cost optimisation,” adds Knight.

South Africa shows the way Within the AM world, South Africa is recognised as a trailblazer, with leaders like IMQS continuing to refine its techniques as new Internet of Things tools become available.

“South Africa faces major infrastructure challenges and opportunities and, in this respect, effective AM certainly serves as a positive catalyst for socio-economic growth,” Knight concludes.

www.nextec.co.za

IMESA

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IMESA MISSION STATEMENT

IMESA STRUCTURE

IMESA STRUCTURE

To promote excellence in the engineering profession for the benefit of municipalities and their communities.

PRESIDENT

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 communitybased 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 engineer’s perspective.

DEPUTY PRESIDENT

VICE PRESIDENT TECHNICAL

VICE PRESIDENT OPERATIONS

TECHNICAL DIRECTORS

OPERATIONS DIRECTORS

– Director: Infrastructure

– Director: Constitution, By-Laws & Ethics

– Director: Environment

– Director: Head Office Support

– Director: Training & Skills

– Director: Finance

Development

– Director: Conferences

– Director: Asset & Business

– Director: Marketing & Communications

Management

– Director: IMESA PTY

ADMINISTRATION

IMESA HERALDRY AND MOTTO

MEMBER

The IMESA coat of arms was designed by Alan Woodrow and was registered with the South African Bureau of Heraldry in 1972.

BENEFITS AND SERVICES TO MEMBERS 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 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 Infrastructural Development categories.

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 areas. These seminars also provide opportunities to introduce new products in the technical field and to brief members and politicians.

ANNUAL CONFERENCES

Monumenta Circumspice means “For our monuments, look around you”

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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.

IMESA

BURSARY SCHEME

STUDENT MEMBERS

In 2000, IMESA established a bursary scheme for full-time studies in the field of civil engineering. Bursaries are awarded each year, as per our bursary policy. The aim of the scheme is to recognise achievements of students and prospective students who would not otherwise be able to continue studying or are dependants of IMESA members.

They shall be persons who are: • Enrolled students at a local or international university/technical university recognised by ECSA • Studying towards a degree/diploma in engineering • Admitted as such by the Executive Committee.

TRAINING

ASSOCIATE MEMBERS

IMESA offers a range of training courses covering all aspects of infrastructure asset management and other priorities relevant to engineering and municipal environments.

They shall be persons who: • Have satisfied the Executive Committee that they are involved in an aspect of infrastructure engineering • Are admitted as such by the Executive Committee.

IMESA MEMBERSHIP CATEGORIES/ GRADES CORPORATE MEMBERS PROFESSIONAL MEMBERS They shall be persons who: • Are registered by ECSA or an equivalent engineering council recognised by ECSA as full professionals in at least one of the following categories: - Professional Engineer - Professional Engineering Technologist - Professional Engineering Technician - Professional Certified Engineer - Registered Engineering Technician • Have at least three years infrastructure engineering experience after achieving a qualification recognised by ECSA or an equivalent engineering council recognised by ECSA for registration •H ave been admitted as such by the Executive Committee • Having failed to comply with the requirements of the clauses 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 that, in the interests of the Institute, justifies such admission.

NON-CORPORATE MEMBERS GRADUATE MEMBERS They shall be persons who: • 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 - Candidate Certified Engineer •A re admitted as such by the Executive Committee •H ave 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 that, in the interests of the Institute, justifies such admission.

AFFILIATE MEMBERS They shall be those academic, research, consulting, commercial, industrial or other undertakings who: • Are in the opinion of the Executive Committee, involved in business related to infrastructure engineering • Are admitted as such by the Executive Committee.

SUBSCRIPTION FEES: JULY 2022 – JUNE 2023 NB: there is a separate information document and application for affiliate membership (for companies).

Entrance Fee

Membership category

Annual Membership Fee

Fellows

Corporate membership

Retired fellows Professional

R370

R310

R1 240

Retired professional

R370

Graduate

R590

Student Associate

Noncorporate membership

R1 240

R320

R310

R750

Retired non-corporate

R320

Affiliate Platinum

R4 640

R14 860

Gold

R3 600

R9 820

Silver

R2 430

R6 570

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Background information for Affiliate Membership DEFINITION OF AFFILIATE MEMBERSHIP Affiliates shall be those consulting, commercial or industrial undertakings that have been admitted as such by the Executive Committee.

Any consulting, commercial or industrial undertaking may be admitted as an Affiliate, provided, in the opinion of the Executive Committee, it is involved in business related to municipal engineering.

MEMBERSHIP CATEGORIES This type of membership offers 4 categories: • Platinum: Recommended for larger corporates operating countrywide with and/or ties abroad (20+ offices or outlet points).

• Gold: Recommended for medium-sized corporates operating in the major regional centres (10-20 offices or outlet points).

• Silver: Recommended for smaller corporates operating locally (<10 offices or outlet points).

• Professional: Reciprocal complimentary membership for synergy between associated organisations.

An Affiliate Member may request a change to its membership category once a year, when the renewal of its annual subscription becomes payable.

BENEFITS OF AFFILIATE MEMBERSHIP IMIESA magazine Official journal published monthly by 3S Media. This prestigious technical journal has won a number of awards, including SAPPI-PICA and other Mondi awards, since its launch in 1975. It also has a strong online presence through its infrastructurenews.co.za website and social media pages.

Citings and editorial A citing is compiled by IMIESA's editorial staff, and is valued at least twice that of a paid advertorial of the same size.

The following is offered to Affiliates: MEMBER CATEGORY

EXPOSURE

Platinum

3 citings per annum

Gold

2 citings per annum

Silver

1 citing per annum

Professional

1 citing per annum

Note: Company logos are omitted in editorial/citings, as it will lead to losing its value as an editorial/citing. In order to retain editorial integrity, Affiliates will be entitled to expect exposure on this basis, which provides "clean exposure" in that it is not paid for. New appointments, contracts or important projects will receive attention.

Discount on advertising All Affiliate Members will automatically receive Most Valued Client status with 3S Media, meaning that advertisement positions are prioritised.

In addition to this, 3S Media offers a 10% discount on all advertisements on submission of publishable technical material by Affiliate Members. The 10% discount is also applicable to other advertorial products such as inserts and inside cover positions of the journal.

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Free copies Affiliate members will receive free copies of the IMIESA journal:

Platinum

Max 15

Gold

Max 10

Silver

Max 5

Professional

Max 5

Affiliate showcase This is a dedicated full page in each issue of IMIESA journal identifying Affiliate Members. Their logos are presented in colour and company names are listed.

ANNUAL CONFERENCES Sponsorship at conference “First refusal right” towards sponsorship at the annual IMESA Conference.

The conference organising committee/professional organisers will contact all Affiliates in advance, prior to seeking sponsorships from the rest of the industry.

Exhibition stand cost at the annual IMESA Conference The following discounts are afforded on the cost of exhibition stands at the conference:

Platinum

10%

Gold

7.5%

Silver

5%

Professional

5%

Conference registration fees Affiliates will enjoy special membership registration fees for the annual IMESA Conference for each delegate, with further discount for 3 and more delegates. Delegates representing Affiliate Members will enjoy the same discount as ordinary IMESA Members.

IMESA WEBSITE IMESA’s website is one of the main communication mediums. IMESA Affiliates can receive exposure with their logos displayed on the Affiliate Membership sub-site and a link to their website. Additional advertising benefits are being explored.

CERTIFICATE Affiliate Members will be supplied with a framed certificate from IMESA for their head office, reflecting their Affiliate Membership status. Additional certificates may be requested for other offices of the Affiliate Member.

ATTENDANCE AT IMESA BRANCH PROCEEDINGS An IMESA Affiliate may send an unlimited number of attendees to branch meetings and similar proceedings. Affiliates will be included on the contact lists of all IMESA branches countrywide.

CONTACT DETAILS: IMESA HEAD OFFICE Street address: IMESA House, 2 Derby Place, Derby Downs Office Complex, Westville, 3629, KwaZulu-Natal, South Africa Postal address: PO Box 2190, Westville, 3630, KwaZulu-Natal, South Africa Contact numbers: t +27 (0)31 266 3263 • c +27 (0)71 608 1480

Welcome

09 President’s Welcome Message

10 2022 Presidential Address

13 LOC Chair Address

Save the date 25-27 October 2023

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Earn up to 2.5 CPD points by attending

CONTACT US FOR DETAILS CONFERENCE ENDORSED BY

t: +27 (031)266 3263 e: conference@imesa.org.za marketing@imesa.org.za www.imesa.org.za

IMESA ORGANISER

THE INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERN AFRICA (IMESA)

WELCOME

President’s Welcome Message

O

ur last in-person conference was in 2019 before the beginning of Covid-19 restrictions. It is sobering to reflect on the impact that the pandemic has had since then on every aspect of our individual lives, our communities, our country and globally. Thankfully, we can now put that behind us and once again host a physical event where public and private stakeholders can map a way forward.

It is a pleasure to be able to welcome you to our 85th IMESA Conference hosted by our Northern Provinces Branch. This year’s theme, which is ‘Adapting to our changing world’, has never been more relevant as we engineer our way through the very real fallout from climate change, as well as global conflicts, to hopefully build a better future.

Our thanks go to the sponsors and exhibitors who contribute so much to our conferences. Thanks also go to the Local Organising Committee (LOC) and Head Office staff for all the hard work that goes into organising and coordinating a successful and interactive conference.

IMESA is hosting the second 2022 board meeting for the International Federation of Municipal Engineering (IFME) and, this time, we have the privilege of an address by their President, Sanne Hieltjes, as well as invaluable international input on the topic of ‘Climate Change, Technology and Stewardship – adapting infrastructure assets for a changing world’ by the conference’s keynote speaker, David Jenkins from the Institute of Public Works Engineering Australasia.

The conference papers this year cover crucial topics like solving flooding problems using sustainable urban design systems (SUDS), as well as the opportunities for independent water production in South Africa. In addition, we will be hearing from representatives of National Treasury and other government authorities on our discussion panel. There will be Q&A sessions throughout and ample opportunities to network with speakers and representatives in the Exhibitors’ Hall.

I invite you all to take full advantage of the wealth of experience and information offered over the three days and to participate in all the activities on offer.

Bhavna Soni President, IMESA

IMESA

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PRESIDENTIAL ADDRESS

2022 President’s Address

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s my term as IMESA President rapidly comes to an end, I am reminded that one of my key mandates was to motivate for ethics to be made a compulsory part of the CPD cycle for registration with the Engineering Council of South Africa (ECSA), by requiring registered practitioners to attend an ethics presentation annually during their five-year registration cycle. I have presented the concept to ECSA and will continue to work for this as I firmly believe that engineers’ adherence to ethics is crucial to move forward with any success, especially in our municipal environment.

Both civil and municipal engineers must stand together in ensuring that we live up to the Code of Conduct for Registered Persons in terms of the Engineering Professions Act (Act No. 46 of 2000).

From IMESA’s perspective, our role is to assist and empower our members and to work within the three spheres of government to make municipal engineering processes and projects more efficient and effective. This is crucial for the successful implementation of South Africa’s economic reconstruction and recovery plan, and the revitalisation of our construction industry. The disastrous floods earlier this year in KwaZulu-Natal highlighted this priority.

In terms of current and future spatial planning, we need more advanced research on extreme weather predictions along the lines of those countries that need to design and build for potential seismic activity in earthquake zones. Not easy, of course, given the extensive unpredictability of climate change impacts. But with the information we do have available, we can certainly construct far more robust structures.

As municipal engineers, we also need to urgently address the pressing issue of informal settlements within our towns and cities. These settlements occur wherever open land is available, irrespective of whether its above or below a known floodplain. It’s a potential disaster waiting to happen and can and should be prevented.

Of equal importance is the regular updating of municipal asset management registers, with examples including transportation infrastructure and water/ sanitation networks. Preventative and predictive maintenance is a key factor in ensuring the current and future sustainability of the municipal landscape.

IMESA Projects With Covid-19 restrictions now repealed completely, we can restart our training programme. IMESA technical courses are being planned for 2023 and the details will be shared with members as soon as the schedule is confirmed.

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The Small Coastal Storm Water Outlets guidelines can be downloaded from the knowledge base library on the IMESA website under Stormwater.

Guidance for local authorities regarding reclamation and reuse of water was identified as a priority in 2019 and IMESA was called on to support the development of guidelines in a project sponsored equally by the Water Research Council (WRC) and IMESA. We are proud to announce that the Water Reclamation and Reuse Guide for South African Municipal Engineers was completed this year, and the final document was launched by the WRC on 1 September 2022. The guideline can be downloaded under Water in our knowledge base library. IMESA will present training workshops based on these guidelines, starting with a pre-conference workshop in Johannesburg on 1 November 2022 and then rolling out to Cape Town, Durban, Gqeberha and George in 2023.

The development of a best practice guideline for Design Flood Estimation in Municipal Areas in South Africa was also identified as a critical aspect for municipalities. This was initiated as a project by IMESA and co-funded by the WRC. The project has made good progress, and the guideline will be showcased at the Knowledge Bar at the 2022 IMESA Conference.

Strategic Liaisons Engagements with external bodies were limited last year but IMESA has had valuable interactions with National Treasury, ECSA, SALGA, CESA, SAICE, the WRC and others this year.

Civil Engineers South Africa (CESA) – The Excellence Awards presented jointly by CESA and IMESA every second year could not be held in 2020 but submissions were called for and evaluated in 2021, with the winners being announced and presented at a special awards ceremony held in Cape Town in November 2021. A Memorandum of Understanding between IMESA and CESA was signed this year and we look forward to more interaction that benefits all our members.

Engineering Council of South Africa (ECSA) – A full audit by ECSA of IMESA as a CPD-licensed body took place in July 2022. IMESA was commended for following the required protocols for the verification of CPD service providers and the accreditation of CPD activities. Further interaction will take place to ensure that IMESA keeps up to date on all relevant legislation and requirements.

At a meeting held in January 2022 with Mr Cox Mokgoro, acting CEO of ECSA, I explained my vision of ethics being made a compulsory component of CPD for engineers as an extension of the ECSA Code of Conduct.

South African Forum for Engineering (SAFE) – Several meetings have been held this year. The forum will continue as intended in its original MoU, as it is proving to be a valuable opportunity for professional bodies

PRESIDENTIAL ADDRESS

representing a wider range of engineering disciplines to discuss issues legislation and regulations.

South African Local Government Association (SALGA) – Although there have been fewer opportunities for interaction this year, IMESA has maintained contact with SALGA at a national level for support on communication with municipalities.

Water Research Commission (WRC) – IMESA has sponsored two projects in joint ventures with the Water Research Commission as described above. Work on both projects will be completed this year and will address critical issues in municipal engineering.

National Treasury – The efforts for professional bodies and other stakeholders to consolidate and prioritise their issues for National Treasury have achieved some positive outcomes but there are several supply chain management and interpretation of policy issues that have not been addressed yet or have been referred back to the municipalities. It might be more effective for IMESA to approach the representatives of National Treasury, CoGTA, CIDB, SALGA, MISA and SAICE that they have held meetings with previously.

The new Exco and Council members will no doubt also play their part in taking IMESA forward in our fast-changing world.

Membership and Branches International Federation of Municipal Engineers (IFME) Between 22 and 24 June 2022, associations from around the world gathered in Rome for the International Federation of Municipal Engineering’s Annual Convention. This included IFME’s first of two board meetings for the year.

As the President of IMESA, I had the honour of representing South Africa at this convention, sharing key infrastructure challenges with municipal engineering counterparts from Asia, Europe, North America and the Middle East.

Presentations focused on ways to achieve a sustainable green transition within the urban context.

Key topics included the reimagining of sustainable urban spaces, smart mobility and asset management. The latter topic is especially important in managing and progressively upgrading ageing infrastructure, particularly water and sewer pipelines. Stemming non-revenue water losses remains a global concern, both from an environmental and financial perspective, so this is an aspect where a great deal of IFME knowledge sharing takes place.

The second IFME board meeting, being hosted by IMESA, coincides with IMESA’s 85th Annual Conference in November 2022.

Exco and Council This year sees the election of a new IMESA President as well as the Executive Committee and Council for the 2022-2024 period and I will be handing over as IMESA President to the capable hands of Mr Sibusiso Mjwara at the 2022 IMESA Conference opening function. I wish him well with taking IMESA forward and will be happy to support him during his tenure.

The last year has been difficult to navigate with Covid-19 again impacting on our annual conference, which had to be held online in 2021, and preventing many of our branches from holding their usual activities. Our Exco and head office staff have worked hard to keep IMESA’s finances in good order. There was a drop-off in membership, sadly indicating the tough times faced by many members, but it is encouraging to see many returning and new members rebuilding with IMESA this year.

At our Strategic Planning Meeting in March 2022, several priorities were identified regarding branches. The Free State/Northern Cape branch is to be re-established after the retirement/relocation of branch committee members. Branches are to be set up in neighbouring countries for IMESA to support their local municipalities and to bring in more members from the Southern African region. A Branch Chair Forum has been formed to discuss local issues, share lessons learnt and refer matters to Council.

We encourage members to get involved at the branches and to let us know how we can provide more technical development opportunities and assist members to conquer common engineering challenges.

IMESA has branches covering the following regions: • Northern Provinces (Gauteng) • Free State/Northern Cape (Bloemfontein/Kimberley) • KwaZulu-Natal (Durban) • Border (East London) • Eastern Cape (Port Elizabeth) • Southern Cape/Karoo (George/Mossel Bay) • Western Cape (Cape Town) • SADC countries.

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PRESIDENTIAL ADDRESS

Between 22 and 24 June 2022, associations from around the world gathered in Rome for the International Federation of Municipal Engineering’s Annual Convention. This included IFME’s first of two board meetings for the year Finances and Investments The loss of income from not being able to hold the 2020 IMESA Conference and holding an online event for the 2021 IMESA Conference has required careful management. Thanks to the efforts of our Operations Director: Finance, with the support of Exco/Council and head office, the Institute continues to operate and maintain a secure financial position. Alternative income sources are being considered for future security when membership contributions and conference activities might not be sufficient.

Obituary Sadly, we have noted the passing of several members: Barend Deminey, Corné Du Toit, Mansoer Mallick, Johan Abram Landman, Andries Lötz, and Giulio Gerald Govoni.

These members will all be remembered for their individual contributions to IMESA and will be commemorated at our AGM on Wednesday, 2 November 2022.

In Summary This Conference is just one of the ways IMESA uses to promote excellence in engineering, not only through innovation and technology but also by supporting ethics and professionalism.

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To the optimist, the glass is half full. To the pessimist, the glass is half empty.

To the engineer, the glass is twice as big as it needs to be.”

We all know that South Africa has many challenges such as scarce water resources, high water loss, aged infrastructure, climate change and limited finances, to name a few. IMESA would like to create platforms that will assist the municipalities to resolve these challenges in the most efficient and cost-effective ways. To do that, we need the support of the various municipalities, their municipal managers and their respective mayors to meet with IMESA on the different platforms and to work together to resolve South African challenges.

Another IMESA priority is to support young engineers by providing training, workshops and mentoring, as well as encouraging them to uphold all professional engineering principles. They are our future engineers to support the municipalities and provide service delivery to South African citizens.

To end on a lighter note, I leave you with this quotation: “To the optimist, the glass is half full. To the pessimist, the glass is half empty.

To the engineer, the glass is twice as big as it needs to be.”

LOC WELCOME

LOC Chair Address

I

t is with immense pleasure that, Events to look forward to include our as LOC Chair, I welcome you to opening function and the inauguration the 85th IMESA Conference, of the new IMESA President, a golf day hosted by the Northern at the well-known Benoni Country Provinces Branch. club, our ever-popular technical We are honoured and privileged tours, and our very popular to have delegates from all over social evening, which is not to South Africa attending, including be missed. For our delegates our exhibitors and sponsors, and who bring their companions, we all our IMESA members who have a very exciting companions make up a large contingency of programme over a three-day those attending. period. This takes place away from This year highlights the attendance the conference but will ensure that of IFME (International Federation of the companions have a lot of fun while Municipal Engineering) from various parts enjoying some of what Gauteng has to of the world, including Australasia and offer – a mere tip of the iceberg.

Gavin Clunnie Europe – we look forward to hearing This year’s panel discussion on LOC Chair, IMESA from them. As a collective entity, it is our Wednesday afternoon is bound to conjure responsibility to work towards solutions up some very well debated points, which that not only institute measures that drive sustainability, but may be discussed further over the remaining days. It is sure also provide education to all those attending. not to disappoint.

Our theme this year – ‘Adapting to our Changing World’ I must highlight the fact that our Conference wouldn’t be – is particularly relatable, as each one of us can clearly a success today without our exhibitors and sponsors with see how our world has already changed and is changing. whom we have forged relationships over the years, and we We are pleased that our papers represent all disciplines thank them for their continued support. in the industry, and we thank our speakers for the many Our Local Organising Committee has done a great job in hours spent on their presentations. I am confident that the terms of assisting Head Office’s Conference Department with content to be delivered by our peer-reviewed speakers will this year’s Conference. We know that the success is attributed stimulate relevant dialogue pertaining to this thoughtto hard work and I thank all those who are involved and the time they have offered up. provoking theme.

2022 LOC TEAM Many thanks to the Team that contributed to the overall success of the Conference.

Gavin Clunnie (LOC Chairman) Vuyani Gxagxama (Vice Chairman & Marketing) Leon Naude (Technical Advisory Committee Chairman) Werner Bruhns (Golf Day) Khotmotso Mdhulu (Golf Day) Thabo Hlabela (Transport & Staffing) Moeketsi Mohlabi (Technical Tours) Rhu Clunnie (Companion Programme)

IMESA

13

The home of

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IMESA

Housekeeping

& PROGRAMME 16 Housekeeping 18 Conference Programme

HOUSEKEEPING

Housekeeping Notes

ARRIVING IN EKURHULENI On arrival at O.R. Tambo International Airport, collect your luggage.

If you booked your transport with Birchwood, the bus will be waiting for you; if not, take an e-hailing service to Birchwood Hotel, which is 8 km away.

HOTEL ACCOMMODATION Special rates were arranged with Birchwood Hotel, inclusive of breakfast.

The special rates were on a first come, first served basis.

DEPARTURE FROM EKURHULENI ON FRIDAY On Friday, the day of departure, delegates must check out of Birchwood Hotel and bring their luggage to the main entrance, where there is a luggage storage facility. Those who have not stayed at Birchwood may bring their luggage to the storage facility at Birchwood.

CPD ACCREDITATION Delegates can earn one full CPD point per day for attending the conference and all sessions. Full attendance, including a technical tour, will earn delegates 2.5 CPD points.

Registration for CPD accreditation will be done via the IMESA Registration staff at the entrance of the Plenary. The onus is on the delegate to ensure they scan their name tag, which has a unique barcode, to log their CPD points. Delegates may contact IMESA Head Office for a certificate of attendance two weeks after the conference.

PARKING & TRANSPORT – ENTRY AT GATE 4 OR 5 The distance between O.R. Tambo International Airport and Birchwood Hotel is approximately 8 km.

Parking at the hotel is FREE.

For those flying out from O.R. Tambo, there is a free shuttle from Birchwood – departing from outside the Plenary at 12h45 / 13h45 / 14h45.

ACCOMMODATION The IMESA Local Organising Committee has secured special rates for IMESA delegates at the Birchwood Hotel. Should you be staying elsewhere, please make your own transport arrangements.

Everyone attending the conference (members and non-members) is invited to the IMESA AGM. The AGM, which will run for approximately one hour, will take place in the Plenary on Wednesday, 2 November 2022 at 17h30-18h30 (after close of the last session).

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If you are travelling to Birchwood daily, use GATE 5 to access the Plenary and Exhibition parking. On SET UP days, Exhibitors must enter through GATE 4, while larger trucks and cars may enter at GATE 5 solely to offload materials/goods at Terminal 1 of the venue. Vehicles must then either depart or park in the designated parking area. Please note that Birchwood Hotel does not provide any trolleys.

SMOKING Smoking is not permitted within any closed area or within close proximity to the exit. There is a parking lot outside the Plenary and Exhibition Hall where smoking is permitted.

HOUSEKEEPING

FACILITIES IN AND AROUND BIRCHWOOD HOTEL

SPOTTING THE LOCAL ORGANISING COMMITTEE (LOC)

BANKING FACILITIES

Members of the LOC will be wearing black golf shirts with the IMESA logo on. Feel free to ask them for assistance.

All majors banking institutions’ ATMs available at EAST RAND MALL in Bentel Avenue.

EXHIBITION HALL

MEDICAL FACILITIES There are no medical facilities on-site.

HOSPITAL – 24/7 Netcare Linmed Hospital – 5 Hull Road, Rynfield, Benoni Tel: +27 (0)11 748 6200

All meals and refreshments will be served in the Exhibition Hall.

Delegates are urged to support our exhibitors who not only put a great deal of effort into their exhibits but also take the time to impart their knowledge to benefit and expand the knowledge base of each delegate with valuable information and insight into issues facing the industry daily, or new products on the market to benefit all projects.

DELEGATE NAME BADGE ARWYP Medical Centre – 20 Pine Avenue, Kempton Park Tel: +27 (0)11 922 1000

WI-FI

Delegates’ name badges will allow them access to ALL events.

Delegates must please ensure that they wear them at all times. Should a delegate lose or forget their name badge, proof of identification will be required before a new one can be issued at a cost of R250 cash.

Free Wi-Fi is available at the venue. The password will be conveyed to delegates on-site.

SOCIAL EVENTS

BRIEFCASES, LAPTOPS & VALUABLES Do not leave your valuables unattended at your stand or in the conference venue. Delegates are requested to keep their valuables with them at all times.

GENERAL INFORMATION REGISTRATION Delegates and exhibitors can register at the Registration Desk at Birchwood. Registration will open from 11h00 to 20h00, on Tuesday, 1 November 2022. Delegates will receive their delegate bag and conference programme, together with their name badge. Note that proof of identification will be required when registering.

REGISTRATION TIMES

GOLF DAY @ Benoni Country Club Date: Tuesday 1 November 2022 Venue: Benoni Country Club Time: Registration opens at 10h00 for 11h30 start; prize-giving at 16h30 Address: Morris Avenue, Morehill, Benoni OPENING FUNCTION – 17h30 for 18h00, until 21h00 Date: Tuesday 1 November 2022 Venue: Birchwood Hotel – Terminal 1 Time: 17h30 for 18h00 in the Plenary, followed by cocktails in the Exhibition Hall Dress code: Smart casual Close of function: 21h00

Tuesday: 1 November 2022 – 12h00 to 20h00 Wednesday: 2 November 2022 – 07h00 to 12h00 Thursday: 3 November 2022 – 07h30 to 08h30

THURSDAY SOCIAL EVENING Date: Thursday 3 November 2022 Venue: Birchwood Hotel – The Boma Theme: A night under the African sky Time: 18h30 for 19h00, till 23h00 Dress code: Casual/jeans and anything with animal print. Bring something warm

N.B.: Access to the conference venue will not be allowed without FULL payment. On arrival, if payment has not been received, we will accept delegates; however, the delegate concerned will need to complete an indemnity form, whereby they will be liable for the full account should their company not settle the account on their return.

This event is one of the highlights of the Annual IMESA Conference. The 2022 LOC is planning a spectacular evening for delegates, exhibitors and attendees at The Boma. Please ensure that you have your name badge with you to allow access to the event. Wine, beer and soft drinks will be served, while a CASH bar will be available.

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Conference Programme Tuesday, 01 November 2022 11h00 - 18h00 IMESA Golf Day @ Benoni Golf Club 12h00 - 21h00 Conference ON-SITE REGISTRATION 17h30 for 18h00 OPENING FUNCTION @ Birchwood Hotel - Inauguration of the new IMESA President

Wednesday, 02 November 2022 07h00 - 08h00 On-site Registration Open 08h00 MC opens the 1st day of Conference SESSION 1 08h15 Opening by IMESA President: Sibusiso Mjwara 08h25 ADDRESS by IFME President: Sanne Hieltjes 08h35 ADDRESS by SALGA Representative 08h50 - 09h20

KEYNOTE SPEAKER: David Jenkins (CEO of IPWEA) Climate change, Technology and Stewardship – adapting Infrastructure Assets for a changing world

09h20 - 09h35

PRESENTATION: Scott Grayson (CEO of APWA) Advocacy for Infrastructure Spending

09h35 - 09h50 ADDRESS by GOLD SPONSOR: Gabsie Matenjwa (Chairperson of the Umgeni Board) 10h00 REFRESHMENTS SERVED IN EXHIBITION HALL SESSION 2 10h40 MC welcomes delegates to Session 2 10h50 - 11h20

PAPER 1: Rajiv Paladh & Jay Bhagwan The opportunity for Independent Water Production in South Africa

11h20 - 11h50

PAPER 2: Tjeerd Driessen Quantitative flood risk assessments for 3 townships in Johannesburg using high-resolution modelling

11h50 - 12h20

PAPER 3: Jacques Rust Why Flush your toilet with 9L of water when you can flush with 2L - The New Normal

12h20 Questions from the floor 12h30 LUNCH SERVED IN EXHIBITION HALL SESSION 3 13h30 MC welcomes delegates to Session 3 13h40 - 14h10

ECSA Presentation: Tumisang P. Maphumulo & Prof Daniel M. Madyira Identification of Engineering Work Rules

14h10 Questions from the floor 14h20 - 14h50

PAPER 4: Lennin Naidoo Lessons learned through the MISA LIC Capacitation Programme

14h50 - 15h20

PAPER 5: Burgert Gildenhuys Structural Impediments on Municipal Service Delivery

15h20 Questions from the floor 15h30 REFRESHMENTS SERVED IN EXHIBITION HALL SESSION 4 16h00 MC welcomes delegates to Session 4 PANEL DISCUSSION: 16h10 - 17h20 Asset Management in Local Municipalities – is it worth the spend?

Interactive discussion 17h20 Close of Conference Day 1 17h30 - 18h15 IMESA ANNUAL GENERAL MEETING

EVENING AT LEISURE 18

IMESA

CONFERENCE PROGRAMME Thursday, 03 November 2022 07h00 Coffee in the Exhibition Hall 08h00 MC opens 2nd day of Conference SESSION 5 08h10 - 08h40

PAPER 6: Esaias Oosthuizen & Sboniso Masuku Regulatory compliance at Local and District Municipalities

PAPER 7: Geoff Tooley 08h40 - 09h10 A Transformative Riverine Management Program - A business Case for a Nature Based Adaptation Program to Protect City Infrastructure and So Much More…

09h10 - 09h40

PAPER 8: James van Eyk A practically applied, holistic approach to vandalism prevention

09h40 - 10h10

PAPER 9: Dr Kevin Wall Concerning municipal maintenance expenditure

10h10 Questions from the floor 10h30 REFRESHMENTS SERVED IN EXHIBITION HALL SESSION 6 11h00 MC welcomes delegates to Session 6 11h10 - 11h40

PAPER 10: Matt Braune & Lauren de Bude Solving flooding problems using Sustainable Urban Design Systems (SUDS) in a changing world

11h40 - 12h10

PAPER 11: Amanda Gcanga & James Cullis Building Urban Water Resilience for African Cities

12h10 - 12h40

PAPER 12: François Figueres & Timothee Cargill Achievements on NRW (Non-Revenue Water) reduction: 3 detailed use cases

12h40 Questions from the floor 12h50 LUNCH SERVED IN EXHIBITION HALL TECHNICAL TOURS for the afternoon 13h45 Delegates depart for Technical Tours and return from Technical Tours at 17h00 18h30 for 19h00 Until 23h00

SOCIAL EVENING @ Birchwood Hotel in the BOMA

THEME: A night under the African Sky DRESS CODE: Anything goes with animal print! (Bring something warm for the evening chills)

Friday, 04 November 2022 07h00 Coffee in the Exhibition Hall 08h15 MC opens last day of Conference SESSION 7 08h20 - 08h50

PAPER 13: Nomthandazo Makhushe The role of Small, Medium and Micro Enterprises (SMMEs) in Waste Management

08h50 - 09h20

PAPER 14: Shuaib Yunos BIM Technologies for Intelligent Stormwater Design

09h20 - 09h50

PAPER 15: Altus de Klerk & André Kowalewski No SMART without START – Innovations in hydraulic modelling

PAPER 16: Yeshveer Balaram 09h50 - 10h20 The management of road maintenance in South Africa – Observations on current practice and a modus operandi towards addressing service delivery 10h20 Questions from the floor 10h35 REFRESHMENTS SERVED IN EXHIBITION HALL SESSION 8 11h00 MC welcomes delegates to Session 8 11h10 - 11h40

PAPER 17: Dr Nezar Eldidy Flooding in Ladysmith, problems and solutions

11h40 Questions from the floor 11h50 - 12h10

PRESENTATION: Prof Du Plessis & Stuart Dunsmore Progress on Best Practice Guideline for Design Flood Estimation in municipal areas in South Africa

12h10 CLOSE-OFF FORMALITIES: Best Paper & Best Exhibition Stands 12h20 Presidential Conference Closing Remarks 12h30 FINAL Lucky Draw - R 5 000 12h35 - 14h00 LUNCH SERVED IN EXHIBITION HALL & DEPARTURE

IMESA

19

INTEGRATED RESOURCE MANAGEMENT & CLEANER PRODUCTION INDUSTRIES The official magazine of the Institute of Waste Management of South Africa

OUR READERS ARE YOUR BUYERS ReSource, www.infrastructurenews.co.za and the weekly newsletters promote integrated resources management, with a special focus on waste management and cleaner production.

Advertise with us and ensure your products and services receive optimal multi-platform exposure to your target market.

TO ADVERTISE

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Promoting integrated resource management

t +27 (0)11 233 2668 c +27 (0)82 346 5338 e Joanne.Lawrie@3smedia.co.za TO SUBSCRIBE

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infrastructurenews

infrastructure4

infrastructure-news

22 G OLD SPONSOR Umgeni Water 22 SILVER SPONSORS Herrenknecht AG SKYV Consulting Engineers (Pty) Ltd 23 BRONZE SPONSOR Zutari 23 MEDIA PARTNER 3S Media 24 Herrenknecht AG 25 SKYV Consulting Engineers (Pty) Ltd Umgeni Water 26 Exhibitor Floorplan 27 Exhibitors

SPONSORS

GOLD SPONSOR UMGENI WATER

Umgeni Water is one of Africa’s most successful bulk potable water services providers. Its core business is abstraction of raw water, storage of raw water, treatment of it and conveyance of it as drinking water to seven municipal customers and a private sector customer that provides reticulation services as a concessionaire for a municipality. The potable water Umgeni Water supplies meets the standards specified in South African National Standards (SANS 241:2015) for drinking water quality.

As the largest bulk potable water provider in the province of KwaZulu-Natal, Umgeni Water supplies, on average, 450 cubic metres of drinking water per annum. The water it treats and supplies ultimately reaches an estimated 7 million consumers in KwaZulu-Natal. The gazetted supply area of Umgeni Water is the entire province of KwaZulu-Natal, which covers an area of 94 359 square kilometres. At this stage, Umgeni Water covers 55% of the province of KwaZulu-Natal, ultimately reaching 75% of the population of 11.3 million people or 2. 9 million households W: www.umgeni.co.za

SILVER SPONSORS HERRENKNECHT AG

Herrenknecht is a technology and market leader in the area of mechanised tunnelling systems. As the only company worldwide, Herrenknecht delivers innovative tunnel borini machines for all ground conditions and in all diameters - ranging from 0.10 to 19 metres, for traffic and utility tunnels. As a reliable project partner, Herrenknecht supports its customers with an extensive range of services from the beginning of the project to breakthrough. From the initial project idea through manufacturing, transport, assembly, tunnelling support and spare parts service to disassembly.

Herrenknecht’s trenchless solutions are in operation in numerous projects worldwide to install supply and disposal tunnels and networks – for water and sewage, oil and gas pipelines, or protective pipes for underground cables, etc. Trenchless technologies offer a wide range of advantages compared to conventional construction procedures: transport, business and the environment on the surface remain mostly undisturbed. The range of installation methods from the tunnelling (pipe jacking, segment lining) and pipeline (HOD, Direct Pipe®) industry has been completed by new solutions (E-Power Pipe®) to offer maximum flexibility to the construction industry.

Herrenknecht offers the broadest and deepest portfolio in the realm of mechanised tunnelling.

W: www.herrenknecht.com

SKYV CONSULTING ENGINEERS (PTY) LTD

Established in 2015, SKYV Consulting Engineers is committed to providing high-quality professional civil engineering services and excellence to our clients.

Being 100% black-owned, upholding our Level BBBEE status and ISO 9001:2015 accreditation remains the foundation of our operations to ensure clients gain from our service excellence.

SKYV Consulting Engineers eagerly awaits the opportunity to demonstrate its expertise to our ever-expanding client base, thus sustainably implementing successful projects in accordance with applicable guidelines and relevant legislature.

W: www.skyv.co.za

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SPONSORS

BRONZE SPONSOR ZUTARI

MEDIA PARTNER 3S MEDIA Novus Print (Pty) Ltd t/a 3S Media is a proud Level 2 BBBEE Contributor

As engineering consultants and trusted advisors, Zutari co-creates an engineered impact that enables environments, communities, and economies to thrive. Few others can match our local capacity, longstanding presence and understanding of the challenges required to operate successfully across various regions in Africa.

We have created an impact across Africa for the past 90 years (1932 to 2022) and remain committed to this continent, making us the perfect partner to those less familiar with working in Africa. We are experienced in international projects and our Global Design Centres allow us to bring world-class solutions to our clients. Grounded in digital engineering, we continuously deliver better results.

W: www.zutari.com

3S Media is owned by Novus Print, a group company of Novus Holdings – one of Southern Africa’s largest print production and manufacturing operations.

IMIESA magazine is 1 of 6 publications owned and published by 3S Media – a content marketing and specialist media company providing targeted B2B solutions across print, digital and streaming platforms.

IMIESA is the official magazine of the Institute of Municipal Engineering of Southern Africa (IMESA) – giving you access to a wide range of experts (and decision-makers) in the construction sector.

3S Media has three industry websites with weekly newsletters offering breaking news, in-depth analyses, upcoming events, and the latest industry developments. With a strong social media presence, 3S Media is entrenched in and engaged with its communities.

As a media house, we know that there is only one clear way to grow and thrive in a fast-paced digital age, and that is with a multiplatform approach.

We publish our content on different media platforms, organically maximising our reach, utilising media such as: • Printed magazines • Digital magazines • Website • Newsletters • Webinars • Events • Linkedin • Youtube • Facebook • Twitter.

We deliver your message on a platform that is optimally formatted to desktop and mobile devices. Our digital magazines are available on Issuu, and are fully downloadable, shareable and hyperlinked.

W: www.3smedia.co.za

IMESA

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SPONSORS

HERRENKNECHT AG

Herrenknecht AVN 1000 lowered into launch shaft on Cape Flats Khayelitsha Main Water Supply Pipeline Project - 2021

Mechanized tunnelling for South Africa´s water and sewage projects

H

errenknecht looks back on 45 years of experience in mechanized tunnelling. As the world´s leading manufacturer of tunnelling equipment, Herrenknecht maintains a close partnership with its customers, who have successfully completed countless tunnelling projects worldwide. Based on an international service network and reliable technology not only for tunnelling, but also for pipeline installations and shaft sinking, Herrenknecht provides mechanized solutions for ambitious upcoming projects and their successful completion.

Tunnels for sustainable underground infrastructure Population growth goes hand in hand with the need for today's cities to develop sustainable infrastructures for traffic, supply and disposal networks.

As space is restricted on the surface, more and more utilities like power cables are moved underground. Existing sewage networks have to be expanded, new large-capacity schemes have to be built to meet future requirements in volume or growing challenges in flood protection. Water transfer and supply tunnels and the implementation of seawater desalination plants require long tunnels, on- and offshore.

In all kinds of ground conditions In mechanized tunnelling three different shield have been established on countless pipe jacking and segment lining projects worldwide: Slurry Shields (AVN/AVND/Mixshields), Earth Pressure Balance (EPB) Shields with screw conveyor and Open Shields with conveyor belt behind the cutting wheel (Single/Double Shield, Gripper). Each of these proven methods has advantages in its special application range. In changing ground conditions along the alignment, combined solutions can be considered.

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Lining methods for small-diameter tunnels For South Africa´s upcoming water and sewage projects, the mentioned machine portfolio will be needed to cover the range of prevailing ground conditions. In the small diameter range of tunnel ID of up to 4 meters, pipe jacking and segment lining can be considered. Pipe Jacking has a long tradition in the trenchless construction of sewer networks or link sewers. On an international scale, technological advance and valuable experience gained by the contractors have pushed the boundaries in pipe jacking in terms of achievable drive length and tunnel diameter. At the same time, small-diameter segment lining is considered for 3-meter inner diameters and larger, as was the case for the main collectors on Doha´s IDRIS project and Singapore´s deep tunnel sewerage system.

Basis of project success in tunnelling The decision to plan and execute a small-diameter tunnelling project whether with pipe jacking or segment lining is mainly driven by the specific project requirements such as length, diameter or depth of the tunnel. Clients and planners need a broad knowledge about the available technological alternatives to go for the best-suited method. Subsequently, the close cooperation of technology supplier and contractor to design the tunnelling equipment will ensure a safe and reliable project execution.

herrenknecht.com/en

SPONSORS

SKYV CONSULTING ENGINEERS (PTY) LTD

S

ince our humble establishment in 2015, SKYV Consulting Engineers has grown within the industry and now boasts a presence in various regions of the country.

This upward trajectory has allowed the company to further develop, mentor and train staff and other individuals in line with our commitment to upskilling people and making a positive change wherever we work.

Our proven formula for the sustainable implementation of successful projects, lies within our propensity for expert application of our engineering capabilities while delivering the greatest possible respect and care for the environment.

We are a proudly Level 1 BBBEE, 100% black-owned company that strives for continuous improvement while maintaining our ISO 9001:2015 accreditation and current professional registrations. To ensure clients gain from our service excellence, we remain committed to providing an unsurpassed quality of professional engineering services and succour as the foundation of our operations.

The competent team of experienced engineers, proficient professionals and project managers at SKYV Consulting Engineers eagerly awaits the opportunity to demonstrate its expertise to our ever-expanding client base.

Our focus has been, and always will be, on the improvements we can provide through our professionalism towards the constructive contribution of the nation and our country.

www.skyv.co.za

UMGENI WATER IS COMMITTED TO IMPROVING QUALITY OF LIFE AND ENHANCING SUSTAINABLE ECONOMIC DEVELOPMENT

U

mgeni Water is a public entity established in 1974 to provide water and sanitation services to the Water Services Authorities (WSAs) in its service area. The organisation operates in accordance with the Water Services Act (Act 108 of 1997) and the Public Finance Management Act (Act 1 of 1999) amongst others and is categorised as a “National Government Business”. Umgeni Water reports to the Department of Water and Sanitation through the Umgeni Water Board Chairman and the Umgeni Water Chief Executive. The Executive Authority of Umgeni Water is the Minister of Water and Sanitation.

@umgeniwater

@umgeniwater

@umgeniwater

@umgeniwater

© Umgeni Water 2021

310 Burger Street, Pietermaritzburg, 3201, Republic of South Africa / P.O Box 9, Pietermaritzburg, 3200, Republic of South Africa Tel: +27 (33) 341 1111 / Fax +27 (33) 341 1167 / Toll free: 0800 331 820 / Email: info@umgeni.co.za / Web: www.umgeni.co.za

@umgeniwater-amanzi

Improving Quality of Life and Enhancing Sustainable Economic Development.

Think Water, think Umgeni Water.

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35

38

BOSCH Projects

BVi Consulting Engineers

Consulting Engineers South Africa (CESA)

Engineering Coucil of South Africa (ECSA)

Envirosan Sanitation Solutions

Gabion Baskets

33

11

2

4

12

36

SALGA SBS Tanks

8 43

LVSA Group Mabey Bridge & ECM Technologies

44

13

16 & 17 SABEeX

KTN Consulting Engineers and Project Managers

Umgeni Water

TT Innovations / CRDC SA

Smart Locking Logic ( SMARTLOCK)

14 & 15 WRC

26-31

21

SA Leak Detection 5

34

41 & 42 Structa Technology

ROMH Consulting 22

iX Engineers

9

Odour Engineering Systems ( OES) 6

Sky High Consulting Engineers 25

NEXTEC

18 & 19 Sizabantu Piping Systems

National Treasury

Sika South Africa

24

3

7

32 & 39 N & Z Instrumentation & Control

10

Impuma Group

IMERYS

40 & 45 Herrenknecht

AKS Lining Systems

23

Hall Longmore

20

3S Media

1

EXHIBITOR FLOORPLAN

EXHIBITORS

3S MEDIA

AKS LINING SYSTEMS (PTY) LTD

Novus Print (Pty) Ltd t/a 3S Media is a proud Level 2 BBBEE Contributor.

3S Media is owned by Novus Print, a group company of Novus Holdings – one of Southern Africa’s largest print production and manufacturing operations.

IMIESA magazine is 1 of 6 publications owned and published by 3S Media – a content marketing and specialist media company providing targeted B2B solutions across print, digital and streaming platforms.

IMIESA is the official magazine of the Institute of Municipal Engineering of Southern Africa (IMESA) – giving you access to a wide range of experts (and decision-makers) in the construction sector.

3S Media has three industry websites with weekly newsletters offering breaking news, in-depth analyses, upcoming events, and the latest industry developments. With a strong social media presence, 3S Media is entrenched in and engaged with its communities.

As a media house, we know that there is only one clear way to grow and thrive in a fast-paced digital age, and that is with a multiplatform approach.

We publish our content on different media platforms, organically maximising our reach, utilising media such as: • Printed magazines • Digital magazines • Website • Newsletters • Webinars • Events • Linkedin • Youtube • Facebook • Twitter.

We deliver your message on a platform that is optimally formatted to desktop and mobile devices. Our digital magazines are available on Issuu, and are fully downloadable, shareable and hyperlinked.

T: +27 (0)11 233 2600 E: enquiries@3smedia.co.za W: www.3Smedia.co.za Stand: 1

AKS Lining Systems is a manufacturer of high-performance thermoplastic liners, specialising in geomembrane and corrosion protection linings. Based in Cape Town, our products are used in diverse applications such as mining, environmental conservation, landfills, water treatment, sewerage tunnels, WWTWs, TSFs, digesters, reservoirs and general infrastructure.

AKS is an ISO 9001:2015 certified company and has a state-of-the art laboratory that ensures all liner produced meets or exceeds quality standards. Our sales engineers, with a wealth of knowledge, will assist and provide you with longlasting solutions for your project.

Representative: Peter Hardie T: +27 (0)21 983 2700 E: info@aks.co.za W: www.aks.co.za Stand: 23

BOSCH PROJECTS (PTY) LTD

Bosch Projects is a proud South African-owned, Level 1 BBBEE contributor that provides innovative engineering solutions to the infrastructure and industrial sectors – from planning and design stages, through to construction supervision and commissioning. With client relationships being central to our business, we offer professional services in several disciplines, including water and wastewater, roads and land developments, human settlements, agriculture and irrigation, energy, as well as sugar equipment and building services.

Our key clients include municipalities, parastatals, sugar, other food producers and property developers. Since 1961, we have focused on integrity, trust and respect, boasting a proud record of technical excellence, which includes awards from IMESA, CESA, SAICE and SASTA. Representative: Gert Fourie T: +27 (0)12 001 7874 E: mail@boschprojects.co.za W: www.boschholdings.co.za Stand: 33

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EXHIBITOR PROFILES

BVI CONSULTING ENGINEERS (PTY) LTD

Celebrating 55 years of engineering excellence, BVi prides itself on providing professional services in identifying and implementing engineering projects for medium to large corporations, in South Africa and internationally. BVi is once again setting high standards with regard to transformation. We are extremely proud to have achieved a 55% majority black-owned shareholding and the status of a Level 1 BBBEE contributor yet again. 100% of BVi shares are owned by South African citizens. This makes BVi one of the largest black-owned consulting engineering firms in South Africa.

ECM TECHNOLOGIES & MABEY BRIDGE

Mabey Bridge is a leading international provider of high-quality modular steel bridging solutions. We specialise in rapid-build, pre-engineered modular steel bridges to enable accelerated bridge construction and improve connectivity in urban and rural areas. We also deliver bridging solutions for the transport, construction, oil and gas, and mining sectors, as well as for specialist military applications, humanitarian emergencies and disaster relief.

Represented by ECM Technologies in South Africa, Mabey Bridge’s modular solutions can help enable municipalities to provide vital access for local communities by simplifying construction and expediting project timeframes to ultimately reduce overall project costs.

BVi – “Big enough to make a difference, small enough to care.”

Representative: Premala Singh T: +27 (0)12 940 1111 E: ps1@bvi.co.za W: www.bvi.co.za Stand: 11

CONSULTING ENGINEERS SOUTH AFRICA (CESA)

Consulting Engineers South Africa (CESA) is a voluntary association of consulting engineering firms with a member base across the country totalling in excess of 580 companies. CESA is the custodian of the well-being of the industry supported by member firms who employ approximately 19 000 people.

Member companies offer consulting engineering services that include a comprehensive range of planning, design and project delivery services across all engineering disciplines including civil, structural, mechanical, electrical, industrial, mining, etc.

Representative: Bonolo Nkgodi T: +27 (0)11 463 2022 E: bonolo@cesa.co.za W: www.cesa.co.za Stand: 2

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IMESA

Representative: Martin Venter T: +27 (0)12 329 4116 E: Martin@ecmtech.co.za W: www.ecmtech.co.za W: www.mabeybridge.com Stand: 13

ENGINEERING COUNCIL OF SOUTH AFRICA (ECSA)

The Engineering Council of South Africa (ECSA) is a statutory body established in terms of the Engineering Profession Act (EPA), 46 of 2000. ECSA’s primary role is the regulation of the engineering profession in terms of this Act. Its core functions are the accreditation of engineering programmes, registration of persons as professionals in specified categories, and the regulation of the practice of registered persons.

Consequently, ECSA is the only body in South Africa that is authorised to register engineering professionals and bestow the use of engineering titles, such as Pr Eng, Pr Tech Eng, Pr Techni Eng, Pr Cert Eng, on persons who have met the requisite professional registration criteria.

ECSA is under the leadership of Refilwe Buthelezi, Pr Eng, Vice President.

T: 086 122 5555 E: engineer@ecsa.co.za W: www.ecsa.co.za Stand: 4

EXHIBITOR PROFILES

ENVIROSAN SANITATION SOLUTIONS (PTY) LTD

Envirosan Sanitation Solutions is a Level 2 BBBEE black-owned enterprise that provides a turnkey solution for the research, development, manufacturing and installation/construction of a comprehensive range of safe, dignified and sustainable water-efficient sanitation solutions to rural and peri-urban schools and households.

With more than two million toilets successfully delivered and installed worldwide since our inception in 2006, Envirosan continuously strives to not only meet but exceed our customers’ expectations.

Representative: Stewart Smetherham T: +27 (0)31 700 1866 E: stewart@envirosan.co.za W: www.envirosan.co.za Stand: 12

GABION BASKETS

Gabion Baskets, a specialist manufacturer and supplier of gabion systems, has extensive experience in providing expert advice and design recommendations for the erection of retaining walls and river structures to reduce water flows and prevent soil erosion in the civil engineering, mining and architectural building industries.

The wide range of services offered include on-site practical assistance or experienced gabion installation trainers for your sites.

Our solutions are based on natural environment principals, tending to use locally available construction materials to blend in with the soils and vegetation where possible.

Representative: Louis Cheyne T: +27 (0)11 882 5788 E: mail@gabionbaskets.co.za W: www.gabionbaskets.co.za Stand: 36

HALL LONGMORE INFRASTRUCTURE (PTY) LTD

Hall Longmore can trace its history to 1924 and is now owned by the South Africa-based Barnes Group of Companies.

To better position the company in terms of BBBEE requirements, Hall Longmore Steel Solutions and Hall Longmore Infrastructure were formed, with Solutions catering for the local pipe retail market and Infrastructure involved in Southern African infrastructure development projects.

Hall Longmore is recognised worldwide as a leader in the manufacture of electric resistance welded (ERW) and spiral welded (H-SAW) steel pipe and casings.

Hall Longmore’s products are used in a wide range of applications including, the transportation of raw and potable water, gas and petrochemicals, slurries and tailings, piling, structural fabrication and solar installations.

Representative: Callum Storar T: +27 (0)11 874 7315 E: callum.storar@hall-longmore.co.za W: www.hall-longmore.co.za Stand: 20

HERRENKNECHT AG

Herrenknecht is a technology and market leader in the area of mechanised tunnelling systems. Herrenknecht is the only company worldwide to deliver tunnel boring machines for all ground conditions and in all diameters – ranging from 0.10 m to 19 m – and continues to make inroads into the South African market, especially on the municipal level.

The product range includes tailor-made machines for traffic, supply and disposal tunnels, technologies for trenchless pipeline installations, as well as drilling equipment for vertical and inclined shafts and deep drilling rigs.

Under the umbrella of the Herrenknecht Group, a team of innovative specialists has formed to provide integrated solutions around tunnel construction with project-specific equipment and service packages upon request.

Representative: Swen Weiner T: +49 7824 302 0 E: info@herrenknecht.com W: www.herrenknecht.com Stands: 40 & 45

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EXHIBITOR PROFILES

IMERYS

IMERYS Aluminates is a pioneer and world leader in the manufacture of calcium aluminate cements (CAC). IMERYS produces a range of speciality binders and mortars that include Ciment Fondu®, Calcoat®, Sewper Liner® and SewperCoat®. Since the 1950s, Ciment Fondu® has been used in South Africa to protect concrete pipes in sewers from H2S corrosion.

In 2017, IMERYS Aluminates launched its global SewperCoat® brand in Cape Town, South Africa, where it is being used to rehabilitate old sewer infrastructures that have been corroded by H2S corrosion. SewperCoat® is also designed to give protection and longevity to new wastewater infrastructures from H2S degradation.

IMERYS Aluminates also manufactures Fondag and Fonducrete mortars used for manhole benching, casting of manholes and other sewer chambers.

Representative: Tendayi Kaitano T: +27 (0)12 643 5880 E: tendayi.kaitano@imerys.com W: www.imerys.com Stand: 35

IMPUMA GROUP

lmpuma Group (IG) is an entrepreneurial organisation with an innovative and resourceful DNA of more than 15 years. Within the Group there are six subsidiaries, namely: • Bayete Capital – Property development • IMS Ventures – Fintec solutions • SDM Consulting – Asset management • SDM Engineering – Engineering and project management • Royal Gold Investment – Minerals mining • Motona – Short-term insurance As a leader in various industries, IG has grown and evolved, providing niche solutions on consulting engineering services, multidisciplinary infrastructural projects, turnkey programme solutions, utility management, and holistic asset management systems technology.

Representative: Laylaa Okike T: +27 (0)66 440 6365 E: sngebulana@impumagroup.co.za W: www.impumagroup.co.za Stand: 38

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IX ENGINEERS

iX engineers is a proudly South African engineering design and consulting firm that focuses on eight key market solutions, which are Digital, Water and Sanitation, Smart Cities, Transport, Energy, Mining, Buildings and Human Settlements. iX engineers has a national footprint with offices in Pretoria, Cape Town, Bloemfontein, Durban, Kimberley, Gqeberha and Upington. Our teams have worked across most continents and are well versed in international best practices, routinely applying state-of-the-art technology and systems to support a more efficient project process.

Our differentiating factors are: 1. ESG (environmental social governance) principles 2. Smart city solutions 3. Innovative funded solutions 4. Digitised infrastructure.

Representative: Lebo Leshabane T: +27 (0)12 745 2000 E: info@ixengineers.co.za W: www.ixengineers.co.za Stand: 10

KTN CONSULTING ENGINEERS AND PROJECT MANAGERS

KTN Consulting Engineers and Project Managers (est. 2009) provides reliable, quality, world-class engineering consulting and project management services to all three spheres of government and private clients.

KTN is led by Kulani Mayayise (Pr. Tech. Eng., Pr. CPM), with over 23 years’ experience. KTN provides multidisciplinary built environment professional services, specialising in planning, design and construction supervision. The company has delivered professional services to projects with a capital cost of more than a billion rand. KTN is committed to delivering high-quality design and is ISO 9001 accredited.

Representative: Kulani Mayayise T: +27 (0)11 805 0981 E: ktn@ktnconsulting.co.za W: www.ktnconsulting.co.za Stand: 34

EXHIBITOR PROFILES

LVSA GROUP

LVSA was primarily an importer and distributor of industrial valves, pipes, and fittings. We soon grew to be the largest stockists in Africa. In 2018, we realised the need to have local valve manufacturing facilities in South Africa. LVSA then began its journey to design and manufacture our own range of industrial valves. Our Foundry delivers tailor-made solutions for products and our manufacturing facility covers an area of 24 000 m2 land and 12 000 m2 under roof with our distribution and repair centres in Durban, Johannesburg, Cape Town, Mozambique, and Zambia.

LVSA Group is proud to be 100% local manufacturer, 100% black-owned company and a Level 1 BBBEE company in South Africa.

Representative: Sagren Pillay T: +27 (0)31 914 1025 E: sagren@lvsagroup.co.za W: www.lvsagroup.co.za Stand: 44

N&Z INSTRUMENTATION & CONTROL

N&Z Instrumentation & Control specialises in water demand management: Our ‘plug and play’ WaMSS software collects flow, level and water quality data, analyses it and automatically presents actionable information. This turnkey single-supplier solution includes Isoil battery-powered magflow meters, ATI remote battery-powered water quality sensors and FLP4 battery-powered smart loggers. Automatic meter reading (AMR), water balance/water loss and reservoir level management are typical applications of the WaMSS solution. Our on-site services include verification of flow meters, flow surveys, commissioning, maintenance contracts and flow logging.

T: +27 (0)11 435 1080 E: info@NandZ.co.za W: www.nz-online.co.za Stands: 32 & 39

NATIONAL TREASURY

The Constitution of the Republic of South Africa mandates the National Treasury to introduce uniform norms and standards to enable transparency and expenditure controls in the public sector. Guided by National Development Plan, PFMA and MFMA, among others, National Treasury has put in place guidance including the Infrastructure Delivery Management System (IDMS). The IDMS guides, directs and empowers infrastructure practitioners to deliver infrastructure in an efficient manner to achieve public value. Infrastructure delivery knowledge products available includes Generic IDMS, Cities-IDMS, Framework for Infrastructure Delivery and Procurement Management, and LG IDMS Toolkit currently being development and testing.

Representative: Nobuntu Sibuyi T: +27 (0)12 395 6725 E: Nobuntu.Sibuyi@treasury.gov.za W: www.treasury.gov.za Stand: 7

NEXTEC

NEXTEC, a proudly EOH company, is committed to delivering smart technologies and engineering solutions for a wide range of public and private sector organisations across South Africa and Africa.

Our offering comes to life through NEXTEC’s holistic offering called NEXTOPIA, which is the connected and increasingly digitalised world we imagine for our clients and their customers.

Advancements in technology offer amazing opportunities to raise socioeconomic standards. This can be achieved through improved service delivery, smart infrastructure, digitalisation and intelligent business processes, which for any country is essential to remain globally competitive.

Our NEXTEC business model focuses on providing practical solutions that are scalable, improve operational efficiencies, lower costs and boost profitability, and includes close working relationships with our OEM technology partners.

Representative: Cindy Parvess T: +27 (0)82 567 0684 E: Indy.parvess@nextec.co.za W: www.nextec.co.za Stand: 24

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EXHIBITOR PROFILES

ODOUR CONTROL GROUP

SABEeX (PTY) LTD

Since 2002, SABEeX has been innovating effective and cost-efficient systems for construction procurement.

Malodours arise as by-products of production and waste handling processes. Since odour control solutions can be capital-intensive and are often coupled with the treatment of complex and often open systems, the implementation of ill-conceived solutions invariably result in disappointment. The Odour Control Group (OCG) was established to provide well engineered and pedigreed odour control solutions to effectively handle these issues.

We convert procurement processes, procedures and methods into worldclass online SCM solutions. Our SABEeX Delivery Management System provides professional support for the delivery of secure and transparent procurement processes.

The OCG has the capability to carry out remediation of contaminated water bodies as well as the design and installation of aeration systems.

Based on the SANS/ISO10845 series of standards, the full procurement life cycle is managed: • tender advertisement • publication of documentation • distributing addenda • facilitating online meetings • auditable receipt of confidential online submissions • post tender clarifications • notifications of award.

Representative: Mathew Coetzer T: +27 (0)83 6302830 E: mathewc@oes.co.za W: www.odorcure.co.za Stand: 6

Representative: Alain Jacquet T: +27 (0)11 728 9492 E: ajacquet@sabeex.co.za W: www.sabeex.co.za Stands: 5

The members of the OCG specialise in the design, supply, installation and maintenance of odour control systems for municipal, industrial and commercial applications. The Group offers emergency and temporary odour control treatments.

ROYAL MNDAWE HOLDINGS (PTY) LTD

We are ROMH – a proudly South African and management owned organisation.

An organisation formed by Africans for the world, a civil engineering company that embodies “engineering for the future”. We are a team of professional engineers, technical specialists and project managers structured to provide specialised consulting and management services within the engineering and the built environment.

Founded in 2013, ROMH is a Corporate Member of CESA and SABTACO. In terms of the DTI, Built Environment Professional Construction Sector Codes, we are an accredited BBBEE Level 1 service provider.

Representative: Sibusiso Sithole T: +27 (0)10 035 1460 E: info@romh.co.za W: www.romh.co.za Stand: 22

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SALGA

SALGA is an association of municipalities established in 1996. Our mandate defines us as the voice and sole representative of local government made up of 257 member municipalities.

SALGA strives to be an association of municipalities at the cutting edge of quality and sustainable services and this is demonstrated in our organisation’s mission to be responsive, innovative, dynamic and promote excellence as we serve our members.

The organisation has a clear mandate to: • Represent, promote and protect the interests of local government • Transform local government to enable it to fulfil its developmental role • Raise the profile of local government • Ensure the full participation of women in local government • Represent municipalities as the employer body • Develop capacity within municipalities.

Representative: Valerie Setshedi T: +27 (0)12 369 8000 E: vsetshedi@salga.org.za W: www.salga.org.za Stand: 8

EXHIBITOR PROFILES

SA LEAK DETECTION DISTRIBUTORS

We hire, repair and sell water leak detection equipment, utility location equipment, flow loggers, CCTV pipe inspection cameras and other non-destructive testing equipment in sub-Saharan Africa, suited for municipal, commercial and residential pipeline condition assessment and rehabilitation.

Pinpointing the leak is not enough; we manufacture under licence and supply Nu Flow’s pipe relining technologies to licensees within sub-Sahara Africa. Nu Flow’s innovative green technology 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 at our training centre in Benoni, Gauteng.

Representative: Marianne Willemse T: +27 (0)11 425 3379 E: marianne@saleak.co.za W: https://saleak.co.za Stand: 16 & 17

SIKA SOUTH AFRICA

Our world is constantly changing and facing numerous challenges unparalleled in history. Sika is here to challenge the status quo and make a positive difference for all of us. Sika South Africa was established in 1988.

Sika is a globally integrated specialty chemicals company, with a leading position in the development and production of the systems and products for waterproofing, bonding, sealing, damping, reinforcing, and protecting in the building sector and motor vehicle industry.

We always look beyond the immediate scope. Seeing the bigger picture of global megatrends such as climate change and urbanization, we strive to find sustainable solutions that have a positive impact on the environment today and for generations to come. That’s how we build trust: by always delivering beyond the expected.

Representative: Romaine Cloete T: +27 (0)31 792 6500 E: Romainelee31@gmail.com W: www.sika.com Stand: 3

INFRASTRUCTURE REFURBISHMENT BEYOND THE EXPECTED Enabling sustainable construction with breakthrough innovations Sika’s comprehensive refurbishment solutions prolong the lifetime and increase the safety of buildings and structures.

This provides a more sustainable and cost-saving alternative to demolition and reconstruction. By reducing material flows and refurbishment frequency we keep life cycle costs and the environmental impact to a low level.

Call us for more info: 031 792 6500 www.sika.co.za

EXHIBITOR PROFILES

SIZABANTU PIPING SYSTEMS (PTY) LTD

SKY HIGH CONSULTING ENGINEERS (PTY) LTD

Celebrating 20 years of service this year, Sizabantu Piping Systems has changed countless lives across South and Southern Africa by ensuring that clean and potable water is no longer a pipe dream.

Initially opened in South Africa’s coastal province of KwaZulu-Natal, Sizabantu now has 11 divisions that are strategically located across South Africa and an Export division that services Southern Africa.

Its management team has a collective 200 years’ experience in the PVC plastic pipe industry. Sizabantu has grown in leaps and bounds over the past two decades to become a leading manufacturer, supplier, marketer and distributor of world-class plastic piping and drainage solutions.

Representative: Shaun Saraiva T: +27 (0)10 020 7858 E: shauns@sizabantu.com W: www.sizabantu.com Stands: 18 & 19

Sky High Consulting Engineers was founded in 2008, by a group of individuals passionate about providing the highest level of service delivery, ensuring client satisfaction and the pursuit of dreams.

We are a vibrant South African multidisciplinary, consulting engineering company, humbled by a vision of greatness and belief in our Rainbow Nation’s capabilities. Our staff complement of 30 permanent staff comprises professional engineers, technicians, technologists and support staff.

Representative: Vuyo Mcebisi Booi T: +27 (0)15 307 6961 E: vuyob@shconsulting.co.za W: www.shconsulting.co.za Stand: 25

sustainable & long term

WATER STORAGE

SOLUTIONS

Pressed Steel Sectional Water Tanks Prestank tank capacities range from 1 500 litres to 4.2 million litres designed to SANS 10329:2004 guidelines and SANS structural codes. Our Hot Dipped Galvanising units are easily transported and assembled on even the most remote sites.

+27 (0)16 362 9100 www.prestank.co.za

Specialists in the manufacturing of domestic and industrial water storage.

Structa Technology is a Level 1 BBBEE Contributor, and is part of the STRUCTA GROUP of Companies

MEYERTON | watertanks1@structatech.co.za Director: Rodney Cory rodney@structatech.co.za | 082 575 2275

Manufactured in SOUTH AFRICA

EXHIBITOR PROFILES

SMART LOCKING LOGIC (SMARTLOCK)

STRUCTA TECHNOLOGY

SMARTLOCK was founded in 2007 and is a market-leading innovator in smart locking and access management solutions.

We pride ourselves on our unique solutions, utilising our own patented technology, know-how and manufacturing facilities providing unparalleled capabilities in the following markets: • Telecommunications • Utilities • Water • Wastewater & Sewage • Pump Stations & Kiosk Lock-in • Electrical.

The system allows for continuous monitoring of infrastructure, accurate asset management and efficient control of access by personal. It is realtime based and offers a full access monitoring platform, giving a full geolocated overview of their entire network.

SMARTLOCK Chamber Lids can be branded to client requirements.

Structa Technology prides itself on being one of our country’s best producers of water storage solutions. We manufacture pressed steel water storage tanks known as the Prestank and have now added the newly developed Circotank range. Our water storage solutions therefore offer our water utilities, municipalities and industry at large two, durable, costeffective water storage products.

Prestank capacities range from 1 500 litres to 4.2 million litres.

Circotank is offered in a Maxi range, covering tank sizes of 100 000 litres up to 1.5 million litres and a Midi range, covering a very user-friendly range of 5 000 to 20 000 litres.

Representative: Rodney Cory T: +27 (0)16 362 9100 E: watertanks1@structatech.co.za W: www.prestank.co.za / www.circotank.co.za Stands: 41 & 42

The SMARTLOCK Solution supports real-time alarm monitoring within the network, offering lumen and vibration censoring and various other alarm options.

We strive to develop new and improve customer identified needs. We supply nationwide, as well as into Africa and the international market.

Representative: Strauss Heigers T: +27 (0)12 349 5301 E: strauss.heigers@smartlock.net W: www.smartlock.net Stand: 9

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EXHIBITOR PROFILES

THE SBS GROUP

The SBS Group is a leading provider of innovative water, energy and food security solutions. Established over 24 years ago the Group has offices in Southern Africa, East and West Africa, the USA and an extensive distributor network across the world.

TT INNOVATIONS & CRDC SA

As a specialist trenchless technology contractor, TT Innovations combines extensive experience with state-of-the-art innovation to deliver viable solutions to meet the underground requirements of its varied clients.

The Group now includes SBS Tanks, SBS Agri and SBS Energy, offering water and liquid storage, grain handling and storage, and integrated energy solutions.

TT Innovations’ specialised rehabilitation and installation equipment – combined with qualified, experienced staff and backed by a clientfocussed, research-driven approach – translates into a reliable and competitive trenchless technology service able to meet the most demanding challenges.

SBS takes pride in delivering a full bouquet of solutions that have been engineered, designed and developed to harness and secure resources anywhere – no matter how remote the location or how rugged the terrain.

SBS is ISO 9001:2015 and ISO 45001:2018 compliant.

It is CRDC SA’s mission to create appreciating value from unrecyclable, mismanaged plastic waste by converting it into an eco-aggregate, which facilitates the creation of superior environmentally friendly construction products.

Representative: Mava Gwagwa T: +27 (0)31 716 1820 E: mava@sbstanks.co.za W: www.thesbsgroup.com Stand: 43

Representative: Abraham Avenant T: +27 (0)21 761 3474 E: aavenant@megroup.co.za / mswarts@megroup.co.za W: www.martin-east.co.za Stand: 21

Robust and Reliable

ADVANTAG ES

Water Storage Midi Series: 5,000L - 20,000L

Maxi Series: 100kL - 1,500kL

• Highly economical cost to volume ratio • Easily transportable, especially for multiple tanks • Easy assembly, even at elevated heights • NO CRANES REQUIRED • Robust steel tank with high life expectancy • Replaceable liner allows for extended life

Manufactured by Structa Technology (Pty)Ltd BBBEE Level 1

MEYERTON | Tel: 016 362 9100 watertanks1@structatech.co.za Director: rodney@structatech.co.za | 082 575 2275 www.structatech.co.za | www.circotank.co.za Manufactured in SOUTH AFRICA

EXHIBITOR PROFILES

UMGENI WATER

Umgeni Water is one of Africa’s most successful bulk potable water services providers. Its core business is the abstraction of raw water, storage of raw water, treatment of it and conveyance of it as drinking water to seven municipal customers and a private sector customer that provides reticulation services as a concessionaire for a municipality. The potable water Umgeni Water supplies meets the standards specified in South African National Standards (SANS 241:2015) for drinking water quality.

Representative: Thokozani Hammond T: +27 (0)33 341 1368 E: thokozani.hammond@umgeni.co.za W: www.umgeni.co.za Stands: 26 to 31

WATER RESEARCH COMMISSION

The WRC provides the country with applied knowledge and water-related innovation, by continuously translating needs into research ideas and, in turn, transferring research results and disseminating knowledge and new technology-based products and processes to end-users. By supporting water-related innovation and its commercialisation, where applicable, the WRC seeks to provide further benefit for the country.

The essence of the strategic role of the WRC is, therefore, to be continuously relevant and effective in supporting both the creation of knowledge through R&D funding and the transfer and dissemination of created knowledge.

Representative: Thobile Gebashe T: +27 (0)12 761 9300 E: thobileg@wrc.org.za W: www.wrc.org.za Stands: 14 & 15

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COMPLETE WATER RESOURCE AND WASTEWATER MANAGEMENT The official magazine of the Water Institute of of Southern Africa

OUR READERS ARE YOUR BUYERS Water&Sanitation Africa magazine, www.infrastructurenews.co.za and our weekly newsletters are essential media supplying vital information on the preservation, treatment and provision of water to key industry role players.

Advertise with us and make your presence known to your target market across our print and digital platforms.

Water& Sanitation Complete water resource and wastewater management

Africa

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Hanlie Fintelman +27 (0)82 338 2266 hanlie.fintelman@3smedia.co.za TO SUBSCRIBE

+27 (0)11 233 2600 subs@3smedia.co.za

infrastructurenews

infrastructure4

infrastructure-news

Speaker PROFILES

38 Paper 1: Jayant Bhagwan Rajiv Paladh Paper 2: Tjeerd Driessen Paper 3: Jacques Rust 39 Paper 4: Lennin Naidoo Paper 5: Burgert Gildenhuys 40 Paper 6: Sboniso Masuku Esaias Oosthuizen Paper 7: Geoff Tooley Paper 8: James van Eyk Paper 9: Dr Kevin Wall

41 P aper 10: Matt Braune Lauren de Bude 42 P aper 11: Amanda Gcanga Dr James Cullis Paper 12: François Figueres Timothée Cargill 43 P aper 13: Nomthandazo Makhushe Paper 14: Shuaib Yunos Paper 15: Altus de Klerk André Kowalewski 44 P aper 16: Yeshveer Balaram Paper 17: Dr Nezar Eldidy

SPEAKERS

PAPER 1 JAYANT BHAGWAN

TJEERD DRIESSEN

South African Water Research Commission

Royal HaskoningDHV

Jayant Bhagwan is the executive manager of the key strategic area of Water Use and Waste Management at the South African Water Research Commission, which focuses on the management of water and wastewater in the domestic, mining and industrial sectors.

He has been instrumental in creating a portfolio of research projects and innovations related to water supply and wastewater management. He completed his master’s in tropical public health engineering from Leeds University, UK. With his knowledge and experienced gained in the implementation of water and sanitation projects, he has played a role and participated in the shaping of national water policy and legislation. He held the posts of president of the Water Institute of Southern Africa, chairperson of the Minister of Water Affairs and Forestry Water Advisory Committee, as well as international advisory positions with the Water Supply and Sanitation Collaborative Council, IWA- Global Development Agency and UNEP. He continues to be actively involved in a broad range of areas in the field of water supply, wastewater and sanitation, with his current focus being on sanitation technologies for the future, technology innovation and application, social franchising of O&M, conduit hydropower, benchmarking, reuse and reclamation of effluents. He is a founding member of the FSM Alliance and serves on the supervisory board. He also founded the IWANSS Specialist Group, of which he is chair.

PAPER 1 RAJIV PALADH Bosch Capital Rajiv matriculated in Howick (KZN) and thereafter obtained his BSc in Engineering (Chemical). He thereafter joined the wastewater operations at eThekwini Water and Sanitation. Rajiv is currently working at Bosch Capital and has completed numerous projects in the water sector. He has also been involved in several transactions across the energy, industrial, sugar and property sectors.

Rajiv has been involved in the development of complex financial models, project structuring, development of business plans and capital raising for a variety of projects. Rajiv was the project leader for the study commissioned by the Water Research Commission for the conceptualisation of independent water production in the South African water value chain.

He also recently received the Knowledge Tree award as an emerging researcher for projects that have provided appropriate evidence-based information to inform policy and guide decision-making.

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PAPER 2

Tjeerd Driessen has an MSc in Hydrology and Quantitative Water Management from Wageningen University in the Netherlands. In addition, he has two minors in climate change and natural resource management.

In his MSc thesis, he researched the hydrological response of the River Meuse to climate change. Tjeerd has 12 years of project experience in flood modelling, flood risk assessments, water management and climate adaptation in the Americas, Europe, Africa and Asia.

By combining this experience with his specialised knowledge on hydrology and hydrodynamics, he is able to advise in the best possible way on the effects of interventions or events and on possible mitigation measures.

This experience ranges from working in the Hurricane Protection Office in New Orleans and developing a flood early warning system in the Caribbean to flood risk assessments in Myanmar, Thailand and South Africa.

Tjeerd is an IPMA-D certified project manager with 11 years of experience.

For the last four years, he enjoyed living in Johannesburg, South Africa, and currently has the role of leading market director at the consultancy and engineering firm Royal HaskoningDHV, where he is responsible for the African market on climate resilience.

PAPER 3 JACQUES RUST Envirosan Sanitation Solutions Jacques Rust matriculated from Middelburg High School in 1991 and received a bursary from Iscor Vanderbijlpark to study civil engineering at what is now Vaal University of Technology. He completed his S-course NDip in Civil Engineering, which further led him on his way in this field.

During his time with Iscor, completing his practical and working off his bursary, he soon realised that his main field of interest is town development and, more importantly, community upliftment programmes. He relocated to Durban in 1999 to work with eThekwini Municipality’s Water and Sanitation Division, as the divisional engineer for Labour Based Construction.

He joined Envirosan Sanitation Solutions in 2007, realising the opportunity to be part of a dynamic team to develop enhanced sanitation solutions that can provide dignity and create a healthy, hygienic and safe environment for all.

SPEAKERS

PAPER 4 LENNIN NAIDOO

PAPER 5 BURGERT GILDENHUYS

Naidu Consulting

BC Gildenhuys & Associates

Lennin Naidoo began his civil engineering journey work for a local start-up civil engineering consulting company based in the Phoenix township, later moving to eThekwini Municipality Water & Sanitation, where he obtained his engineering qualification.

Burgert is the MD of BC Gildenhuys & Associates and of Spatial Data Services Africa NPC.

His career journey saw him join a leading engineering consulting company, Naidu Consulting, in its Water & Sanitation Division, where he gained further technical and professional skills. He progressed on to the company’s Economic Development Division, where he found his passion and has further played a significant role in the development of labour-intensive construction and most notably the MISA LIC Capacitation Programme.

Lennin is passionate about people. He believes that the labour-intensive component in the industry, if executed in the correct manner, is a significant mechanism to alleviate much socio-economic damage in the country.

Burgert is an internationally recognised expert in municipal planning, spatial and economic development, as well as local government finances.

He holds degrees in urban planning as well as municipal administration, backed by more than 40 years’ experience. Burgert is a professional town and regional planner, and a member of the Institute for Asset Management (London).

Burgert has a long-standing involvement with the municipal sector in South Africa and deals with spatial planning and municipal service delivery issues.

He specialises in integrating spatial planning with municipal finances and infrastructure planning, focusing on the long-term capital and operating impact of spatial planning and municipal service delivery.

The growth and development challenges of South African towns and cities give rise to the establishment of Spatial Data Services Africa, which is a non-profit organisation dedicated to promoting and supporting government and business in better understanding and utilising data and digital technologies to promote spatial transformation and strengthen development and policy outcomes in service delivery.

Burgert regularly contributes to articles and opinion pieces, and firmly believes that it is more important to tell people what they need to hear rather than what they want to hear.

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SPEAKERS

PAPER 6 SBONISO MASUKU

PAPER 7 GEOFF TOOLEY

Siyazi Group

eThekwini Municipality

Sboniso Masuku started his career in 2014 after completing his BSc in Civil Engineering from the University of KwaZulu-Natal. As a project manager, he is involved in developing integrated transport plans, conducting public transport studies and designing public transport facilities.

Geoff Tooley is a professional engineer with more than 32 years of experience in the civil engineering field. He holds a BSc Civil Engineering from the University of Natal. He has experience in project and asset management, as well as design and construction experience in the fields of stormwater and river training works.

In 2018, he presented his research on the ‘Impact of scheduling of minibus taxi operations’ at the Southern African Transport Conference. As a growthoriented individual, he has committed to developing both his technical and management abilities, holding postgraduate degrees in transportation engineering and business management. His contributions and mindset in the workplace have made him one of the young provincial directors at Siyazi Group of Companies.

Geoff started work at the Durban Corporation (now eThekwini Municipality) in 1990 and currently holds the position of Senior Manager: Catchment Management within the Engineering Unit for eThekwini Municipality. Geoff is part of the team that developed the water sector Municipal Adaptation Plan for climate change for the eThekwini Municipality.

He on the IMESA Exco as Vice President: Operations. He has also sat on numerous Water Research Commission Reference Groups related to stormwater issues over the past 15 years.

PAPER 6 ESAIAS OOSTHUIZEN

PAPER 8 JAMES VAN EYK

Siyazi Group

Nelson Mandela Bay Municipality

Esaias Oosthuizen is a public transport specialist with an MEng (Transportation) and is especially well known for his success in the development of liaison structures between the authorities and the taxi and bus industries. He has an effective way of working with the industry at all levels, particularly at grassroots level. It is acknowledged that he understands the taxi operations better than most planners.

James van Eyk matriculated in Gqeberha and obtained his NDip: Eng (Civil) from Nelson Mandela University, where he became the chairman of the SAICE Nelson Mandela University student chapter. He started working for Nelson Mandela Bay Municipality as an intern in 2018, in Roads & Stormwater: Design and Implementation. Since January 2020, he has developed his career in Water & Sanitation: Bulk Water Supply. James is a part of the team that manages the repairs, maintenance, operations and upgrades of NMBM water treatment works, bulk water pipelines and reservoirs. He is primarily responsible for the Nooitgedagt water supply system, and upgrades to all pipelines.

He is uniquely equipped to interpret the real operations and shortcomings of the public road transport system owing to his involvement in the planning of infrastructure and also the many surveys he conducted in different parts of South Africa over more than 30 years, coupled with his close relationship with members of the taxi industry. He could help to improve the accuracy of taxi-related modelling, for example in conjunction with specialised computer packages used for modelling purposes. The results and applications of the ITP process could be of great value and would probably outperform any other similar combination.

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James is passionate about developing his career and his persona. In his leisure time he enjoys building project cars, activities in the great outdoors and gardening for beauty and crops.

SPEAKERS

PAPER 9 DR KEVIN WALL University of Pretoria Dr Kevin Wall (PhD [UCT]), a civil engineer and town planner, is an extraordinary professor at the University of Pretoria, a Fellow of IMESA and a Fellow of the South African Academy of Engineering. Until earlier this year, he was also a non-executive board member of the City of Ekurhuleni’s wastewater treatment entity.

A past president of the South African Institution of Civil Engineering (SAICE), he has received both the Gold Medal of SAICE and the Lifetime Award of the National Science and Technology Forum – the highest honour that can be bestowed by the science, engineering and technology community.

Early next year, he is scheduled to receive a Doctor of Engineering (honoris causa) from the University of Pretoria.

Much of his work over the last two decades has been on the effectiveness of government spending on infrastructure, and ways to improve the quality, reliability and sustainability of that infrastructure. For example he led the research for the three SAICE Infrastructure Report Cards on the condition of infrastructure in South Africa, which have been published since 2006, and is playing the same role for that which will be published later this year.

PAPER 10 MATT BRAUNE Bio Engineering Africa Consulting and Training Academy Matt Braune graduated in 1982 with a BSc Civil Eng. He worked at SRK Consulting from 1985 till 2016 before opening Bio Engineering Africa Consulting and Training Academy in 2016.

In 1988, Matt became a professional registered engineer and joined IMESA, becoming an Associate Member. In 2016, he became a registered ECSA Mentor.

Matt has specialised in urban stormwater management and municipal engineering over the last 35 years, working on numerous projects that include: compiling integrated stormwater master plans for all major metropolitan councils within Southern Africa; carrying out several river upgrading projects throughout South Africa; initiating the application of Best Management Practices (BMPs) within most local municipalities; applying the SUDS principle to assist in implementing cost-effective and environmentally friendly stormwater control measures; carrying out several dam safety studies as well as flood risk and floodline studies; and carrying out several asset management projects that included detailed field surveys, visual inspections and asset registers.

Matt has also won the Best Technical Paper award from IMESA, for his paper ‘Best management practices applied to layout planning and stormwater control in the new South Africa’.

PAPER 10 LAUREN DE BUDE Bio Engineering Africa Consulting and Training Academy Lauren de Bude is a candidate civil engineer who received her BEng from the University of Pretoria in 2019. She currently works for BIO Engineering Africa. Starting her career in stormwater master planning and having further expanded into hydrology, hydraulics and water resource engineering, she has found a passion for SUDS (sustainable urban drainage systems) designs.

Lauren has a great love for nature. During her free time, she can be found hiking, camping, bird watching or volunteering for various nature conservation programmes. With the natural environment being close to her heart, green engineering is always at the top of her mind.

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PAPER 11 AMANDA GCANGA

PAPER 12 FRANÇOIS FIGUERES

World Resources Institute

SUEZ Group

Amanda Gcanga is a country lead for the Urban Water Resilience Initiative and a senior urban policy analyst working with WRI teams in Africa and the headquarters. In her capacity as a policy analyst, she plays a central role in liaising with key stakeholders at national and local government levels to create conducive ground for WRI’s support on urban development policies, providing technical support to key partners and the identification of WRI’s policy-level interventions in Africa.

François Figueres is graduate from the National Institute of Applied Sciences (INSA) of Strasbourg with an MSc in Civil Engineering.

As a country lead, she guides the implementation of the Urban Water Resilience Initiative in South Africa, including the identification of strategic intervention and collaboration areas for WRI's work.

Amanda has experience in water governance as a practitioner and a researcher. Prior to joining WRI, Amanda led a water programme at the Western Cape Economic Development Partnership based in Cape Town.

Before this, she co-led water governance research projects with the Water Institute of Stellenbosch University, the Centre for Sustainability Transitions, and the Centre for Water and Sanitation Research.

Amanda holds a master’s in international land and water management from Wageningen University in the Netherlands.

He is currently responsible for the business development of the smart and environmental solutions of the Suez group.

He started his career in Suez with hydraulic design and master planning of water and wastewater networks in Argentina and several South American countries.

During the following years, he participated in numerous water supply projects and contracts in South America and ran Suez engineering departments in Casablanca (Morocco), Bordeaux (France), and the technical direction of the water supply improvement programme in Mumbai (India).

Based on this extensive experience in network design and operation, he has recently been dedicated to the development and deployment of R&D and innovation products in the operational context.

He specialises in hydraulics, pressure management, asset management and non-revenue water reduction.

PAPER 11 DR JAMES CULLIS

PAPER 12 TIMOTHÉE CARGILL

Zutari

SUEZ Group

Dr James Cullis is a water resources engineer with nearly 20 years of experience working on water resource and climate change related studies across Africa.

He is a technical director at Zutari in the Water Resource group based in Cape Town, South Africa, and the expertise leader for Sustainability at Zutari. For two years, he served as the global service group leader for Water for Aurecon before the demerger of Zutari from the global Aurecon group in 2019.

Timothée Cargill has been working in international positions since 1997 in the environment industry, aerospace and defence and telecommunication ones. As senior vice-president in charge of International Development of the Suez Group, he is dedicated to the development of SUEZ Group worldwide, in Water, Waste & Smart Environmental Services, most particularly in frontiers markets. The directorate’s role consists of identifying and monitoring until closing international must-win projects for the company. As such, he is also responsible for the coordination of the whole business developer’s community of the Group.

James has a BSc in Civil Engineering from the University of Cape Town, an MA (oxon) in Politics, Philosophy and Economics and an MSc in Environmental Change and Management both from Oxford University in the UK. He obtained his PhD in Civil and Environmental Engineering from the University of Colorado at Boulder in the USA in 2011.

He is moreover in charge of public relations with governmental bodies, as well as with diplomatic representations both in Paris and abroad. Over the course of his career, his action has been instrumental to the expansion of multinational groups in South-east Asia, the Middle East and Africa, as well as central Asian countries.

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SPEAKERS

PAPER 13 NOMTHANDAZO MAKHUSHE

PAPER 15 ALTUS DE KLERK GLS

iX engineers Nomthandazo (Thandazo) Makhushe is a registered scientist, who started her career at iX engineers Pty Ltd. She has gained working experience in the waste and environmental engineering fields, and has been working within both the public and private sectors through projects. She has gained various skill sets in a variety of multidisciplinary projects.

She earned her BSc (Environmental Earth Science) degree from the University of KwaZulu-Natal, and furthered her postgraduate studies at the University of South Africa. She recently obtained her project management certification from the Enterprise University of Pretoria.

Altus de Klerk is a senior civil engineer at GLS with 14 years’ experience. He completed his MSc (Eng) at Stellenbosch University.

He is proficient in the computer analysis, planning and management of water distribution and sewer reticulation systems, and is co-lead of the in-house software team, focusing on the development of specialised engineering tools in the water field. Recent research and development was conducted for the implementation of a hydraulic fire compliance risk determination on a per property level.

Outside of her professional activities, she is interested in cosmetology and creative art. She also enjoys being outdoors, and spending time with family.

PAPER 14 SHUAIB YUNOS

PAPER 15 ANDRÉ KOWALEWSKI

Baker Baynes

Drakenstein Municipality

Shuaib Yunos has a great passion for design, infrastructure and technology, and his passion has gained him recognition as the champion of BIM for civil infrastructure here in Africa. Shuaib is currently pursuing his MEng (Civil) and is an Autodesk Certified Instructor (ACI), learning content developer, international speaker and webinar host.

André Kowalewski is the manager: Water and Waste Water Services at Drakenstein Municipality in Paarl, Western Cape. He has more than 38 years’ experience at the municipality.

Last year, Shuaib won the Green Hat Award at the BIM Africa Innovation Awards Ceremony 2021 from 289 nominations from various countries across the African continent. The Green Hat Award is recognised as an Exceptional Individual of African descent with outstanding achievements and remarkable service to advocating the adoption of BIM and digital technologies across Africa.

His expertise is in civil engineering construction and planning, design, tender process and administration, as well as municipal administration and management in water and wastewater services.

At Baker Baynes, Shuaib is a senior BIM technical specialist involved in numerous projects encompassing BIM for civil infrastructure, GIS, reality capture/scan-to-BIM, as well as VR and visualisation.

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SPEAKERS

PAPER 16 YESHVEER BALARAM

PAPER 17 DR NEZAR ELDIDY

ARRB Systems Africa

SOBEK

Yeshveer Balaram (Yesh) is a registered professional engineering technologist with 17 years’ experience in road pavement management, including design, construction and maintenance.

Dr Nezar Eldidy has been in the engineering consultancy industry for more than 34 years. His voyage from Cairo to Cape started in the 1990s, passing through various countries in Africa, the Middle East and Europe. He holds a BSc (Hons) in Civil Engineering, a master’s degree in civil engineering from the University of the Witwatersrand, and a doctoral degree in civil engineering from the University of Johannesburg.

In his present role as GM of ARRB Systems Africa, he works with roads agencies towards achieving a well-maintained, safe road network aimed at reducing road accidents and road-user costs. Yesh has a working understanding of various pavement management systems, tools and techniques, as well as non-destructive road surveillance equipment, such as the FWD, GPR, digital laser profilers and traffic speed deflectometer devices.

He has overseen construction works on several road maintenance and rehabilitation projects, ranging from single-seal treatments to cold in-place recycling. Having acquired an understanding of how roads are designed, built and maintained, his career turned towards to road asset management systems (RAMS), where he has been the RAMS implementation project manager for a number of provincial and municipal roads agencies, effectively aligning annual maintenance budgets to optimised road maintenance strategies.

Yesh has co-authored and presented peer-reviewed papers in the field of pavement engineering and road safety at local and international conferences, workshops and seminars. In 2018, he gained iRAP accreditation, and now has the largest accredited team in Africa under his directive.

Nezar is a member of several international professional bodies such as the Water Institute of Southern Africa (WISA), International Water Association and the American Water Works Association, among others. This gave him extensive exposure to international water markets, the water sectors of Africa, as well as close working knowledge of international funding institutions such as the African Development Bank and the World Bank.

In addition to being a professional civil engineer, he is currently an executive director for the Sobek group of companies, which specialises in infrastructure development and the related information technology.

Nezar’s interests lie predominantly in the water sector as can be attested to by his body of works and particularly the numerous papers he has penned.

He has a vast experience in water supply, dams, water and wastewater engineering and management, acquired in various African countries, and internationally.

He served as a board member of WISA and held the position of deputy chair till December 2020.

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Abstracts & PAPERS Abstracts 48 Paper 1: Rajiv Paladh & Jay Bhagwan Paper 2: Tjeerd Driessen 49 Paper 3: Jacques Rust Paper 4: Lennin Naidoo 50 Paper 5: Burgert Gildenhuys Paper 6: Esaias Oosthuizen & Sboniso Masuku 51 Paper 7: Geoff Tooley Paper 8: James van Eyk 52 Paper 9: Dr Kevin Wall Paper 10: Matt Braune & Lauren de Bude

53 Paper 11: Amanda Gcanga & James Cullis Paper 12: François Figueres & Timothée Cargill 54 Paper 13: Nomathandazo Makhushe Paper 14: Shuaib Yunos 55 P aper 15: Altus de Klerk & André Kowalewski Paper 16: Yeshveer Balaram 56 P aper 17: Dr Nezar Eldidy 57 Papers

ABSTRACTS

PAPER 1

PAPER 2 Rajiv Paladh & Jay Bhagwan

THE OPPORTUNITY FOR INDEPENDENT WATER PRODUCERS IN SOUTH AFRICA President Ramaphosa highlighted the need for Independent Water Producers to contribute towards South Africa's water security future during the 2020 budget speech. The Water Research Commission initiated a study that explored this opportunity within the South African water legislative and institutional framework. This paper thus presents the findings from the study, and details future steps that need to be completed to establish Independent Water Production in South Africa.

An Independent Water Producer (IWP) is an entity, which is not a publicly owned utility, but which owns and operates facilities to produce water for sale to customers. Customers can include utilities, central government, municipalities and end users (industry or farmers).

There are two broad pathways for the introduction of IWP in South Africa.

This is either the introduction of IWP within the existing legislative and institutional framework or amending the current framework to allow for the introduction of IWP within the existing water value chain. Including IWP within the existing legislative framework may require the introduction of additional regulations to prevent unintended consequences.

The opportunity for IWP in South Africa exists around desalination, wastewater reuse and small scale production for industry. IWP could therefore be implemented by focussing on Water Boards and Water Services Authorities (WSA) that: • Are developing programmes around desalination and wastewater reuse; • Have strong credit ratings; and • Would benefit from streamlined processes for procuring these projects.

An alternative approach would be to develop a single off-taker with sovereign guarantees to procure water from IWP on behalf of Water Boards and WSAs. Industry will develop its own water supply to ensure security of supply in the appropriate conditions. This additional supply and possible redundancy is useful for building resilience in the broader water sector and the national economy. However, it does pose threats to municipal revenue.

Restrictions and uncertainties created in the regulations around water sector intermediaries are the biggest barrier to industry doing this and should be improved. However, these activities should not be subsidised through public funds.

The study raises several key questions and positions on the role and inclusion of IWPs in the water sector. A key question is around the issue of what independence actually means in the South African landscape. Any issues of licensing and allocation of water resources raise the conflict of independence.

Key Presentation Impact Points: 1. What is Independent Water Production?

2. How could IWP be implemented in South Africa?

3. Key steps towards the introduction of IWP in South Africa.

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Tjeerd Driessen

QUANTITATIVE FLOOD RISK ASSESSMENTS FOR THREE TOWNSHIPS IN JOHANNESBURG USING HIGHRESOLUTION MODELLING This project focused on the widespread illegal dumping in river floodplains which predominantly comprises of building rubble and fill material for creation of platforms and development of shacks. The proliferation of these informal developments is no longer sustainable as it is already resulting to encroachment of the floodplains, unsafe living conditions, damage to existing infrastructure and possible increase in flood risk due to changes in the river hydrology. These impacts are expected to worsen if no interventions are taken. The objective of this study was to assess the flood risk increase due to illegal dumping along the water courses in Alexandra, Kaalfontein and Diepsloot. This project was commissioned by City of Johannesburg and implemented by Johannesburg Road Agency.

Six state-of-the-art, cloud-based, two-dimensional flood models were developed using Digital Terrain Models with 1m horizontal resolution. For each area, two flood models were generated; one representing the 2012 (pre-dumping) situation and one representing the 2019 (post-dumping) situation. An extreme value analysis of the rainfall events of the three areas was done to determine the normative rainfall durations and depths which were required to force the hydraulic models. A total of 28 modelling scenarios were simulated using combinations of different time horizons (2012 and 2019), different areas and different return periods (ranging from 5 to 100 years). Not only were the flood lines derived for each scenario, but also water depth maps, water level difference maps and flood hazard rating maps were generated. This gave a good first insight how the response of the river system changed as a result of the illegal dumping of building material in the floodplains.

A quantitative flood risk assessment was performed to gain a deeper understanding of the economic impact of floods and how the flood risk changed between 2012 and 2019. This assessment was performed using a Global Flood Risk Tool which is a cloud-based platform that quickly and accurately calculates flood damages and flood risk as a product of the modelled flood hazard maps, land use maps and vulnerability functions of the exposed assets. The study found among others that during a 100-year return period event water level increases of up to 1.8m could occur as a result of the illegal dumping. Also, the economic flood risk (i.e., expected annual direct flood damage) increased by 12-15% for Kaalfontein, 33-34% for Diepsloot and 8-10% for Alexandra between 2012 and 2019.

Key Presentation Impact Points: 1. Townships are often located in flood-prone areas and face increasing risks to flooding.

2. A deep understanding of the flood risks of urban rivers is required.

3.

Quantitative flood risk assessments can assist with prioritising interventions, support urban planning, assist disaster risk management, create awareness among communities and is a stepping stone towards social resilience.

ABSTRACTS

PAPER 3 Jacques Rust

WHY FLUSH YOUR TOILET WITH 9L OF WATER WHEN YOU CAN FLUSH WITH 2L – THE NEW NORMAL When properly designed, built and maintained, the VIP (Ventilated Improved Pit Latrine) provides a decent basic level of sanitation, however most people prefer a higher level of sanitation, with full flush toilets being the most desired and accepted. The drawback however with conventional full flush toilets is that they require a large amount of water, which is not always available (Recent local example Cape Town Day Zero). VIP toilets, whilst, not requiring water to operate, have several inherent problems as they do not have a water seal, can smell extremely bad, attract flies and are perceived by users to be undignified. In a VIP scenario the pit/chamber is directly below the top structure resulting in communities often using the pit as a solid waste disposal site and consequently the pits fill up much faster. By having the pit/chamber directly below there is also always the increased risk that children may fall in and when the pits are full, emptying is a messy, unpleasant, and expensive operation with many municipalities now reporting a “reverse backlog”.

The complex nature of sanitation in South Africa means there is no “one size fits all” solution. Each area whether an informal settlement or rural school has its own unique set of challenges and it was essential to develop a new sanitation solution which could provide a hygienic, safe and most of all dignified solution for all users. The necessity for a suitable solution that could help address the various sanitation challenges led to the development of a Low Flush system that could flush with as little as 2L of water (Potable and Non-Potable water).

The system is able to bridge the gap between a VIP and full flush toilet essentially providing users with the benefits of a flush toilet in areas with limited infrastructure and water. The versatility of the system ensures that it can be adapted to different conditions and on-site requirements. The Low Flush system has been tried, tested and approved by various government departments and independent organisations such as the Department of Science and Technology, Water Research Commission (WRC) and is Agrément certified ensuring it complies with all regulatory requirements.

It has proved to be a game changer in the sanitation space and its ability to provide a safe, sustainable and dignified alternative solution has been seen in the 100 000+ units successfully rolled out.

Key Presentation Impact Points: 1. Flushing with 2L vs 9L – The New Normal.

2. Safe, Sustainable and Dignified Sanitation for all Communities.

3. Benefit of Approved Alternative Solutions.

PAPER 4 Lennin Naidoo

LESSONS LEARNED THROUGH THE MISA LIC CAPACITATION PROGRAMME Labour Intensive Construction (LIC) is a method of construction which proactively seeks to replace plant based tasks and activities with people thereby enhancing job creation through public spending. LIC is implemented under the ambits of the Expanded Public Works Programme: a programme which is now in its Fourth 5-year phase. Despite being in place for more than 15 years, the roll out of LIC may not have been as effective in creating jobs with little or no projects being undertaken labour intensively. Whilst the number of jobs which are created and reported on the National EPWP reporting system has increased, this increase may be attributed to improved reporting rather the creation of more jobs. Several papers have been written about the success and failures of the Programme.

The COVID-19 pandemic exacerbated the unemployment crisis with unemployment increasing to more than 30% in 2021. In response, President Cyril Ramaphosa announced a series of governmental initiatives to stimulate economic recovery. Whilst this was effected, the presidency embarked on a capacity building programme to mainstream LIC in order to optimise job creation through projects. COGTA was commissioned to undertake the pilot programme, in who in turn utilised MISA to lead the programme. In a first Cohort, 15 municipalities were selected from around the country as pilot municipalities to implement such a programme with strong focus on job creation using MIG funding through Roads and stormwater projects. Naidu Consulting was appointed as the service provider to support 8 of the 15 municipalities through formal and informal training, data support and LIC mainstreaming support.

Whilst the projects realised some success, several key lessons were learned in the process which may aid future roll out and importantly begin to understand why LIC was not being effectively implemented in the municipalities. This paper will outline the approach to programme, the scope of works, and the challenges experienced which have been identified as impeding LIC implementation. The paper will not look to unpack LIC but rather focus on unpacking some of the reasons why LIC has not gained the traction that it ought to have.

Key Presentation Impact Points: 1. LIC has the potential to create jobs.

2. LIC has not been adequately embraced and implemented.

3. Several barriers have hindered LIC implementation.

4. Several work arounds may exist which could enhance LIC implementation.

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ABSTRACTS

PAPER 5 Burgert Gildenhuys

STRUCTURAL IMPEDIMENTS ON MUNICIPAL SERVICE DELIVERY There remains a continuous emphasis on infrastructure investment as the solution to municipal service delivery challenges. However, this paper will show that the inability to meet service delivery targets comes from structural impediments that developed over the past three decades in the municipal environment. A strong focus is on increased delivery through improved administrations and implementation capacity. However, since 1990 many seminal events have contributed to structural challenges, making it nearly impossible to meet infrastructure and service delivery expectations. These events started with the Soweto According 1990, where the link between the cost of services and the payment for services was broken.

One should also consider the impact of the De Loor Task Group on a National Housing policy in 1992 that established the principle of differentiated service levels. Differentiated infrastructure service levels were incorporated into the IDP in 1994. Over time, even the constitutional objectives of local government were conveniently ignored by politicians, policymakers and planners. Furthermore, a lack of skills to do infrastructure investment planning, establishing “wall-to-wall” municipalities that had to implement policies with a strong urban bias in rural areas, introducing free basic services, and our spatial planning legislation all created structural barriers for service delivery. These barriers make it difficult, if not impossible, to make good on political promises and meet community expectations through sustainable local government.

The paper will conclude by showing how structural impediments reinforced by continuous low economic growth and higher than expected urbanisation rates bring local government to its knees. Radical new approaches and tough political decisions are required to stabilise the service delivery environment before one can expect an improvement in municipal infrastructure service delivery.

Key Presentation Impact Points: 1.

Service delivery diverted from well-founded policies developed in the 1990s.

2. The inability to adapt to a changing environment resulted in structural impediments that make service delivery as contemplated in current policies impossible.

3.

Our infrastructure delivery challenges are compounded by our underestimation of low economic growth and high rates of urbanisation.

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PAPER 6 Esaias Oosthuizen & Sboniso Masuku

REGULATORY COMPLIANCE AT LOCAL AND DISTRICT MUNICIPALITIES The National Land Transport Act (NLTA, Act 5 of 2009) requires transport authorities at local and district municipality to develop Integrated Transport Plans (ITPs). The objective of ITPs is to facilitate coordinated planning between infrastructure development, operations and regulation for all modes of transport.

The plans provide a five year road map for addressing transport challenges and needs and align implementation of transport projects with spatial and land-use development. The study found that the majority of municipalities do not have ITPs and therefore do not comply with the NLTA. The impact of non-compliance is evident in growing towns where new developments are accompanied by a rise in congestion, poor pedestrian infrastructure and crowded city centres; which together discourages potential investors and thereby curtail the town’s development potential. Lack of awareness, skilled personnel and financial resources were identified as some of the main barriers to compliance by municipalities.

The study discusses the level of compliance and the extent of identified challenges and offers recommendations on how these challenges can be addressed.

Key Presentation Impact Points: 1. Integrated Transport Plan 2. National Land Transport Act 3. Municipal Planning 4. Regulatory Compliance

ABSTRACTS

PAPER 7 Geoff Tooley

A TRANSFORMATIVE RIVERINE MANAGEMENT PROGRAM - A BUSINESS CASE FOR A NATURE BASED ADAPTATION PROGRAM TO PROTECT CITY INFRASTRUCTURE AND SO MUCH MORE….

So often engineers look for hard solutions to risk to infrastructure and forget about looking at nature and the options that it can provide. The same is true in eThekwini municipality when it came to damage to road crossings and rivers.

Engineering solutions helped to reduce some of the risk. The analysis of the cause of damage highlighted the role of alien vegetation and solid waste in these blockages and damages. The Sihlanzimvelo project was born in a meeting of the eight departments mandated with looking after eight different facets of the same rivers. Eight departments with reduced budgets and staff compliments.

This project looked to remove alien vegetation and waste from the streams through the use of unemployed people from the communities who were upskilled in business skills to form co-operatives who were then employed by the city. The program ran for 9 years on 300 km of stream and we became aware of many more benefits than just the main reason of reducing the risk to culvert road crossings.

Through the C40 Climate Finance Facility we have been able to carry out a Benfit cost analysis and have proved that by managing our natural assets we can achieve the goal of risk reduction and at the same time achieve many other goals of socio-economic and environmental value.

This is a case study of Nature Based Adaptation which is cost effective and which is making our city more resilient in the face of climate change.

Key Presentation Impact Points: 1. Grey infrastructure risk reduction.

2. Job creation.

3. Environmental biodiversity improvement.

4. Socio-economic development.

5. Redressing the imbalances of the past.

6. A Covid recovery plan.

PAPER 8 James van Eyk

A PRACTICALLY APPLIED, HOLISTIC APPROACH TO VANDALISM PREVENTION Criminal theft has become one of the biggest problems facing South African infrastructure.

If we don’t attend to repairing the social fabric holistically, the country's infrastructure will eventually be stripped bare. Anything less than an overall societal approach merely provides a band-aid when open-heart surgery is required.

The breakdown of social fabric and socio-economic factors faced by many people including, but not limited to, inequality, the cycle of poverty and drug abuse drive the cause of theft and vandalism. But, while the big all-encompassing solutions to fixing the social fabric are (hopefully) the focus of national government, municipalities need to protect their assets as best they can to ensure they can still provide basic services. Community engagement is vital in building trust, educating communities, and preventing vandalism and criminal theft.

South Africa, being a water-scarce country, is regularly faced with droughts.

This sometimes causes intermittent or extended water supply failures. Additionally, instances of criminality on critical infrastructure are a separate cause of basic needs supply failures. Massive amounts of water can be lost through the damage and theft of critical infrastructure which in turn leads to further downtime for emergency repairs, which too are costly.

There is difference between vandalism and theft, although the two are often used synonymously. Vandalism normally denotes damage just for the sake of doing damage but does not include theft for income. Criminals have monopolized the availability of an income stream through the like of illegal scrap yards. Most of our water infrastructure damage is criminal to generate income, through the sale of scrap metal. Ultimately, a person who is intent on committing crime, if given enough time or the correct tools will be successful. The key to the prevention of vandalism may lie in being a step ahead of vandals, by reverse engineering their tactics to defeat them. Physical vandalism prevention is only as effective as the security response to vandalism. The security response must be prompt and have a zero-tolerance approach with respect to the law.

This paper explores actionable implementation of systems not only in water, but roads and traffic lights and other cr including physical measures to delay vandalism, and in some pilot projects the vandals reached a point of not being able to complete their mission. Further, it focusses on, community engagement to promote a sense of ownership of the infrastructure and encourage reporting of vandalism. This leads to the interrogation of the market for stolen infrastructure, and the requirements for supporting services such as security. How to bring ownership of infrastructure to the people’s door is the key question.

Key Presentation Impact Points: 1. The effects of vandalism and criminal theft on critical utility infrastructure.

2.

Proactive, practical techniques for vandalism prevention based on reactive occurrences.

3. Community engagement and awareness campaigns.

4. Exacerbation of water supply failures as a result of vandalism.

5. Drought and contributing factors to water supply failures.

6. Ongoing successful pilot projects with roads and traffic flow.

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PAPER 9 Dr Kevin Wall

MAINTENANCE AND REPAIR BUDGET AND EXPENDITURE REGULATIONS REALITIES AND REPERCUSSIONS Treasury has laid down that municipalities shall budget for maintenance and repair an annual sum equivalent to 8% of the “carrying value” of “property, plants and equipment and investment property”.

The guidance provided by this ruling is invaluable. But a “one size fits all” norm of this type can only be an interim benchmark. Moreover, to what extent do municipalities pay much heed to the ruling on 8% of the carrying value? And what is Treasury doing about those municipalities which chronically under-budget? Furthermore, the 8% norm will likely be insufficient under most circumstances, especially given the substantial maintenance backlogs which municipalities are known to carry.

Research initially undertaken in the course of reviewing budget guidelines for Treasury revealed the extent to which municipalities, with very few exceptions, are reported to be spending far less than even this inadequate 8% – in some cases, spending hardly anything at all on maintenance and repair. Also, whereas it is crucial to service delivery by any municipality that the strategic infrastructure be identified and that it must receive priority when the maintenance and repair budget is allocated, in so many cases this is not done.

The purpose of the proposed paper is (i) to outline and comment on the current guidelines, and (ii) to present the spending realities, acknowledging that, while municipalities are strapped for funds, generally, more can be done, or the consequences for service delivery will be dire – as is already evident.

Key Presentation Impact Points: 1. Does the “8% of carrying value” norm make sense for all municipalities?

2. On what basis should repair and maintenance be budgeted?

3. What to do about that great majority of municipalities which budget far less than 8%? In particular, what could, or should, Treasury do?

4. Will changing the 8%, or Treasury transferring more funding to municipalities, improve municipal repair and maintenance?

PAPER 10 Matt Braune & Lauren de Bude

SOLVING FLOODING PROBLEMS USING SUSTAINABLE URBAN DESIGN SYSTEMS (SUDS) IN A CHANGING WORLD The current urban environment is rapidly changing due to more high density developments within municipal areas. Additional climate change and sporadic, more intense storm events as South Africa has experienced this rainy season has caused an increase in flooding problems and damage to property. This combined with financial constraints increases the pressure on municipalities to solve urban flooding problems in a more cost effective manner.

A recent project involving the remediation of flooding problems in a residential estate within the City of Tshwane has highlighted the benefits and cost savings achieved when considering the SUDS approach. The project involved the remediation of frequently occurring flooding problems in the Zwavelkloof residential estate. This estate which was part of the Kungwini municipality was developed without considering the impact of natural watercourses and upstream development. This caused several private properties as well as roads to be flooded and damaged. Kungwini was then incorporated within Tshwane who then became responsible for the urban drainage within the Estate. A master plan study was subsequently carried out which determined that a budget of R30 million would be required to solve the flooding problems. This budget was based on constructing an entirely new and larger underground drainage network which nobody could afford .

In order to now assist the residential estate a new approach using SUDS was adopted. This approach included the use of an attenuation dam, diversion berms, as well as swales and natural floodplains thereby reducing the budget to R3,5 million.

This paper presents a case study which highlights the significant benefits of solving urban flooding problems using the SUDS principles. The paper also gives details on how the flood control measures were designed, constructed and how they performed during an extreme 1:100-year storm event that occurred during February 2022.

Key Presentation Impact Points: 1. Cost effective urban drainage control.

2. Benefits of using SUDS for stormwater control in an urban environment.

3. Reducing risk and liability claims against a municipality.

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ABSTRACTS

PAPER 11

PAPER 12 Amanda Gcanga & James Cullis

BUILDING URBAN WATER RESILIENCE FOR AFRICAN CITIES Africa is the fastest urbanizing region in the world (OECD, 2020). At the same time, African cities are currently facing climate-change related challenges such as droughts, floods, and sea-level rise. Climate change impacts are projected to worsen water availability in African cities, while water demand is projected to triple by 2030. The IPCC’s sixth report projects that this situation will worsen as climatic conditions will become more frequent putting pressure on the most vulnerable population groups.

In South Africa, climate change brings the urgent attention to water-related challenges faced by cities. In recent years both Cape Town and Gqeberha have illustrated the risks associated with water systems that are vulnerable and unequipped to handle climate change impacts. Climate change is not the only cause contributing to water security challenges faced by cities, other systematic issues are at play. Sound planning, ecological management, investment and management of water resources and water services infrastructure ARE critical to climate resilience. Building water resilience in South African cities will also require new approaches that include sustainable water investments, changes in planning approaches, diversifying water sources, integrated and adaptive water management across society, and shifting behaviour and mindset towards appreciating the true value of water security and resilience. As South Africa’s cities are central to humans, economy, and ecosystems, there’s an urgent need to address immediate and future water shock and stresses within the context climate change.

Through the Urban Water Resilience (UWR) Initiative in Africa, the World Resources Institute (WRI) is working with individual city and local partners to improve understanding of urban water resilience and identify concrete pathways for action through grounded research, spatial analysis, and a multi-stakeholder strategic planning process utilizing the City Water Resilience Approach (CWRA). Using the CWRA, WRI, supported by Zutari and the South African Cities Network, worked with stakeholders in Johannesburg and Gqeberha, to assess the current context behind their water systems, including shocks and stresses, natural asset and basin management, financing mechanisms, infrastructure capacity, and governance processes.

The outcome of the application of this approach in these two cities will be presented. This includes the identification of critical actions as pathways to building resilience in these two cities, as well as lessons that can be learnt for improving the water resilience of other African cities.

Key Presentation Impact Points: 1. Climate change risks for water supply in African cities.

2. Improved water security and resilience for African cities.

3. Urban Water Resilience Initiative (UWRI) in Africa.

François Figueres & Timothée Cargill

ACHIEVEMENTS ON NRW (NON-REVENUE WATER) REDUCTION: 3 DETAILED USE CASES All around the world, water resources are subject to significant stress from human water demand. Water demand is made of the domestic and industrial consumption but also the network losses. Identifying and reducing these water losses is therefore a major functional requirement regarding the sustainability of a drinking water utility.

Indeed, tackling the large amounts of produced drinkable water which do not reach the users is the way for water utilities to gain significant volume of resources and ensure a sustainable service. The understanding of the loss types and the associated volumes is not an easy task and is the key first step to define a proper action plan. Suez have a long track record doing this assessment in many operational contexts and has collected a great experience in this technical analysis. The three use cases presented here are part of this experience. However, the economic feasibility of the reduction measures is the second key issue for the utility. As a matter of fact, the cost of each cubic meter saved varies depending on the used method. The utility may have limited budget resources to execute the defined action plan. Therefore, the water loss reduction levers should be assessed based on studies and successful experiences, to compose the more cost-effective combination of actions. This combination is unique for each network, but some common elements can be discerned.

This paper gives detailed feedback on 3 use cases: Bordeaux, Sao Paulo, and Santiago. In these three cities, significant reduction of water losses was achieved and carefully documented by Suez during the years of execution, taking into account all the parameters and reporting several performance indicators in a way to have a holistic panorama and understanding. The results shared present a detailed breakdown of the reduction achieved, by type of lever and with quantified evaluations, with both volume and cost breakdowns. The International Water Association having identified and documented the 4 pillars to tackle the real losses, the feedback will be presented on this scheme for better divulgation.

This feedback gives actual inputs regarding the cost & benefits analysis which is a key part of any NRW reduction action plan. With the establishment of an effective and adequate water loss management action plan, the utilities can recover the large volumes of water lost through leaks and pipe bursts.

Key Presentation Impact Points: Detailed feedback on NRW (Non-Revenue Water) reduction: 1. Quantified results of water loss volume saved by type of action.

2. Quantified costs by type of action.

3. Unit price of each saved cubic meter by type of action.

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PAPER 13 Nomathandazo Makhushe

THE ROLE OF SMALL, MEDIUM AND MICRO ENTERPRISES (SMMES) IN WASTE MANAGEMENT

PAPER 14 Shuaib Yunos

BIM TECHNOLOGIES FOR INTELLIGENT STORMWATER DESIGN

The waste management sector and corporate enterprises, in support of corporate social and environmental responsibility have a critical function in sustainable development, especially in the context of South Africa, where the waste management hierarchy in its’ approach to waste management legislation is supported, as well as the promotion of Small, Medium and Micro Enterprises (SMMEs) and employment. SMMEs are critical components in the creation of new job opportunities, maintaining the innovation cycle and strengthening regional economies (Silajdžić, 2015).

The role of SMMEs in achieving sustainable and green development is increasingly becoming an important topic in developing economies. SMMEs account for up to 99% of all enterprises and two-thirds of employment across the Organization for Economic Cooperation and Development (OECD) (Usui & Martinez-Fernandez, 2011), emphasizing the key role that they play in transitioning economies towards sustainable business practices.

The culture of outsourcing the waste management function in South Africa is evident, and SMMEs are an important component of the waste management value chain. There is room for improvement in environmental responsibility amongst the SMMEs in terms of their response to legislation pressure and supply chain requirements. Some challenges experienced include the bureaucracy of the waste sector legal requirements, uninformed business sector and public with regard to environmental issues, and the competitive nature of the waste management sector.

In the 21st century, the unsustainable consumption of the earth’s resources is an important matter, as well as the increase in waste generation as a result of this consumption. “There is a strong link between waste creation and wealth creation (Strange, 2002) and the problem of waste has emerged as one of the most contentious and dramatic consequences of global marketdriven economic development” (Strange, 2002). The increase in waste generation should be managed to prevent public health, nuisance, and environmental problems.

This presentation explores the role that SMMEs play in extended producer and environmental responsibility from a waste management perspective in South Africa. It also looks into the challenges faced by SMMEs in the implementation of environmental measures, as well as evaluating environmental responsibility in waste management.

Roads form an integral part of Civil Infrastructure, providing safe and reliable access from point of origin to destination. With the rapid growth in population, urbanization, and the pursuit of smart cities, the pressure on effective road design, construction, and maintenance is ever-increasing.

With this influx of demand, traditional processes are put under strain, resulting in roads designed inadequately impacting safety and service, with one of these components being stormwater design. As of 2015, there were 29 megacities with populations over 10 million, and by 2030, it is expected that there will be an additional 12, with 10 in Africa and Asia.

Polycentric metropolitan regions, which are made up of several connected large urban areas, have gained prominence in recent decades, creating new challenges in transportation planning. For sustainable transport, technological innovation is essential (United Nations, 2016) and effective, well thought-out stormwater design is crucial for safety and infrastructure longevity. This is where Building Information Modelling (BIM) plays a vital role in better tackling these new challenges and design complexities. With the progression in technology, BIM has been implemented, adopted, and mandated by many countries across the world, seen as an intelligent, innovative necessity for enhanced civil infrastructure design, construction, and maintenance, helping us adapt to our changing world.

This session will be showcasing the application of BIM Technologies developed by Autodesk, and The Devotech Group of Companies here in South Africa for intelligent, effective stormwater design. These BIM technologies affords designers to incorporate and review designs as a whole, ensuring that the road design complements the stormwater design, as well as a range of other benefits and automated advantages such as the modelling of the stormwater network in 3D, checking of pipe flow directions, the creation and implementation of popularly used local South African pipe catalogues, regrading of pipe networks as per cover and slope requirements, executing watershed analysis and catchment generation, as well as analytic and quantification capabilities in line with SABS and the SANRAL drainage manual. With these BIM technologies, municipal engineers, civil engineers, consultants, and other design professionals can design and analyse stormwater networks in an intelligent and futuristic manner, promoting digital transformation and sustainable design, construction, and civil infrastructure delivery in South Africa and abroad.

Key Presentation Impact Points: 1. South African waste legislation: an overview.

2. Corporate social responsibility and corporate environmental responsibility.

3. Waste, a business resource perspective.

4. The environmental importance of waste management and recycling.

5. Current waste management practices.

Key Presentation Impact Points: 1. Modelling & editing of a stormwater network using SA catalogues.

2. Regrading of the stormwater network & generating long sections.

3. Running a watershed analysis & generation of catchment areas.

4. Analysis and resizing of stormwater network.

5. Computing of pipe & structure quantities.

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ABSTRACTS

PAPER 15

PAPER 16 Altus de Klerk & André Kowalewski

NO SMART WITHOUT START – INNOVATIONS IN HYDRAULIC MODELLING In Southern Africa, municipalities often face a very challenging environment comprising constrained OPEX/CAPEX funding, poor infrastructure information, skills shortages, lack of ICT and software to name a few.

Add to these a complex socio-political environment and supply chain blockages, sometimes linked to corruption, results in the prospect of becoming a SMART municipality fade to an impossible dream or at best, a long-term aspiration.

Unfortunately, this kind of thinking effectively eliminates opportunities to develop the digital assets required to better understand physical assets, operations, and even the potential to effectively leverage SMART technologies such as Digital Twins, IoT, AI and Cloud Processing. Rather than being complacent, these municipalities must try to establish some form of hydraulic model as a first step towards supporting operational understanding towards a preliminary digital twin, and then develop longer-term aspirations such as master planning to ultimately become a SMART municipality. At many smaller municipalities it is often found that the information required to support the establishment of hydraulic models are wholly inadequate, rendering the effort close to impossible. Critically, many of these challenges require significant and laborious interventions and to compound this, these municipalities more often do not have access to the necessary OPEX budgets to support these inventions. However, through deliberate collaboration, adaptation and innovation, new and exciting (often disruptive) approaches were developed for municipalities to solve these challenges. These included the development of costeffective methodologies comprising consumer demand analysis and profiling, data cleansing and network cleaning which are all supported by the development of intelligent software algorithms. The combination of these tools and the necessary engineering skills and creativity enabled municipalities to ingest, analyse, clean and build hydraulic models at unprecedented rates without compromising quality. This approach has successfully provided many Southern African municipalities, including the Drakenstein Local Municipality, with the capability to build and maintain their hydaulic models. Drakenstein’s efforts showcase the value this approach provides and how access to hydraulic modelling capabilities can unlock significant downstream value and set a municipality on course to being truly SMART. It is proposed that any municipality starting its journey to becoming SMART consider the establishment of hydraulic models as a top priority.

Yeshveer Balaram

THE MANAGEMENT OF ROAD MAINTENANCE IN SOUTH AFRICA – OBSERVATIONS ON CURRENT PRACTICE AND A MODUS OPERANDI TOWARDS ADDRESSING SERVICE DELIVERY The single most important (and valuable) infrastructure asset, that affects every citizen one way or another, is a country’s road network.

However, in South Africa, as with other developing and, developed nations, public expectation in terms of infrastructure service delivery varies for a number of reasons. To many people the provision of decent housing, sanitation and electricity is the most important issue, to others the timeous collection of refuse and the cleansing of streets is the main concern whilst to many citizens the provision of well managed health services is the overriding subject. All of these topics are, obviously, of significant importance and all require substantial government funding.

Despite the importance of the road network to a nation’s economic wellbeing, the funding of road maintenance is, globally, often curtailed to increase budgets for other perceived more important infrastructure.

With constrained (and often inadequate) budgets, the undertaking of optimized cost effective and appropriate road maintenance of even a small road network is challenged without some form of road maintenance management plan. For larger networks this task becomes even more difficult. Ad hoc road maintenance on a reactive basis is not only inefficient in terms of cost, usually leading to premature failure due to incorrect remedial intervention, but also creates a perception of inadequate service delivery, and the risk of bringing the road infrastructure into a backlog situation.

This paper presents observations on the current road network maintenance practices of South African road authorities and postulates a strategy to address public expectation in terms of acceptable service delivery in this regard.

Key Presentation Impact Point: Road maintenance status quo and need for paradigm shift in methodologies to so as to begin reducing the current maintenance backlog which is rapidly approaching the point of no return.

Key Presentation Impact Points: 1. Challenges at Southern African Municipalities.

2. SMART disruptive technologies for building hydraulic models.

3. Success at Drakenstein Local Municipality.

4. Establishment of hydraulic models a top priority.

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PAPER 17 Dr Nezar Eldidy

FLOODING IN LADYSMITH, PROBLEMS AND SOLUTIONS Flooding has been a recurring in Ladysmith for the past 170 years due to its peculiar location in the uThukela catchment at the toes of Drakensberg mountains. During 1987/88 Ladysmith was flooded on three separate occasions and extensive damage was caused to residences and businesses.

The worst flooding in 30 years occurred in 1996 leading to R500 million in damages and the evacuation of 400 families. Efforts to tame the river and manage flooding date has been going on since 1940s. Due to climate changes, research shows that the rain intensity slightly increasing from year to year. Also, the return periods are getting closer than expected. The existing drainage system need to be examined and its performance to be evaluated during flood incident.

This paper, diagnose the causes to the chronic flooding, present the various approaches to solve the problem. The paper, examines local the risks, suggests measures and adjustment to the current drainage system, measures to maintain the river the system’s and successfully implement the solution within tight schedule.

Key Presentation Impact Points: 1. Flooding 2. Risks 3. Drainage 4. Run-off 5. Back-flow 6. Seepage 7. Project scheduling 8. Klip River

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INDEX TO PAPERS PAPER 1

PAPER 2

PAPER 3

PAPER 4

PAPER 5

PAPER 6

PAPER 7

PAPER 8

PAPER 9

PAPER 10

PAPER 11

PAPER 12

PAPER 13

PAPER 14

PAPER 15

PAPER 16

PAPER 17

The opportunity for Independent Water Production in South Africa

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Presented by Rajiv Paladh & Jay Bhagwan Quantitative flood risk assessments for 3 townships in Johannesburg using high-resolution modelling

64

Presented by Tjeerd Driessen Why Flush your toilet with 9L of water when you can flush with 2L - The New Normal

72

Presented by Jacques Rust Lessons learned through the MISA LIC Capacitation Programme

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Presented by Lennin Naidoo Structural Impediments on Municipal Service Delivery

84

Presented by Burgert Gildenhuys Regulatory compliance at Local and District Municipalities

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Presented by Esaias Oosthuizen & Sboniso Masuku A Transformative Riverine Management Program - A Business Case for a Nature Based Adaptation Program to Protect City Infrastructure and So Much More…

95

Presented by Geoff Tooley A practically applied, holistic approach to vandalism prevention

102

Presented by James van Eyk Concerning municipal maintenance expenditure

109

Presented by Dr Kevin Wall Solving flooding problems using Sustainable Urban Design Systems (SUDS) in a changing world

115

Presented by Matt Braune & Lauren de Bude Building Urban Water Resilience for African Cities

119

Presented by Amanda Gcanga & James Cullis Achievements on NRW (Non-Revenue Water) reduction: 3 detailed use cases

126

Presented by François Figueres & Timothée Cargill The role of Small, Medium and Micro Enterprises (SMMEs) in Waste Management

132

Presented by Nomthandazo Makhushe BIM Technologies for Intelligent Stormwater Design

137

Presented by Shuaib Yunos No SMART without START – Innovations in hydraulic modelling

141

Presented by Altus de Klerk & André Kowalewski The management of road maintenance in South Africa – Observations on current practice and a modus operandi towards addressing service delivery

146

Presented by Yeshveer Balaram Flooding in Ladysmith, problems and solutions

155

Presented by Dr Nezar Eldidy

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PAPER 1

THE OPPORTUNITY FOR INDEPENDENT WATER PRODUCERS IN SOUTH AFRICA

By Kevin Foster1, Rajiv Paladh1, Andy Knox2 & Jay Bhagwan3 Bosch Capital 2 Bosch Holdings 3 Water Research Commission

1

ABSTRACT President Ramaphosa highlighted the need for Independent Water Producers to contribute towards South Africa’s water security future during the 2020 budget speech. The Water Research Commission initiated a study that explored this opportunity within the South African water legislative and institutional framework. This paper thus presents the findings from the study, and details future steps that need to be completed to establish Independent Water Production in South Africa.

An Independent Water Producer (IWP) is an entity, which is not a publicly owned utility, but which owns and operates facilities to produce water for sale to customers. Customers can include utilities, central government, municipalities and end users (industry or farmers).

There are two broad pathways for the introduction of IWP in South Africa.

This is either the introduction of IWP within the existing legislative and institutional framework or amending the current framework to allow for the introduction of IWP within the existing water value chain. Including IWP within the existing legislative framework may require the introduction of additional regulations to prevent unintended consequences.

The opportunity for IWP in South Africa exists around desalination, wastewater reuse and small scale production for industry. IWP could therefore be implemented by focussing on Water Boards and Water Services Authorities (WSA) that: • Are developing programmes around desalination and wastewater reuse; • Have strong credit ratings; and • Would benefit from streamlined processes for procuring these projects.

An alternative approach would be to develop a single off-taker with sovereign guarantees to procure water from IWP on behalf of Water Boards and WSAs. Industry will develop its own water supply to ensure security of supply in the appropriate conditions. This additional supply and possible redundancy is useful for building resilience in the broader water sector and the national economy. However, it does pose threats to municipal revenue.

Restrictions and uncertainties created in the regulations around water sector intermediaries are the biggest barrier to industry doing this and should be improved. However, these activities should not be subsidised through public funds.

The study raises several key questions and positions on the role and inclusion of IWPs in the water sector. A key question is around the issue of what independence actually means in the South African landscape.

Any issues of licensing and allocation of water resources raise the conflict of independence.

INTRODUCTION President Cyril Ramaphosa, in his budget speech of 2020, mentioned and

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highlighted the need for independent water producers to play a role in ensuring South Africa’s water security future. This was a relatively new concept and institutional modality in the South African water landscape.

The Water Research Commission (WRC) initiated a study to unpack and understand this opportunity within the South African water legislation and institutional context, as well as exploring the route to the introduction of independent water producers in South Africa.

This study undertook a literature review of international experience of IWPs, local experience and the South African water sector landscape and legislation. It then analysed the key areas of Legislation; Regulatory mechanisms; Capacity requirements; Institutional dynamics; Financial; and Social Aspects. The study also included a stakeholder engagement component to obtain information from sector experts and institutions that may benefit from the introduction of IWP in South Africa.

This paper presents the key findings from the study and aims to facilitate further discussions on the position of IWP in South Africa. The paper also presents the emerging framework for the implementation of IWP in the South African water value chain.

DEFINING AN IWP Independent water production (IWP) is an increasingly common approach to securing water supplies internationally. This is particularly true of drought prone and water scarce states and regions. This typically involve the private ownership of water production assets (treatment works, dams, barges) and the sale of water to public off-takers at scale for public distribution. Recent droughts in Australia, California (USA) and Spain, as well as increasing development in Dubai, Abu Dhabi and Israel, for example, have seen a rise in seawater desalination plants, many of which are owned and independently operated for supply to cities and industries.

These operations typically have long-term offtake agreements with the public operator or other customers.

The international experience of independent water producers has been varied, with viability depending heavily on contextual factors including scale, quality of feedwater, location of plant, extent of environmental regulation, cost and availability of energy, and the extent of a drought.

For the purposes of this study, Independent Water Production has been defined as follows: An Independent Water Producer is understood to be an entity, which is not a publicly owned water utility, but which owns and operates facilities to produce water for sale to customers. Customers can include utilities, central government, municipalities and end users, like industry or farmers.

Importantly, this definition does not include private operation of distribution networks infrastructure.

CONTEXT A review of the literature and engagement with key stakeholders suggest that there are both IWP and other private sector service provision

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opportunities in the South African water sector. IWP opportunities exist through several technologies, some well-established either in South Africa or internationally, and others that are emerging and are untested. This section of the paper outlines the key contextual elements that will guide the positioning of IWP in the South African water value chain.

These are as follows: Strengths South Africa has some high performing WSAs and Water Boards that could procure from IWPs in the short term. South Africa also has significant engineering capability in the private sector and access to international skills, and has demonstrated the ability to create the right market conditions as demonstrated through the Renewable Energy Independent Power Producer Procurement Programme (REI4P).

Weaknesses Many South African water institutions are weak and in financial distress, with customers that have poor payment records. These are red flags that will deter investment that relies on these institutions as off-takers.

Opportunities Desalination and wastewater treatment in high functioning WSAs presents the strongest short- and medium- term opportunities for IWP. Work is already being done by the DBSA towards establishing a programme for wastewater treatment PPPs and this should continue and be supported.

Threats Political and institutional instability in the water sector generally and WSAs specifically pose the biggest threat the implementation of IWPs. This both threatens the business case for IWP and makes navigating long regulatory processes more challenging, as they become vulnerable to changes in key role-players within institutions.

Regulation Water is a tightly regulated sector, however, there are gaps in the legislation, which does not anticipate the emergence of new modes of production in the South African water sector, such as desalination and wastewater reuse.

These gaps need to be clarified, particularly if private sector investment in these modes of production is being sought. This will provide investors with regulatory certainty.

Beyond water sector regulation, the regulation of public entities and municipalities seeking to do business with the state is severely slow and difficult to navigate, which significantly increase transaction costs. If the use of IWPs is to be encouraged, a means to reduce the complexity and timeframes for these processes need to be identified. Learnings from South Africa’s IPP experience could add value here.

Institutions The water sector institutional landscape has many players and strict regulation over their roles. Key players in that landscape including Department of Water and Sanitation (DWS), some Water Boards and many Water Services Authorities are currently in financial and organisational distress for various reasons including, weak governance, poor financial management and controls, bad debts, political instability and low engineering and project management capacity. These factors create an opportunity for independent water producers to play a role, bringing in management and technical capacity and being able to source finance.

However, they also create a significant challenge. Private investment decisions are based on the ability of customers to pay for the services provided by the infrastructure and there are limitations on the ability to pay throughout South Africa’s water value chain, from end user households to Water Services Authorities, to Water Boards, to DWS and the Water Trading Entity. The combination of poor financial standing of these

institutions, and weak governance in many of them make investments in water infrastructure unappealing.

Social It is unlikely that there would be significant social rejection of introducing IWPs in Africa. Household attitudes appear amenable to private roles in water production and provision.

Given the experience of introducing alternative technologies, particularly wastewater treatment for potable reuse in South Africa, social acceptance challenges are likely to be able to be overcome through educating citizens about the safety of the technology and the reasons as to why it is being used.

OPTIONS FOR THE INTRODUCTION OF IWP There are two broad pathways that exist for the introduction of IWP in South Africa. These are the introduction of IWP within the existing legislative and institutional framework or amending the current legislative framework to allow for the introduction of IWP within the existing water value chain.

Amending the existing legislative framework will require Ministerial approval and compliance with the consultation and other existing processes to amend legislation. However, the introduction of IWP within the existing legislation framework may still require the introduction of additional regulations to prevent unintended consequences.

The potential implications of these broad pathways are outlined in each of the options that are specified below.

Option 1: Conventional bulk production (ground and surface water) Conventional bulk production IWPs would involve the ownership of water source and the associated bulk production infrastructure (treatment works and bulk pipelines) by the Independent Water Producer. The IWP would also manage the operation and maintenance of the infrastructure and would assume the risk associated with this. These IWPs would require long term offtake agreements with its customers. Under current legislation the IWP could not own the resource where from which they source their water.

Potential impact The potential impact of using IWPs for conventional bulk production will depend on the scale at which this will be implemented. Smaller schemes will have shorter delivery periods, but the impact will be delivered at a local level, as compared to larger regional schemes. The impact of this option is also moderated by the fact that it does not increase the resilience of the system as supply options remain undiversified and the system remains vulnerable to droughts.

Institutional complexity Conventional bulk production (ground and surface water) has a layer of institutional complexity as IWP will essentially be performing the same function that Trans-Caledon Tunnel Authority (TCTA), Water Boards, WSAs and some Water User Associations (WUA) perform, essentially becoming competitors to these institutions. It is also likely that these IWP will need to directly link into the bulk network of these competitors, which risks creating institutional friction. The introduction of another institution that duplicates the role of existing institutions also increases the overall costs of providing water services to the end consumer.

Regulatory complexity IWPs operating in conventional bulk production spaces would need Water Use Licences and would need to comply with the National Water Act. They would have limited control over the water resource which would limit their ability to supply their customers.

Skills availability Given the conventional nature of these projects, there are adequate private sector technical skills available for the development of these

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types of solutions in South Africa. There is a need to enhance contract management skills in some Water Services Authorities to ensure that the long-term contracts can be correctly monitored and enforced.

Option 2: Desalination for bulk water production IWPs could be the owner of the desalination infrastructure. The IWP would also manage the operation and maintenance of the infrastructure and would assume the risk associate with this activity. These IWPs would require long term offtake agreements with large public sector off takers such as Water Boards, and WSAs in coastal areas. It is likely that the operations of these IWP’s would take the form of a PPP. Potential impact IWP using desalination for bulk water production can have a significant impact in the areas in which they are needed. Potential sites that are being considered in South Africa include cities and large towns where there are both economically strong municipalities and significant industrial customers.

IWP using desalination would be particularly effective in coastal areas that are prone to drought or are expected to experience reduced annual rainfall or increased surface water evaporation because of climate change.

Climate change will particularly reduce rainfall at the coast in the Northern Cape, Western Cape and Eastern Cape, as well as parts of KwaZulu-Natal.

Introducing IWP for desalination in these contexts can increase water security and resilience to drought by diversifying the water mix.

Typically, these projects are expected to be large and would impact positively on the economy as industry and businesses have greater security about their water supply. The energy intensive nature of desalination, particularly reverse osmosis, also presents co-generation opportunities with electricity provision, enabling desalination alongside independent power production projects, particularly solar, wind and natural gas projects.

Institutional complexity IWP using desalination would be simpler to implement from an institutional perspective as compared to Option 1 as there are currently no large institutions in the country that has been tasked with unlocking the desalination potential in the country. Whilst there have been several institutions that are considering the implementation of desalination opportunities, there has been limited delivery of these types of projects due to the costs and complexity associated with these projects.

In addition, the offtaker from the IWP is expected to be a Water Board or large WSA. Institutional complexity is also reduced as these institutions are empowered to execute on their mandates whilst being supported by the Independent Water Producer.

The institutional complexity could be increased by increasing the number of parties that are involved in the transaction (multiple WSAs or a WSA and industrial off takers) and if the transaction results in reduced demand by a Water Service Authority from its Water Board, thereby reducing the revenue of the Water Board.

Regulatory complexity The regulatory complexity that will need to be overcome for the implementation of Option 2 are elements of the MFMA and Municipal Systems Act and their associated regulations. These include the requirements for: • Long-term contracts (section 33 processes MFMA); • Adherence to Section 78 processes; and • Adherence to any PPP regulations that may be triggered.

The National Water Act does not include the regulation of the treatment of seawater that is converted to potable water or for industrial purposes.

Additional regulatory complexity may be created by amendments to the

National Water Act to address desalination. Site specific environmental regulatory complexity may also need to be considered.

Skills availability There have been limited large scale desalination projects undertaken in South Africa, therefore the technical skills base is expected to be limited.

However, there have been several examples of projects being completed internationally with smaller scale plants having been built and operated for use by industry in Mossel Bay, Saldana Bay and Richards Bay. It is therefore expected that the South African skillset would have to be supplemented with experienced international resources.

There is a need to enhance contract management skills in some Water Services Authorities to ensure that the long-term contracts can be correctly monitored and enforced.

Option 3: Wastewater treatment for reuse Wastewater treatment IWPs in this context would involve the ownership of the treatment works infrastructure by the IWP and the distribution network to the customer. The IWP would also manage the operation and maintenance of the infrastructure and would assume the risk associated with this. These IWPs would require long term offtake agreements with off takers most likely WSAs, but potentially water boards or industry.

IWP is this context would most likely be reliant on a WSA for this unless a large wastewater producer could be sourced. The IWP may need to take over management of WSA wastewater treatments plant to ensure effluent quality is suitable for potable water production. It is likely that these IWP operations would take the form of a PPP given the likelihood to integrate into a municipal network unless a large industrial or commercial customer could be sourced as an off-taker.

Potential impact IWP using wastewater treatment has significant potential impact in areas where: • Reliable wastewater systems exist; • End Users (households, industry of WSAs) are in relative close proximity and are close to end-users (households and industry) or bulk infrastructure; and • End Users are in a financially sound position.

There is potential for this option in coastal areas where downstream users need not be considered as effluent is discharged into the ocean, and the environmental requirements may not be as stringent for discharge in the ocean.

Introducing IWP for reuse can increase water security and resilience to drought by diversifying the water mix. However, the impact of this is not as significant as Option 2 as wastewater produced under drought conditions is expected to decrease thereby reducing the volume available for production by this method. There may be an additional limitation in the discharge of effluent from wastewater treatment works that has to be returned to the river to maintain flowrates for downstream users and other environmental reasons.

However, introducing IWP for reuse would increase the availability of water in non-coastal areas thus increasing resiliency. Typically, these projects are expected to be large and would impact positively on the economy as industry and businesses are more secure about their water supply.

Institutional complexity There is institutional complexity associated with this option as WSAs are responsible for wastewater treatment works within the areas of jurisdiction. IWPs treating wastewater will be required to rely on Water Service Authorities for input water at reliable quality levels. This means that the WSA need a functional and well maintained water and sewerage

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network as well as treatment works. This may prove challenging as 57% of wastewater treatment works in South Africa are not well run according to the last Green Drop report and the enforcement of wastewater regulations is unreliable (Kalebaila, Swartz, Marais, & Lubbe, 2020).

It is also likely that IWPs operating in this context will trigger PPP processes in terms of the MFMA Regulations, particularly if treatment works need to be taken over and run by the IWP. Other institutional challenges are expected to be similar to that of Option 2.

Regulatory complexity The regulatory complexity that will need to be overcome will be similar to that of Option 2.

Additional regulatory complexity may be created by amendments to the National Water Act and the need to maintain flow rates for downstream users and ensure the ecological reserve have sufficient water. A further regulatory challenge is that SANS241 does not currently deal with water quality standards associated with wastewater treatment for potable use and regulations around this would need to be developed.

Skills availability Private industry will draw on capacity in the South Africa and international engineering firms as evidenced by the City of Cape Town that is currently developing a project of this nature (Faure New Water Scheme) to produce 100 Ml/day. The private sector firms are expected to react to challenges with greater speed and agility than public sector institutions due to reduced supply chain compliance requirements. There is a need to enhance contract management skills in some Water Services Authorities to ensure that the long-term contracts can be correctly monitored and enforced.

Option 4: Community management through water services committees IWPs in this context would involve the contracting of an IWP by a water services committee in terms of Section 51 of the Water Services Act where WSAs are unable to provide the service. The IWP could build operate and maintain new water production infrastructure, likely groundwater abstraction and treatment, wastewater treatment or seawater desalination and would assume the risk associated with this. It could also potentially manage, operate and maintain existing water infrastructure. These IWPs would likely be moderately sized and require medium term off-take agreements for implementation.

Potential impact IWPs operating on behalf of water services committees have the potential to address service failures by chronically dysfunctional Water Service Authorities and implement solutions that improve water security.

This could improve access to water in South Africa and improve local water infrastructure.

Secure water supply would improve economic and social outcomes for those served and IWPs, could employ local people to assist with operating and maintaining infrastructure. Communities are unlikely to object to private provision where public provision is dysfunctional, although this could be contingent on the revenue collection mechanisms that is used.

Institutional complexity Water services committees required the approval of the Minister of Water and Sanitation and the Water Service Authority, as well as consultation with the local community. Local politics may pose a significant challenge to getting approvals from the local water service authority to form a water services committee.

Regulatory complexity The regulatory complexity lies in the requirements of the minister to consult the local community and the WSA, the minister for local government and

the province. This is potentially a long process, with few guarantees of establishing a water services committee.

The other regulatory barrier is the Minister’s ability to disestablish water services at short notice, at which points the assets of the committee vest in the Minister. This is a great risk to the private party that has funded the development of the infrastructure that would then be ceded to the Minister.

Skills availability Significant technical skills in the private sector exist to deliver water at this scale in South Africa. Water services committees may need capacitation to manage IWP contracts.

Option 5: Emerging innovations IWPs using emerging innovation will be structured in a way that best responds to the technology. They could supply potentially at any scale, which any type of off-taker. If that off-taker is a public institution there is a high possibility that the IWP will need to be procured through an unsolicited bid.

Potential impact The potential impact of emerging technologies varies greatly in terms of both timelines and scale. However, supporting emerging innovations align with national objectives around development of innovation and technology development as well as the diversification of water supply sources.

Institutional complexity The institutional complexity of emerging innovations lies primarily in the perceptions of risk amongst decision makers and accountable officials in the relevant water sector institutions. These decision makers face significant risks should innovations procured fail to meet the expected requirements. IWPs can avoid this by taking on risk, including financing infrastructure required to connect their technologies to appropriate point in the water systems, and asking the off-taker to only pay for water received.

Transferring the cost of building and maintaining this infrastructure to the IWP ameliorate this risk to the WSA. Regulatory complexity If an innovation is marketed as supplying water to a WSA through an IWP it is likely that that innovation will encounter the MFMA SCM regulation regarding unsolicited bids. This is expected to be a protracted process and contingent on satisfying the concerns of the municipal accounting officer.

In some instances, they may also trigger PPP regulations. Other regulatory concerns are likely to be innovation specific and related to the quality of water produced and the environmental impact of the production process.

Skills availability The availability of skills to develop innovation from a concept into viable, scalable solutions is a challenge in South Africa. However, innovators linking with suitable partners, such as established engineering firms offers a means to overcome this and implement innovations at scale.

MANAGING THE FUNDING RISK It is expected that the introduction of IWP in a South African context should be structured in a manner that is able to attract private sector investment. The factors that will impact on securing this investment are further discussed below.

The customer An investor will assess the credibility of the customer of the IWP when making an investment. The customers that have been identified for IWP include:

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• WSAs and water boards; • Industrial and agricultural consumers; and • Communities and households.

It is likely that only the large WSAs and Water Boards that serve areas that have strong economic bases and good credit ratings would attract investment. Investment in the remaining institutions would require guarantees to be provided by National Treasury.

The price point There is a view that the current water tariffs may not fully reflect the cost of water produced in South Africa and IWP producing water at a higher price than existing solutions may result in the higher prices being challenged.

Conversely, conversations with key stakeholders suggest that the low price of water may result in investors being reluctant to invest in the sector.

Site specific costs are also expected to have a significant impact on the cost of water production. The costs of producing the water and transporting the water to the identified customer would need to be carefully evaluated before an investment decision can be made.

Contractual certainty Private funding will depend on the ability of the water services committee to sign offtake agreements that will last long enough for IWPs and their funders to recover their investment. For a small-scale plant this could be achieved within a few years, but larger plants will require bigger investments and longer offtake agreements. An investor would expect that the contract entered into by the IWP will be honoured by all parties for the duration of the contract.

Declining municipal revenue It may be possible to attract private sector investment if IWP produces water to be sold to industrial or commercial agricultural customers.

However, this could result in a decline of the water revenue for WSAs or WUAs and would have to be carefully considered. An intervention that redirects revenue from a municipal customer (households and industrial) towards IWP could have a significant negative impact on the finances of the WSA. This would further impact on the services provided by the WSAs in the provision of water services (particularly indigent households) and other social services that are offered and cross subsidized from water and sanitation tariffs.

Social considerations It is unlikely that there would be significant social rejection of introducing IWPs in Africa. Household attitudes appear amenable to private roles in water production and provision, and experiences suggests that socially challenging technologies would be acceptable.

Given the relatively infancy of the IWP concept, it may be possible to use the opportunity to position IWP in manner that addresses some of the inherent challenges in the water sector whilst still protecting the rights to access of water by users, and unaffordable tariffs.

CONCLUSION AND WAY FORWARD The opportunity for IWP exists in South Africa, particularly around desalination, wastewater reuse, and small-scale production for industry.

However, for IWP to contribute to addressing South Africa’s water challenges, of adequate skills, finance, and water resilience, significant

TABLE 1: Emerging positions and key questions Emerging position

Key questions to be addressed

Position 1: IWP means the production of water by a private company, for own use or sale to and off taker. It is not useful to narrow this definition, except for programmatic purposes, and in the programming process to introduce IWP at the identified areas in the South African water value chain.

Is this an appropriate definition?

Is narrowing the definition per program a useful way to apply IWP in South Africa?

Position 2: In most instances, the model for IWPs providing water to government agencies, is likely to be a PPP arrangement, and programmes should be established in the appropriate branches of government to enable these arrangements at the various points in the water value chain.

Are PPPs the most viable approach to IWP in South Africa?

Where should programmes to enable IWPs be located organisationally?

Position 3: Pursuing IWP would require different programmatic approaches depending on scale and the point in the water value chain. This includes a programme toward: • The procurement IWPs for resource development and bulk production for appropriate water boards and WSAs. • Enabling WSA to appoint IWPs to treat wastewater for reuse.

• Allowing IWPs to pilot and scale emerging technologies and strategies.

• Enabling community self-provision through water committees and IWPs, using section 51 of the Water Services Act

Should we apply a differentiated programmatic approach?

Are these the appropriate programmatic approaches to take?

Position 4: An economic regulator would be ideal, and assist IWPs and build confidence for IWP investment, however it needs to be highly capacitated, and be backed by a long track record of good data, which may not yet exist. The development of the track data should be a sector priority towards the establishment of a regulator.

Is there a need for a regulator?

What should be considered for the introduction of a regulator?

This can include the need for independence, contractual obligations and risks.

Position 5: Emerging Innovations should be further explored for IWP with proof of concept required before being scaled

Can these innovations provide opportunity for IWP in future?

How can this opportunity be unlocked?

Position 6: The appropriate form of regulation of the of independent water production should be explored, whether this should fall under the National Water Act and the Department of Water and Sanitation, or the Department of Trade and Industry, or the Department of Environmental Affairs. This should also consider whither this regulation should be determined technology or resource used.

Who should regulate IWPs? Should regulation of IWPs be contingent on the technology used?

Should regulation of IWPs be contingent on the water source used?

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TABLE 2: Emerging framework for implementation Steps

Key principles

Investigate regulatory implications for the preferred programmes

The principle of this step is to establish which is the correct regulatory domain for IWP the Department of Water Affair and the National Water Act, the Department of Environmental Affair and the National Environmental Management Act of the Department of Trade and Industry.

Establish a regulator

Establish IWP Procurement Programmes

The establishment of the regulator should be done in a way that ensures alignment with current processes to establish a water regulator beyond just IWP and considers the wider institutional framework. The principles of the regulator are to: • Ensure credible quality control of water being used and entering the South African Water System.

• Ensure low negative impact on municipal business models to ensure that the introduction of IWP does harm democratic local government.

• Ensure IWP has limited environmental impacts that might threaten South African water ecosystems.

Process The process principles of the establishment of an IWP Procurement Programmes are: • To ensure a proven market for independent water production so that efforts to establish IWP opportunities is not wasted.

• To establish a credible, reliable and fair framework for public procurement from independent water producers to give appropriate confidence in the projects.

Commercial The commercial principles of the programme are: • To ensure credible off-takers of water produced by IWP to provide security and credibility for the required investment.

• To establish bankability of IWP projects to attract the required investment.

• To support producers and off-takers to prepare transactions in a complex governance framework.

Investigate emerging innovations for water production

The principle of this process is to ensure technologies used are proven before use to maintain reliable water production and water quality, while preventing investment losses.

Investigate the further use of Section 51 of the Water Services Act to enable independent community water provision in a sustainable way

This process should enable communities to provide their own water and sanitation, through water committee, where municipal service provision fails, and allow them to choose the manner in which they do so but ensuring that it is done in a sustainable way.

work is needed to be done to address areas of institutional weakness in the water sector. A small number of water boards and WSAs could currently be reliable customers for IWPs, with the majority of water sector institutions being considered investment partners.

IWP could be implemented either by focusing on those water boards and WSAs that: • Have strong credit ratings; • Are developing programmes associated with specific type of projects, such as seawater desalination or wastewater reuse; and • Streamline process around procuring these projects and bringing them online.

An alternative approach would be to develop a single off-taker with sovereign guarantees to purchase water on behalf of waterboards and WSAs from IWP at scale, for distribution into the networks and free up water upstream in the value chain. This would require institutional restructuring at a national level. However, it may be possible to incorporate this into the development of the NWRIA.

REFERENCES Kalebaila, N., Ncube, E., Swartz, C., Marais, S., & Lubbe, J. (2020). Strengtheing the implementation of water reuse in South Africa. Pretoria: Water Research Commission.

Key questions to be addressed The table below further summarises the emerging position of IWP and identifies key questions that will need to be considered in confirming the position of IWP in South Africa. These will be explored with stakeholders during the proposed workshop and further engagements.

Towards the implementation of IWP in South Africa Based on the emerging position of IWP, the table below outlines the emerging framework for the way forward to enable the introduction of IWP in South Africa. It outlines the initial steps that would need to be taken and the key principles that need to be considered within each of the identified steps.

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PAPER 2

QUANTITATIVE FLOOD RISK ASSESSMENTS FOR THREE TOWNSHIPS IN JOHANNESBURG USING HIGH-RESOLUTION MODELLING Tjeerd Driessen MSc & Oluwaseun Oyebode PhD Royal HaskoningDHV (Pty) Ltd ABSTRACT This project focused on the widespread illegal dumping in river floodplains which predominantly comprises of building rubble and fill material for creation of platforms and development of shacks. The proliferation of these informal developments is no longer sustainable as it is already resulting to encroachment of the floodplains, unsafe living conditions, damage to existing infrastructure and possible increase in flood risk due to changes in the river hydrology. These impacts are expected to worsen if no interventions are taken. The objective of this study was to assess the flood risk increase due to illegal dumping along the water courses in Alexandra, Kaalfontein and Diepsloot. This project was commissioned by City of Johannesburg and implemented by Johannesburg Road Agency.

Six state-of-the-art, cloud-based, two-dimensional flood models were developed using Digital Terrain Models with 1m horizontal resolution. For each area, two flood models were generated; one representing the 2012 (pre-dumping) situation and one representing the 2019 (post-dumping) situation. An extreme value analysis of the rainfall events of the three areas was done to determine the normative rainfall durations and depths which were required to force the hydraulic models. A total of 28 modelling scenarios were simulated using combinations of different time horizons (2012 and 2019), different areas and different return periods (ranging from 5 to 100 years). Not only were the flood lines derived for each scenario, but

also water depth maps, water level difference maps and flood hazard rating maps were generated. This gave a good first insight how the response of the river system changed as a result of the illegal dumping of building material in the floodplains.

A quantitative flood risk assessment was performed to gain a deeper understanding of the economic impact of floods and how the flood risk changed between 2012 and 2019. This assessment was performed using a Global Flood Risk Tool which is a cloud-based platform that quickly and accurately calculates flood damages and flood risk as a product of the modelled flood hazard maps, land use maps and vulnerability functions of the exposed assets. The study found among others that during a 100-year return period event water level increases of up to 1.8m could occur as a result of the illegal dumping. Also, the economic flood risk (i.e., expected annual direct flood damage) increased by 12-15% for Kaalfontein, 33-34% for Diepsloot and 8-10% for Alexandra between 2012 and 2019.

Keywords: 3Di, Flood hazard modelling, Flood risk assessment, Hydrological analysis, Johannesburg, Rivers INTRODUCTION Several watercourses, floodplains and wetland areas across the City of Johannesburg are currently experiencing widespread illegal dumping, particularly of building rubble and fill material. The large-scale dumping of builder’s rubble by both small operators and large formal waste contractors has been ongoing for years at some sites. The builder’s rubble

FIGURE 1: Overview of the Alexandra catchment (left), Kaalfontein catchment (center) and Diepsloot catchment (right). Blue lines are streams and red lines are streams in the areas of interest.

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is then flattened to create a platform and shacks are being built on the newly created ‘stands’. According to the City of Johannesburg, these are being sold by self-appointed developers. Structures are also built over pipelines, servitudes and adversely impact storm water infrastructure.

The areas which are currently of greatest concern are areas in Alexandra along the Jukskei River, in Kaalfontein along the Kaalspruit, and areas in Diepsloot along a tributary which feeds into the Jukskei River. The City of Johannesburg initiated a study to deal with the environmental degradation which has occurred because of the dumping, illegal encroachment, and related pollution. The goal of City of Johannesburg is to prevent the further infilling and erection of shacks within the watercourse and to rehabilitate the water courses to an acceptable environmental standard and thereby reducing the existing flood risk. The existing situation is not sustainable and causes major problems if no interventions are taken. It causes unsafe living conditions, it encroaches the floodplain, causes river pollution, threatens existing infrastructure near the rivers and could possibly increase the flood risk by the changed hydrology.

The main research question that this study answers is ‘What is the increased flood risk due to illegal dumping along the water courses in Alexandra, Kaalfontein and Diepsloot?’ The Environment and Infrastructure Services Department of City of Johannesburg appointed Johannesburg Roads Agency as the implementing agent for the determination of certified flood lines and quantitative flood risk assessment for Alexandra, Kaalfontein and Diepsloot areas of the City of Johannesburg.

STUDY AREA The focus areas for this study encompass areas along the Jukskei River and its tributaries which are located within the Alexandra, Kaalfontein and Diepsloot catchments. The Kaalfontein and Diepsloot catchments are much smaller in size than the Jukskei catchment (which is relevant for Alexandra).

Based on catchment delineation using a 1m Digital Elevation Model (DEM), the relevant catchment sizes derived for Alexandra, Kaalfontein and Diepsloot are 110.6km2, 9.7km2 and 11.1km2, respectively. Kaalfontein and Diepsloot catchments are sufficiently small that all hydrological and hydraulic processes can be captured in the model instrument used for the study. Figure 1 shows the three catchments that are analyzed in this study.

DATA The development of accurate flood lines and sound flood risk assessment are both dependent on the availability and quality of relevant site-specific data. There are four key processing modules required to develop the flood models which are a high-resolution digital terrain model (DTM), infiltration and roughness grids and infrastructure data. An overview of the data required (and adopted) to drive the model is presented per module in Table 1.

Other information that does not necessarily form part of the model development process but is critical in forcing the flood models relate to the historical rainfall, water level and discharge records characteristics of the three areas of interest. However, for this study, the historical water level and discharges were not available for model verification purposes.

MODEL AND RISK TOOL Hydrodynamic modelling software The model software used for this study is 3Di which is a hydrodynamic simulation software for pluvial, fluvial, and coastal floods and can be applied in both urban and rural areas. The software is a cloud-based solution that combines accuracy, robustness, speed, interactive modelling, and capabilities to model hydrological and hydrodynamic processes.

These processes can be integrated in one model using 0D, 1D and 2D components. This approach is particularly suitable for surface runoff, river flows, channel and sewer flow, levee and dam breaches and coastal water systems. The computational core solves the full St. Venant equations with conservation of mass and momentum using subgrid and quadtrees as described in Casulli 2008, Casulli & Stelling 2013 and Volp et al. 2013.

The subgrid methodology has the advantage that the high detail of the schematization is used without the need for extra computational power.

The computational core handles dryfall in cells well, while the subgrid approach greatly reduces the need for extra time step iterations. This allows for the use of high-resolution topographic data, such as LiDAR surveys.

Global flood risk tool For the quantitative flood risk assessment performed in this study, a cloud-based platform was used to run high-performance flood risk calculations using parallel computing performance. The Global Flood Risk Tool automates a wide range of calculations, such as allocating damage functions, economic land values and investment costs. The flood risk analysis tool visualizes economic flood damage, affected people and economic risk. It allows for inclusion of risk reduction measures and compares the costs of such measures with the financial benefits of reduced risk. This cost-benefit analysis supports any strategic appraisal framework and assists in building a business case whether to invest in flood risk reduction measures. The tool uses water depth maps, land use or population maps and flood depth-damage curves as input METHODOLOGY Hydrological analysis The hydrological analysis was undertaken using an extreme rainfall analysis which was aimed at estimating the rainfall depths for the three areas of interest. To this end, a design-event approach was implemented using the Design Rainfall Estimation Software (Smithers & Schulze 2012) which executes the Regional L-Moment Algorithm and Scale Invariance (RLMA&SI) procedures developed by Smithers & Schulze 2002.

The Design Rainfall Estimation Software was used to obtain rainfall depths for different storm durations (30-min, 1-hr, 2-hr, 4-hr, 8-hr, 12-hr and 24-hr) and different return periods (10, 20, 50 and 100 years) from representative rainfall stations within each of the three catchment areas.

TABLE 1: Overview of the data required for model development Module

Data required/used in this study

DTM

• LiDAR survey (2012 and 2019) converted to DTM with 1m horizontal resolution • Bathymetry information (or typical cross-sections) of natural rivers/channels with clear geographic projection • Aerial imagery

Infiltration grid

• Soil type classification • Land use data for both pre-dumping and post-dumping situations

Roughness grid

• Land use data for both pre-dumping and post-dumping situations • Manning’s friction coefficients (corresponding to land use)

Infrastructure

• Information on the existing drainage systems, and road and rail networks at each area of interest - Location - Dimensions - Shapes - Invert levels - Type of structures and channels - Road center lines and polygons

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FIGURE 2: Process scheme for each model development

The software uses a 1 arc minute grid to provide its outputs. All grid points in Alexandra (11 points), Upper Jukskei (26 points), Kaalfontein (3) and Diepsloot (4 points) were extracted. All grid outputs were averaged for each area to determine the average catchment rainfall at different storm durations and return periods.

After obtaining the rainfall depths for the predefined storm durations and return periods, triangular-shaped rainfall hyetographs were developed (for each storm duration and return period) to force the hydraulic models developed for each catchment area. Given the small size of the Kaalfontein and Diepsloot catchments, no areal reduction factor (ARF) was applied on the rainfall depths. Simulations with the flood model of Diepsloot and Kaalfontein were performed to determine the normative storm duration (based on flood extent and level) for each catchment area.

The Kaalfontein and Diepsloot models include the complete catchment, so the normative storm duration is determined by the rainfall that is forced directly on the model grid. A different approach was required to determine the normative storm duration for the Alexandra catchment, because the Alexandra flood model only includes the area of interest but still receives discharges from the upper Jukskei catchment which is about 78km2 in size as depicted in Figure 1. The upstream discharge from the Upper Jukskei is much (50-100 times) larger than the lateral inflow in the area of interest in Alexandra and will thus be determining the normative storm duration of the area of interest.

For the Alexandra area, a hydrological analysis for the upstream catchment (which is about 78km2) is performed. The idea is to capture the upstream discharge from the Upper Jukskei and translate it to an inflow on the upstream boundary of the flood model that includes the Jukskei transect

between the R25 and where the Jukskei crosses the N3 near Buccleuch. A detailed understanding of the flood hydrology of the Upper Jukskei area is therefore required in determining the normative storm duration of the Alexandra catchment and hence establish which upstream boundary discharge should be adopted. The T100 (1-hr, 2-hr, 4-hr, 8-hr, 12-hr and 24-hr) hyetographs for the Upper Jukskei area were used to simulate rainfall events in an existing PCSWMM model. The discharges obtained from rainfall-runoff simulations in PCSWMM were thereafter used to perform test runs in the 3Di hydraulic model to determine the normative storm duration for the Alexandra area.

Flood model development A flood model is created for each area which results in three models. Figure 2 presents the 3Di process scheme (framework) that guides the development of flood models for the three areas of interest in this study. Each model has a 2012 and 2019 schematization which gives 6 model schematizations. The 2012 schematizations differ from the 2019 schematization, because it uses the 2012 topography and land use. Hence, the 2012 schematization also has different infiltration and roughness grids, because these are dependent on the land use.

Table 2 captures the main model settings that are used.

Sensitivity analysis Several tests with the numerical model were performed to help understand the sensitivity of the areas to certain parameters. Based on the analysis of these tests choices in applied model settings could be made. The following aspects of the models were subjected to sensitivity test and analysis: (i) Calculation grids: a fine calculation grid size was adopted within the river channels and area of interest and a coarse calculation grid size in the remaining area. (ii) Boundary conditions: a 2D energy slope boundary condition is used as downstream boundary in all three models. The energy slope is estimated based on the slope observed in the surface level and tested based on how far its effect travels upstream. An upstream boundary condition in form of a hydrograph for applied only to the Alexandra model. (iii) Infiltration: For all areas it was found that infiltration is not an important model parameter as it accounts for <5% of the rainfall volume. This aligns well with the theory that for short extreme events, in which rainfall intensities exceed infiltration capacities, infiltration is negligible.

TABLE 2: Overview of main model settings Diepsloot and Kaalfontein

Alexandra

Model extent

Complete catchment

Only area of interest. Upper Jukskei catchment is not included in the 3Di flood model.

Hydrological processes

Yes, captured

Yes, captured for the model extent. Hydrology of the catchments upstream of the model extent are not solved by 3Di, but are captured by using an upstream discharge boundary

Hydraulic processes

Yes, captured in 2D (structures in 1D)

Yes, captured in 2D (structures in 1D)

Upstream model boundary

No

Yes, time-varying discharge

Downstream model boundary

Yes, constant water level slope

Yes, constant water level slope

Rainfall on model grid

Yes, time-varying rainfall

Yes, time-varying rainfall

Computational grid

Structured, staggered with refinement (cell sizes vary between 4m and 32m)

Structured, staggered with refinement (cell sizes vary between 4m and 32m)

Subgrid

Yes, resolution is 1m

Yes, resolution is 1m

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(iv) Roughness: For all models, various friction values were tested and applied to the whole model domain to better understand the sensitivity. It was found that the models are relatively sensitive to roughness values (v) Storm duration: a range of events with different durations and a return period of once every 100 years were tested for the three areas. The critical rainfall durations tested are 15 minutes, 30 minutes, 1 hour, 2 hours and 4 hours. The critical rainfall duration (duration resulting in the highest water levels near the AOI) are then selected based on the maximum flood depths. The normative storm durations of the areas of interest in Alexandra, Kaalfontein and Diepsloot are 2 hours, 30 minutes, and 30 minutes, respectively. (vi) Structure discharge coefficients: The riverbeds and floodplains in the three areas are characterized by a lot of waste and natural debris.

Clogging of hydraulic structures has a great impact on its hydrodynamics and causes adverse backwater effects. Sensitivity tests were performed to determine the influence of clogged structures by varying the discharge coefficients of the structures in the model. The discharge coefficients values were calculated following the method proposed by Ollett et al. 2017.

Flood simulations Following the development of flood models, simulations were performed to determine the 1:100-year flood lines for the three areas of interest. A total of 24 simulations were run comprising three areas of interest, four return periods (10-year, 20-year, 50-year and 100-year) and two time horizons (2012 and 2019). Simulations at return periods less than 100 years were run to serve as a basis for the flood risk assessment. It is assumed that 100-year rainfall events also lead to 100-year flood lines.

Flood hazard rating A flood hazard rating is typically developed based on spatial analysis of flood depths and flow velocities. In the three study areas, flood hazard ratings were obtained for the pre- (2012) and post-dumping (2019) of rubble and fill material. A matrix developed by the Environment Agency & HR Wallingford (2008) was adopted in determining the flood hazard ratings for this study. The matrix provides flood hazard ratings and thresholds for development planning and control purposes and is useful for a range of applications such as an initial indication of risk to people. The “Hazard to People Classifications” is derived as a function of depth, velocity, and debris factor and useful for a range of application as an initial indication of Risks to People. The ‘hazard rating’ based primarily on consideration to the direct risks of people exposed to floodwaters, is expressed as: (1) where, HR = (flood) hazard rating; d = depth of flooding (m); v = velocity of floodwaters (m/sec); DF = debris factor (0, 0.5 or 1 depending on probability that debris will lead to a hazard); and n = a constant of 0.5 Flood risk assessment The study performed a quantitative flood risk assessment which means that the flood impacts are quantified in actual costs which finally results in an economic flood risk value. Flood risk is the product of two components: flood hazard and flood impact. The flood impact is a result of the exposure of assets and the vulnerability of these assets. The flood hazard refers to the probability, extent, and water depths of a certain flood event. The flood impact describes the consequences as a result

of vulnerability of exposed objects (or land uses) to flood hazard. It is dependent on the vulnerability of an object to flooding, its resistance to the impact of a flood and capacity to recover to the state prior to a flood event. This vulnerability is described in terms of a flood depth-damage function which is a method that is often used (Du Plessis & Viljoen 1997, Du Plessis & Viljoen 1998, Huizinga et al. 2017).

As empirical data on flood vulnerability is limited in South Africa, the majority of existing damage functions are empirical ones. Depthdamage functions from literature were used and the maximum damage value per land use was corrected for price year, currency difference and GDP difference between countries as explained in Huizinga 2017. Only direct damages were considered, so indirect damage such as reduced economic activity, individual financial hardship, adverse impacts on the social well-being of a community, lost trading time, loss of market demand for products, clean up, emergency response and emergency accommodation for evacuees were excluded. Indirect damages may vary between regions and flood events but are estimated to add 25% to 40% to the direct damages.

When flood hazard and flood impacts are assessed for different event probabilities (or return periods) the Damage Probability Function (DPF) can be prepared (see Figure 3). Then the economic risk becomes clear by integrating the DPF. This results in an Estimated Annual Damage (EAD) value (in ZAR/year) that can be considered an annual cost to compensate for flood losses of all possible flood events. In this study, the economic direct damages were calculated for four return periods, being 10, 20, 50 and 100 years, for both 2012 and 2019 situations.

FIGURE 3: Damage-probability curve and expected annual damage (Foudi et al. 2015) RESULTS 100-year flood lines and influence of dumping Following the model runs executed using 3Di, the 100-year flood lines were generated for the post-dumping scenario (2019) for the three areas of interest are presented in Figure 4. Local stormwater ponding is also part of the model result, but the maximum water depth maps have been post-processed to ensure that all flooded areas smaller than 1 hectare are removed from the result. The flood lines are thus also partly including pluvial stormwater runoff as long as it is connected to the main channel, or the area of flooding is bigger than 1 hectare. The change in flood lines varies per location when looking at the 2019 and 2012 flood lines. In areas where the floodplain has been encroached (or raised), the flood line has moved closer to the river, while in other areas (most likely where the water

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FIGURE 4: 100-year flood lines for the post-dumping scenario (2019): (a) Alexandra; (b) Kaalfontein; and (c) Diepsloot

FIGURE 5: Differences in 2019 and 2012 water levels as a result of encroachment of the floodplain in (a) Alexandra; (b) Kaalfontein; and (c) Diepsloot

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level increases occur) the flood line moves further away from the river.

The influence of dumping and land use change on the three catchment areas, considering both the pre-dumping (2012) and post-dumping scenarios (2019) during a 100-year return period flood event are represented as a function of changes in water levels via water level maps. The water level difference maps for Alexandra, Kaalfontein and Diepsloot are presented in Figure 5.

Significant changes can be observed for Alexandra between Florence Mofosho Street and Marlboro Road. This significant change in water level (up to 1.8m) can be attributed to high level of dumping and encroachment of the flood plains around the area of Seswetla.

A clear backwater curve can be seen that affects the water level up to 1.5km upstream.

A clear water level increase can also be seen upstream of London Road where the East Bank has been raised for several meters which has seriously encroached the floodplain. The water level increase is almost 1m. The water level changes between Roosevelt Street and 600m downstream are also an effect of encroachment of the floodplain. The water level increase is up to 0.5m.

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TABLE 3: Overview of estimated direct flood damages Return period (years)

2012 situation (millions ZAR)

10

5.4

20

8.0

50 100

2019 situation (millions ZAR)

Difference (millions ZAR)

Difference (%)

5.9

0.5

10%

9.8

1.8

23%

12.0

15.5

3.5

29%

16.1

21.4

5.3

33%

Significant changes in water levels can be observed in and around the main channels in Diepsloot. This is again a clear result of the encroachment of the floodplain. The 2019 DTM shows a clear encroachment in almost the entire floodplain. The most extreme section is between the bridge near Thorn Street and 100m downstream of the bridge at Lemon Street where water level increases vary between 1 and 2m in both the main channel and sections of the flood plain.

Kaalfontein

Diepsloot 10

19.5

26.1

6.6

34%

20

25.6

35.1

9.5

37%

50

35.5

47.8

12.3

35%

100

43.8

59.5

15.7

36%

Flood hazard rating Based on spatial analysis of flood depths and flow velocities in the 3 areas of study, the flood hazard ratings obtained for the pre- (2012) and postdumping (2019) of rubble and fill material are presented in Figure 6.

The flood hazard rating shows that the flash flood events are dangerous events for all. The ratings are higher than 2 for most areas. This would mean that crossing rivers should always be avoided and that people living in the flood line area need to be warned and evacuated in time to prevent loss of life. This is a challenge since these events occur very quick.

Alexandra (between London Road and Marlboro Road) 10

41.6

44.5

2.9

7%

20

49.3

54.3

5.0

10%

50

61.3

71.1

9.8

16%

100

71.9

87.6

15.7

22%

TABLE 4: Economic flood risk values (i.e., EAD) for all three townships, for both time horizons and with sensitivity around the start of damage Location

Kaalfontein Diepsloot

Alexandra

Return period of event from which damage starts (years)

EAD (million ZAR/year)

Difference EAD (million ZAR)

Difference EAD (%) 12

2012

2019

1

2.7

3.1

0.3

2

1.9

2.2

0.3

1

10.3

13.8

3.4

2

6.7

9.0

2.3

1

24.0

26.1

2.0

2

13.6

14.9

1.3

For Kaalfontein, significant changes in water level are not as pronounced as observed in Alexandra, but significant water level increases up to almost 1m can be observed 200m up- and downstream of Glassnose Street bridge. This is a clear result of encroachment of the floodplain on both sides of the river. Another point of attention is the Main Road bridge.

Upstream there is encroachment of the banks which results in local water level variation that can be significant.

(a)

Flood risk assessment The estimated economic damages in the 2012 (pre33 dumping) and 2019 situation (post-dumping) are 34 reported in Table 3 for all three areas. In absolute damage values and for similar probability events, 8 Alexandra is facing the largest damage, Diepsloot 10 the second largest damage and Kaalfontein the least amount of damage between the three areas of interest.

In Kaalfontein, the impact of dumping increases with more extreme events; from 10% at a 10-year storm to 33% for a 100-year storm. Also in Alexandra, the impact of dumping increases with more extreme events; from 7% at a 10-year storm to 22% for a 100-year storm. In Diepsloot, the impact of dumping increases with more extreme events in absolute terms, but relatively there is a stable increase ranging between 34% and 37. Both in absolute and relative terms, Diepsloot is experiencing 15

(b)

(c)

FIGURE 6: Flood hazard ratings for the post-dumping scenario 2019): (a) Alexandra; (b) Kaalfontein; and (c) Diepsloot

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the largest increase in flood damage between 2012 and 2019 because of dumping.

The damage values in Table 4 form the basis for different DPFs. These curves assume damage is 0 ZAR at an event with a probability of once per year and that damage occurs at any extremer event. This is an assumption that is not verified, since no data was available. Damage may already occur with less extreme events or could only occur at a lower probability event (e.g., a storm with a 2-year return period).

Since the high probability (or low return period) events have a large influence on the economic risk computation it is important to consider this uncertainty. To deal with this uncertainty, the economic flood risk, calculated by integrating the DPF, is presented by including a sensitivity around the return period event at which damage starts: a once per year event as well as once per two years event. The results are presented in Table 4 below and show a wide range in the EAD values. The results show that despite the uncertainty when damage starts exactly, the relative increase of the flood risk is in the same order of magnitude: 12-15% for Kaalfontein, 33-34% for Diepsloot and 8-10% for Alexandra.

CONCLUSIONS As result of this study several conclusions were drawn. The normative storm durations differed between the three townships and were 2 hours, 30 minutes, and 30 minutes for Alexandra, Kaalfontein and Diepsloot, respectively. Alexandra had a longer normative storm duration, because it has a much larger catchment upstream of the area of interest.

It became apparent that the three flood models were relatively sensitive to roughness values and discharge coefficients of the structures. The seasonal change in vegetation could therefore greatly influence the water levels. Also, litter, garbage and/or environmental waste (e.g., branches) is expected to severely impact the discharge capacity of the structures. Since the structures constrict the flow by definition and hence cause for backwater effects, proper waste management of this type of garbage is important to reduce flood risk.

The flood lines varied spatially when looking at the 2012 and 2019 model results. In areas where the floodplain was encroached (or raised), the flood line was situated closer to the river, while in other areas the flood lines moved further away from the river. In Alexandra, the biggest water level increases as a result of encroachment of the floodplains could be found between Florence Mofosho Street and Marlboro Road (up to 1.8m), upstream of London Road where the East Bank (up to almost 1m) and between Roosevelt Street and 600m downstream (up to 0.5m). In Kaalfontein, these increases were found 200m up- and downstream of Glassnose Street bridge (up to almost 1m) and near the Main Road bridge (Local water level variation can be significant).

In Diepsloot, encroachment in the floodplain caused water levels to increase in the entire main channel. Especially between the bridge near Thorn Street and 100m downstream of the bridge at Lemon Street water level increases were between 1 and 2m.

The flood hazard rating shows that the flash flood events are dangerous events for all. The ratings are higher than 2 for most areas.

This would mean that crossing rivers should always be avoided and that people living in the flood line area need to be warned and evacuated in time to prevent loss of life. This is a challenge since these events occur very quick.

Logically, the direct flood damages increased with flood events with more extreme return periods. In Alexandra, direct flood damage for flood events with a 10- to 100-year return period increased relatively

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with 7% for a 10-year storm to 22% for a 100-year storm. In Kaalfontein, the relative increase varied between 10% for a 10-year storm and 33% for a 100-year storm. In Diepsloot, the relative increase varied between 34% for a 10-year storm to 36% for a 100-year storm. The 100-year return period flood events in Kaalfontein, Alexandra and Diepsloot are expected to cause 5.3 million ZAR, 15.7 million ZAR, 15.7 million ZAR more direct damage for the post-dumping situation (2019) than prior the encroachment of the floodplain (2012). Relatively, the economic flood risk increased by 12-15% for Kaalfontein, 33-34% for Diepsloot and 8-10% for Alexandra between the period of 2012 and 2019.

RECOMMENDATIONS The results of this study have been conclusive and show an increase of flood risk in all three areas of interest. The quality of this study could be further improved by calibration and validation of the three flood models. There was no data made available within the City of Johannesburg that could be used to verify the simulated flood levels and extent. Any information on historical flood extents or water level and discharge data from river gauges should be used in future studies to further optimize the performance of the flood models.

Another recommendation to improve both the flood model as well as the flood risk assessment is the use of a more detailed and accurate land use dataset. The dataset was an aggregate of various sources and has been improved in the areas along the river during this study using high-resolution satellite imagery. A more detailed and accurate land use dataset would improve the roughness and infiltration layers in the flood model and would allow for a more accurate flood damage assessment.

The flood risk assessment in this study has shown the benefits of a quantitative risk analysis. This assessment can be improved in two ways.

Firstly, the current assessment only considers direct economic costs while, ideally, a more comprehensive risk assessment is performed that also includes the indirect flood damages, social welfare, loss of life and other non-tangible impacts. Secondly, the damage estimates could not be verified with damage estimates of historical events. Any additional data on flood damage would assist in the validation of the simulated damage estimates and in the finetuning of the flood depth-damage functions for the different land use types.

REFERENCES Casulli V 2008. A high-resolution wetting and drying algorithm for freesurface hydrodynamics. International Journal for Numerical Methods in Fluids 60 (4): 391-408.

Casulli V & Stelling GS 2013. A semi-implicit numerical model for urban drainage systems. International Journal for Numerical Methods in Fluids 73 (6): 600-614.

Environment Agency & HR Wallingford 2008. Supplementary Note on Flood Hazard Ratings and Thresholds for Development Planning and Control Purpose – Clarification of the Table 13.1 of FD2320/TR2 and Figure 3.2 of FD2321/TR1.

Foudi S, Oses-Eraso N & Tamayo I 2015. Integrated spatial flood risk assessment: The case of Zaragoza. Land Use Policy 42 (2015) 278–292.

Huizinga J, De Moel H & Szewczyk W 2017. Global flood depth-damage functions: Methodology and the database with guidelines, EUR 28552

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EN, Publications Office of the European Union, Luxembourg, ISBN 97892-79-67781-6, doi:10.2760/16510, JRC105688.

Ollett P, Syme B & Ryan P 2017. Australian Rainfall and Runoff guidance on blockage of hydraulic structures: numerical implementation and three case studies. Journal of Hydrology (NZ) 56 (2): 109-122.

Smithers JC & Schulze RE 2002. Design rainfall and flood estimation in South Africa. Final Report to the Water Research Commission. WRC Project No: K5/1060.

Smithers JC & Schulze RE 2012. Design rainfall estimation for South Africa. Software available from: https://ukzn-iis-02.ukzn.ac.za/unp/beeh/ hydrorisk/RLMA%20and%20SI%20design%20rainfall.htm (Accessed 07 June 2022).

Volp ND, van Prooijen BC & Stelling GS 2013. A finite volume approach for shallow water flow accounting for high-resolution bathymetry and roughness data. Water Resources Research 49 (7): 4126-4135.

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PAPER 3

WHY FLUSH YOUR TOILET WITH 9L OF WATER WHEN YOU CAN FLUSH WITH 2L : THE NEW NORMAL ¹Jacques Rust and ²Brian Lewis Envirosan Sanitation Solutions, 15 Hillclimb Road, Westmead, 3610 1. ABSTRACT When properly designed, built, and maintained, the VIP (Ventilated Improved Pit Latrine) provides a decent basic level of sanitation, however most people prefer a higher level of sanitation, with full flush toilets being the most desired and accepted. The drawback however with conventional full flush toilets is that they require a large amount of water, which is not always available (Recent local example Cape Town Day Zero).

VIP toilets, whilst, not requiring water to operate, have several inherent problems as they do not have a water seal, can smell extremely bad, attract flies and are perceived by users to be undignified. In a VIP scenario the pit/chamber is directly below the top structure resulting in communities often using the pit as a solid waste disposal site and consequently the pits fill up much faster. By having the pit/chamber directly below there is also always the increased risk that children may fall in and when the pits are full, emptying is a messy, unpleasant, and expensive operation with many municipalities now reporting a “reverse backlog”.

The complex nature of sanitation in South Africa means there is no “one size fits all”solution. Each area whether an informal settlement or rural school has its own unique set of challenges, and it was essential to develop a new sanitation solution which could provide a hygienic, safe and most of all dignified solution for all users. The necessity for a suitable solution that could help address the various sanitation challenges led to the development of a Low Flush system that could flush with as little as 2L of water (Potable and Non-Potable water).

The system can bridge the gap between a VIP and full flush toilet essentially providing users with the benefits of a flush toilet in areas with limited infrastructure and water. The versatility of the system ensures that it can be adapted to different conditions and on-site requirements. The Low Flush system has been tried, tested, and approved by various government departments and independent organisations such as the Department of

FIGURE 1: Current Sanitation in South Africa Science and Technology, and the Water Research Commission (WRC), the system is Agrément certified ensuring it complies with all regulatory requirements. It has proved to be a game changer in the sanitation space and its ability to provide a safe, sustainable, and dignified alternative solution has been seen in the 100000+ units successfully rolled out across South Africa.

2. INTRODUCTION A new, more suitable, and cost-effective system had to be developed: Envirosan Sanitation Solutions have designed, developed, and tested the Eaziflush™ low/pour flush sanitation solution over five years of extensive research, with both the Water Research Commission in Pretoria and Partners in Development in KZN, both of which have independently tested and rolled out the system in various projects throughout South Africa.

Every household, no matter whether in the outlying rural or peri-urban areas (where potable water is not always made available to the individual household,) still has access to enough water (either being collected from streams/rivers, and/or rainwater harvesting and/or communal taps), which they rely on for washing, bathing, cleaning, and cooking. The Low/Pour Flush Sanitation System can be easily adapted for use in all areas, ranging from rural to urban, including areas with limited or restricted water supply.

As a pour flush option, the sanitation solution is entirely off-grid and requires no water connection from the main feed, as it flushes manually, with as little as two litres of grey water, thus placing absolutely no strain on the rural FIGURE 2(A) AND 2(B): Typical layout designs households' limited access to potable water supply, whilst Free Standing and/or Schools / community blocks with either internal leak simultaneously providing a safe and hygienic method for free with wash basin cistern or externally mounted demand flush system with the disposal of the households' grey water. rainwater harvesting As a low flush (i.e. conventional flush with an internal

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cistern or externally mounted flush on demand tank), the sanitation solution flushes with as little as two litres of water, as opposed to the conventional nine litres usually required, translating to a significant benefit to not only the end user, but also the municipality and water services authorities. The Low/Pour Flush has been designed to be compatible with a conventional sewer system, and places far less strain on the sewage treatment plants, because of the great reduction in the volume of water required for flushing.

The Pour / Low Flush sanitation system has been designed to be compatible with a range of rural "back end" solutions, including a leach pit, septic tank, conservancy tank, biodigester, solids-free sewer system or similar onsite/off-grid treatment facilities, without any adverse effects on the surrounding soil conditions.

3. EAZIFLUSH™ LOW/POUR FLUSH SANITATION SOLUTION 3.1. Bridging The Gap in Sanitation The design incorporates a water seal within the outlet (P-trap) of the pedestal, which prevents any odours from the chamber entering the toilet bowl. The "P-trap" holds less than 1L of water within the water seal and only requires between one and two litres of water to flush.

FIGURE 3: Patented P-Trap water seal – designed for low water volume flushing 3.1.1. Eaziflush™ Low/Pour Flush compared to conventional full flush toilet facilities 3.1.1.1. Direct Cost saving because of less water being used: The National Standard bases a typical household to flush 20 times per day. If we base this on a standard 9L flushing cistern, it calculates to 5474L of water per month (30.41 days per month).

3.1.1.2. To compare this to the Eaziflush™ model where you only use 2L per flush, 1 216L of water per month will be used to flush the toilet (an average household water saving of 4258L per month) 3.1.1.3. The saving to the Municipality on water losses is even more important: Considering a 4 258L water saving per month per household (5474L – 1216L) or 51 000L of water saved per household per annum!

3.1.1.4. The toilet facility can be flushed by pouring greywater as a flushing medium instead of using potable water – taking the system completely off grid and saving more than 30% of the total household water usage Water saving resulting from low flush toilets are crucial, especially for a water scarce Country like South Africa, Figure 4 depicts on-going water related issues.

FIGURE 4: The Theewaterskloof Dam, a key source of water supply to Cape Town. Image, Halden Krog, AP. (courtesy: IOL, by Corrie Kruger)

Water crisis-Day Zero: First it was Cape Town, now it is Nelson Mandela Bay, which Metro is next?

3.1.2. Eaziflush™ Low/Pour Flush compared to dry sanitation (VIP/UDDT) There is little doubt that the Low/Pour Flush Sanitation System represents a major upgrade from both the VIP and Urine-Diverting Dry Toilets (UDDT) systems, which currently are the standard for basic sanitation in South Africa. The Low/Pour Flush System can replace the VIP/UDDT system in its entirety, since the entire system costs approximately the same as said systems, with the following significant advantages: 3.1.2.1. There is absolutely no smell or access for flies! This is due to the effectiveness of the water seal within the P-trap, which holds less than 1L water, compared to the standard 2L of water contained in a conventional toilet's P-trap. In a dense urban/peri-urban/rural context, the Low Fush/Pour Flush System can either be installed closer to (or even inside) the homestead. since the water seal prevents any unpleasant odours from being released.

3.1.2.2. The Low/Pour Flush system provides a higher standard of basic sanitation, with increased dignity to the end user. Users do not see the contents of the pit due to the P-Trap and water and therefore cannot use the toilet for solid waste disposal, effectively lengthening the lifespan of the pit and minimising emptying costs.

3.1.2.3. Community members commonly refer to the system as the ‘safe toilet', as there is no open pit below the toilet, thus negating the horrific incidents where children have tragically fallen into VIP pits in the past.

3.1.2.4. The system is extremely robust and easy to operate, with minimum maintenance requirements and limited risk involved.

3.1.2.5. If the initial project allows for a Pour Flush application it can be upgraded from pour flush to low flush with the addition of a cistern or external flush tank, once sewage and water connections are available, it can be connected at a minimal cost! Retrofitting is a simple process!

3.1.2.6.

All Low/Pour Flush pedestals are precision injection moulded from SABS approved virgin raw material, thus resulting in an extremely high quality and hygienic finish to the products. The products used for the piloting, testing as well as project roll out carry Agrement Certification and are fully endorsed by the National Home Builders Regulation Council and Department of Human Settlements.

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Ultimately, the Low/Pour Flush Sanitation System can be used to not only eliminate exiting sanitation backlogs, but also eradicate reverse sanitation backlogs. They are cheaper to empty/treat due to no solid waste / trash in the leach pits and they provide users with a dignified sanitation solution which they are content to use and so rightly deserve, without placing any strain on our already scarce water supply and at no additional operational cost to municipalities!

All this whilst simultaneously establishing a new and improved benchmark of Safe, Dignified and Sustainable Sanitation throughout the Country.

3.2. Replacement For Dry and Full Flush Toilets To understand what makes the Low/Pour Flush Sanitation System innovative, you must investigate the challenges the solution was designed to overcome. Municipal engineers and planners in South Africa are engaged in the delivery of improved sanitation to the 11% of South African households without sanitation services. An additional 26% of households have sanitation services that do not meet national standards for dignified sanitation (Report on status of sanitation services in South Africa - https://www.gov.za/sites/default/files/gcis_document/201409/ sanitation-reporta.pdf ) In addressing these issues, many engineers were stuck in a binary way of thinking, which is why a paradigm shift was needed. Towns and cities were generally characterised by flush toilets and piped infrastructure, while people living in townships usually use pit toilets of one type or another.

Full flush is extremely expensive, not only in terms of actual water consumption but also in terms of infrastructure maintenance. VIP toilets are more robust and require less maintenance but have also been known to exhibit several issues when it comes to unpleasant odours and child safety. Additionally, VIPs and UDDTs tend to fill up quickly and can be difficult to clean.

The Eaziflush™ Low/Pour Flush Sanitation System combines the advantages of both dry and flushing systems without any of their disadvantages.

FIGURE 6: Overstrand Reference Letter 3.4. Development Testing

3.3. Flush Efficiency and Water Saving Various flow and flush tests have been conducted, both for pour flush as well as for low flush options fitted with an internally mounted low volume cistern. The below figures indicate the volume of water used to flush away the different wiping media.

Based on the work completed for Overstrand Municipality in Hermanus and Gansbaai, the following water savings was achieved:

TABLE 1: Household water savings for Overstrand Municipality Overstrand Municipality (Mandela Square (83), Beverly Hills (100), Transit Camp(136), Zwelihle (125) and Masakhane (387) (831 households in total) Toilet Facility

Number of households

Water Saving per household

Water Saving on current households per month

Water Saving on current households per year

Flush Toilet Connected to Sewerage

831

4 258 L / Month

3,538,398 L / month

42,460,776 L / year

FIGURE 7: Piloting and Testing by the Department of Science and Technology

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has been rolled out to test the efficiency of the available Agrément Approved Low Flush Sanitation Systems.

3.6.1. Typical School Sanitation: More than 200 privately and publicly funded school sanitation projects have been completed, varying from very rural schools with limited water sources to more peri-urban schools where more formal water supply was available.

The variance of School selection was to test how efficient the Low/Pour flush units will perform, even in areas where limited water sources were available including the durability and functionality testing FIGURES 8(A) AND 8(B): SANS, Edict of Government and typical Agrement Certification between Junior and Senior Schools.

Each School was individually visited with a full investigation report to ensure that the Low Flush Sanitation System to be installed and tested allowed for the minimum norms and standards as set by the Department of Education. Refer to figure 10 and 11 below.

Schools with no access to water received new boreholes which in turn filled raised water tanks installed close to the School Ablution block and allowed to feed a low-pressure cistern.

Schools with limited/interrupted water source was fitted with a raised water tank/s which was periodically filled by the existing FIGURES 9(A) AND 9(B): Failed Structures with no Certification in water source. Depending on the existing water source, the water Eastern Cape tanks was sized to suite and to allow for flushing of the toilets for 1-2 weeks before re-filling was required. This system catered for interrupted water supply allowing full time operation as would be 3.5. Large Scale Roll Out - Requirements the case with other waterborne sanitation options.

Before any large-scale roll outs can be considered, it is essential for any and all Low/Pour Flush Sanitation Systems and associated products to be tested, piloted and approved for use both structurally as well as system appropriateness. This as per the requirements of the South African National Standards which require at least Agrément South Africa Certification as a minimum requirement, and which are legally required.

Figures 8a) and 8b) stipulates the minimum certifications required as per the South African National Standards, SANS 10400-Q (2011) Figures 9a) and b) depict potential risks by using structures that aren’t certified as per the South African National Standards.

The South African National Standards make specific reference to the FIGURE 10: Low Flush Toilet Facilities installed in Schools in Eastern Cape requirements of Agrément certifications for non-standardised systems and products such as is the case with precast concrete toilet facilities and all other related Alternative Building Technologies (ABT’s) Agrément South Africa was established to facilitate the introduction, application and utilisation of satisfactory innovation and technology development in the construction industry. This is an edict of Government and a lawful requirement as set by the Republic of South Africa. In terms of the South African National Standards (SANS) all products must have a certificate that confirms fitness-for-purpose on a non-standardised product, material or component or the acceptability of the related nonstandardised design and the conditions pertaining thereto (or both) issued by the Board of Agrément South Africa.

The only way to prohibit future fatal failures of this nature is to demand a quality product that has been tested and approved for use by qualified body such as Agrément South Africa or SABS. 3.6. Low/Pour Flush Sanitation Projects Several projects, both at School level as well as individual household level

FIGURE 11: Eastern Cape Low Flush Toilet Facilities at Schools

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FIGURE 12(A) AND 12(B): Individual Household Units installed in the Eastern Cape with rear mounted Demand Flush Tank and leach pit directly below

FIGURE 14: The EaziSwitch connection between dual leach pit applications

FIGURE 13(A), 13(B), 13(C), 13(D) AND 13(E): Sanitation units with off-set dual leach pits with rain water harvesting and externally mounted demand flush tank 3.6.2. Typical Household Sanitation Different models of the Low/Pour Flush sanitation systems have been installed in provinces across South Africa. The options included Agrément Approved Precast Concrete Structures that can sit directly on top of the leach pit, single off-set leach pit or dual off-set leach pit with swivel drainpipe connection.

All these designs are compact, can be used in any area where VIP toilets are approved for use and once any of the leach pits are full, can easily be emptied by vacuum tanker.

Difference in design of leach pits depends on the frequency of emptying, municipal preference, and type of soil conditions.

“The VIP and pour‐flush sludge have similar chemical characteristics; however, the pour‐flush sludge has a slower filling rate as a result of less non‐faecal material present in the leach pit and the ability of the liquid component to seep into the surrounding soil, taking with it soluble material, reducing the mass of solids in the pit” (WRC Project 2137: Deliverable 10) 3.7. Eye On The Future

FIGURE 15: Communal Sanitation Facilities: Mosselbay with 5 users to 1 facility

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FIGURE 16: EaziSplit upgrade to close the sanitation loop

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4. CONCLUSION The Low and Pour Flush Sanitation Solutions have clearly demonstrated that a low flush system can perform well where either toilet paper or newspaper is used for anal cleansing, Low flush technology has proven successful to provide significant savings of water over standard toilets which typically require 6 to 9L to flush. It provides a sanitation model in which scarce water resources are used responsibly and sustainably, pointing a way forward not only for those who find dry sanitation unacceptable but also for standard sanitation design which in its current form is unsustainable as it relies on freely available water.

This technology provides a viable option to municipalities under pressure to provide waterborne sanitation where laying sewers is not feasible or affordable. In addition, it could provide an option for householders desiring a flush toilet to upgrade their VIP systems to a low flush toilet.

The low flush system can be installed indoors or outdoors using the same VIP structures with the addition of a lech pit. As many households in South Africa are unable to afford toilet paper, the ability of the low flush system to accommodate newspaper makes this a technology which municipalities could specify even for poor communities.

Low flush technology shows the potential for overcoming one of the thorniest problems facing municipalities: the difficulty of removing sludge from pits. While VIP sludge is often too dry and contains too much rubbish to be removed with a vacuum tanker, the low flush system is far more conducive to vacuum removal because sludge contains less rubbish and has a higher moisture content.

• DEVELOPMENT AND TESTING OF TIMBER FRAME POUR FLUSH SANITATION BLOCKS FOR USE IN SCHOOLS AND INFORMAL SETTLEMENTS DELIVERABLE 5: EVALUATION REPORT, Water Research Commission Project K5/2407 • Pour Flush Trials in the Western Cape, Report to the WATER RESEARCH COMMISSION by Maluti GSM Consulting Engineers • WRC 2137, Deliverable 10: Final Report on Pour‐Flush Latrines • Nwaneri, C. (2009). Physico‐chemical characteristics and biodegradability of contents of ventilated improved pit latrines (VIPs) in eThekwini Municipality. Chemical Engineering. Durban, University of KwaZulu‐Natal.

Master of Science in Engineering.

• Still, D. and B. Louton (2012). Piloting and Testing the Pour Flush Latrine, Technology for its Applicability in South Africa. WRC Report No. 1887/1/12.

W.R. Commission.

• Wood, K. (2013). Transformation of Faecal Sludge in VIPs: Modelling fill rate with an unsteady‐state mass balance. Engineering. Durban, UKZN. MSc.

5. RECOMMENDATION With diarrhoeal diseases still a leading cause of death among young children and vulnerable people (WHO, 2013), and helminthic infections affecting as many as 80-90% of children in some South African studies (Appleton, Maurihungirire and Gouws, 1999; Appleton et al., 2008), it is imperative that an aggressive health and hygiene education programme be included in any sanitation intervention aimed at changing high risk behaviour.

This is much easier achievable with a supporting sanitation system. The Low/Pour Flush Sanitation systems provide a much safer, more dignified, and healthier system compared to the dry sanitation options. Dry sanitation options in general have direct access to the pit content, which in turn attracts flies, generate odour and in turn these aspects have a direct effect on the health and hygiene of the users.

As most South African people aspire to have flushing toilet facilities and previously could not be afforded such due to un-availability of water and the lack of sewer networks, it is now more than ever possible to supply these Low and/or Pour Flush Sanitation Systems as a replacement system to the currently implemented “dry” sanitation options.

We recommend the Low/Pour flush sanitation options over any dry sanitation system. The Low/Pour Flush systems have been tested over most parts of the Country and with different structures, back-end solutions, and design options, proofing a higher level of acceptability and more successful compared to the dry sanitation alternatives.

6. REFERENCES • DEVELOPING A LOW FLUSH LATRINE FOR APPLICATION IN PUBLIC SCHOOLS, Report to the Water Research Commission by David Still, Robert Inglis and Bobbie Louton Partners in Development WRC Report No. 2198/1/13 ISBN 978-1-4312-0483-0

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PAPER 4

LESSONS LEARNT THROUGH THE MISA LIC CAPACITATION PROGRAMME Devan Govender¹, Fazel Sherrif² and Lennin Naidoo³ ¹Naidu Consulting ²MISA ³Naidu Consulting ABSTRACT Labour Intensive Construction (LIC) is a method of construction which proactively seeks to replace plant-based tasks and activities with people thereby enhancing job creation through public spending. LIC is implemented under the ambits of the Expanded Public Works Programme (EPWP): a programme which is now in its Fourth 5-year phase. Despite being in place for more than 15 years, the roll out of LIC may not have been as effective in creating jobs with little or no projects being undertaken labour intensively. Whilst the number of jobs which are created and reported on the National EPWP reporting system has increased, this increase may be attributed to improved reporting rather than the creation of more jobs. Several papers have been written about the success and failures of the Programme.

The COVID-19 pandemic exacerbated the unemployment crisis with unemployment increasing to more than 30% in 2021. In response, President Cyril Ramaphosa announced a series of governmental initiatives to stimulate economic recovery. Whilst this was affected, the presidency embarked on a capacity building programme to mainstream LIC in order to optimise job creation through projects. COGTA was commissioned to undertake the pilot programme, who in turn utilised MISA to lead the programme. In a first Cohort, 15 municipalities were selected from around the country as pilot municipalities to implement such a programme with strong focus on job creation using MIG funding through Roads and stormwater projects. One specific consultant was appointed as the service provider to support 8 of the 15 municipalities through formal and informal training, data support and LIC mainstreaming support.

Whilst the projects realised some success, several key lessons were learnt in the process which may aid future roll out and importantly begin to understand why LIC was not being effectively implemented in the municipalities. This paper will outline the approach to programme, the scope of works, and the challenges experienced which have been identified as impeding LIC implementation. The paper will not look to unpack LIC but rather focus on unpacking some of the reasons why LIC has not gained the traction that it ought to have.

1 INTRODUCTION In the State of the Nation Address in February 2018, His Excellency President Ramaphosa said "Infrastructure investment is key to our efforts to grow the economy, create jobs, empower small businesses and provide services to our people." (State of the Nation Address, February 2018) In his 2019 State of the Nations address, the President instructed the former Minister of Transport to maximise job creation in the road sector using labour intensive methods among other things. During October 2020, the Minister of Finance tabled the budget adjustment, directing funding from the Presidential Employment Stimulus Package to infrastructure Programmes to stimulate the local economies and to create jobs.

Government continues to direct funding to the infrastructure sector in order to create jobs. Whilst jobs are created through the extensive activities that are performed in infrastructure projects, the act of substituting processes involving large equipment with people and smaller equipment in such projects is called Labour Intensive Construction (LIC). The implementation of LIC results in income transfer to a larger pool of people doing decent work.

The COVID-19 pandemic exacerbated the unemployment crisis with unemployment increasing to more than 30% in 2021. In response, President Cyril Ramaphosa announced a series of governmental initiatives to stimulate economic recovery. Whilst this was affected, the presidency embarked on a capacity building programme to mainstream LIC in order to optimize job creation through projects. COGTA was commissioned to undertake the pilot programme, who in turn mobilized MISA to lead the programme. In a first Cohort, 15 municipalities were selected from around the country as pilot municipalities to implement such a programme with a strong focus on job creation using MIG funding through Roads and stormwater projects. One specific consultant was appointed as the service provider to support 8 of the 15 municipalities through formal and informal training, data support and LIC mainstreaming support.

Whilst this programme achieved some success, valuable lessons were learnt which could impact job creation through public bodies in the foreseeable future. The paper highlights the lessons learnt through the process.

2 THE SCOPE OF WORKS AND PROJECT IMPLEMENTATION MISA Developed the scope of works through consultation with the National Department of Public Works, the custodians of the Expanded Public Works Programme under which Labour-Intensive Construction Projects are implemented. Whilst the programme was initially envisaged TABLE 1: List of municipalities supported by the consultant in the first Cohort to be implemented over a period of 3 years, the contract was Province Municipalities put out for a period of 1 year. The scope of works included the (1) Dr Beyers Naude Local Municipality following key elements.

Eastern cape (2) Umzimvubu Local Municipality • LIC Training and Capacitation: The element entailed the (3) Lesedi Local Municipality provisions of classroom training followed by on the job Gauteng (4) Rand West Local Municipality training through the implementation of LIC projects. The (5) Greater Kokstad Local Municipality training requirement included accredited LIC training as well Kwazulu-Natal (6) Umvoti Local Municipality as capacitation workshops to ensure that stakeholders who Northern Cape (7) Dawid Kruiper Local Municipality would influence LIC understood the key concepts to make and North West Province (8) Ramotshere Moiloa Local Municipality implement decisions regarding LIC.

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• Enhancement of the EPWP LIC Reporting System: This process element involved improvement of the reporting processes in the EPWP to simplify the process to reduce data loss and improve the reported numbers on the EPWP system. This included a review of the reporting process as well as improvements to the EPWP Reporting System to allow Biometric Capturing and data capturing using mobile devices.

• LIC Implementation: This component comprised the application of LIC knowledge through the provisions of strategic and operational support to Public Bodies to mainstream LIC. To this end, strategic support included: o The review of municipal EPWP policies to include LIC o The development of Proforma tender documents o The establishment of EPWP institutional structures Operational support has included: o The selection of projects which are conducive to LIC o The design of projects to include LIC o The appropriate specification of LIC projects o Monitoring implementation of LIC projects • Programme Reporting: communicating the progress of the project to key stakeholders throughout the project period. This aided capacitation efforts and promoted information sharing.

• Typical Project Processes: which included inception, planning and close out.

2.1 Breakdown of municipalities One specific consultant was appointed to provide support to eight municipalities across 5 provinces in the country. A full list of municipalities is listed in Table 1.

2.2 Status Quo Analysis A status quo analysis was undertaken in the municipality during the first stage of the project (inception). Page 1 of the Guidelines for Labour-Intensive Construction, (International Labour Organisation, 2015) lists 4 key areas which are targeted to mainstream job creation being: • The identification of suitable projects • Appropriate designs • Specification for labour intensive works • Compilation of contract documentation for labour intensive projects.

The status quo analysis was aimed at evaluating the municipalities performance against these key areas which is reported in the sections below.

2.3 The identification of suitable projects Whilst all projects could include an element of LIC, some presented more

opportunities than others. As an example, a bulk water project may employ LIC principles however, the nature of the work which requires deep trenches and pipes which may not be lifted by hand, does not allow for significant numbers of people to be employed in the project. Municipalities must therefore select projects which are amenable to LIC in their project lists.

Analysis of the respective municipal MIG project lists is shown in Table 2.

Analysis of the projects across all municipalities showed that most municipalities are using at least 20% of their MIG budgets for LIC Conducive/ LIC Amenable projects. In this regard, policies were not updated to show the ringfencing of budgets for LIC, whilst the relevant stakeholders involved in the selection of projects for the business plans, were not aware of the principles of LIC. Specifically, such stakeholders did not understand what a LIC Amenable project was.

2.3.1 Key Lessons Learned from the identification of suitable projects • All decision-making stakeholders must be capacitated to support LIC. This may be formal (accredited) or informal (workshops). Stakeholders who need to be capacitated include: o Technical staff such as Project management unit staff, engineers, technologists, technicians, heads of department. o Non-technical staff such as supply chain management, finance, and politicians o Decision makers from COGTA and the provincial Public Works personal. o Private sector stakeholders such as a consultant who support the develop of the IDPs. • EPWP Policies must be revised to allow for the ringfencing of funding for the inclusion of LIC amenable projects.

• The development process for MIG project lists must be revisited. There was inconsistency in the manner in which MIG Project lists were generated, if at all.

• The approval of project lists must be revisited and COGTA must be more rigorous in ensuring that municipalities include LIC projects in their project lists.

• COGTA must enforce consequence management to ensure that LIC projects are at a suitable stage prior to the start of the financial year to effectively be implemented in the set years.

2.4 Appropriate designs When rolling out Labour-Intensive Design projects, the designer will be required to carefully consider processes, materials and methods which may be incorporated into the project to enhance job creation. This may include adjusting cut to fill to reduce haul distances, choosing the type of material for a retaining wall (Gabion versus reinforced concrete) and directing the method of construction for example directing the use of labour for excavation versus excavating the works by machine. Whilst civil

TABLE 2: Analysis of MIG project lists in the municipalities Municipality

2021/22 MIG Allocation

Number of projects on the MIG List

Projects from list amenable to LIC

Value of LIC projects from the list

% LIC conducive projects

Dr Beyers Naude LM

R28 564 000.00

4

0

0

0

Umzimvubu LM

R97 114 000.00

9

6

R7 937 011

8%

Lesedi Local Municipality

R27 716 000.00

7

5

R22 766 000

82%

Rand West LM

R96 442 000.00

8

5

R39 500 000

41%

Greater Kokstad LM

R18 073 000.00

5

2

R11 071 765

61%

Umvoti LM

R41 323 000.00

13

1

R6 104 560

15%

Dawid Kruiper LM

R26 323 000.00

11

5

R7 037 607

27%

Ramotshere Moiloa LM

R39 127 000.00

9

6

R23 785 325

61%

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TABLE 3: Capacity of the stakeholders to effectively design LIC works Municipality

Municipal Consultants

Municipal Staff Number of Technical Staff

Staff Who had NQF 5 or 7

Consultant Tender required LIC

Staff had the qualification

Staff adequately rolled out LIC

4

0

No

No

No

Dr Beyers Naude LM

6

0

No

No

No

Lesedi LM

Umzimvubu LM

13

0

No

Yes

No

Rand West LM

10

1

Yes

No

No

Greater Kokstad LM

12

4

Yes

No

No

Umvoti LM

10

2

No

No

No

Dawid Kruiper LM

11

10

No

No

No

3

1

No

No

No

Ramotshere Moiloa LM

engineers are capacitated to design works through conventional methods, the use of Labour-Intensive Construction practices are not random but planned, and carefully executed and formal training and capacitation is required in order to plan and execute LIC works.

The ability of stakeholders to design LIC works was evaluated including the municipal and private stakeholder sector staff. The analysis revealed that stakeholders did not have the necessary skill or experience to undertake LIC works. Municipal staff may therefore shy away from the unknown – and did not put out tenders requiring LIC qualified engineering support. Further to this, where LIC practitioners had the ability to incorporate LIC into the projects, they were not compelled to do so, or the work was simply accepted even if it was under-designed in terms of LIC. It must be noted that several municipalities embraced LIC and attempted to implement accordingly. Saying this, the lack of understanding of LIC, lead to lacklustre results with respect to LIC and great projects may be deemed to have underperformed.

2.4.1 Key Lessons Learned from using Appropriate designs • All engineering staff working on infrastructure projects must have gone through accredited LIC training. (NQF 7 or 5) • Consultant tenders must include a requirement for designers who will be working on municipal projects to have the LIC NQF 7 qualification.

• Municipalities must acquire the ability to direct and monitor LIC elements in their projects through internal or external capacity.

• Designs process flows must be re-evaluated to ensure that LIC is incorporated into the process.

• A list of mandatory LIC items may will lead to defining the minimum LIC requirements in municipal projects.

2.5 SPECIFICATION OF LABOUR-INTENSIVE WORKS After making changes to a design, it is important to identify all items in the Bill of Quantities (BOQ) which are intended to be constructed as LIC items.

TABLE 4: Municipal Tender BOQ/Specification Analysis Tender shows LI Items Clearly

Specification describes LI Method

Dr Beyers Naude LM

No

No

Umzimvubu LM

No

No

Lesedi LM

No

No

Rand West LM

Yes

No

Greater Kokstad LM

Yes

No

Umvoti LM

No

No

Dawid Kruiper LM

No

No

Ramotshere Moiloa LM

No

No

Municipality

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This is generally annotated with the letters LI or LIC in the BOQ. Further to this, the specifier was required to include specifications which direct the use of labour in any specific bill item, specifying that excavation of trenches less than 1.5m must be undertaken by hand using small tools and plant. A summary of the sample of project specifications from the various municipalities is shown in Table 4.

The analysis showed that all municipalities did not have adequate specifications and the BOQ to ensure that LIC is implemented on the ground. This reflects a lack of understanding of LIC and an inability to adequately specify LIC for any project. Whilst an appropriate project may be selected, and the design adequately undertaken there still remain risk that the municipality will not generate the optimum jobs through the project.

2.5.1 Key Lessons Learned from Specification of Labour Intensive Works • All engineering staff working infrastructure projects must have gone through accredited LIC training (NQF 7 or 5).

• Consultant tenders must include a requirement for designers who will be working on municipal projects to have the LIC NQF 7 qualification.

• Proforma tender documents and standard LIC clauses are to be considered for LIC projects and LIC activities.

2.6 Compilation of contract documentation for labour intensive projects Whilst infrastructure projects are guided by contractual law such as the GCC, LIC which is implemented under the ambits of the Expanded Public Works Programme is guided by Ministerial Determination for EPWP(Department of Labour, 2012). To this end, several standard clauses must be incorporated into a tender document which will allow for the effective implementation of LIC. Clauses that need to be added into traditional engineering contracts include clauses for wage rates, the job creation targets, the training requirements and the supervisory competence (NQF 5 in LIC). A proforma tender document is useful in this regard and presents a baseline on which tender documents should be produced.

Due to a lack of capacity, many municipalities do not use a proforma tender document in their municipalities and rely on consultants to produce a tender document for each project. Further to this, where a proforma exists, the custodian of the Proforma has been the technical team rather than supply chain management. This presents a significant risk to municipalities. Finally, contractual clauses are not adequately included into proforma tender documents and as a result may leave room for interpretation by the contractor who may not undertake the works labour intensively.

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TABLE 5: Status of Proforma tender documents Proforma Tender Utilised

Proforma Tender (adequately) includes LIC

Dr Beyers Naude LM

No

No

Umzimvubu LM

No

No

Lesedi LM

No

No

Rand West LM

No

No

Greater Kokstad LM

No

No

Umvoti LM

No

No

Dawid Kruiper LM

No

No

Ramotshere Moiloa LM

No

No

Municipality

2.6.1 Key Lessons Learned from the Compilation of contract documentation for labour intensive projects • A proforma tender ought to be developed for each municipality. The document ought to be managed by supply chain management. It is recommended that COGTA support this process.

• All projects being put out to tender must be based on the current approved tender proforma held by SCM. • All engineering staff working on infrastructure projects must have gone through accredited LIC training. (NQF 7 or 5) • Consultant tenders must include a requirement for designers who will be working on municipal projects to have the LIC NQF 7 qualification.

3 IMPACT OF INTERVENTION As discussed in section 1, the project was aimed at capacitating stakeholders to enhance job creation through projects being implemented by the respective municipalities. To this end, support was offered to all municipalities with a summary of the achievements listed in Table 6.

3.1 Jobs created (Work opportunities and FTEs) Implementing LIC starts at the planning stages and continues through the life cycle of any project. Whilst reporting of jobs created was one of the deliverables in these projects, the figures reflect the support offered to capture information onto the national reporting system rather than the creation of any further jobs. A key challenge in implementing EPWP and LIC has been the reporting of jobs whereupon challenges in these processes led to the general under-reporting of the jobs created. This success here may be attributed to support offered in collecting, cleaning, and capturing data. This has no bearing on further job creation.

3.2 Proforma Tender Documents Support offered through the programme allowed for the creation of the proforma tender documents which included LIC. Whilst these documents may not have been adopted for use in every municipality, the use of the proforma has changed the landscape for LIC in these municipalities. There has been heightened interest in LIC NQF 5 as tenders now require the qualification and the number of jobs created through projects which are aligned to LIC, and are expected to increase as the document gets used more often.

This increase will not merely attribute to improved reporting but an increase in the real number of jobs created on the ground. If adopted and appropriately utilised, this change will have a long term impact on the municipality and job creation.

3.3 Policy Documents All policies were aligned to include clause related to Labour Intensive Construction. By the end of the contract, not all municipalities had adopted their policies or were implementing them. These documents, if appropriately implemented, will create an enabling environment for the implementation of LIC in the future.

3.4 Number of project tenders reviewed Where relevant, tenders were reviewed for adequate LIC inclusion. This was done to influence current work however, importantly, such reviews were undertaken to aid on-the-job practical training of stakeholders for future works. The review of tenders allowed for the development of a benchmark for each of the municipalities for LIC activities which in turn would enhance job creation through projects.

3.5 Number of people trained on LIC It was appreciated that LIC training and capacitation could not be limited to technical resources as non-technical stakeholders influenced decision making and could easily derail LIC works. Such stakeholders included politicians, SCM and finance. Accredited training was provided to all technical staff whilst non-accredited training workshops was provided to the non-technical stakeholders. The overarching design of the training programme allowed for all affected stakeholders to better contribute to LIC decision making. This training has achieved varying degrees of success with some municipalities immediately asking for flagship/pilot projects, whilst others immediately temporarily stalled tender processes to include LIC requirements into their tenders. Whilst immediate results will largely not be seen, the impact of this training will be noticed in the years ahead.

4 OTHER LESSONS LEARNED Whilst the project has successfully supported capacitation in each of these municipalities, there were several other key lessons which may be useful when looking to implement LIC in municipalities.

• The programme must be driven by the Municipal Manager (MM). It was found that accountability for job creation had to be driven by the MM. Where this was not driven by the MM, support was generally resisted with wasted expenditure in some instances.

• EPWP & LIC should be led by the PMU or Infrastructure units. The programmes are incorrectly perceived as a social programme that largely relates to reporting. LIC is an engineered process and must be driven by engineers. Many municipalities appoint an administrator who has little

TABLE 6: Achievements in the first Cohort of MISA projects Indicator

Municipality

Total

1

2

3

4

5

6

7

8

Work Opportunities reported through the support (improvement)

16

173

101

184

571

513

200

71

1829

FTEs Created through the support (improvement)

7

20

37

63

230

280

27

19

683

Proforma Tender Documents revised to include clauses on LIC

1

1

1

1

1

2

1

1

9

EPWP Policy revised to include clauses on LIC

1

1

1

1

1

1

1

1

8

Number of project tenders reviewed to include LIC clauses

1

3

10

6

5

6

3

0

34

22

30

94

58

83

96

84

55

522

Number of people trained on LIC EPWP reporting system Updates made to enhance reporting

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authority as the EPWP Champion in a municipality. This is unrealistic and will not work.

• Reporting must be operationalised to be undertaken by the contractors and overseen by project managers. There has been an over-emphasis on reporting and the lack of capacity to report.

• Consequence management does not appear to be implemented for non-performing staff or professional service providers. To effectively roll out LIC, consequence management will be crucial in the change management process.

5 CONCLUSION The project has shown that Labour Intensive Construction has not been adequately planned, designed, specified, and implemented. Whilst the concept of LIC is not new, several key drivers are required to mobilise public bodies to create jobs through their service delivery. The project has proven that support can cause municipalities to develop this ability however this support must continue whether from the Private or Public Sector. Whilst poverty remains rife, EPWP or LIC cannot be rejected for not achieving results until it has been effectively implemented through projects.

6 BIBLIOGRAPHY Department of Labour, 2011. Code of Good Practise for employment and conditions of work for Expanded Public Works Programme, Pretoria: Government Printing Works.

Department of Labour, 2012. Ministerial Determination 4: Expanded Public Works Programme, Pretoia: Department of Labour.

International Labour Organisation, 2015. Guidelines for the Implementation of Labour-Intensive Infrastucture Projects under the Expanded Public Works Programme. Third ed. Pretoria: Department of Public Works.

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BIENNIAL PROJECT EXCELLENCE AWARDS

CALL FOR ENTRIES To recognise outstanding achievements in municipal infrastructure, we are calling for entries

Planning and design Construction methods

that showcase projects that demonstrate the best of civil engineering as a science and how engineering

Innovation and originality

enhances the lives of the local communities, through excellence in:

Contributing to the well-being of communities

Meeting social and technical challenges

CATEGORIES

1

ENGINEERING EXCELLENCE IN STRUCTURES & CIVILS E.g. Projects demonstrating engineering science, use of alternate materials, innovative construction processes, etc.

2

COMMUNITY UPLIFTMENT & JOB CREATION E.g. Projects demonstrating labour-intensive construction, skills development, community awareness/participation, etc.

3

ENVIRONMENT & CLIMATE CHANGE E.g. Environmental rehabilitation, renewable energy, drought solutions, coastal initiatives for rising sea levels, pollution control, educational/ technical initiatives, etc.

CLOSING DATE FOR SUBMISSIONS 03 July 2023

Only projects that have reached practical or substantive completion by 30 June 2023 will be accepted for the Excellence Awards.

Adjudicators reserve the right to reallocate entries in the 3 categories.

ENTRY FORMS AND AWARD CRITERIA Available for download on the website: www.imesa.org.za

QUESTIONS Contact Debbie Anderson on +27 (0)31 266 3263 or email conference@imesa.org.za

IMESA THE INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERN AFRICA (IMESA)

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PAPER 5

STRUCTURAL IMPEDIMENTS TO MUNICIPAL SERVICE DELIVERY Burgert Gildenhuys BC Gildenhuys & Associates & Spatial Data Services Africa ABSTRACT There remains a continuous emphasis on infrastructure investment as the solution to municipal service delivery challenges. However, this paper will show that the inability to meet service delivery targets comes from structural impediments that developed over the past three decades in the municipal environment.

A strong focus is on increased delivery through improved administrations and implementation capacity. However, since 1990 many seminal events have contributed to structural challenges, making it nearly impossible to meet infrastructure and service delivery expectations. These events started with the Soweto Accord 1990, where the government broke the link between the cost of services and the payment for services. One should also consider the impact of the De Loor Task Group on a National Housing policy in 1992 that established the principle of differentiated service levels.

Differentiated infrastructure service levels were incorporated into the RDP in 1994. However, over time, even politicians, policymakers, and planners conveniently ignored the constitutional objectives of local government.

Furthermore, a lack of skills to do infrastructure investment planning; the establishment of “wall-to-wall” municipalities that had to implement policies with a strong urban bias in rural areas; the introduction of free basic services; and our spatial planning legislation created structural barriers for service delivery. These barriers make it difficult, if not impossible, to make good on political promises and meet community expectations through sustainable local government.

The paper concludes by showing how structural impediments reinforced by continuous low economic growth and higher than expected urbanisation rates bring local government to its knees. Radical new approaches and tough political decisions are required to stabilise the service delivery environment before one can expect an improvement in municipal infrastructure service delivery.

INTRODUCTION Thomas Sowell said that there are no solutions in politics, only trade-offs. This statement cannot be truer of municipal service delivery in South Africa. Our municipal service delivery in South Africa is the story of political power and sustainable municipal development trade-offs.

There is a strong focus on increased delivery through improved administrations and implementation capacity. However, it has been several years with pronouncements on improved service delivery by politicians while

analysts and commentators have a field day researching and bemoaning the deteriorating state of local government and service delivery in South Africa.

The “back to basics” Campaign frequently surfaces in these discussions, but the Auditor-General’s annual report on municipal financial reporting fuels a series of press reports, political debates, and expert analysis. However, the trend in deteriorating service delivery and the state of municipal infrastructure continues unabated in a seemingly intensifying downward spiral.

In this paper, we will explore three main themes.

Firstly, we will show a picture of the changing service delivery position in South Africa since 1996. We will highlight the changing trends at a national level and remind the reader of the high levels of spatial diversity in South Africa and that it is unwise to generalise based on aggregated national data.

Secondly, the paper explores underlying issues that affect service delivery.

These are issues which we will show developed over time. Whether these issues developed intentionally or unintentionally, they make it difficult for municipalities to sustain service delivery within the current policy frameworks.

These are structural issues that will be very difficult to change and make it practically impossible to achieve our service delivery targets.

Finally, the paper addresses some factors and initiatives as prerequisites to breaking the impediments brought by structural challenges and the factors that will impact or need consideration in the future success or failure of municipal service delivery.

DID ACCESS TO INFRASTRUCTURE SERVICES IMPROVE? Before we explore the changes in service delivery over the past 25 years, it is essential to note that any assessment of the physical extent of service delivery faces data challenges. This is because the only detailed data on service access at a national scale remains from the national censuses about a decade apart.

Community surveys supplement the censuses at about five-year intervals between each census. Statistics South Africa (Stats SA) also releases the annual non-financial censuses for municipalities in South Africa. The municipalities themselves provide data for these releases. It cannot be reconciled against any source and has often shown gaps and conflicting figures. Reliable data for analysis and planning is a severe challenge in addressing municipal service delivery. Furthermore, making direct comparisons is challenging because data do not exist in a consistent format between the different data sources.

Since 1994 the government has aimed to eradicate backlogs and provide all South African households with access to at least basic services. From an infrastructure perspective, it targeted water, sanitation, electricity, roads, stormwater, and refuse removal services. Most national data sets report on all these services except road access and stormwater services. However, isolating refuse removal services from municipal financial reporting figures

TABLE 1: Households with less than basic services4 Water

Electricity

Total Households

%

Total

%

Total

%

Total

%

1996

1 809 480

20%

4 471 092

50%

3 810 437

42%

9 019 357

100%

2016

2 031 975

12%

4 088 142

24%

2 106 451

12%

16 923 309

100%

Change in units

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Sanitation

Total

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222 495

-382 950

-1 703 986

7 903 952

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TABLE 2: Households with access to full services5 Water

Sanitation

Total

%

1996

3 973 255

2016

7 511 848

Change in units

3 538 593

Electricity

Total

%

44%

4 548 265

44%

10 722 762

%

50%

5 208 920

63%

14 816 858

6 174 497

is often challenging. The position with water, sanitation and electricity access sufficiently illustrates the South African approach to service delivery.

Backlog eradication became a policy in 1994 and was measured against access to at least basic services. Basic services, as it still stands in national policy, refer to access to a communal water standpipe within 200m, a ventilated improved pit latrine, a 50MWh electricity per month, the availability of communal skips for refuse removal and access to an all-weather road within 500m of a house.

The initial target was to eradicate backlogs by 2008, and 2014 was set as the target date when it was not achieved. As shown in the table below, by 2016, they still did not meet the target. It remains the subject of continued political promises and undertakings across the political spectrum.

Overall, table 1 shows increases in service backlogs were arrested, although there were more households without access to basic water in 2016 than in 1996. In addition, the sanitation situation marginally improved while there were successes with households’ electrification. However, as cautioned earlier, national figures can be misleading as it does not account for spatial differences.

Furthermore, high population growth in the metropolitan areas has largely aggravated the backlog while large parts of rural South Africa depopulated.

From a policy implementation perspective, the relationship between Table 1 and Table 2 is significant. While backlogs did not change significantly, as

Total Households

Total

Total

%

58%

9 019 357

100%

88%

16 923 309

100%

9 607 938

7 903 952

shown, the service delivery drive was not aimed toward providing basic services but full services to households. Full services imply a house or on-site connection for water, water-borne sanitation, sufficient electricity to run appliances, house collection of refuse and tar roads.

Table 2 shows the extent to which full service was implemented.

For example, in the case of water, access improved by 89%, sanitation improved by 136% and electricity by 184%. These access improvements are commendable indeed, but the deviation from the basic service policy eventually became one of the most significant contributors to the current financial predicaments of municipal governments.

A last and crucial point that need consideration is that the figures above indicate access to services in quantitative terms and do not indicate the quality of services that beneficiaries receive.

OPERATING INCOME AND EXPENDITURE Table 3 and 4 show municipalities’ operating expenditure and income between 1996 and 2020.

The issue to note is the structure of the budgets.

• There was a decrease in the extent of Salaries, Wages and Allowances decreased. The FY1920 figure remains above the norm but also represents a sharp increase from FY1718, where it was down to 27.3%

TABLE 3: Operating expenditure 1996 and 2020 – real values6 FY9697

FY1920

Total (R’000)

%

Total (R’000)

%

% average annual change

Salaries Wages and Allowances

41 332 231

33.7%

143 348 195

30.7%

5.6%

Electricity Bulk Purchases

27 571 034

22.5%

101 707 968

21.8%

5.8%

Water Bulk Purchases

6 790 763

5.5%

30 657 843

6.6%

6.8%

Interest and Redemption

17 855 282

14.5%

13 698 125

2.9%

-1.1%

Other

29 212 478

23.8%

177 988 475

38.1%

8.2%

122 761 788

100.0%

467 400 605

100.0%

6.0%

%

% average annual change

Total expenditure

TABLE 4: Operating income 1996 and 2020 – real values7 FY9697(real) Total (R’000)

FY1920 %

Total (R’000)

Billed Property Rates

24 937 129

20.5%

83 061 007

17.6%

5.4%

Billed Service Charges Electricity

47 878 829

39.3%

140 029 723

29.7%

4.8%

Billed Service Charges Water

13 439 372

11.0%

53 583 541

11.4%

6.2%

6 345 304

5.2%

20 886 676

4.4%

5.3%

Billed Service Charges Wastewater management Billed Service Charges Waste management

3 595 380

3.0%

14 757 958

3.1%

6.3%

Transfers and Subsidies

7 559 359

6.2%

71 451 004

15.2%

10.3%

17 962 774

14.8%

86 972 860

18.5%

7.1%

121 718 147

100.0%

470 742 769

100.0%

6.1%

-1 043 641

-0.9%

3 342 164

0.7%

Other Total revenue Surplus/(Deficit) Households8 Revenue per household per month

9 076 635

17 418 000

1 117.50

2 252.19

2.9% 0.0%

3.1%

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• Irrespective of the sharp rise in electricity prices, bulk purchases remain 22% of the overall expenditure budget. Notwithstanding the focus on electricity increases, all other expenditures increased similarly or higher.

• Expenditure on loan repayments decreased drastically. This decrease relates to the introduction and growth of capital grants and transfers. There is more detail on this matter below.

• The concerning aspect, however, is the overall increase in operating expenditure. Expenditure increased at an average rate of 6.0% per annum.

This implies a nominal increase of 11.9% per annum, implying that municipal expenditure doubles every six years.

To meet the ever-increasing expenditure, it was obvious that income had to increase. Overall, the income increased by an average of 12% per annum.

Notable, however, is that property rates and the four trading services all decreased in proportion to their contribution to the total revenue budget.

This points to a political sensitivity towards municipal bill increases and, notably, the increased difficulties with cost recovery and credit control.

The shift from direct income from services rendered turned to grants and subsidies where the figures indicate that it grew in real terms at a rate of 10.3% per annum or 16.2% in nominal terms. Moreover, it shows that local government dependency on the national treasury doubles every 4.4 years.

This is not sustainable.

While these rapid increases occurred, households, which constitute about 97% or more of a municipality’s customer base, grew by 2.9% per annum. The net effect was that municipal income in real terms per household doubled between 1997 and 2020. However, this figure must simply be treated as indicative to show the increased burden on the municipal consumer. It does not imply an increase in municipal bills to residents as the contribution of non-residential customers is not considered.

CAPITAL EXPENDITURE AND FUNDING The link between the consequences of capital investment and the resulting operating impact is seldom considered in long-term planning. The first section above showed how municipalities deviated from the national policy by providing full services rather than basic services to residents. The subsequent section showed how operating expenditure increases and municipalities’ dependence on grants and subsidies increases.

There are no comparative figures for capital expenditure on services.

However, the table below shows how capital expenditures were funded.

Table 5 shows the following: • Capital expenditure did not increase at the same rate as operating expenditure. The average actual increase is 1.4% (7.3% nominal). However, the key lies in the fact that capital expenditure is a one-off expenditure in the sense that once a project is completed, the capital expenditure ends.

Nevertheless, once the asset has been created, it creates an operating burden for its lifetime, which implies that capital expenditure over time has a cumulative impact on operating expenditure. This is why operational

expenditure increases more rapidly than capital expenditure. The inability to meet the operational obligation created by capital expenditure simply translates into cash flow problems for a municipality.

• The most significant trends in the table above are the changes in loans versus transfers and subsidies. In 1997, 49.9% of the capital budget was funded through loans. This figure declined to 17.8% in 2020. In the same period, the contributions of transfers and subsidies increased from 32.8% to 64.2% of funding. This coincides with the decline in the creditworthiness of municipalities and municipalities resigning to the fact that if they have to implement national policies, the national government must foot the bill.

• In 1997 municipalities spent about 75% of their capital budgets on infrastructure services. This figure decreased to about 63%, while metropolitan municipalities struggle to direct more than 45% of their budget to infrastructure. The table above shows that municipalities spend 28% less capital per household than in 1997. The situation is aggravated by the fact that capital is diverted away from infrastructure.

THE DEVELOPMENT OF STRUCTURAL PEDIMENTS ON SERVICE DELIVERY Since the early 1990s, the belief persists that access to infrastructure and services is the key to unlocking development and economic prosperity in our poor communities. This is true, and the development of our policies on municipal service delivery and infrastructure developed on this assumption. However, as shown above, basic service delivery was discarded to provide full services to poor people. The common denominator in the municipal financial woes is misguided “pro-poor” service delivery, leading to decades of over-investment in welfare sustained by heavy cross-subsidisation in the local tax base. Infrastructure services to non-paying indigent and poor should not be sugar-coated as investments or economic development. Given the economy’s poor performance and rapidly increasing poverty, infrastructure provision in the current climate remains welfare in all dimensions, subsidised by a shrinking local tax base.

Many changes have happened over the last 25 years. Large-scale urbanisation changed the service demand landscape, and amongst others, in 2000, a new municipal dispensation came about. The local economy is struggling, and South Africa is living through the scourge of corruption and state capture that rapidly diminishes our institutional and financial capacities.

Yet, politicians stubbornly persist with policies developed in a previous era and never adapted to the changing service delivery environment across the political spectrum. These policies never changed, but in reality, many of their principles are ignored for convenience and political expediency.

The key question is if one can turn around the situation given our policy legacy and the approaches adopted by political parties. Hence, the prospects for sustainable municipalities, it is necessary to look at events that shaped our current service delivery situation.

TABLE 5: Capital expenditure and funding 1996 and 20209 FY9697(real) Total

FY1920 %

Total

%

% average annual change

Transfers and Subsidies

14 445 373

32.8%

38 907 658

64.2%

4.4%

External Loans

21 955 927

49.9%

10 798 115

17.8%

-3.0%

10 899 004

18.0%

4.8%

60 604 777

100.0%

1.4%

Internal Income

3 717 666

8.4%

Other Revenue

3 921 022

8.9%

44 039 988

100.0%

Total Revenue Households

10

Investment per household/annum

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9 076 635

17 418 000

2.9%

4 852

3 479

-1.4%

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Take a walk back in history, looking at critical moments in the development of our service delivery policies: • Soweto Accord 1990 • The De Loor Task Group on a National Housing Policy (1992) • World Bank reconnaissance missions to South Africa (1993) • The Reconstruction and Development Plan (1994) • Twenty Town study (1995) • Municipal Infrastructure Investment Framework (MIIF) (1995 to 2007) • The Constitution of the Republic of South Africa (1996) • The White Paper on Local Government (1998) • The Municipal Demarcations of 2000 • Free Basic Services (2000) The Soweto Accord of 1990 The Soweto Accord was signed on 24 September 1990. It was, in many respects, the practical starting point for implementing local government and broader political transformation in South Africa. The ramifications and tone of the Accord still reverberate in municipal governance to this day. Notably, the negotiations to resolve the Soweto rent and services payment boycott started around the same time as the announcement on 2 February 1990 on the unbanning of the ANC and other organisations.

The Soweto Accord11 was the result of the rent and services boycott in Black Local Authorities that started in 1986. In the latter stages of the boycott, the Soweto People’s Delegation (SPD), which included Archbishop Desmond Tutu, Rev Frank Chikane, Mrs Albertina Sisulu, Mrs Ellen Khutswayo, Sister Bernard Ncube and Mr Cyril Ramaphosa, represented the people of Soweto12.

The rent and services boycott was the response of civil society and particularly the South African National Civic Organisation (SANCO), to the establishment of black local authorities (BLA). Soon, the BLAs were not financially and economically sustainable. The problem in Soweto reached alarming proportions when Dr Simon Brand of the Development Bank of South Africa was appointed, circa 1987, to report on the Finances and Economy of Soweto. The report was completed in 1988 but not released for public consumption13. Nevertheless, the report contained approaches and recommendations that might be considered unconventional in the prevailing political climate.

After nearly seven months, the Soweto Accord was signed on 24 September 1990. In terms of the agreement, the rent and service boycott was suspended. The following applied for the short-term: • All arrears, including rent on houses, were written off; • A special tariff for electricity was introduced; and • The agreement provided a R23 flat rate on water, sanitation and refuse removal. The agreement on this low rate was the result of the negotiating skills of one Cyril Ramaphosa and the total lack of experience in negotiations from the Transvaal Provincial Administration (TPA) delegation.

In terms of the longer-term issues, it was agreed that: • Houses will be transferred to the occupants.

• Services will be upgraded.

• Affordability will drive the tariff structure.

• The current political system of BLA must be done away with.

• Johannesburg and Soweto must become one city14.

The Accord largely met the demands of the SPD, but it also preceded national negotiations that started in December 1991. The most significant outcome of the Soweto Accord was the establishment of the Witwatersrand Metropolitan Chamber, which met for the first time in October 1990. The Metropolitan Chamber served as a significant event. It allowed for gaining experience for government and the ANC aligned groupings for the national

negotiations when the Convention for a Democratic South Africa (CODESA) began on 21 December 1991, at the World Trade Centre in Johannesburg.

The main impact on service delivery lay in adopting a “flat rate” for service payments, which broke the link between payment for services (the bill) and the cost of services. Whether households should pay for services was not an issue in the negotiations – only how much?

De Loor Task Group 19915 Near the end of 1990, the South African Housing Advisory Council was requested by the then Minister of Planning and Provincial Affairs to review the existing dispensation and advise on a new national housing policy and strategy for South Africa. Accordingly, a task group was appointed under Dr Joop de Loor which published its report in 1992.

The report’s contribution was significant for infrastructure as it introduced the concept of differentiated service levels. However, while addressing the provision of infrastructure services, the report recognised the inadequacy of appropriate data on housing and infrastructure.

The report stated that the installation of bulk services is expensive and can seriously delay development. Therefore, the report recommended that bulk infrastructure planning, programming and provision be part of the guide plans/urban structure plans (SDFs in the current context)16.

As far as internal engineering services are concerned, the task group developed a level of service matrix to support the provision of a range of service levels that recognised household affordability as a critical consideration in providing infrastructure services. Notwithstanding the agreement on flat rates, etc., two years earlier in the Soweto Accord, the policy remained that households, rich and poor, must pay for the services they receive. Therefore, different service levels became an important tool in managing the operating impact of capital expenditure17.

A more salient result of the Task Group’s work was that it was the first time that housing and infrastructure demand was modelled to inform policy decisions.

Infrastructure investment modelling became a feature of the subsequent work done by the World Bank in South Africa and the quantification of inputs into the Municipal Infrastructure Investment Frameworks between 1994 and 2007.

Influenced by the World Bank Reconnaissance Missions to South Africa in early 1990, the technical work regarding service levels and housing remained largely intact in the Reconstruction and Development Programme (RDP) released by the ANC in 1996.

World Bank Reconnaissance Missions 1991, 1992 and 199318 During the initial urban missions to South Africa, the visits aimed to identify critical issues in formulating national policies on urban development. The following three main themes emerged: • the disparities in access to, and levels of, services available to the large majority of the urban population; • the disparity in the economic and fiscal base of the black and white cities, and the need to unify the metropolitan areas politically, administratively, functionally, and financially to address redistributive requirements and create requisite levels of efficiency, equity, and capacity in the provision of urban services; and • the underlying human costs and economic inefficiencies in the current spatial structures of the cities, and the need to reverse the continuing extensive process of urban growth in favour of consolidating the urban areas socio-economically and spatially.

In the subsequent missions (July 1992 and December 1992), before the 1993 visit, the emphasis shifted from identifying urban policy issues at the national level to putting a dimension to these issues through data collection and analysis at a metropolitan-specific level. The unification of the local authorities

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comprising metropolitan regions has emerged as an underlying imperative in the process. The final mission in 1993 focused on quantifying service upgrading, backlog eradication and new developments to support new integrated metropolitan areas.

As a basis for the work of the World Bank mission, they confirmed the approach formulated in the De Loor Task Group of differentiated service levels aligning with household income as the basis for infrastructure provision.

The Reconstruction and Development Plan 1994 The ANC released the Reconstruction and Development Plan (RDP) in 199419, and it was its election manifesto that became the basis for municipal service delivery in South Africa. The RDP was presented as a coherent socio-economic policy framework that became the basis for developing legislation and policy.

Regarding housing and infrastructure, the RDP stated that at a minimum, all housing must protect from the weather, be a durable structure, and offer reasonable living space and privacy. A house must include sanitary facilities, stormwater drainage, a household energy supply (whether linked to grid electricity supply or derived from other sources, such as solar energy), and convenient access to clean water.

The emphasis was clearly on access to basic services, and the concept was eventually included in the Constitution of 1996. During this period, strong political support for payment led to the Masakhane Campaign’s launch.

The ANC’s National Executive Committee (NEC) stated, “All participants agreed that people should indeed pay for such services, when they were receiving adequate services and when they could afford to pay. Payment, in these circumstances, is part of building a sense of ownership, responsibility and active citizenship.” http://www.anc.org.za/content/masakhane-campaign20.

While Nelson Mandela said in 1995 at the launch of the Maskakhane Campaign in Koeberg, “…government is putting massive investment into programmes for housing and services. We all have the responsibility to pay for what we use, or else the investment will dry up and the projects come to an end.” 21 http://www.mandela.gov.za/mandela_speeches/1995/950225_ masakhane.htm At this stage, the scene was set for implementing infrastructure provision and service delivery policies. However, two clear principles were established and entrenched for future policy development in the run-up to the post-1994 era. The first was the principle that users must pay for services, and secondly, services must be aligned with household affordability by implementing differentiated service levels. The period after 1994 up to 2000, with the implementation of the new local government dispensation, was very much a rational technocratic process. This may be the reason for the relatively stable and uneventful period between 1994 and 2000 that marked the development of policy and putting the required legislation in place.

The “Twenty Towns study” 199522 For the first time, the Twenty Towns study of 1995 used a mathematical model to show the explicit link between capital expenditure and the operating impact.

The report estimated that between R50 billion and R80 billion would be required to address residential infrastructure over ten years. The report recognised that how much is invested, where it is invested and financed and paid for, will have important implications for municipal services’ financial viability and sustainability. There was a strong emphasis on financial viability, recognising the role service payments will play through service levels aligned with household income.

The report listed four questions that are still valid: • What level of investment can local authorities and South Africa afford?

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• What level of subsidy is necessary and desirable, and how should these be applied?

• What are the long-term financial implications of these investments and subsidies?

• What financial policies should be adopted for municipal infrastructure and services?

The report recognised that providing full services to all households is unsustainable and that the alignment of service levels with household income was a more viable approach23.

The MIIF 1995 to 2007 The “Twenty Towns study” ‘s immediate outflow was that it escalated to a national assessment of service delivery. As a result, the Municipal Infrastructure Investment Framework (MIIF) was born. The first version was released in October 199524 and last of seven iterations in 200725.

The purpose of the MIIF was to quantify infrastructure delivery in terms of service numbers, capital requirements and operating consequences. The models used for the MIIF, the Combined Services Model (CSM)26, evolved, and more sophisticated versions are still in use. However, with developing infrastructure investment frameworks for more than 120 municipalities in South Africa, the message since 1995 remains precisely the same: our system cannot afford or sustain services at a full level of infrastructure services. The challenge remains that the results and predicted consequences of delivery policies are not good news from a political perspective.

The Constitution 199627 The Constitution adopted in 1996 and amended subsequently was a direct outflow of the pre-1994 area, the RDP vision pegged down during the Convention for a Democratic South Africa (CODESA) negotiations.

Chapter 7 of the Constitution addresses local government in South Africa.

Section 152 deals with the constitutional objectives of local government.

It is vital to quote it in its entirety, namely: “(1) The objects of local government are— (a) to provide democratic and accountable government for local communities; (b) to ensure the provision of services to communities in a sustainable manner; (c) to promote social and economic development; (d) to promote a safe and healthy environment; and (e) to encourage the involvement of communities and community organisations in the matters of local government.

(2) A municipality must strive, within its financial and administrative capacity, to achieve the objectives set out in subsection (1).”

Section 152(1)(b) underlines the importance of sustainable service delivery, and this is amplified in Section 152(2), where it clearly states that municipalities must execute their mandate within the limits of their institutional and financial capacity. The Constitution emphasises a resource-based approach and not a needs-based approach. Municipalities’ current financial and delivery predicaments may be one of South Africa’s biggest constitutional failures. Even the subsequent White Paper on Local Government of 1998 negated or did not recognise principles of institutional and financial capacity.

White Paper on Local Government 199828 The latter part of the 1990s saw the rapid development of South Africa’s policy and legislative framework for municipalities. As a result, the foundation was laid for South Africa’s municipal legislation.

The theme of access to basic and affordable services remained, but vital ideological elements started to surface around the conception of developmental local government29. Emphasise access to basic services from

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a health and safety perspective, but the principles for service delivery are again confirmed in Section F(2.1) of the White Paper30.

The White Paper strongly emphasises private sector investment and funding through public and private partnerships (PPPs). During this period, two of the most successful PPPs in Africa were also concluded as 30-year concessions for water and sanitation in Mbombela and parts of the iLembe District municipality. However, progress with PPPs was practically nipped in the bud

by Cosatu’s policy and opposition to service delivery arrangements involving the private sector31.

The following is a direct result and outflow of the White Paper on Local Government: • Municipal Demarcation Act 27 of 1998 • Structures Act 117 of 1998 • Systems Act 32 of 2000 • Municipal Finance Management Act 56 of 2003 • Property rates Act 6 of 2004 The Municipal Demarcations of 200032 South Africa has a strong history of rural and local government where elements survived for more than 150 years. The local government system as it existed in 1994 was fragmented and complicated. However, it served one fundamental principle and was a system that responded to local needs and had a history where “form followed function”. The Divisional Councils in the Cape grew out of the need to serve vast rural areas, while the Transvaal Board for Peri-urban areas addressed the needs of small rural settlements.

Even the dreaded homeland governments had a functional relationship with the areas they had to serve33.

The reasons behind the change in local government were motivated, on the one hand, to rationalise the very fragmented system and, on the other hand, to get rid of any remnants of the old Apartheid system, although the tribal system (traditional leadership) was kept intact.

The concept of “wall to wall” municipalities translated into a single type of local municipal government. However, there are important consequences, namely: • All policies and strategies up to 2000 were focused on cities and urban development. However, South Africa was now confronted with a system of regional government that included vast rural areas to high-density urban areas. Municipal areas are vast. For example, the David Kruiper LM is bigger than 23 European countries, while it has a north-south distance of 460km, the same as Tshwane to Musina. Furthermore, a municipality such as Mangaung does not conjure up images of a metropolitan area when the urban footprint in the municipality is less than 2% of its total area.

• The distance, size and settlement mix directly impact municipal infrastructure provision and service delivery. The 2000 demarcations resulted in regional governments whom it is required to address different demands emanating from rural and urban environments in the same jurisdiction on an equitable basis. It is simply not a practical reality.

• As part of the uniform regulatory and policy environment, there is a high level of central control, and the expectations for regulatory compliance make it nearly impossible to respond to local issues that differ from municipality to municipality.

• The last issue is that the pre-2000 service delivery and infrastructure policies were developed with a solid urban focus and were simply transplanted into an environment that is not suitable or conducive for achieving the objectives of those policies.

These unintended consequences of the 2000 demarcations may be one of the most significant contributors to the challenges of local government service delivery in South Africa.

Free Basic Services The introduction of free basic services was the last event in 2000 that had a lasting and very negative impact on municipal service delivery and the financial sustainability of municipalities. First, President Thabo Mbeki announced free basic services during the municipal election campaign in December 200035. Then, in July 2001, the policy to provide free basic services to poorer households was adopted. Under this policy, municipalities were tasked to identify indigent households that would receive services – such as water and electricity – for free or at substantially subsidised rates.

At that point, the payment for service was still national policy, and indications were that progress was made. However, the notion of free basic services promised before an election rendered all previous efforts to apply cost recovery useless. Furthermore, in an apparent competition between political parties and supported by activist groups, the services provided under a basic services policy were not basic services anymore. Instead, full services became the norm, as indicated in this paper’s first sections. House connections for water, waterborne sanitation, door-to-door refuse collection, and tarred roads became the norm. Full-service levels are applied in most municipalities and national departments such as the Department for Housing.

The application and implementation of free basic services was a challenge from day one. Firstly, it was not easy to apply, and there were initial attempts to apply it to all residential customers in a municipality. However, this often proved to be too costly. Identifying indigent households also remains challenging and being indigent is also dependent on many variables; a household’s status can change rapidly and regularly for many reasons.

The net result was that more and more households received services they did not pay for or simply could not afford. In addition, the past decade’s economic challenges have caused municipalities’ revenue base to shrink, resulting in increasing shortfalls and cashflow problems.

CONCLUSION - WHERE DOES ALL OF THIS LEAVE US? South Africa started with a clear and rational approach to municipal service delivery and infrastructure provision. As a result, very sound and sensible policy and legislative frameworks were developed and implemented.

However, three events changed the course of the process.

The first was the White Paper on Local Government in 1998, introducing ideological innuendos into the delivery process but, the fundamentals remained sound. However, implementing the redesigned municipal demarcations in 2000 proved to be disastrous, not necessarily by intention, but through the unintended consequences as explained by The Municipal Demarcations of 2000 above. The last and perhaps the most challenging event was introducing the free basic services policy and its implementation and evolution over the past decade.

The extent of policy creep that took place shifted the focus in many instances away from the intentions and rationale of the initial policies. Free basic services clearly increased the demands on the tax base and national fiscus, which the system cannot afford or sustain.

Two further factors aggravated the situation. The first is increased poverty due to low economic growth, and the second is the extent of urbanisation and how populations are literally shifting at increased rates which may also be a result of economic pressures and perceptions of better opportunities in some areas for destitute people.

The irony is that the two most pressing issues, namely access to services and household income, are the aspects which are the least covered in national and public domain data sets. First, as argued earlier, it is virtually impossible to get a clear picture of service access at a detailed level. Secondly, detailed household income data only becomes available every decade in the national census.

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It is tough to contemplate any solutions. As the title suggests, the issue addressed are entrenched and nearly irreversible. One cannot practically dig up the services of people who cannot afford them, and, maybe, more importantly, it is doubtful if any politician in this country has the guts to say we need to change or reverse our service delivery approaches. The near impossibility of reversing the status quo is why this paper views the issues addressed as structural. The most significant gains lie in efficiency improvements and better planning. However, we have proved that our ability to plan AND implement these plans is limited.

In the same way, as we allowed policy creep, we need to revert to the original policies. We see this, for example, in the changing approach of the Department of Housing, but it is not easy. With national elections looming in 2024, the obvious political approach will be to make the necessary trade-offs and shift any contentious decisions to some undefined time in the future in the hope that we will somehow a national municipal and service delivery disaster.

NOTES and References 1 Sowell, T., A Conflict of Visions: Ideological Origins of Political Struggles, Basic Books, 2002 2 https://www.gov.za/about-government/government-programmes/backbasics 3 https://www.moneyweb.co.za/news/south-africa/sas-municipal-sector-isabout-to-collapse-ratings-afrika/ 4 Calculated from Statistics South Africa, Census 1996 and Community Survey 2016 5 Calculated from Statistics South Africa, Census 1996 and Community Survey 2016 6 Calculated from the SA National Treasury’s Local Government Financial Database (http://mfma.treasury.gov.za/Media_Releases/mbi/Pages/ Municipal%20Budgets%20-%20Main%20Page.aspx) The data for FY9697 shows the first consolidation of municipal financial data for the transformation arrangements implemented in terms of the Local Government Transition Act 209 of 1993 7 Calculated from the SA National Treasury’s Local Government Financial Database (http://mfma.treasury.gov.za/Media_Releases/mbi/Pages/ Municipal%20Budgets%20-%20Main%20Page.aspx) The data for FY9697 shows the first consolidation of municipal financial data for the transformation arrangements implemented in terms of the Local Government Transition Act 209 of 1993 8 Statistics South Africa, Census 1996 and Mid-year population estimates sourced from Spatial Data Services Africa’s database in MapAble® 9 Calculated from the SA National Treasury’s Local Government Financial Database (http://mfma.treasury.gov.za/Media_Releases/mbi/Pages/ Municipal%20Budgets%20-%20Main%20Page.aspx) The data for FY9697 shows the first consolidation of municipal financial data for the transformation arrangements implemented in terms of the Local Government Transition Act 209 of 1993 10 Statistics South Africa, Census 1996 and Mid-year population estimates sourced from Spatial Data Services Africa’s database in MapAble® 11 Transvaal Provincial Administration, Soweto Woking Committee, Unpublished Report, February 1990 12 The Soweto Delegation, The Soweto Rent Boycott, Unpublished Report, PLANACT, March 1989 13 DBSA, Report on the Finances and Economy of Soweto, circa 1987, Unpublished Report 14 Soweto Civic Association, The voice of the SCA: The Soweto Accord – A victory for the residents. December 1990

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15 The South Africa Housing Council, Report prepared by the task group on national housing policy and strategy, ISBN 0-621-14483-5, 1992 16 The South Africa Housing Council, Report prepared by the task group on national housing policy and strategy, ISBN 0-621-14483-5, 1992, recommendation 12.3.10. p.290 17 The South Africa Housing Council, Report prepared by the task group on national housing policy and strategy, ISBN 0-621-14483-5, 1992, Annexure Chapter 12, p.329 18 World Bank Reconnaissance Missions to South Africa. Aide memoirs, Unpublished 19 African Nation Congress, Reconstruction and Development Programme, 1994 20 T his link does not work since the ANC website was hacked in June 2013 21 h ttp://www.mandela.gov.za/mandela_speeches/1995/950225_ masakhane.htm 22 R oux A and R Eberhard, Financial Modelling of municipal services in twenty towns. DBSA. September 1995 23 Roux A and R Eberhard, Financial Modelling of municipal services in twenty towns. DBSA. September 1995, p.1 24 Ministry in the Office of the President and the Department of National Housing, Municipal Infrastructure Investment framework, October 1995 25 C OGTA, The Municipal Infrastructure Investment Framework (MIIF 7) for South Africa. Round 7 (2009 – 2010): a capital investment perspective.

DBSA, June 2011 26 Gildenhuys, BC, The Combined Services Model, Model testing, documentation and training, DBSA, Unpublished. August 1996 27 R SA, The Constitution of South Africa of 1996, Act 108 of 1996 as amended.

28 D PLG, The White Paper on Local Government, March 1998 29 D PLG, The White Paper on Local Government, March 1998, See Section B: Developmental Local Government, pp17 36 30 DPLG, The White Paper on Local Government, March 1998, See Section F(2.1) p.93 - 94 31 COSATU press statement on decisions of the Central Executive Committee - 14/09/1996 http://www.hartford-hwp.com/archives/37a/025.html This view still stands 32 DPLG, The White Paper on Local Government, March 1998, See Section D, Institutional Systems. Pp 57 - 80 33 There are two publications that gives an excellent exposition of the history and development of local government in South Africa. The first is Green, LP, History of Local Government in South Africa – An introduction, Juta & Co Ltd, 1957, which covers the period between 1652 and 1954 while the book

by JSH Gildenhuys, Vrede Vryheid en Voorspoed: ‘n Uitdaging vir Munisipale Owerhede, Van Schaik, 1981 covers the history up to 1981 when the new constitutional dispensation that preceded the transformation of the 1990s came into being.

34 Spatial Data Services Africa, MapAble® database 35 Joseph, C., Free Basic Municipal Services: A Discussion Document.

Occasional Paper no 6, Friedrich Ebert Stiftung (South Africa), March 2002. http://library.fes.de/pdf-files/bueros/suedafrika/07190.pdf

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PAPER 6

REGULATORY COMPLIANCE AT LOCAL AND DISTRICT MUNICIPALITIES Masuku SM¹; Oosthuizen E² ECSA Candidate Engineer¹ ECSA Professional Engineer; SAICE Member; CESA Member² ABSTRACT The National Land Transport Act (NLTA, Act 5 of 2009) requires transport authorities at local and district municipalities to develop Integrated Transport Plans (ITPs). The objective of an ITP is to facilitate coordinated planning between infrastructure development, operations and regulation for all modes of transport. The plans provide a five year road map for addressing transport challenges and needs, and align implementation of transport projects with spatial and land-use development. The study found that the majority of municipalities do not have ITPs and therefore do not comply with the NLTA. The impact of non-compliance is evident in growing towns where new developments are accompanied by a rise in congestion, poor pedestrian infrastructure and crowded city centres; which together discourages potential investors and thereby curtail the town’s development potential.

Lack of awareness, skilled personnel and financial resources were identified as some of the main barriers to compliance by municipalities. The study discusses the level of compliance and the extent of identified challenges, and offers recommendations on how these challenges can be addressed.

INTRODUCTION The National Land Transport Act (Act No.5 of 2009) (NLTA) provides the requirements for the development of integrated transport plans by municipalities. These requirements provide the minimum planning required, with planning authorities given the freedom to do additional planning when they deem it necessary or as per requirements by the Member of Executive Council (MEC)(DoT, 2016).

There are three levels of Integrated Transport Plans: • Comprehensive Integrated Transport Plans developed by metropolitan municipalities; • District Integrated Transport Plans developed by district municipalities; and • Local Integrated Transport Plans developed by local municipalities.

FIGURE 1: Schematic depiction of spatial layout in South African urban and rural areas

The NLTA requires ITPs to be updated annually in alignment with the Integrated Development Plans (IDPs). IDPs are annually reviewed 5 year plans on how the municipality aims to improve service delivery regarding, amongst others, water, electricity, housing and transport. Projects identified in the ITP should inform the transport section of the IDP. Where the municipality is planning or has recently completed the ITP, this will also be reflected on the IDP. The alignment between ITPs and IDPs is essential to the successful transformation of the fragmented spatial legacy in South Africa (Schoeman, 2004).

The purpose of this paper is to investigate municipal compliance with the NLTA in terms of the development of ITPs. The quality of those ITPs is outside the scope of this investigation.

THE NEED FOR TRANSPORT PLANNING Spatial Planning in South Africa The law of segregation resulted in a fragmented spatial setting in which residential areas are separated from areas of work, economic activity and social services. This spatial setting is still evident today in cities like Johannesburg, Pretoria, Pietermaritzburg and Durban. Figure 1 shows a general scenario that can be observed across major South African cities as well as rural areas. Residential townships such as Mamelodi and Attredgeville (Pretoria), UMlazi and Ntuzuma (Durban), IMbali and Northdale (Pietermaritzburg) and Soweto and Alexandra (Johannesburg) are all located away from city centres.

The adoption of the new constitution post 1994 rendered most planning laws based in segregation unconstitutional. However, new land use and development framework are still fraught with elements from these old systems, often coursing confusion and subject to legal challenges (Kimberly, 2015). While the various policies and Acts have the same objective of giving guidance to transforming the current state of planning, breaking away from the challenges of the past, and facilitating more sustainable urban developments, their implementation has been challenging (Harrison & Todes, 2021, Kimberly 2015).

One such policy is the inclusionary housing policy, which aimed to improve the provision of affordable housing as part of new developments in proximity to urban centres. The policy required private developers to provide a percentage of their new developments as low cost housing. The goal of the policy was to facilitate spatial transformation by bridging the access gap for different groups, by enabling the low income class to reside within close proximity to economic opportunities (Klug et al, 2013). However, this was left to municipalities to enforce due to lack of a supporting national policy (Harrison & Todes, 2021). According to Klug et al (2013) the policy was also resisted by developers and residents in middle and higher income classes, therefore limiting its implementation.

The provision of low cost housing is still one of the main challenges with regards to achieving spatial transformation. Low cost housing developments, including those facilitated by government interventions, are still mostly located outside city centres (Biermann et al, 2004). This is mainly due to the cost of acquiring land, which is higher near city centres compared to areas at the edge of cities.

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FIGURE 2: Increase in public transport subsidies provided by government The role of transport The separation between residential areas and urban centres creates multiple social, economic and environmental issues as people have to spend more time and money to access these places often through some form of motorised transport (public or private).

Initially, public transport was provided in the form of municipal busses and trains. These were subsidised modes aimed at keeping the fares low for people to afford. Keeping the fares low also served to support the segregation of marginalised people to areas outside of city centres while enabling them to get to their areas of work situated in the city (Beavon, 2001). However, the high cost of subsidies, poor service and lack of maintenance all led to dissatisfaction with government public transport.

To compound on this, the long distances and high operating costs meant that maintaining low fares and low subsidies was no longer sustainable, thus costing commuters and government more money. Figure 2 shows the rise experienced in subsidising public transport between 1967 and 1985 (McCarthy and Swilling, 1985).

Challenges with formalised busses and trains gave rise to a new form of public transport, the minibus taxi industry. The industry’s initial success was based on its affordability, ease of access and flexibility compared to the continually worsening bus service (Dugard and Nkonyane, 2004). However, the minibus service was also fraught with its own challenges, which included violence over the ownership of routes, which is the reputation that persists with the industry today. The 2013 National household travel survey showed that poor service is still the main factor deterring people away from using available public transport services (Figure 3).

FIGURE 3: Reasons commuters do not use public transport (NHTS, 2013)

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Figure 3 also shows that people who do not use public transport mainly prefer to make use of private vehicles. The challenge with the use of private vehicles is evident on South African roads every morning and evening with congested roads leading into and out of city centres. The National Development Plan is to address this issue through strategic transport investments and improved spatial planning (NPC, 2012).

Strategic transport investment include provision of safe and affordable public transport to improve mobility. An example of improved spatial planning is the development of shopping centres and community service centres in townships and other residential areas to reduce the need for long distance travel.

However, as the spatial environment changes there is also a shift in people’s need for travel. For example, shopping closer to home can eliminate the need for vehicular travel but create a need for wider sidewalks to accommodate pedestrians. Shopping centres also attract heavier traffic in the form of delivery trucks, create a need for parking and requires improved traffic management. When new developments are implemented without considerations of their transport impact, this usually results in road congestion, deteriorated pavements and increased accident rates.

The impact of lack of coordination is not only limited to urban areas.

Figure 4 shows a case in the rural town of Nongoma, KwaZulu-Natal, which is one of the most congested towns in the area despite being limited in the scale of development.

The objective of transport planning is to ensure that is to identify current and future transport needs, and determine appropriate action to address those needs. Integrated transport plans coordinate planning of all transport components including infrastructure, services, operations and regulations. This covers all modes of transport including private and public transport, freight transport and non-motorised transport. The prioritisation and scheduling of transport projects should be aligned with the municipality’s spatial development framework (DoT, 2016). This ensures that transport projects are implemented as and when needed to address and to accommodate the travel patterns of the municipal spatial framework.

METHODOLOGY IDPs from KwaZulu-Natal (KZN) municipalities were reviewed for stated status of the ITPs. KZN has ten district municipalities, forty-three local municipalities and one metropolitan municipality. The study was limited to IDPs between the 2020/21 to 2022/23 financial years, thus giving a usable sample of 50 IDPs (Table 1).

The ITP status was divided into four categories: • No mention – meaning that the IDP does not make any mention of integrated transport plans and its status. This includes cases where the ITP

FIGURE 4: Level of congestion observed in the rural town of Nongoma, KwaZulu-Natal

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TABLE 1: IDP Sample Municipality Type

IDP not found

2017/ 18

2020/ 21

2021/ 22

2022/ 23

Local

0

0

4

5

1

District

3

1

20

17

2

Metropolitan

0

0

1

0

0

Total

3

1

25

22

3

is mentioned in the MEC’s IDP comments but there is no response provided by the municipality to those comments; • No ITP – meaning that the municipality has stated that it does not have an ITP. This includes cases in which the ITPs are outdated and there are no stated plans to update it; • Planning – this includes cases where the municipality has stated that it is in the process of securing assistance for the development of the ITP or the tendering process. This includes cases where a service provider has been appointed but work has not commenced; • In progress – this covers cases which is ongoing work on the development or reviewing of the ITP by the municipality including completion of initial drafts; and • Completed – meaning that the IDP states that the municipality has recently completed the ITP and has been adopted by the council.

RESULTS AND OBSERVATIONS Status of ITPs Table 2 shows that 66% of the reviewed IDPs did not indicate any municipal plans with regards to the development or review of ITPs. This includes 10 municipalities which made no mention of ITPs at all, and 23 which stated that they did not have an ITP. In one of the municipalities, UMziwabantu Local Municipality, the MEC had requested that the ITP should be developed. However, there was no response to this request by the municipality. UMkhanyakude District Municipality indicated that it does not have an ITP, but is in the process of developing a Public Transport Plan (PTP). According to the NLTA the PTP should be developed by district and metropolitan municipalities as part of the ITPs. The majority of municipalities stated that they do not have ITPs (46%).

This shows a high level of non-compliance with the NLTA. Six of these municipalities stated that they had outdated ITPs which were overdue for update by up to fifteen years. The lack of planning toward the development of ITPs was mainly attributed to lack of funding and capacity (nine municipalities). The KZN Department of Transport was revealed as the go-to source for assistance in this regard.

Less than a quarter of municipalities stated that they were either in the process of (8%) or finished (16%) developing or reviewing their ITPs. Six of the recently completed ITPs were adopted between 2016 and 2021 (Newcastle, KwaDukuza, Mandeni, UMhlathuze, Nkandla and UMhlabuyalingana Local Municipalities and Harry Gwala and King Cetshwayo District Municipalities). Newcastle Local Municipality refers to

TABLE 2: Stated status of ITPs Local Municipalities (39)

District Municipalities (10)

Metropolitan Municipalities (1)

Total (100%)

No mention

6

4

0

20%

No ITP

20

3

0

46%

Planning

4

1

0

10%

In progress

3

0

1

8%

Complete

6

2

0

16%

ITP Status

the Integrated Traffic and Transportation Plan (ITTP) instead of an ITP. The plan’s primary objective is to determine road network requirements to meet the demands placed by existing and projected future development for the ten year period (2015-2025) (Newcastle Local Municipality, 2021).

Inquthu Local Municipality (2021) and UMsinga Local Municipality (2021) stated that they were developing their ITPs internally due to lack of funding to appoint a service provider. Ubuhlebezwe Local Municipality also cited lack of funding as the impediment to begin with the ITP development.

The municipality is part of the 10% of municipalities at various planning stages towards the development of ITPs. The planning stages range from research on the requirements of ITPs (Dannhauser Local Municipality, 2021), tendering stage for service providers to assist in the development of ITPS (Ubuhlebezwe Local Municipality, 2022), and appointment of a service provider to assist with the development of the ITP (Greater Kokstad Local Municipality, 2021).

Challenges and other comments on ITPs The MEC requested thirteen municipalities to develop or update their ITPs. Of these, one municipality made no comment with regards to the status of its ITP or a response to the MEC’s comments. One other municipality stated that it does not have an ITP but offered no way forward in this regard.

Two local municipalities aimed to develop their ITPs from ITPs of their relevant district municipalities. This is counter to the NLTA. While the NLTA provides for district municipalities to assist local municipalities with developing their ITPs, it requires that district ITPs to provide a summary of local ITPs. This counter approach could be attributed to lack of understanding of ITP requirements. Lack of transport planning skills was identified by Govender et.al (2017) as one of the main impediments to poor transport planning in municipalities.

Indeed, eight percent of municipalities cited lack of capacity as one of challenges they faced in developing their ITPs. Another indication of the lack of understanding of transport planning is that it is often limited to provision of roads and public transport. The following extract, from the 2020/21 Ray Nkonyeni Local Municipality IDP, shows how this misconception could contribute to noncompliance; “The municipality is not responsible for the local integrated transport plan, but the Department of Transport is. The Department is responsible for building new roads and maintain both the National and Provincial roads, hence the municipality does not have the LITP [Local Integrated Transport Plan].”

The identification of road infrastructure forms part of the ITP, however, but is not in itself a complete full ITP. ITPs cover all transport related needs including services, operation and infrastructure. The execution of projects to address those needs falls outside the scope of the ITP and is the responsibility of the relevant authority (NLTA, 2009). Therefore the responsibility of transport planning (identification of transport needs) is separate from the responsibility of project execution. Where the responsibility to execute lies outside the municipality, it does not absolve the municipality from the responsibility of transport planning.

CONCLUSION AND RECOMMENDATIONS The investigation found that the majority of municipalities do not have ITPs, showing poor compliance with the NLTA. The main factor contributing to this, as stated by municipalities, is the lack of funding for ITPs. The second factor is the lack of transport planning capacity or understanding within municipalities. While this is not explicitly stated by most municipalities, it is critical to address to be addressed it speaks to the potential quality of transport planning undertaken by those municipalities with the resources to do so.

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REFERENCES • Alfred Duma Local Municipality 2020. Final integrated development plan 2020/2021.

• Amajuba District Municipality 2020. Amajuba District integrated development plan 2020/21.

• Beavon, K. (2001) ‘The role of transport in the rise and decline of the Johannesburg CBD’, South African Transport Conference proceedings, Pretoria • Big 5 Hlabisa 2021. Final IDP 2021/2022—2022/2023, 5th generation.

• City of uMhlathuze 2021. Final IDP review 2021/2022 4th review of the 2017/2022 IDP. • Dannhauser Local Municipality 202. 2020/21 final integrated development plan.

• Dewar D 2017. Transport planning in South Africa, a failure to adjust. Wits Transaction of The Built Environment, Vol 176: 27-33 • Dr. Nkosazana Dlamini Zuma Local Municipality 2020. Final IDP 2020/21 • Emadlangeni Local Municipality 2020. Emadlangeni Municipality draft integrated development plan 2020/21.

• Endumeni Local Municipality 2021. Final 2021/2022 integrated development plan.

• EDumbe Local Municipality 2021. Final integrated development plan review.

• EThekwini Municipality 2020. Integrated development plan.

• Govender M, Mackett O & Pillay P 2017. Transport Planning in South Africa.

Wits University, Johannesburg • Greater Kokstad Municipality 2020. Final KZN433 fouth generation IDP period 2017/18-2021/22, 2020/21 review • Harry Gwala District Municipality 2021. Harry Gwala District Municipality 2021-2022 integrated development plan • Ilembe District Municipality 2021. Integrated development plan review 2021/2022.

• Impendle Municipality 2020. 2017/2018-2021/2022 IDP, draft 2020/21 review.

• Inkandla Local Municipality 2020. Nkandla IDP 2020/2021 review.

• Jozini Local Municipality 2020. Integrated development plan 2020/21, 3rd review of the 2017-2022 IDP • Kimberly, J 2015. The nature, scope and purpose of spatial planning in South Africa: Towards a more coherent legal framework (SPLUMA). UCT, Cape Town • King Cetshwayo District Municipality 2021. Draft integrated development plan 2021/22.

• KwaDukuza Municipality 2020. Final 2020/21 integrated development plan (IDP).

• Mandeni Municipality 2020. Integrated development plan 2020/2021 review.

• Maphumulo Local Municipality 2021. 2017-2022 integrated development plan for Maphumulo Local Municipality, 2021/22 review draft.

• McCarthy, J. and Swilling, M. (1985) ‘The apartheid city and the politics of bus transportation’, Cahiers d’etudes africaines, Vol.25, No. 99, pp 381-400 • Mkhambathini Municipality 2021. Integrated development plan 2021/22.

• Mpofana Local Municipality 2021. 2021/22 integrated development plan.

• Msinga Local Municipality 2020. Msinga municipal integrated development plan 2020-2021.

• Msunduzi Municipality 2021. Integrated development plan 2021/2022 financial year • Mthonjaneni Municipality 2021. 2021/2022 financial year final integrated development plan.

• Mtubatuba Municipality 2020. Integrated development plan, draft

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2020/2021 • National Planning Committee 2012. National development plan 2030.

The Presidency, Pretoria • Ndwedwe Local Municipality 2020. 2020/21 IDP review.

• Newcastle Local Municipality 2020. 4th generation integrated development plan 2017/18-2021/22, final IDP review 2020/21.

• Nongoma Local Municipality 2020. 2020/2021 FY reviewed IDP, review 5 of 2016-2021 IDP generation.

• Nquthu Municipality 2021. 2021/22 final IDP. • R ay Nkonyeni Municipality 2020. 2020/2021 final draft integrated development plan.

• Richmond Local Municipality 2020. Final integrated development plan 2020/21 review • Schoeman CB 2004. The alignment between integrated transport plans and preparation of integrated development plans in South Africa. Urban Transport X: 93-102 • Statistics South Africa (StatsSA), (2014), National household travel survey: 2013, Pretoria: Author • Ubuhlebezwe Local Municipality 2021. Integrated development plan 2021/22.

• Ugu District Municipality 2021. 2021/22 Draft IDP review for the final implementation year of the 2017/18-2021/22 IDP • UMdoni Local Municipality 2022. UMdoni Municipality 2022/20232026/2027 integrated development plan • UMfolozi Local Municipality 2021. 2021/22 UMfolozi integrated development plan – draft • UMgungundlovu District Municipality 2021. Draft integrated development plan 2021/2022 review • UMhlabuyalingana 2020. Final IDP 2020/21 reviewed.

• UMlalazi Local Municipality 2021. Integrated development plan 5th review • UMshwathi Local Munici[ality 2020. Draft UMshwathi Municipality IDP 2020/2021 • UMuziwabantu Local Municipality 2022. UMuziwabantu 2022/20222026/2027 draft integrated development plan • UMvoti Local Municipality 2020. UMvoti draft 2020/2021 IDP review.

• UMzinyathi District Municipality 2020. 2020/21 integrated development plan.

• UPhongolo Local Municipality 2021. 2021/2022 final review integrated development plan.

• UThukela District Municipality 2021. Integrated development plan, approved IDP review 2021/22.

• Zululand District Municipality 2020. Integrated development plan 2020/2021 review.

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A TRANSFORMATIVE RIVERINE MANAGEMENT PROGRAM : A BUSINESS CASE FOR A NATURE BASED ADAPTATION PROGRAM TO PROTECT CITY INFRASTRUCTURE AND SO MUCH MORE… Geoff Tooley eThekwini Municipality, Durban, KwaZulu-Natal, South Africa ABSTRACT So often engineers look for hard solutions to reduce risk to infrastructure and forget about looking at nature and the options that it can provide.

The same is true in eThekwini Municipality when it comes to damage to road crossings and rivers, particularly during heavy rains and floods.

Engineering solutions helped to reduce some of the risk but often it is not enough. The analysis of the cause of this damage highlighted the role of alien vegetation and solid waste in these blockages and damages.

The Sihlanzimvelo project was born in a meeting of the eight departments mandated with looking after eight different facets of the same rivers. Eight departments with reduced budgets and staff compliments.

This project looked to remove alien vegetation and waste from the streams through the engagement of unemployed people from the communities, who were upskilled in business skills to form co-operatives who were then contracted by the city.

The program ran for 9 years on 300km of stream, and we became aware of many more benefits than just the main reason of reducing the risk to culvert road crossings. This became the basis for the development of an all-encompassing program called the Transformative Riverine Management Program.

Through the C40 Climate Finance Facility we have been able to carry out a Benefit Cost Analysis and have demonstrated that by managing our natural assets we can achieve the goal of risk reduction and at the same time achieve many other goals of socio-economic and environmental value.

This is a case study of Nature Based Adaptation which is cost effective, and which is making our city more resilient in the face of climate change.

1. INTRODUCTION Municipal engineers are required to design, install, and maintain infrastructure to support the urban framework of the city they serve. In addition to the normal engineering knowledge there is a requirement for basic knowledge of the non-engineering processes and areas which impact on the construction and maintenance of this infrastructure. These are areas such as town-planning, environmental, health etc.

In essence, the engineer is required to understand the whole system in which they are operating.

There is no better example of a system, than that of a riverine catchment where every action has a reaction which can positively or negatively impact the infrastructure which we are responsible for and therefore the people we serve in our cities.

Our urban rivers have for many years been neglected and the services which these systems provide, have been ignored and undervalued. These

services include, amongst others, disposal, management and cleansing of the urban stormwater, ecological services (such as water provision, water purification, flood attenuation, biodiversity etc), amenity services (such as recreation) and socio-economic services (such food gardens and vegetation harvested for crafts).

We have taken these areas for granted and now as city inhabitants, are paying a price for this neglect.

These areas have become waste areas full of alien vegetation and solid waste where children won’t play for fear of snakes attracted by the rats feeding on the waste dumped by communities or the broken glass and rusting metal or the criminals lurking amongst the tall Spanish reeds which infest our natural waterways. Poor water quality in these rivers also creates health challenges and has a negative impact on important tourism assets like Durban’s estuaries and beaches.

The proliferation of alien vegetation and the increase in solid waste also translates into blockage material for the city’s many culverts and this creates a serious risk of damage to roads and property as highlighted by the April 2022 flood which devastated our city.

In 2016 I presented on the installation of debris walls as an engineering response to attempt to reduce this risk and this has had some success.

However, this is a systemic problem which requires a system-based solution – this was the driver for the creation of the Transformative Riverine Management Program (TRMP).

It is my hope that as we share this exciting story that more cities will see the benefit of a collective effort to reclaim, rehabilitate and manage our urban streams and rivers, as we strive to make our cities resilient in the face of climate change and economic stresses.

The water connects us all.

2. THE HISTORY OF INTERSECTORAL COOPERATION ON CLIMATE CHANGE AND THE TRANSFORMATIVE RIVERINE MANAGEMENT The eThekwini Municipality tried a top down (i.e., policy-driven) approach to include climate change in the operations of the city and this was largely unsuccessful as climate change was primarily seen as an environmental issue by municipal technical sectors.

Dr Debra Roberts from the Environmental Planning and Climate Protection Department began a process of identifying individuals within the different sectors of the municipality that were sympathetic to the climate change agenda and could see the potential relevance to their work, and then set about capacitating these individuals to understand the specific threats of climate change to their sectors. This involved fostering “sector champions”, or “climate change moles”, who worked within their sectors to shift the understanding of their colleagues towards climate change threats to their sector/ work.

The initial sectors involved in this process were the stormwater and catchment management, sea level rise management, water, health,

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and biodiversity protection sectors and out of this initial collaboration came the Municipal Adaptation Plan for the Water, Health, and Disaster Management sectors. This work resulted in good relationships being built between individuals within different sectors.

It was around the time of the above work, that the Durban Bremen partnership was introduced to the group. We were informed that there was a team of officials arriving from Bremen and there was a need to come together to identify the challenges being faced by the city. This was the catalyst for the team working together on developing the concept of a lighthouse project on the Umhlangane river system within eThekwini.

The idea of a system approach to river management and interventions began to take form.

The formalization of the Durban-Bremen partnership at a political level gave the team leverage to justify the time spent together to work on this project as well as the support of senior management.

Some of the team members were fortunate to travel to Bremen to look at the issues and successes in Bremen which further cemented the trust and relationships between these members from different sectors. We grew to know more about each other’s sector and support each other as we exposed the interconnectedness between the work, we all did in working towards a more resilient city in the face of the climate change threat.

The Durban-Bremen partnership then opened the way for Durban to apply through Bremen for BMZ grant funding and we were successful in obtaining this funding for the rehabilitation of the Riverhorse Valley Wetland and surrounding watercourses. This funding created the opportunity for members from the environmental biodiversity section, the catchment management section, the water and sanitation section, and the economic development section to now collaborate in the implementation of a physical project related to climate resilience which needed input from all our sectors in order to be a success. As with any difficult task, the relationships between the team members, including those from Bremen, was strengthened and the project provided proof of how our efforts could be multiplied as we worked together across sectors.

About the same time, the Sihlanzimvelo project was started, and we were fortunate to be involved in this exciting beginning. As we worked on this project, we saw the benefits of the work being done in the riverine corridors. This project was also a cross sector collaboration and was providing proof of the cross-sector benefits that could be achieved.

The key question was “how do we capture, articulate, and value the benefits we were seeing in projects like Sihlanzimvelo and the Riverhorse wetland projects?”, in order to prove that this was a better way of doing things in our city.

Jo Douwes came across the option of the C40 Climate Finance Facility (CFF) and the team came together to put forward the proposal of developing the business case for the expansion of the Sihlanzimvelo project.

As each member of the team and with the support of the CFF team, we realized that there were several initiatives in different sectors and within the private sector, that were focused on improving some aspect of the riverine corridors.

As a result, the project became the Transformative Riverine Management Program (TRMP) which was designed to incorporate the contributions from all sectors.

The CFF work is now complete. The exciting outputs are discussed further in this paper.

Key factors that have contributed to the success of the cross-sectoral collaboration that has characterized this work include: • Strong sectoral champions who have been able to lead and drive new work in an institution that is often resistant to change.

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• A n ability to see connections across work areas and recognize the value in working together in areas of common interest and relevance.

• A willingness to be involved in exploratory work with evolving outcomes • Clear areas of work in which to focus collaborative efforts. For example, the BMZ funding provided a structured space in which to work together. The same has been true for the work on the TRMP, which is supported by the C40 Cities Finance Facility.

• Mutual professional respect and trust, which has been built over many years of working together. a. Sihlanzimvelo Program In 2009, the eThekwini Municipality approved the Municipal Adaptation Plan, Health, and Water and one of the line items was to “Protect and Restore riparian vegetation so as to protect the integrity of riverbanks and retain biological buffers against flooding.” This was a recognition of the need to look at our natural ecological assets in order to improve the city’s resilience.

At the same time, the engineering unit of the city was concerned with the increase in damage related to blocked culverts. The incidence of blockage and damages was increasing and needed to be addressed. Work was being done in relation to the installation of debris walls however the need for a more proactive approach was clearly evident.

The initial investigations revealed that 70% of the blockage material was alien vegetation with the remaining 30% being solid waste. The April 2022 storms have confirmed this with an added finding which will be dealt with later in this report.

The general cleaning and minor repair maintenance of the culverts and roads vests with the Roads and Stormwater Maintenance department (RSWM) while major repairs and maintenance of the culverts vests with the Coastal, Stormwater and Catchment Management Department (CSCM).

Mark Tomlinson, of RSWM, and Geoff Tooley, of the Coastal, Stormwater and Catchment Management department (CSCM), began to explore ways of addressing the source of the alien vegetation and the solid waste within the river systems.

We identified 8 city departments that were responsible for various aspects of the stream environments. The Environmental Health Department, Department of Water and Sanitation, Durban Solid Waste, RSWM, CSCM, Department of Parks, Recreation and Culture, and Environmental Planning and Climate Protection Department came together in 2007 to try and identify solutions to the problem. Mark Tomlinson and Geoff Tooley requested funding as it was hoped that resources (financial and human) could be pooled and allocated towards dealing with the problem.

After discussions with all these departments, Mark Tomlinson suggested the use of co-operatives (grown out of the community) to carry out this work and he agreed to take the lead on this project.

As some of the work to be done by the co-operatives would be to clear the culverts (a mandate of RSWM), the Deputy Head of RSWM agreed to the use of his budget for the establishment of this project. Unfortunately, other departments were reluctant to provide funding for this work even though it was addressing work related to their mandates. The primary reason for this related to Key Performance indicators (KPIs) and reluctance to entrust budget spend to another department.

Initially, capacity development activities were implemented to support the development of co-ops, after which eThekwini put out an Expression of Interest for application by co-ops to work on Sihlanzimvelo. All co-ops that were registered went through a training process for managing waste.

Terms of Reference for a consultant were also shared; the responsibility of the consultant was to identify resident members who would be trained

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as project assessors, who would provide a line of communication between co-ops and government. The focus of the project, initially, was on Inanda, KwaMashu, Ntuzuma and uMlazi as it was not possible to implement interventions across the whole city. The team prioritized streams that were severely degraded and near communities with high unemployment rates. They also sought to find areas that would reduce the need for transport of co-ops. (Transforming Southern African cities in a changing climate -Learning lab 3).

The main tasks of the co-operatives included: • Clearing of culverts and storm water systems • Minor erosion control of embankments • Ditching to prevent water stagnation • Litter and debris removal and disposal • Cutting back of vegetation • Alien vegetation control • Planting of indigenous vegetation The area of work is the waterway and 3m either side of the water. They are also required to report leaking sewers and erosion points.

Each co-operative is given 5km of stream to manage. The streams covered have a catchment less than 1000Ha as this relates to a normal stream depth below knee height. The reasoning behind this relates to safety concerns for the people working in the stream.

The state of the co-operative’s length of stream is assessed each month against a set standard and the payment is determined based on the level of maintenance achieved. Hence payment is performance based.

The program preparation started in 2009 with the first co-operative starting work on the ground in November 2011. The length of stream initially covered was 295km however with the evidence produced through the C40 CFF business case work, this length has increased to 525km.

3. THE BUSINESS CASE AND C40 CLIMATE FINANCE FACILITY The Sihlanzimvelo program began to produce results and maintenance teams on the ground were recording less blockages to culverts with the associated damage normally seen.

In addition to achieving the primary goal of the program a number of other benefits were emerging and being noticed by the city officials and the community on the ground.

It was at this stage that the need for capturing these benefits and developing a business case in order to leverage the expansion of the program from both city and external funds became critical. The search for a support funder for this work was found in the C40 Cities Finance Facility (C40 CFF).

Once the work with the C40 CFF started, and all role-players were engaged it became apparent that Sihlanzimvelo was just one of many initiatives happening within the riverine corridors of eThekwini. It was with this knowledge and the need to ensure that all programs contributed to the development of the business case and implementation plan, that the Transformative Riverine Management Program (TRMP) came into existence.

The primary purposes of the TRMP are • Contribute to sustainable, efficient municipal delivery • Limit climate risk and impacts to society • Secure, valuable financial, socio-economic, human, and ecological benefits • Build climate resilience a. Sihlanzimvelo Program Benefits Identified The identified benefits of the Sihlanzimvelo work can be combined into 4

FIGURE 1: Sihlanzimvelo Streams after work has been completed main areas viz.

• Presence on the stream – safety, policing, early identification of problems • Business/Job Creation – Improved business skills, local economy growth, jobs • Clearing of Alien Vegetation – reduced blockages, improved biodiversity, reduced erosion • Clearing of Solid waste – reduced blockages, recycling opportunities b. C40 Climate Finance Facility (CFF) It was recognised by C40 that although there was an abundance of funding and an abundance of good city climate change related projects, there was a gap in the ability of cities to translate these good projects into bankable projects which is what the global funders were looking for. This recognition led to the establishment of the C40 CFF.

The C40 CFF is made up of: • C40 Cities Climate Leadership Group (C40) • Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) • German Federal Ministry for Economic Cooperation and Development (BMZ) • British Department for Business, Energy, and Industrial Strategy (BEIS) • United States Agency for International Development (USAID)

The primary objectives of the C40 CFF are • Reduce greenhouse gas emissions • Sustainable financing of urban climate change investment projects • Developing the capacity of city administrations to mobilize and access a broad range of financing instruments • Sharing knowledge of CFF partner cities via peer-to-peer learning • Developing partnerships between cities and investors/financiers and their representations. c. The Business Case The C40 CFF supported the city in the development of the business case through several studies and the business case along with the reports mentioned below at https://www.c40cff.org/knowledge-library/resourcesfrom-durban.

The reports include • TRMP Durban Benefit Cost Analysis Technical Report.

• TRMP Durban Green Economy report

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• TRMP Durban River vulnerability assessment • TRMP Durban Hydrological Vulnerability assessment • TRMP Durban Regulatory Framework Final Report • Regulatory Framework Final Report_201101 • TRMP Durban Business case for TRMP The business case purpose of the TRMP is • Contribute to sustainable, efficient municipal delivery • Limit climate risk and impacts to society • Secure, valuable financial, socio-economic, human, and ecological benefits • Build climate resilience In order to develop a business case based on all the evidence identified, a Benefit Cost Analysis (BCA) was developed for management of municipal, private, and traditional authority land in riverine areas. The land ownership was highlighted as one of the key factors to be considered when developing any program intervention due to regulation restrictions.

FIGURE 2: Ownership distribution of streams and rivers Nine future riverine management scenarios were modelled in the BCA. These included: • A “do nothing” scenario for municipal, private, and Traditional Authority1 land in riverine areas with climate change as a driver of river impacts.

• Upscaling of Sihlanzimvelo Stream Cleaning Programme on municipal land in upper catchments with climate change.

• A “basic management” scenario for private and Traditional Authority land in riverine areas with climate change, and • A “transformative management” scenario for each of the three land ownership types with climate change impacts.

In the BCA, the costs, and benefits of implementation of these different riverine management models has been estimated at a city-wide scale. In order to do this the Ohlanga River Catchment was used, and the results extrapolated across the city.

A “transformative” riverine management approach is assumed to include an overarching“transformative riverine governance”umbrella implemented by eThekwini Municipality. This provides the necessary framework for

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facilitating cross-sectoral and multi-stakeholder collaboration (including with other spheres of government) and creating enabling conditions for riverine management action across all riverine landowners in the city.

Implementation of transformative riverine management assumes a focus on positive social-ecological systems change in relation to rivers.

Biophysical riverine management interventions include both ecological restoration and management at a systems scale, aiming to improve the functionality and resilience of rivers to urban impacts and climate change.

The condition and/or management of the built/agricultural landscape surrounding rivers would also be improved, such that accelerated stormwater, sediment loads and pollution entering rivers is minimised.

Social interventions aim to build human, social and institutional capital in a way that promotes positive behaviour change and active river stewardship in response to a recognition of the value of rivers to people and the economy. Socio-economic and environmental benefits of riverine management are accelerated through circular economy initiatives that make productive use of solid waste and alien plant biomass – either arising from riverine management activities or as a means of reducing waste entering rivers. The social / economic use of riverine areas as places of recreation and tourist activities or harvesting of natural resources is assumed to be optimised within sustainable limits. Agriculture/food gardening on river floodplains is supported, where appropriate, to enhance resilience to increased river flooding and sedimentation, and to limit negative impacts on river ecosystems (Mander N, Mander M, Winnaar G, Mark M and Butler A 2020).

The studies show that many of Durban’s rivers are already severely impacted by urban and agricultural development, and pollution. Due to this, it is estimated that the ecosystem services supplied by these urban rivers are 42% below the theoretical best case and that climate change will degrade these systems further, reducing ecosystem services supply by a further 11% by 2040.

The eThekwini Municipality will be directly affected, with annual damages to municipal road culverts alone due to increased climate change related flooding estimated at over R151 million by 2040. Declining river water quality will affect coastal tourism and property values, as well as the ability of riverine communities to access and use rivers for household water provision, crop irrigation, and recreation. The annual cost implications for the well-being of municipal citizens and coastal users is estimated to reach R224 million by 2040. (Only historic damages costs to culverts were available to use in this study and so it is recognized that costs indicated are lower than what will be experienced once all infrastructure damage is totaled).

Evidence from riverine management projects such as eThekwini Municipality’s Sihlanzimvelo Stream Cleaning Programme suggests that good condition, well-managed streams, and rivers can help buffer the municipality, citizens and businesses from the escalating flood and human health risks associated with climate change. They also contribute positively to societal well-being and cost-efficient municipal service delivery.

Modelling of various riverine management scenarios in the Ohlanga River Catchment demonstrated that investing in basic riverine management even with the added pressures brought by climate change - would be almost sufficient to keep ecosystem services at current (baseline) levels.

There are some riverine ecosystem services where riparian management actions alone would not be sufficient to entirely mitigate climate change related losses. A transformative management focus on both the riparian zone and the broader catchment could improve most ecosystem service levels an average of 10% above current levels, even with the effects of climate change factored in.

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needed to manage risks & opportunities at systems-scale d. Implementation Plan At the time of producing this paper we had only just completed the development of an implementation plan and so what is being presented is a proposed way forward developed by as many of the role-players working within the riverine space.

There are a few key aspects which need to be highlighted and which need to be followed for this program to succeed at the level required to make our program truly transformative. The rest of the details will develop as the various projects develop and grow.

FIGURE 3: Business case process (Mander et al. 2020) A “transformative” approach to riverine management that limits land use impacts on rivers, restores and manages riverine areas, could therefore reduce the city’s exposure to climate change risks and reduce current shortfalls in societal, financial, and economic benefits from rivers.

The benefit cost analysis shows that if the city upscaled the existing Sihlanzimvelo program on municipal land – approximately 1168km of river -this would cost the city annually approximately R92 million. The city would experience avoided damage costs to municipal culverts and road crossings of R59 million (this excludes damage to sewers, watermains and other municipal infrastructure). The societal benefits each year are estimated to be R177 million. 234 co-operatives would be needed to do the work which would translate to 1557 jobs. This translates to R2.60 in benefits for every R1 spent by the city. The additional green economy opportunities in terms of job creation and economic benefits have not been included.

The benefit cost analysis for a city-wide transformative riverine management program shows that an investment of R7.5 billion by the public and private sector is required over the next 20 years. This would result in an avoided cost of R1.9 billion to damage to municipal culverts and roads million (this excludes damage to sewers, watermains and other municipal infrastructure), R12 to R24 billion in societal benefits, greater than 9000 jobs and many additional green economy opportunities. This translates to R1.80 to R3.40 in benefits for every R1 spent.

The key message that has come out of this work is that a systems-focused approach is vital for the success of a transformative program.

• Costs likely to exceed direct benefits for individual landowners • Coastal users benefit from upstream investment & have an incentive to contribute • Managing upper catchment areas disproportionately important for limiting downstream risks & costs • Cost-sharing & resource pooling

These are: • The program must remain as flexible as possible in order to include every initiative in this space, whether it is a large or small, short, or long duration initiative.

• There needs to be a separation between the three required levels of co-ordination/facilitation, the implementing agents/fund managers and on the ground implementers.

• There needs to be municipal co-ordination of the municipal programs – to maximise cross sector benefits • There needs to be private sector co-ordination – to maximise cross sector benefits • There needs to be co-ordination between the private and municipal co-ordination hubs.

• River catchments cross municipal boundaries and so there needs to be co-ordination between neighbouring municipalities.

• There is no right time to start any initiative – the key is to welcome all initiatives and find a way to co-ordinate the benefits.

• Not all areas of the catchment will be covered in the short term. The key is to start somewhere, identify the gaps and find ways to facilitate the closing of these gaps.

The required funding needs are for • Programme management: Programme design & cost benefit analysis, integration, and coordination between municipal functions

FIGURE 4: Transformative Riverine Governance (Mander et al. 2020)

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FIGURE 5: Forms, functions, and relationships of TRMP institutional governance

and with eternal entities, fund raising, research, river management partnerships & institution building and monitoring & evaluation.

• R iverine infrastructure: grey infrastructure (canals, culverts, gabions, sand, and silt removal), ecological infrastructure (riparian tree planting, agro ecology and food gardens, artificial wetlands, weirs, clean ups) and recreational infrastructure (pocket parks, pedestrian bridges, outdoor gyms and play equipment , lighting, pathways, and benches) • R iver management services: Sihlanzimvelo community-based stream cleaning, water quality monitoring and reporting faults in the sewerage system.

• Socio-economic capital: leadership development, community education and capacity building, enterprise development, green economy including circular economy & recycling learnerships, skills development and job placement.

FIGURE 6: Caversham Road damage

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4. APRIL 2022 FLOODS -LEARNINGS The April 2022 floods within eThekwini were devastating with some areas receiving more than the 1 in 200-year event rainfall for a 24-hour period.

The extent and duration of the rain meant that many of our medium size rivers flooded.

Extensive damage was experienced to infrastructure at river crossings and to services adjacent to the rivers. Analysis of the blockages show that the trend of blockages being caused by alien vegetation and solid waste has continued and the extent of the damage has been greatly increased due to these blockages.

There were far less blockages and damage where the streams were under Sihlanzimvelo management which is further proof of the benefits of a riverine management program.

It is estimated that as much as 95% of the blockages were because of vegetation blockage most of which was alien vegetation.

FIGURE 7: Caversham Culvert blockage

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The problems are summarised as follows.

• Alien vegetation grows faster with shallow root system that crowds out slower growing deep rooted indigenous plants • Alien vegetation with the shallow root system is easily pulled out of the riverbanks during a flood.

• The exposed riverbanks are more easily eroded. – greater volumes of silt, larger trees are undermined and form part of the flotsam in the river, sewers and infrastructure along the river are more easily undermined.

• The increased volume of silt is deposited upstream of the blocked culverts thereby forcing the water out of the channel and into surrounding properties.

• Alien vegetation and trees form the primary blockage which collects all the solid waste in the flow – most of the solid waste would travel through the culverts without causing a blockage.

• The blockage causes the overtopping and the associated damage to road and service infrastructure.

5. CONCLUSIONS Engineering solutions are required to address certain issues related to storm damage and those relate to capacity and design issues. However, our rivers are a system which require systems management hence the need for a Transformative Riverine Management System.

This business case proves that it is cheaper to proactively manage our urban river systems than to repair the damage to our grey infrastructure after every storm. It is also evident that this challenge requires government and the private sector to work together for the common good.

6. RECOMMENDATIONS Our urban rivers and stream provide essential services and as such require to be maintained as other constructed assets within our city such as roads and watermains. There are many good riverine initiatives around our country which can add value to this program. These need to be shared and replicated to ultimately form part of a South African Transformative Riverine Management Program.

7. REFERENCES Mander N, Mander M, Winnaar G, Mark M and Butler A 2020 Riverine Management Models Report Business Case for Durban’s Transformative Riverine Management Programme Transforming Southern African cities in a changing climate - Learning lab 3 - Leading Integrated Research for Agenda 2030 in Africa (LIRA2030)

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PAPER 8

A PRACTICALLY APPLIED, HOLISTIC APPROACH TO VANDALISM PREVENTION James van Eyk Nelson Mandela Bay Municipality (NMBM) ABSTRACT Vandalism may be one of the biggest problems facing South African infrastructure. If one does not attend to repairing the social fabric holistically, South Africa’s infrastructure will eventually be stripped bare.

Anything less than an overall societal approach merely provides a bandaid when open-heart surgery is required. The breakdown of social fabric and the socio-economic factors faced by many people include, but is not limited to, inequality, the cycle of poverty, and drug abuse. While the big allencompassing solutions to fixing the social fabric are the focus of national government, municipalities need to protect their assets as best they can to ensure they can still provide basic services. Community engagement is vital in building trust, educating communities, and preventing vandalism and theft.

South Africa, being a water-scarce country, is regularly faced with droughts. This occasionally causes intermittent, or extended water supply failures. Millions of litres of water can be lost through vandalism on critical infrastructure which in turn leads to further downtime for emergency repairs, which are costly. It should be noted that failures due to criminality on critical infrastructure is a separate cause of basic needs supply failures.

Historically, vandalism denoted damage just for the sake of doing damage, however the phrase has developed to include theft, malicious damage to property and other related crime. Criminals have monopolized the availability of an income stream through the like of illegal scrap yards and most damage to water infrastructure criminality. Ultimately, a person who is intent on committing crime, if given enough time or the correct tools will be successful. The key to the prevention of vandalism may lie in being a step ahead of alleged vandals, although physical vandalism prevention is only as effective as the security response to alarms. The response must be

FIGURE 1: Burst as a result of a stolen air valve

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prompt and have a zero-tolerance approach with respect to the law.

This paper explores the implementation of systems not only for water, but electricity, roads, and other utility infrastructure. It includes suggestions for physical measures to delay vandalism, and some examples from pilot projects where vandals are reaching a point of failing to intrude.

Furthermore, it includes community engagement concepts to promote a sense of ownership of utility infrastructure. This leads to the interrogation of the market for stolen infrastructure, and the requirements for supporting services such as security. How to bring ownership of infrastructure to the people’s door is the key question.

1. INTRODUCTION Criminal acts may be one of the biggest contributing factors to infrastructure failure in South Africa. South Africa’s most critical infrastructure for electricity, water and other utilities can be crippled to such an extent that municipalities are not able to provide basic services to its citizens. Traffic intersections are left dysfunctional and unsafe due to cable theft, stolen controllers or UPS systems and wastewater contaminating rivers and streets and-so-forth.

Costs are incurred wherever vandalism has been committed, however vandalism may have further reaching impacts than the mere cost of repairing the vandalism. The funding, which is spent on repairing the vandalism, could have been spent on other high priority services. It has become paramount to evaluate the conventional systems, materials, and respective alternatives to prevent the reoccurrence of vandalism.

The South African crime statistics for the fourth quarter presents yearon-year increases in most instances apart from the category, “crime detected as a result of police action.” This indicates a lack of police action for crime detection and prevention. As such, the missing link in the chain of vandalism and theft prevention could be reduced to one of lack of policing of critical infrastructure.

FIGURE 2: Repaired and secured chamber

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January to March 2022 CRIME CATEGORY

31

January to March 2018

32

January to March 2019

33

January to March 2020

34

January to March 2021

35

8

January to March 2022

Count Diff

% Change

4,976 12,133 4,582 36,417 38,889 9,549 30,768 137,314

6,083 13,799 5,717 42,992 45,746 10,787 32,783 157,907

1,107 1,666 1,135 6,575 6,857 1,238 2,015 20,593

22.2% 13.7% 24.8% 18.1% 17.6% 13.0% 6.5% 15.0%

9,518 1,910 433 272 12,133

10,818 2,165 547 269 13,799

1,300 255 114 -3 1,666

13.7% 13.4% 26.3% -1.1% 13.7%

4,513 5,288 4,872 42 1 354

5,402 5,267 4,700 53 5 465

889 -21 -172 11 4 111

19.7% -0.4% -3.5% 26.2% 400.0% 31.4%

732 24,850 25,582

910 28,649 29,559

178 3,799 3,977

24.3% 15.3% 15.5%

Arson Malicious damage to property Total Contact-Related Crimes

CONTACT CRIMES ( CRIMES AGAINST THE PERSON) 4,668 4,896 4,589 12,275 13,801 12,627 4,243 4,647 4,216 41,078 43,113 40,168 39,314 42,262 42,866 12,225 12,667 12,262 31,864 33,130 33,404 145,667 154,516 150,132 Total Sexual Offences 9,695 10,792 9,905 1,793 2,072 1,913 500 610 497 287 327 312 12,275 13,801 12,627 SOME SUBCATEGORIES OF AGGRAVATED ROBBERY 3,828 3,883 4,303 5,183 5,343 4,916 4,463 4,549 4,741 50 40 47 1 1 0 254 245 284 CONTACT-RELATED CRIMES 840 946 853 26,836 27,911 26,106 27,676 28,857 26,959

Burglary at non-residential premises

17,490

17,623

18,384

15,215

14,241

-974

-6.4%

Burglary at residential premises

57,287

55,311

51,004

40,568

40,960

392

1.0%

Theft of motor vehicle and motorcycle Theft out of or from motor vehicle Stock-theft Total Property-Related Crimes

12,284 31,238 7,673 125,972

9,240 20,111 6,089 91,223

9,377 20,457 6,243 91,278

137 346 154 55

1.5% 1.7% 2.5% 0.1%

59,646 22,558 11,597 93,801 347,920

65,920 25,431 10,292 101,643 380,387

6,274 2,873 -1,305 7,842 32,467

10.5% 12.7% -11.3% 8.4% 9.3%

3,184 35,932 8,583 2,335 50,034

3,542 42,309 11,992 2,308 60,151

358 6,377 3,409 -27 10,117

11.2% 17.7% 39.7% -1.2% 20.2%

Murder Sexual Offences Attempted murder Assault with the intent to inflict grievous bodily harm Common assault Common robbery Robbery with aggravating circumstances Total Contact Crimes ( Crimes Against The Person) Rape Sexual Assault Attempted Sexual Offences Contact Sexual Offences Total Sexual Offences Carjacking Robbery at residential premises Robbery at non-residential premises Robbery of cash in transit Bank robbery Truck hijacking

PROPERTY-RELATED CRIMES

All theft not mentioned elsewhere Commercial crime Shoplifting Total Other Serious Crimes Total 17 Community Reported Serious Crimes Illegal possession of firearms and ammunition Drug-related crime Driving under the influence of alcohol or drugs Sexual Offences detected as a result of police action Total Crime Detected As A Result Of Police Action

11,813 11,163 30,785 27,810 7,433 6,853 122,965 115,214 OTHER SERIOUS CRIMES 75,620 74,533 69,556 19,218 21,225 20,193 14,768 15,197 14,412 109,606 110,955 104,161 408,921 417,293 396,466 CRIME DETECTED AS A RESULT OF POLICE ACTION 4,071 3,854 3,607 82,456 41,810 43,344 19,354 19,657 19,330 1,774 2,389 2,377 68,658 67,710 107,655

FIGURE 3: The South African crime statistics for the fourth quarter 2021/22 period The National government and municipalities need to ensure that our national key points are secure, but also to ensure economic development.

“Kuznets’ inverted-U hypothesis implies that economic growth worsens income inequality first and improves it later at a higher stage of economic development.” (Anser, et al., 2020) Furthermore, “Income inequality and unemployment rate increases crime rate while trade openness supports to decrease crime rate.” (Anser, et al., 2020) So as affluence increases the mode of criminality may alter but generally when people have enough money to survive, there is no need for criminality. Getting over this hump in economic development is key to the improvement of crime rates.

The widespread economic reform is one which must be driven from National Government.

FIGURE 4: Kuznets inverted U curve hypothesis

2. NELSON MANDELA BAY MUNICIPALITY (NMBM) a. Vandalism Water, electricity, and other utility infrastructure are being targeted in NMBM. Regularly substations are vandalised completely, roads are

destroyed by violent protests tantamount to rioting, water pipeline air valves are stripped while under pressure resulting in a massive burst. At the start of 2020 an air valve was vandalised in Motherwell, Gqeberha.

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Western coast, specifically, Churchill and Impofu Dams, and Kouga and Loerie Dams, on the Kromme and Kouga catchments, respectively. The catchment areas have been experiencing a drought for several years and as a result the dam levels have reached critical, near dead storage levels. In some cases, the dams have been drawn to dead storage level and an emergency pumping barge has been implemented to abstract below the dead storage levels. When these Western sources run dry there is a scheme in effect which replaces the deficit.

FIGURE 5: Vandalism by arson

FIGURE 6: Malicious vandalism – rock filled chamber

Exacerbating circumstances included land invasion over the pipeline servitude and a spiderweb of illegal electricity connections which had to be safely disconnected for plant to get to site. The servitude holds the two pipelines coming in from Nooitgedagt WTW. They operate at pressure up to 13 bar and transfer an average of 180Ml/d. The vandalism on the air valve resulted in a critical failure of the base plate. The risk of reoccurrence if no mitigation was done was deemed severe and likely. This initiated a program to replace all the old fittings in that area and secure the chambers to prevent an event of reoccurrence. There have been numerous major water supply failures on other pipelines as a direct result of vandalism. The trial program was successful, and the NMBM bulk water supply division is implementing the measures throughout its bulk water supply system. b. Drought Nelson Mandela Bay Municipality has several water supply sources.

Historically the municipality has relied on the major dams along the

FIGURE 7: NMBM Water supply & usage statistics as at 28 July 2022

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c. Nooitgedagt water supply scheme The current major source of water for the NMBM is from the Orange River Water Transfer Scheme. The system transfers water through a series of pipelines and canals, ultimately arriving at the Nooitgedagt Water Treatment Works. The plant produces approximately 180Ml/d as at July 2022, and will soon be producing more than 210Ml/d.

The water is transferred through two approximately 45km long pipelines to Motherwell reservoir and pump station. From Motherwell it traverses across the metro from east to west until it reaches the Chelsea reservoir, supplying various other areas along the way. From Chelsea reservoir it can be transferred into the Western source pipelines to supplement or replace the deficit in supply from said sources. d. Volume of water lost in a burst The Nelson Mandela Bay Municipality Bulk Water Supply division has pipes which fall within the following limits: - Most of the air valves and scour valves on the Bulk Water Supply system of NMBM are between 100mm and 250mm valves.

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-M ost of the pipelines range from 450mm diameter up to 1400mm diameter.

- The operating pressure in the pipelines ranges between 10 and 25 bar.

The NMBM has implemented a bulk metering program which caters for automated water balance reports.

Alternatively, one can estimate the total volume of water lost due to the burst - The volume of water lost from the time of the burst event until isolation.

- Determine the volume of water scoured 3. M AIN PROBLEM STATEMENT AND IDENTIFICATION The main pipelines that will supply over 70% of the city may become compromised due to water shortages and vandalism. They are a highrisk asset of the Municipality. It is vital that the security and addressing the damage to critical infrastructure be prioritized and maintained accordingly, especially through this period of water shortages. A holistic approach is required to combat the malicious damage and theft of critical infrastructure. a. Scrap metal market The municipality has a responsibility to deliver services and must work around problems that are not within their mandate. Engineers must constantly adapt to our changing world. Continually implementing designs which have already been circumvented could be considered tantamount to planning for vandalism. No-scrap-value materials should replace all easily removable valuable components such as manhole lids. This must be coupled with adequate support services. A topic, not discussed herewith, is scrutiny of the illegal scrap metal market and what further action must be taken to address the criminality. It is, however, the

FIGURE 9: Attempted cable theft causes water disruption

FIGURE 10: Non-ferrous material lid abandoned outside scrap yard

FIGURE 8: Locality map of the Nooitgedagt water supply system responsibility of government to regulate and enforce laws pertaining to the scrap metal market. b. Security In 2021, a contractor was nearing completion of a one-day chamber replacements project in Motherwell. The job continued after normal operating hours in a remote area. The teams were allegedly attacked at gun point and tied up with wire. Fortunately, they escaped with their lives.

Unnamed security contractors have refused to do protection jobs in highrisk areas because the weapons allegedly further attract gang interests.

Both municipal and contracted work teams have allegedly been attacked and robbed on numerous occasions. Tragically, the NMBM has endured staff fatalities due to criminal acts perpetrated against them while on duty. These alleged attacks have led to entirely new operating procedures whereby in the event of a burst at night or in a high-risk area, as many vehicles and staff that can attend do so. All these extra precautions that must be taken for the safety of the staff create a long response time.

This makes the municipality appear less competent than they are, which causes distrust.

4. SOLUTIONS a. Holistic response “The broken windows theory, (an) academic theory proposed by James Q. Wilson and George Kelling in 1982 that used broken windows as a metaphor for disorder within neighbourhoods. Their theory links disorder and incivility within a community to subsequent occurrences of serious crime.” (McKee, 2018) The broken windows theory can be applied to criminality on critical infrastructure. A public perception needs to be created whereby it is known that the Municipality has patrols, regularly checks its infrastructure, repairs it timeously, etc all in effort of creating a full circle response.

Engineered solutions ensure maximum security by delaying and alerting security services of intrusion. Some engineered solutions are discussed under section 5: Case Study

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Although, one of the problems with improved security is that it may only divert the criminality toward less secure targets. One needs to think on all platforms from Roads, Water, sanitation and electrical. These are our fundamental basic needs to live by daily and are failing due to criminal elements.

5. C ASE STUDY: VANDALISM ON THE NOOITGEDAGT SUPPLY PIPELINES The Nooitgedagt supply pipelines traverse through some high safety risk areas. There have been many different methods that criminals have used to break in and steal or vandalise components within the structure. The bulk water supply division has responded to all intrusion attempts by analysing the modes and implementing measures to render future attempts fruitless. a. Internal chamber braces: - Problem statement: It was found during intrusion testing that a small gang of thieves would be able to move the concrete slabs using crowbars.

- Solution: Prevent intrusion by internally fastening the chamber together, preventing lifting, moving or separation of the cover slab or rings with crowbars or similar tool. Strap the joints internally to prevent the movement of slabs from the outside.

- Methodology: Steel straps to fasten two rings, or a ring and cover slab together.

- Cut 200mm long sections of flat bar for ring-ring joints.

- Cut sections 100x100 angle iron.

- Width and thickness can be 50mm and 5mm or more respectively.

- Corrosion protection to ensure longevity - Fasteners to secure the braces to the chamber.

- Tools: grinder to cut steel, drill with steel bit and masonry bit, chalk marker, generator - Cost effective solution and it can be implemented by municipal staff.

FIGURE 11: Unbraced cover slab collapse due to an intrusion attempt

FIGURE 12: installation of internal chamber braces

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b. Double chambering: - Consideration: Criminals break through chambers that have thin walls such as rings.

- Solution: Reinforce chamber walls and cover slabs.

- Methodology: Construct a larger chamber around the chamber in question and fill the gap with mass concrete. This provides triple physical protection against chamber destruction.

- Cost effectiveness: This option is more expensive than brackets, but much more secure. One could backfill rubble or in-situ materials to save on the cost of concrete mass fill. c. Cover slabs: - Consideration: Placing obscure cover slabs over chambers has been found to be ineffective.

- Solution: Ensure that all chambers are secure with effective cover slabs.

- Methodology: - Reinforced concrete cover slabs must be of the exact outside dimensions of the chamber - Any gaps should be sealed.

- The cover slabs must be secured from the inside using braces - Every chamber which contains a working part in it must have an access manhole.

- Cost effectiveness: Complete replacement of cover slabs can be costly, repairing of the slab is possible in most instances. One would drill and anchor replacement reinforcing, box the shape and cast concrete on site. d. Manhole lids: Consideration: Steel lids may be stolen due to their high scrap metal value.

Solution: Curbing the illegal-market resale of metals, non-ferrous utility access hole covers to be installed.

Methodology: - There are drop-in products available which require little- to no modifications.

- Other options that require a new frame can be retrofitted by casting a box with the new frame atop the old frame with steel reinforcing and anchor bars which bind the existing slab to the new repair slab.

- Where there is no slab or the slab is beyond economical repair, a new slab will have to be cast.

Cost effectiveness: Ensuring that all chambers have suitable lids can vary in cost from basic replacement to complete new cover slabs.

NMBM Bulk Water Supply has started implementing: - Manhole lid material: Sheet moulded compound grp, 40 layers – no scrap value – prevents destruction for profits of illegal scrap metal sale. Does not crack after severe abuse such as fire and repeated blows.

- Internal deadbolt powered by an RFID key and a highly sprung mechanical lock prevents the layman from forcing the lock open

FIGURE 13: Double chambering FIGURE 14: Double chambering internal view external view

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FIGURE 17: Polymer concrete lid FIGURE 18: Smart, sheet after vandalism moulding compound lid FIGURE 15: Replacement cover slab with smart manhole

FIGURE 16: Repaired chamber - RFID access key assigned to staff user that is authorized.

- User access controlled with integrated web-based application. e. Policing, alarms, and security: Those listed above, and other physical measures of access control may only delay a person intending on intruding. Given the correct tools and sufficient time that person would be successful. As such, alarms, response security and regular policing are the critical element to complete the circle.

- Regular policing is imperative to crime prevention and detection.

- Concealed traps such as pepper spray systems should be in place as the last measure to deter any successful intruders.

- Alarm systems which feedback to a 24h operators’ desk which indicate the security status of each site, including cameras where available. This allows for a prompt security response.

- Prompt, security response leads to possible arrests and conviction of criminals.

- These measures develop and reinforce the local communities’ understanding that the site is secure and monitored.

NMBM has started implementing: - Smart intrusion detection telemetry alarms which monitor vibrations and light to intelligently differentiate between general knocks (such as livestock) and deliberate strikes for intrusion.

-O ther telemetry includes temperature, humidity and water level alarms which allow for the detection of minor leaks and major leaks without time delay from the event.

- All alarms can be integrated into an online web-based application, and into the telemetry which is monitored 24/7.

- The application allows for live online monitoring to verify the secureness of the infrastructure.

- Private armed response contracts have backed up the internal municipal security. At implementation there were numerous intrusions attempts and later, there have been no recent attempts.

In the case study, The Motherwell reservoir site has got electric fencing, an alarm, and a private security contract covering the site. At implementation it was found that intruders would throw items onto the electric fence and after a while the regularity of recurrence decreased. f. Access control: A web-based access control system provides total lockout authority filtered down from management to Inspector. Strict access control as the smart keys are assigned to various authorized personnel. The access on these user keys is controlled and provides lockout authority filtered down to ensure that only authorized personnel can access a site. Data logging allows the division to easily audit activity on the site. g. Community engagement: Most people may accept that the infrastructure is there to serve a purpose and should be undisturbed. It is the criminal minority who transgresses these crimes upon utility infrastructure. It is important to educate people that the infrastructure is there to serve them and other

FIGURE 19: Google earth snapshot of the live monitoring

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in South Africa. Cogent Economics & Finance.

McKee, A. J., 2018.

Encyclopedia Britannica.

[Online] Available at: https://www.britannica.com/topic/broken-window-theory [Accessed 5 June 2022].

FIGURE 20: Snapshot of the data logs for specified period

citizens. Encourage the community to report vandalism by phoning the call centre if they witness it. To prevent the non-reporting of events one must ensure that their identity remains anonymous and ensure that the would-be reporter is aware of such an arrangement.

6. CONCLUSION Year-on-year increases in crime present a negative outlook for upcoming years, coupled with the socio-economic development challenges, dictate that immediate action be taken. Completing a holistic approach could be the most effective method in combatting vandalism and other crimes transgressed upon utility infrastructure. There are several key points within the circumference of the fight against vandalism.

Implementing various preventative measures and learning from the failed attempts could be a good way to protect infrastructure. The asset must be structurally secured, it must have on-site deterrents and alarm systems and prompt security response. Support the various measures by planning the reaction-plan possible and ensure that there is an action plan for when an act of vandalism is committed. This will ensure that response teams can go directly to the area of concern shortening the response time and thereby increasing the chances of arresting criminal elements of the community. Security teams need to have a zerotolerance approach with respect to the law and National Government and its relevant departments must strive for economic development and maintain order. The community needs to be engaged on the ground level to develop ownership of utilities which provide them with services with the goal of encouraging the reporting of suspicious activity and criminal activities.

7. RECOMMENDATIONS This paper recommends to Municipal Engineers to take ownership of the infrastructure for which you are the custodian. Constantly engineer new or revised solutions but consider the softer, community engagement aspects. Problems in engineering must be thought through holistically and broadly to be effective. Actionable directions have been given with respect to both possible engineering solutions and community engagement.

In conclusion, proactively implement informed anti-vandalism measures by constantly adapting to “our changing world.”

8. REFERENCES Anon., 2021/2022.

South African Police Service.

Available at: http://www.saps.gov.za/services/crimestats.php

[Online]

Anser, M. K. et al., 2020. Dynamic linkages between poverty, inequality, crime, and social expenditures in a panel of 16 countries: two-step GMM estimates. Journal of Economic Structures.

Cheteni, P., Mah, G. & Yohane, Y. K., 2018. Drug-related crime and poverty

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PAPER 9

CONCERNING MUNICIPAL MAINTENANCE EXPENDITURE Dr Kevin Wall Extraordinary Professor, Department of Construction Economics, University of Pretoria, Private Bag X 20, Hatfield 0028 +27-82-459-3618; kevin.wall@up.ac.za ABSTRACT Treasury has laid down that municipalities shall budget for maintenance and repair an annual sum equivalent to 8% of the “carrying value” of “property, plants and equipment and investment property”.

The guidance provided by this ruling is invaluable. But to what extent do municipalities pay much heed to the ruling? And what is Treasury doing about those municipalities which chronically under-budget? Furthermore, the 8% norm will likely be insufficient under most circumstances, especially given the substantial maintenance backlogs which municipalities are known to carry.

Research initially undertaken in the course of reviewing budget guidelines for Treasury revealed the extent to which municipalities, with very few exceptions, are reported to be spending far less than even this inadequate 8% – in some cases, spending hardly anything at all on maintenance and repair. Also, whereas it is crucial to service delivery by any municipality that the strategic infrastructure be identified and that it must receive priority when the maintenance and repair budget is allocated, in so many cases this is not done.

The purpose of the proposed paper is (i) to present current concerns about the condition of key infrastructure (not only municipal infrastructure), (ii) to outline and comment on the Treasury guidelines, and (iii) to present the spending realities, acknowledging that, while municipalities are strapped for funds, generally, more can be done, or the consequences for service delivery will be dire – as is already evident.

INTRODUCTION The delivery of public sector infrastructure services, such as water, sanitation, electricity, and solid waste management, as well as the many services dependent on infrastructure being in good condition – e.g. the services which make use of roads, rail, hospitals, clinics, schools, airports and harbours – is to a great extent hampered by the oftentimes substandard condition of this infrastructure. (Examples of this are given later in this paper.)

The Development Bank of Southern Africa (DBSA) has clearly stated its view of the consequences of infrastructure operation and maintenance deficits (and also of the absence of infrastructure in the first place) for access to service delivery.

“Infrastructure is directly linked to the economic development and growth of a country. … It also increases productivity and improves the quality of life for many communities. … [and] When these infrastructures are not operating properly, the chain of production is disrupted. This disruption hinders development, which causes economic deficit and, in turn, brings low standards of living” (DBSA, 2021).

The economic and social cost of under-maintenance of public sector infrastructure is huge.

The average condition of public sector infrastructure in South Africa is far from what it should be and, it would seem, generally getting worse. For example, the Department of Water and Sanitation (DWS) “Green Drop” report on the condition of wastewater systems, released in March 2022, revealed that: “23 wastewater systems scored a minimum of 90% when measured against the Green Drop standards and thus qualified for Green Drop Certification. This compares lower than the 60 systems awarded Green Drop Status in 2013 …”. (DWS 2022.)

While work on the fourth national infrastructure condition report card, published by the South African Institution of Civil Engineering (SAICE), is by no means complete, early indications are that the public sector condition of infrastructure in almost all infrastructure sectors has deteriorated since the last report card appeared (in 2017).

The maintenance and repair of infrastructure, from initially being a taboo subject in some government circles (as the author can personally attest), has become a frequently-referred-to concept, not least in the popular media. The problems of unacceptable infrastructure condition – sometimes combined with issues to do with the operational management of the infrastructure – are raised by leaders of industry and commerce, for example, with greater and greater vehemence. (See the following section.)

Infrastructure maintenance and repair has long been punted as a solution, not just to restore the functionality of infrastructure, but also (rightly so) as the potential creator of a massive number of jobs, especially for people with the lowest level of skills – which makes great sense, given that it is this group which suffers from the highest rate of unemployment. (Wall, 2011a; Wall, 2011b.)

But there are many obstacles to be overcome before one can expect the condition of public sector infrastructure to improve. Among the biggest are: • often reluctant political will on the part of the owners of the infrastructure (e.g. municipalities), and/or the abdication of that will (for example, Makinana, 20221); • complex procurement regulations and time-consuming procedures which often add little value (Wall, 2022b.)

• weak and/or overburdened client skills (as described in, for example, Lawless 2016; SAICE 2017; SAICE forthcoming); and • the institutions to perform the maintenance and repair, and also of course the rehabilitation of that infrastructure which is too far gone for maintenance and repair to have the necessary effect.

In many institutions, in many parts of the country, the absence of (e.g. political will), unsuitability of (e.g. procurement regime), dearth of (e.g. skills) or inadequacy of institutions2, or combinations of these, are such that, without radical reform, there is little chance of improvement.

But even if all the others were in place, one (at least) further major obstacle remains, namely: budgets – more accurately, the low levels of budgets for maintenance and repair – particularly at municipalities.

1 “Where are mayors and MECs when municipalities collapse, asks AG. Elected politicians need to accept their responsibility to make things work at local level, says Maluleke.“ 2 For example, as discussed in Wall 2022a.

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PROBLEM STATEMENT – SECTOR BY SECTOR The consequences of substandard infrastructure condition – sometimes combined with issues to do with the operational management of the infrastructure – are frequently raised by leaders of industry and commerce.

The (negative) “poster boy” for the consequences of unreliability of public sector infrastructure has been Eskom. The three other most prominent targets have been rail, rural roads and municipal infrastructure.

For example (in the same order): Electricity Eskom, the state-owned enterprise responsible for generating more than 90% of electricity in the country, has for several years been forced, by frequent breakdowns of generation plant, to implement rolling blackouts.

Various estimates have been made of the cost of this load shedding’, to the economy, to quality of life, and to infrastructure itself. For example, the CSIR estimated the ‘impacts to the economy’ in 2019 alone to have been between R60 billion and R120 billion (Wright & Calitz, 2020: 5).

That a major reason for the load shedding (not the only reason – another oft-ascribed reason is government’s perceived tardiness in promoting or even sufficiently enabling increase in generating capacity) has been significant under-maintenance in the past of generation and transmission infrastructure, has been emphasised by Eskom repeatedly. For example, the CEO in 2021 stated that: “Eskom’s fleet of coal-fired power stations, excluding Medupi and Kusile, are on average 41 years old. These power stations have been run far harder than international norms and have not been maintained as they should have been3” (Quoted in Eberhard, 2021).

trouble on the coal line comes as export coal prices are at historic highs and demand for South Africa coal has surged amid sanctions against Russia.” (Steyn, 2022a) “The South African coal, chrome, iron-ore and manganese mining sectors lost between R39-billion and R50-billion in export earnings last year as Transnet struggled with capacity to rail bigger volumes of these commodities to ports, says economists.co.za chief economist Mike Schussler.

“To put this into context, this is about 1% of the country’s gross domestic product …”” (Venter, 2022) Naturally enough, the financial press picked up on this. An editorial of “Business Day” in March, under the headline “Transnet holds back the economy”, wrote that; “The rail company and its shareholder owe us an explanation for lost opportunities — and a plan.” (Business Day, 2022) Rural roads The following extract is sufficient to make the point.

“The deterioration of the country’s road network and continued poor maintenance is having a direct impact on the agricultural sector – and by extension, the price of produce in South Africa, says industry body AgriSA. ….. the group presented survey results from participants in the agricultural sector which was initiated to determine the impact of deteriorating road infrastructure on the sector. …

“The findings are dire, and point to the enormous cost of South Africa’s poor road maintenance for the proper functioning and growth of the sector,” AgriSA said. The costs incurred range from engine and trailer damage to shorter vehicle lifespan and accidents. It added that the increased transport and maintenance costs ultimately affect the consumer, determining how much consumers pay, and how fresh they receive the produce.” (Staff Writer, 2022)

Rail South African exporters, particularly of minerals, are highly reliant on rail infrastructure. However, due to the widely-reported inability of Transnet to provide reliable rail services, these companies have become less competitive and have lost a significant portion of their international market share.

The effect of the current state of infrastructure condition in the rail sector can be illustrated by the following media extracts: “Minerals Council SA expresses concern about effect of logistics constraints on mineral exports in the first four months of 2022.” “SA is missing out on the benefits of high commodity prices because of rail, port and border inefficiency.” (Erasmus, Delene, 2022.)

“Transnet is in “free fall” and it is throttling investment and will ultimately cause mines to close, industry leaders have warned. Speaking at the McCloskey Southern African Coal Conference on Thursday, coal producers impacted by Transnet’s poor railing performance lamented the dire state of the coal line to the Richards Bay Coal Terminal (RBCT) at a time when demand for South African coal has jumped, and export coal prices are rocketing.“ (Steyn, 2022b.)

“Exxaro joins a host of companies that have been counting the costs of inefficiencies at rail operator. ….. Exxaro, the largest supplier of coal to Eskom, suffered about R5bn in lost export sales due to bottlenecks in the country’s rail network, the latest reminder of one of the biggest constraints on the flagging economy.” (Gernetzky and Erasmus, 2022) “Rampant cable theft and the inability to acquire critical parts for locomotives on the coal line caused the rail performance of coal delivered to Richards Bay Coal Terminal (RBCT) to drop to … 58.3 million tons in 2021, compared to its annual capacity of 77 million tons. The continued

Municipal infrastructure Municipalities, too, have received their share of criticism. The last few years have seen business, for one, increasingly expressing its dissatisfaction with the quality and reliability of the basic services provided by municipalities.

Well-publicised examples have included Clover in Lichtenburg and Astral Foods in Lekwa, not to mention the ongoing saga of the treatment works in Koster and the dissatisfaction recently voiced by the Chambers of Commerce of eThekwini (Erasmus, Des, 2022) and Nelson Mandela Bay with the condition of infrastructure in those cities. All of these have drawn attention to the cost of substandard maintenance of public sector infrastructure.

They are not alone. For example, in May this year Mr Mboweni, the previous Minister of Finance, drew attention to the need for “fixing bad roads and infrastructure, and cleaning up municipalities”, which, he stated, would, if he were president, be his priority – and, without which, “South Africa can forget about meaningful economic growth”4. (Buthelezi, 2022.)

Others agree.

“Gareth Ackerman, the chair [of Pick n Pay] has become the latest corporate leader to bemoan the government’s inability to ensure basic functions, such as fixing potholes, which, in turn, increases the cost of doing business.”

(Child, 2022.)

Infrastructure in some of South Africa’s towns and cities has degraded so much that, he states, the company “is battling to get insurance cover on some assets”.

At the time of writing, the voice most recently heard in support of the

3 Emphasis added by present author.

4 Emphasis added by current author.

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call for more maintenance has been that of Dr Sooliman of Gift of the Givers. Generalising from the context of Nelson Mandela Bay5, where his team had arrived to provide selected assistance, he is quoted as having said: Roads and buildings are falling apart. This country has a serious lack of maintenance and management. It’s time that we stop building things and start fixing things.6 (Adams, 2022) Finally: sector-specific examples of either the condition of municipal infrastructure or the consequences of that condition abound. For example, as in Gibbons et al, Griffiths et al and Chettiar et al (all forthcoming). The first of these provides a broad overview of the water and sanitation sector, whereas the second concentrates on water leakage, consequent losses, and the potential savings. The third provides specific examples of the impact of municipal infrastructure failure, particularly through lack of maintenance, on the tourism sector, particularly on the KZN coast.

FUNDS The preceding section, despite having made a strong case for maintenance as part of a general effort to improve the operation and condition of public sector infrastructure, has presented only a small sliver of the media coverage of the topic during the course of the last few months.

So: why is more maintenance not undertaken? And how can that maintenance “happen”?

The main “obstacles to be overcome before one can expect the condition of public sector infrastructure to improve” were listed earlier. However, as it was pointed out there, even if all the others were in place, one (at least) further major obstacle remains, namely: budgets – more accurately, the low levels of budgets for maintenance and repair – particularly at municipalities.

In other words, there would seem to be small likelihood of the hopes of Mboweni, Ackerman, Sooliman and those referred to earlier being realised anytime in the foreseeable future.

Incidentally, what order of magnitude of funds is required? There are a few estimates of the funds required to rehabilitate all existing public sector infrastructure (or replace it, if it is not possible to rehabilitate) or of the funds required to preserve the present condition of infrastructure.

Some of these, though, are suspect.

A relatively reliable, and also recent, estimate may be found in the Green Drop report released earlier this year. Briefly, this suggested that: • based on a “very rough order of measurement”, an “indicative amount” “for all treatment systems within each WSI” (water services institution); • “a total budget of R 8.147 billion is required, nationally, to restore the WWTWs (wastewater treatment works) functionality”; and • “a total of R 1.55 billion will be required by all WSAs (water services authorities), on an annual basis, to maintain their assets”.

(DWS, 2022:33).

5 Further: “It’s deceptive...when you’re on the plane and look down, everything seems fine. Until you get out of the airport and see the taps for people to collect water when everything dries out. When you drive down the streets, everything seems okay. Until you speak to the people.

Dr Imtiaz Sooliman, Gift of the Givers founder.”

6 Emphasis added by current author.

7 Given later, on the same page, as 8.41. No matter – the amount is so huge and unreachable anyway.

Note that this is an estimate for wastewater only, and not for water infrastructure, let alone does it include the infrastructure for any of the other engineering services for which municipalities (or water boards) are responsible.

Nonetheless, with that estimate providing some context, we turn now to examine what municipalities should budget – and, for contrast, what they actually spend – for “infrastructure repairs and maintenance”.

Spoiler alert: what they actually spend falls far short of what would appear to be required “on an annual basis, to maintain their assets”, let alone to “restore functionality”.

WHAT AMOUNTS SHOULD BE BUDGETED? This paper does not attempt to review infrastructure asset management planning and practice. Rather, its purpose is to draw attention to budgeting for infrastructure maintenance and repair (and its spending), one of the key issues which must be addressed if infrastructure asset management planning and practice by the South African public sector, and particularly municipalities, is to improve.

Budgeting for maintenance and repair needs to take into account major variables, particularly, for each infrastructure component: • the type of infrastructure; • the age of the infrastructure; • it’s present condition; • it’s workload (e.g. if a road, do large numbers of heavy vehicles traverse it?); and • the expected remaining useful life under normal operating conditions and a maintenance regime which has conformed to manufacturers’ specifications; as opposed to • the estimated remaining useful life under the actual (or predicted, if this were to be different) operating conditions and the actual (or predicted) maintenance regime.

Ideally, budgeting for maintenance and repair should start with knowledge of the “current replacement cost” (CRC) of the infrastructure, by component, together with sufficient information as to type, capacity, age, condition and other relevant aspects of each component.

However it would not be unfair to suggest that too few South African municipalities are sufficiently aware of the condition of much of their infrastructure, or the CRC of that infrastructure.

No doubt recognising this nearly 10 years ago, Treasury published guidelines based on “value” of the infrastructure. The way this is defined, it is not “value” as in for example “value to service delivery”, but, as one might expect from an organisation which thinks primarily in terms of monetary units, Treasury’s concept of “value” is a financial one. Specifically, the guidelines are based on “carrying value”, which is: “… the original cost of an asset, less the accumulated amount of any depreciation or amortization, less the accumulated amount of any asset impairments.” https://www.accountingtools.com/articles/what-is-carrying-value.html As to whether there is any difference between “carrying value” and the more familiar “book value”.

“The term book value is derived from the accounting practice of recording asset value based upon the original historical cost in the books. Book value can refer to several different financial figures while carrying value is used in business accounting ….. In most contexts, book value and carrying value describe the same accounting concepts.” https://www.investopedia.com/ask/answers/010815/what-differencebetween-book-value-and-carrying-value.asp

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The key Municipal Finance Management Act (MFMA) circular is “MFMA Circular No. 71: Municipal Finance Management Act No. 56 of 2003: Uniform Financial Ratios and Norms” (National Treasury 2014).

This Circular, in the process of providing sets of “uniform key financial ratios and norms suitable and applicable to [in this case] municipalities and municipal entities”, inter-alia lays down budget guidelines indexed to “carrying value”. The first part of the Section 3 “Repairs and Maintenance as a % of Property, Plants and Equipment and Investment Property (Carrying Value)” reads as follows: “Purpose/Use of the Ratio The Ratio measures the level of repairs and maintenance to ensure adequate maintenance to prevent breakdowns and interruptions to service delivery. Repairs and maintenance of municipal assets is required to ensure the continued provision of services.

Formula Total Repairs and Maintenance Expenditure/Property, Plant and Equipment and Investment Property (Carrying Value) x 100 8 Norm The norm is 8%.” 9 (National Treasury, 2014:4) Although what this guideline recommends is very far from best infrastructure asset management practice, Treasury cannot, given the circumstances, be faulted for laying down such a practical and convenient measure for the purposes of its guidelines. Thus this Treasury “8%” guideline would for many entities be an essential first step to improved infrastructure asset management practice.

It would seem, therefore, that for most municipalities, the approach advocated by Treasury, based as it is on carrying value has much merit in the absence of sufficiently comprehensive and reliable information on the CRC of their infrastructure. In the course of time, though, all municipalities should be encouraged to improve knowledge of their infrastructure, including knowledge of the CRC and remaining useful life of infrastructure components. Priority must be given by each municipality to its most strategic components, i.e. those which, were they to fail, would have the greatest harmful effect on the service delivery capability of the municipality.

USING TREASURY’S GUIDELINES Treasury requires entities to: • itemise all infrastructure of at least a (specified) minimum level of significance; • assess the “carrying value” of each component; and • use the total carrying value of the infrastructure (“property, plants and equipment and investment property”) to estimate the overall budget required for maintenance and repair.

As noted above, for municipalities, how to do this is briefly described in “MFMA Circular No 71”, Section 3 “Repairs and Maintenance as a % of Property, Plants and Equipment and Investment Property (Carrying Value)”.

(Treasury, 2014)

are obliged by law to budget in terms of this MFMA Circular – that is, a minimum10 of 8% be budgeted for Total Repairs and Maintenance Expenditure (expressed as Rand per annum) divided by Property, Plant and Equipment and Investment Property (expressed in terms of its Carrying Value).

WHAT IS SPENT? Not many municipalities, though, budget – or spend – in terms of the Circular. The great majority by far, including some of the better-resourced municipalities, spend much less than the recommended norm of 8% of carrying value. Some municipalities, according to Treasury’s website “Municipal Money”11, even spent less than 1% during the course of the most recent financial year captured on that website (i.e. 2019/2020) – some are recorded as spending 0%! (Table 1) Information on selected non-metropolitan municipalities indicates that they spent around 2% on average during 2019/2020 i.e. one-quarter of the Treasury minimum. Such a low level is surely a major contributor to belowpar condition of infrastructure – little wonder that the 2017 infrastructure report card graded “other12 paved municipal roads” as “D minus” (i.e. “at risk of failure”) and deteriorating, and another key municipal infrastructure service, namely, “water supply for all other13 areas” also as “D minus” (SAICE 2017).14 Infrastructure in this condition will be catastrophic for service delivery – if, in some areas, it is not already.

Metropolitan municipalities have, in previous financial years, spent on average double that of non-metropolitan municipalities – still much too little. However, according to the Municipal Money website, which shows the actual expenditure by metro15, their average expenditure in 2019/2020 dropped significantly compared to 2018/2019, and now stands at 2.7% of carrying value. Which is only marginally higher than the average for the random sample of local municipalities in Table 1.

This – that the metropolitan municipalities are investing at such a low level in the repair and maintenance of their infrastructure – is a matter of the greatest concern.

While it is acknowledged that many entities have severe financial problems, Treasury, using whatever mechanisms it has at its disposal, should give high priority to addressing gross underexpenditure on maintenance and repair by wayward municipalities. The alternative is broken infrastructure and consequent unreliable service delivery.

10 Circular 71 does not actually use the word “minimum” in connection with the 8% – the word “norm” is used. However it is clear from the context that “minimum” is implied.

11 https://municipalmoney.gov.za/ 12 Other, that is, than SANRAL roads or roads in metropolitan areas.

13 Other, that is, than major urban areas.

Except for those municipalities able to show they can budget for maintenance and repair on the basis of infrastructure asset management plans, with priority given to strategic infrastructure, municipalities 8 Note that the numerator is an operational expenditure figure, and the denominator is a valuation based on historic capital expenditure.

14 The gradings assigned by the SAICE national infrastructure condition report card to be published during the second half of 2022 are not to hand at the time this paper for IMESA is being written, but there is a strong likelihood they will be by the time of the conference. If that is the case, they will probably be presented there.

9 Although the Circular does not specifically say so, it could only be intended that this is a “percentage per annum”.

15 Excluding the 2019/2020 figures entered for two of the metros, which are not credible.

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TABLE 1: Sample Municipalities’ Expenditure Random sample of municipalities (Not metros or DMs – for ease of comparison, local municipalities only)

Actual expenditure (per “Municipal Money”) 2018/2019 FY

2019/2020 FY

In W Cape

0.0%

4.1%

In W Cape

7.8%

8.5%

In E Cape

0.0%

0.9%

In E Cape

0.0%

2.4%

In E Cape

2.1%

1.7%

In KZN

2.5%

0.0%

In KZN

1.6%

3.4%

In F State

0.6%

0.2%

In F State

1.3%

1.3%

In Limpopo

0.0%

2.4%

In Mpumalanga

0.5%

0.6%

In North West

1.8%

2.8%

In North West

1.1%

0.9%

In N Cape

3.0%

2.4%

In Gauteng

1.6%

0.0%

EFFECT OF THE SPENDING The author has over the years had opportunity to compare the apparent condition of infrastructure of a substantial number of municipalities with comparable maintenance and repair budgets.

Sadly, some municipalities have less than others to show for reportedly equivalent spending.

CONCLUSIONS That municipalities, the sphere of government responsible for many basic services, to such great extent neglect to fund maintenance and repair of the infrastructure of which they have been given trusteeship specifically so that they may deliver these services, is not acceptable. Yet this is how it has been for years, and many interventions from the national government sphere, be they policies or incentives or on-the-ground assistance, have generally failed to bring about significant improvement.

Ideally, change should initially come from within the municipalities. That is, more political will at municipalities, i.e. the councillors understanding their role as stewards of the infrastructure, and putting this understanding into practice through support for more funding of maintenance and repair, and for improved execution of the work.

Another former Cabinet minister, the previous Minister of Health, accurately identified the “many obstacles to be overcome before one can expect the condition of public sector infrastructure to improve” such as those named at the beginning of this paper. (Mkhize, 2018.)

He unwittingly but successfully summarised the dilemma underpinning this paper to IMESA 2022. As follows: “Municipalities are at the core of promoting economic growth. One of the most distinct areas of local government’s competence with a direct and profound impact and influence over economic growth is the effective and efficient provision of core services. These services – reliable water and energy supply, road maintenance, refuse removal, maintenance of street lights to the satisfaction of its customers and cutting of grass at the verges of the road – are what we consider necessary services offered by a functional municipality.” (Ibid.)

Despite four years having passed since then, it cannot be claimed that the situation has much improved, if at all. Therefore, regrettably, that the

majority of municipalities will be in a position to significantly increase their budgets for repairs and maintenance appears to be unlikely.

To further illustrate how little in a position to significantly increase their budgets they are likely to be, it was recently reported that: “About two-thirds of SA’s 257 municipalities are in financial distress and require assistance from the National Treasury, according to director-general Dondo Mogajane, who said the Treasury cannot cope with the situation”.

Moreover: “Finance minister Enoch Godongwana has also noted that 43 of the worst performers meet the criteria to be placed under mandatory intervention by the national government in terms of the constitution.” (Ensor, 2022) This Is of the greatest concern, and does not bode well for municipalities to be able to source the funding to increase their maintenance and repair budgets – that is, even if they had the political will to allocate that funding strategically and appropriately, and the ability to spend those funds wisely.

The need for infrastructure maintenance and repair continues to escalate.

Calls for “more maintenance”, as covered by the media, are more and more frequent – even on the day that this paper was submitted to the IMESA 2022 conference organisers, the editorial of a well-known newspaper stated inter alia: “We should take more seriously the question of infrastructure maintenance.” (Sunday Times, 2022) Indeed……………

REFERENCES Adams, T. Cape Talk. It’s time we stop building and start fixing things Sooliman on water crisis. 14 June 2022. https://www.capetalk.co.za/ articles/447312/is-time-we-stop-building-and-start-fixing-thingssooliman-on-nmb-water-crisis Business Day Editorial. 2022. EDITORIAL: Transnet holds back the economy. 07 March 2022. https://www.businesslive.co.za/bd/opinion/ editorials/2022-03-07-editorial-transnet-holds-back-the-economy/ Buthelezi, L. 2022. Forget basic income grants, fix roads and dysfunctional municipalities instead – Mboweni. 4 May 2022. https://www.news24.com/ fin24/economy/forget-basic-income-grants-fix-roads-and-dysfunctionalmunicipalities-instead-mboweni-20220504 Chettiar, S, Wall, K and Laryea, S. 2022. Integrating the planning of tourism and engineering infrastructure. Paper to be presented at the Water Institute of South Africa biennial conference, Sandton, September 2022.

Child, K. 2022. Business Day. Fix potholes and cut JSE red tape, urges Gareth Ackerman. 17 May 2022. https://www.businesslive.co.za/bd/companies/ retail-and-consumer/2022-05-17-fix-the-potholes-and-cut-jse-red-tapeurges-gareth-ackerman/ Department of Water and Sanitation. 2022. Green Drop National Report 2022.

DBSA (Development Bank of Southern Africa). 2021. The effects of poor infrastructure in education, transport and communities. [Online]. Available at: https://www.dbsa.org/article/effects-poor-infrastructure-educationtransport-and-communities Eberhard, A. 2021. South Africa’s troubled power utility is being reset: Eskom CEO André de Ruyter explains how. The Conversation, 3 October 2021.

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Ensor, L. 2022. Business Day. Treasury throws up its hands over politics in collapsing municipalities. 25 May 2022. https://www.businesslive.co.za/ bd/national/2022-05-25-treasury-throws-up-its-hands-over-politics-incollapsing-municipalities/ Erasmus, Des. 2022. Daily Maverick. KwaZulu-Natal flooding death toll tops 250 as visibly affected Cyril Ramaphosa sees devastation first-hand.

13 Apr 2022 https://www.dailymaverick.co.za/article/2022-04-13-kwazulu-natalflooding-death-toll-tops-250-as-visibly-affected-cyril-ramaphosasees-devastation-first-hand/?utm_medium=email&utm_campaign= A f t e r n o o n % 2 0 T h i n g % 2 0 We d n e s d a y % 2 0 1 3 % 2 0 A p r i l & u t m _ content=Afternoon%20Thing%20Wednesday%2013%20April+CID_ f9142f5619ef3d1c50c1c5beb3af52ef&utm_source=TouchBasePro&utm_ term=KwaZulu-Natal%20flooding%20death%20toll%20tops%20 250%20as%20visibly%20affected%20Cyril%20Ramaphosa%20sees%20 devastation%20first-hand Erasmus, Delene. 2022. Business Day. Mining heads into more logistics woes down the track. 13 June 2022. https://www.businesslive.co.za/bd/ economy/2022-06-13-mining-heads-into-more-logistics-woes-downthe-track/ Gernetzky, K; Erasmus, Delene. 2022. Business Day. Transnet dysfunction costs Exxaro R5bn in lost exports. 03 March 2022. https://www. businesslive.co.za/bd/companies/mining/2022-03-03-transnetdysfunction-costs-exxaro-r5bn-in-lost-exports/ Gibbons, F, Muller, H, Wall, K, and Amod, S. 2022. SAICE assessment of the condition of the nation’s water and sanitation fixed infrastructure. Paper to be presented at the Water Institute of South Africa biennial conference, Sandton, September 2022.

Griffiths, C, Wall, K and Hoffman, D. 2022. Creating business cases for technology-based water demand management in facilities. Paper to be presented at the Water Institute of South Africa biennial conference, Sandton, September 2022.

Lawless, A. 2016. Numbers and needs in local government – update 2015.

Proceedings: annual conference of the Institute of Municipal Engineering of Southern Africa. East London. October 2016.

Makinana, A. 2022. Timeslive. Where are mayors and MECs when municipalities collapse, asks AG. 19 June 2022. https://www.timeslive. co.za/amp/sunday-times/news/politics/2022-06-19-where-are-mayorsand-mecs-when-municipalities-collapse-asks-ag/ Mkhize, Z. 2018. Daily Maverick. If we fixed municipalities, half of the country’s problems would be solved. 5 October 2018. https://www. dailymaverick.co.za/opinionista/2018-10-05-if-we-fixed-municipalitieshalf-of-the-countrys-problems-would-be-solved/ National Treasury 2014. MFMA Circular No. 71: Municipal Finance Management Act No. 56 of 2003: Uniform Financial Ratios and Norms. http://mfma.treasury.gov.za/Circulars/Documents/Circular%2071%20 -%20Financial%20Ratios%20and%20Norms%20-%2017%20January%20 2014/MFMA%20Circular%20No%2071%20Financial%20Ratios%20 and%20Norms%20%20-%2017%20January%202014.pdf

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SAICE, 2017. The SAICE 2017 infrastructure report card for South Africa.

The South African Institution of Civil Engineering. (September 2017). http://saice.org.za/wp-content/uploads/2017/09/SAICE-IRC-2017.pdf SAICE, forthcoming The SAICE 2022 infrastructure report card for South Africa. The South African Institution of Civil Engineering.

Staff Writer. 2022. Business group begs government to do something about South Africa’s crumbling roads. 5 April 2022. https://businesstech. co.za/news/business/574580/business-group-begs-government-to-dosomething-about-south-africas-crumbling-roads/ Steyn, L. 2022a. News 24. ‘Invalid’ - Exxaro questions Transnet’s force majeure. 14 April 2022. https://www.news24.com/fin24/companies/mining/transnet-signalsforce-majeure-as-it-moves-to-amend-coal-railing-contracts-20220414 Steyn, L. 2022b. News 24. Will Transnet be the next Eskom? Industry warns rail is in free fall in SA. 6 May 2022. https://www.news24.com/fin24/ economy/will-transnet-be-the-next-eskom-industry-warns-rail-is-in-freefall-in-sa-20220506 Sunday Times Editorial. 2022. Bureaucratic paralysis is pushing SA to the brink of ruin. 19 June 2022. Bureaucratic paralysis is pushing SA to the brink of ruin (timeslive.co.za) Venter, I. 2022. Engineering News. White Paper on rail lauded as SA loses at least 1% of GDP to Transnet inefficiency. 31 March 2022. https://m. engineeringnews.co.za/article/white-paper-on-rail-lauded-as-countryloses-1-of-gdp-to-transnet-inefficiency-2022-03-31 Wall, K. 2011a. Financial Mail. Jobs for life. 27 May 2011.

Wall, K. 2011b. Investing in infrastructure maintenance and creating jobs for life. Paper presented at the IMESA Conference 2011. Kempton Park.

Wall, K. 2021. Infrastructure service delivery institutions for less functional areas. Paper presented at the online IMESA conference, October 2021. 9780-620-97822-4 (e-book). Pages 52-58.

Wall, K. 2022a. Addressing the infrastructure maintenance gap while creating employment and transferring skills: an innovative institutional model. Development Southern Africa. Taylor and Routledge. To be published in the September 2022 edition.

Wall, K. 2022b. Snape Memorial Lecture 2022. To be delivered in Cape Town in October 2022.

Wright, J; Calitz, J. 2020. Setting up for the 2020s: Addressing South Africa’s electricity crisis and getting ready for the next decade. CSIR Energy Centre Pretoria. January.

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PAPER 10

SOLVING FLOODING PROBLEMS USING SUSTAINABLE URBAN DESIGN SYSTEMS (SUDS) IN A CHANGING WORLD M. Braune¹, L. de Bude² and M. Botha³ ¹Pr Eng. MIMESA, MSAICE, Director, Bio Engineering Africa (Pty) Ltd ²Engineer, Bio Engineering Africa (Pty) Ltd ³Bl (Pret) L. Arch (SA) Landscape Architect 1. ABSTRACT The current urban environment is rapidly changing due to more high density developments within municipal areas. Additional climate change and sporadic, more intense storm events as South Africa has experienced during this recent rainy season has caused an increase in flooding problems and damage to property. This combined with financial constraints increases the pressure on municipalities as well as private urban developments to solve flooding problems in a more cost effective manner.

A recent project involving the remediation of flooding problems in a residential estate within the City of Tshwane has highlighted the benefits and cost savings achieved when considering the Sustainable Urban Design Systems (SUDS) approach. The project involved the remediation of frequently occurring flooding problems in the Zwavelkloof residential estate. This estate which was part of the Kungwini municipality was developed without considering the impact of natural watercourses and upstream development. This caused several private properties as well as roads to be flooded and damaged. A master plan study was subsequently carried out which determined that a budget of R 30 million would be required to solve the flooding problems. This budget was based on constructing an entirely new and larger underground drainage network consisting of pipes and culverts, which was unaffordable.

Due to budget constraints at the City of Tshwane and an urgent need to solve the flooding problems the Zwavelkloof body corporate assisted in obtaining their own funding by introducing a special levy. The maximum budget that they could afford was R 3,5 million that was only a fraction of the original budget estimation of R 30 million. In order to now assist the residential estate a new approach using SUDS was adopted. This approach included the use of an attenuation dam, diversion berms, as well as swales and natural floodplains thereby reducing the budget to R 3,5 million.

This paper presents a case study, which highlights the significant benefits of solving urban flooding problems using the SUDS principles. The paper also gives details on how the flood control measures were designed, constructed and how they performed during an extreme 1:100-year storm event that occurred during February 2022.

2. INTRODUCTION It has been observed over the past few years and in particular the rainy season of 2021/22 that weather patterns have changed which cause more sporadic and more intense rainfall events within South Africa as well as other continents.

In view of this stormwater drainage systems have become more important to drain excess stormwater and to prevent flooding and damage to property.

A shortcoming often encountered when planning urban developments is the lack of attention given to the drainage of stormwater once the development has been completed. A further shortcoming is defining

upstream future urbanisation which causes an increase in stormwater runoff along both natural as well as artificial drainage systems. This in turn causes an increase in the flood levels and hence a higher flood risk.

The above shortcoming and lack of integrated stormwater management was the main cause of an increasing risk of flooding and flood damage within the Zwavelkloof estate. In order to now assist the Estate in reducing the flood risk an integrated stormwater master plan study was done to determine an economically viable and environmentally friendly solution.

The approach adopted as well as the implementation of the flood control measures and operation thereof during recent extreme flood events is discussed and illustrated below.

3. INTERGRATED STORMWATER MASTER PLAN It is of utmost importance to first carry out an integrated Stormwater Master Plan (SWMP). The main objective of a SWMP is to define the entire catchment draining into the study area, establishing the current and anticipated future development within the catchment and then quantifying the problem by compiling a hydrological model of the catchment. Once the hydrological modelling is completed peak flow rates were determined along the existing drainage network. A hydraulic study of the existing drainage network was then carried out to define the current capacity of the network. From the above information the extent of the problem as well as identification of remedial measures could be determined. Relevant information and results of the study are given below.

3.1. Study area locality and catchment definition Zwavelkloof Private Estate is situated to the south of Saal Street, Olympus AH Gauteng as shown in Figure 1. The site is situated within a low naturally low lying area which forms a major flow path during storm events.

It was now important to define the entire upstream catchment as well as current and future planned land-use. This information was obtained from

FIGURE 1: Locality of the Zwavelkloof Private Estate

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FIGURE 2: Catchment delineation and land-use

FIGURE 5: Drainage pipe network capacity assessment

the City of Tshwane planning department and is shown in Figure 2. It is observed from the above figure that an upstream catchment of about 1.4km2 drains into the estate causing a significant stormwater runoff volume. It is also observed that about 65% of the catchment would still be developed causing and even higher impact on the stormwater runoff peak and volume.

3.2.2 Existing Drainage network and sub-catchment definition A detailed site survey was carried out of the existing drainage network giving the size, type and locality of the drainage network members.

Sub-catchments were now determined based on the layout of the existing developments as well as existing drainage network. The defined drainage network and associated sub-catchments are shown on Figure 4.

3.2.3 Determination of sub-catchment parameters An important aspect of hydrological modelling is the determination of model input parameters for each of the defined sub-catchments. A summary of the determined model input parameters is given below.

• Curve number (CN): defines the potential runoff potential from an urban area • Imperviousness: defines the percentage imperviousness of the catchment 3.2.4 Design peak flow determination Before carrying out the hydrological modelling relevant design standards had to be determined. The design standards were based on the City of Tshwane guidelines for stormwater drainage systems as follows: i. The minor system defined as the underground pipe network and kerb/grid inlets must cater for at least a 1:5 year storm event; ii. The major system defined as the minor drainage stem plus road overflow must cater for at least a 1:25 year storm event.

Based on the above design standards the hydrological model was now used to determine relevant peak flow rates at each of the drainage network members.

3.2 Hydrological modelling The PCSWMM Hydrological model was used for modelling of the catchment in order to obtain runoff peaks and volumes as selected node points. The schematic layout of a typical drainage network including road overflow and swale flows are shown on Figure 3 and a brief summary of the model input parameters is given below.

3.2.1 Storm rainfall Relevant 24-hour storm rainfall for various return periods was obtained from the nearby South African Weather Bureau (SAWS) weather station.

The 24-hour storm rainfall varied from 53mm to 135mm for a 1:2 year and 1:100 year storm event, respectively.

FIGURE 3: Typical layout of stormwater drainage system for PCSWMM Model

3.2.5 Existing drainage network capacity The hydraulic capacity of the existing drainage network was now determined by the PCSWMM model. The existing drainage network details were determined from a field survey and visual inspection giving the size and type of the drainage network members.

3.2.6 Existing drainage network assessment and compliance An assessment of the existing drainage network compliance was now carried out by comparing the design flows with the hydraulic capacity of the drainage network. The compliance of the network is shown graphically on Figure 5.

FIGURE 4: Existing drainage network and sub-catchments

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3.2.7 Existing kerb inlet hydraulic assessment A shortcoming often encountered in urban drainage systems is the undersized and/or incorrect type of kerb inlets. This causes a severe problem in draining stormwater runoff from the road surface causing a high excess flow not entering the pipe network. The exiting kerb inlet

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FIGURE 8: Typical example of SUDS stormwater control FIGURE 6: Existing kerb inlet capacity assessment capacity assessment and shortfall are shown graphically on Figure 6.

4. FLOOD REMEDIATION MEASURES Having now defined both the required design flows as well as shortcomings of the existing drainage network enables one to identify and design alternative remediation measures. The approach as well as selected remediation measures are discussed below.

4.1 Approach and alternative remediation measures Due to budget constraints for the capital works several remediation measure options needed to be considered in order to obtain both a practical as well as afforded remediation alternative. In view of the above as well as to satisfy the City of Tshwane the following remediation measures were considered: i. Alternative 1: Convectional upgrading of the existing pipe network by replacing the undersized pipes with larger dimeter pipes; ii. Alternative 2: Implementing the SUDS approach consisting of a combination of attenuation facility and upgrading a portion of the drainage system to prevent further flooding of the development.

A description of each of the above alternatives is given below.

4.1.1 Alternative 1: Conventional approach This approach includes a new design of all the undersized stormwater pipes and increasing the pipes to handle at least a 5-year storm event.

Also included is upgrading of existing kerb inlets and implementing additional kerb inlets. This approach would have ungraded a total length 1038m of concrete stormwater pipes and implementing about 55.5m additional kerb inlets. The capital cost estimate was determined to be about R30 million.

FIGURE 7: SUDS approach attenuation dam

4.1.2 Alternative 2: SUDS approach This approach included the possibility of using on site flood attention to reduce the peak flows entering the downstream undersized drainage network. The dam has a controlled bottom outlet as well as an emergency spillway. The dam was sized to attenuate up to the 1:25-year flood event without overtopping. The dam has an earth embankment covered with natural indigenous vegetation. Based on the SWMM Hydrological model the 1:25-year peak flow is reduced by about 40% from 7m3/s to 4m3/s. The layout of the dam is shown on Figure 7.

4.1.3 SUDS approach and selected remedial measures The SUDS approach is to minimise the directly connected impervious areas in an urban development and to implement natural and environmentally friendly control measures with the use of swales ,earth embankments, grassed waterways to reduce the energy of stormwater runoff. A typical example of the SUDS stormwater control channel is given on Figure 8.

It was established that even with the attenuation dam the excess stormwater on the roads would not route into the attenuation pond and would still cause flooding problems. In view of this additional control measures needed to be considered and designed using the SUDS approach.

The following additional control measures were therefore considered: i. Construction of diversion embankments routing additional excess road flow into the attenuation dam; ii. Construction of additional special kerb inlets with a long entrance transition as well as the Salberg type kerb inlets at steep road gradients; iii. Construction of side inflow diversion channels to route the stormwater into naturally low lying areas thereby reducing the risk of flooding developments.

FIGURE 9: Type 1- kerb inlet with upstream transition

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ii. Alternative 2: The combination of the attenuation dam and additional SUDS based control measures was found to be the most cost effective and environmentally friendly approach. The total capital cost was R 3,5 million with the upgraded drainage system being able to handle up to a 1:25 year flood event with no significant flooding during a 1:50 year storm event.

5. CONSTRUCTION OF THE FLOOD CONTROL MEASURES Construction of the remedial measures was started in April 2021 and completed successfully by the end of end of September 2021. Typical details of the construction stages are shown on Figure 12 below.

FIGURE 10: Type 2-Salberg kerb inlet for steep gradients 6. OPERATION OF THE CONTROL MEASURES DURING EXTREME FLOOD EVENTS In order to establish the operation of the flood control measures and in particular the attenuation dam a CCTV camera was installed at the dam site. This provided valuable footage during flood events. Since the dam was built major flood events occurred at the Zwavelkloof estate. The latest extreme flood event occurring during February 2022. This measured 145 mm in 24 hours, which is equivalent to a 1:100 year storm event. The dam outlet works as well as spillway was operational with no severe flood damage occurring within the estate. Flood event pictures taken on site as well as from the CCTV footage during the flood events are shown in Figure 13 below.

FIGURE 11: Selected flood control measures using the SUDS Principle Two main types of kerb inlets have been considered for the upgrading measures as shown below. The Type 1 kerb inlet has been used for roads with a slope less than 7%. The Type 2 ( Salberg ) kerb inlets have been used for road gradients steeper that 7%. Typical details of the selected kerb inlets are shown in Figure 9 and Figure 10.

To enhance both the water quality as well as increase the aesthetic appeal of the control measures a landscape architect was commissioned to propose suitable vegetation such as Thypha capensis ,Vetiver grass that enhances both the water quality as well as reduces the erosion potential.

This combination of engineering design as well as landscaping provided an environmentally friendly solution accepted by the local residents. The final selected flood control measures are shown on Figure 11.

4.1.4 Remediation measures cost-benefit assessment A cost-benefit assessment was carried out for the client for each of the identified remedial measure alternatives prior to final implementation.

From this assessment the following was established: i. Alternative 1: This would require a substantial amount of construction and disruption of services and access to properties due to all existing drainage pipes needing to be removed and replaced by bigger pipes.

The capital cost was estimate at R 30 million. The upgraded network would handle up to a 1:25 year event with potential flooding of properties during a 1:50 year storm event;

FIGURE 12: Construction of the attenuation dam

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7. CONCLUSIONS From this case study it can be concluded that making use of the SUDS approach can significantly reduce capital expenditure by implementing a combination of environmentally friendly solutions at a much lower costs and more acceptable to the community.

8. ACNOWLEDGEMENTS The author wishes to acknowledge the opportunity given by the Zwavelkloof Homeowners association to assist in making the estate a safer place to live in during storm events as well as the support and approval of the City of Tshwane Roads and stormwater division.

9. REFERENCES The South African National Roads Agency SOC Limited, Drainage manual, 6th edition.

CHI PCSWMM. 1 Guelph, Ontario, Canada, N1H 4E9.

FIGURE 13: Flood events photographic records

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PAPER 11

BUILDING URBAN WATER RESILIENCE FOR AFRICAN CITIES: LESSONS LEARNT FROM APPLICATION IN THE CITY OF JOHANNESBURG (COJ) AND NELSON MANDELA BAY MUNICIPALITY (NMBM) Amanda Gcangaa, Aa’isha Dollieb, James D.S. Cullisb, and Anya Eilersb a World Resources Institute b Zutari (Pty) Ltd ABSTRACT Africa is the fastest urbanizing region in the world (OECD, 2020), and most of this growth will be in the continent’s cities. At the same time, African cities are facing increasing climate-change related challenges such as droughts, floods, and sea-level rise. Climate change impacts are projected to worsen water availability in African cities, while water demand is projected to triple by 2030. The IPCC’s sixth assessment report (AR6) projects that this situation will worsen as climatic conditions will become more frequent putting pressure on the most vulnerable population groups. The impact will be particularly felt strongly in Africa.

In South Africa, increasing demands and climate change brings urgent attention to water-related challenges faced by cities. In the past the City of Cape Town, Johannesburg and eThekweni, and now Gqeberha, have illustrated the detrimental effects of water systems that are vulnerable and unequipped to handle climate change impacts. Climate change is not the only cause contributing to water challenges faced by cities, other systematic issues are at play. Sound planning, ecological management, investment and management of water resources and water services infrastructure is also critical to climate resilience. Building water resilience in African cities will require new approaches that include sustainable water investments, implementing changes in planning approaches, diversifying water sources, integrated and adaptive water management and across society, and shifting behaviour and mindset towards appreciating the true value of water.

As Africa’s cities are central to humans, the economy, and ecosystems, there is an urgent need to address immediate and future water shock and stresses within the context of climate change. The scale and complexity presents new challenges for decision-makers in government, civil society, and the private sector.

Through the Urban Water Resilience Initiative in Africa , the World Resources Institute (WRI) and its partners are working with several cities in Africa including the City of Johannesburg (CoJ) and Nelson Mandela Bay Municipality (NMBM) to improve the understanding of urban water resilience challenges and to identify concrete pathways for action with the aim to strengthen the city’s long-term water strategies and Resilience Actions. In this paper we present the initial results of the urban water resilience in these two cities.

1. INTRODUCTION Globally, cities, particularly those in Africa, are increasingly

facing converging challenges: extending water and sanitation services for growing populations, managing watershed risks largely outside city jurisdiction, and designing for climate resilience (UNICEF 2017). Africa’s urban population is projected to double and its water demand to quadruple over the next 20 years from its 2015 levels (Ndaw 2020; UN DESA, 2018; WRI, 2016; WRI; 2019). Millions of Africans will depend on infrastructure that has yet to be built. With 40% of the population living in semi-arid and arid regions with per capita annual water availability at two-thirds of the global average, water is an underappreciated crisis cutting across Africa’s urban challenges, (WRI, 2021).

Already, a large number of the population in urban Sub-Saharan African lacks access to clean piped water (44%) and connected sanitation services (89%), impacting the health and productivity of millions (OECD, 2021). In the past five years, we have seen many cities in African Countries such as South Africa, Ghana, Morocco, Ivory Coast, Zimbabwe, and Mozambique face severe water shortages, nearing to Day Zero (OECD, 2021). Cities in the continent have also seen severe floods which have displaced the most vulnerable communities. As seen in Kenya, 260 000 people were displaced and a further 500,000 people in Somalia were affected in 2018 (WRI, 2021).

Furthermore, the fast-growing cities in Africa struggle with urban and regional land management practices. With a lack of strategic urban planning, resulting in environmental degradation and taking away the ability for cities to manage too little or too much water (Jacobsen et al.,2013; WRI, 2021).

These converging challenges represent a significant threat to sustainable urbanization. However, this moment of growth and development also presents an opportunity to approximately address water and sanitation challenges. To ensure sustainable and equitable urbanization, cities must build resilience to water and climate related risks.

While there is an urgent need to build water resilience where communities have safe, reliable, and affordable water they need to survive and thrive through sustainable, adaptive, and resilient urban water systems, African

FIGURE 1: Projected Change in Africa’s Urban Population (Source: WRI, 2016) & Overall Water risks default for Africa (source: WRI Aqueduct, 2019)

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cities in particular grapple to rise to the occasion. Barriers specific to African Municipality. The assessment of the city’s water resilience is a key initial step countries include siloed and uncoordinated planning (vertical and horizontal, towards developing a city’s water resilience action plan. The assessment misalignment between political jurisdictions and hydrological boundaries, identifies areas of existing strengths and weaknesses that can be addressed. limited financial and technical capacity, knowledge and capacity gaps, Furthermore, the assessment establishes a baseline against which a city can technical bias toward rigid and centralized infrastructure, and lack of resilience measure its progress. While the CWRA has multiple components, the focus of thinking (WRI, 2021). For the sustenance of economic growth and community this paper is on the Johannesburg assessment process and the results. health, it is critical that African leaders come together to address their urban 2. WATER CHALLENGES IN THE CITY OF JOHANNESBURG water resilience challenges holistically and in an integrated manner.

It is in this context that the World Resources Institute (WRI) has initiated While Johannesburg is a leading city in Africa, the city faces several significant the Urban Water Resilience (UWR) Initiative in Africa to support African city obstacles to building urban water resilience. As a major economic hub, the city leaders with building urban water resilience. The Urban Water Resilience suffers from high levels of in-migration and inequalities with a large portion Initiative is a three part action project that is funded by the German Federal of the population, approximately 19.1% of the total population of 5,6 million, Ministry of Economic Cooperation and Development (BMZ). WRI is tasked with living in informal settlements. Adequate supply of water and sanitation services to informal settlements continues to be a challenge for the City implementing the project through: 1. Research on Water Resilience in Africa: of Johannesburg.

WRI worked with research partners to develop a report on urban water Johannesburg’s water system also faces a number of insecurities. Unlike resilience with a pan-African perspective that identifies key pathways to other metropolitan cities in South Africa, the city does not lie within a strategic address water scarcity, inadequate access, and flooding challenges in African water source area, see Figure 2, (David Le Maitre et al., 2019). The city therefore cities. Water Resilience in a Changing Urban Context: Africa’s Challenge and is reliant on regional water supply, Integrated Vaal River System (IVRS) that Pathways for Action has been developed in partnership with local water is supplemented by a neighbouring country, Lesotho, through the Lesotho experts and researchers who have deep knowledge of the state of water needs Highlands Water Project Delays in the expansion of the IVRS have over the and current practices in the region. The report includes city-level case studies, years placed the City of Johannesburg in multiple near drought experiences. a spatial assessment of key urban growth trends, and early learnings from this The city is almost completely reliant on surface water from the IVRS. initiative’s city-level assessments.

Groundwater as a source is largely unexplored in the city due to the water 2. Strategic Water Resilience Planning: pollution caused by Acid Mine Drainage (AMD) as well as the volatile dolomitic utilizing the City Water Resilience Approach (CWRA), planning helps city soil areas. Furthermore, Johannesburg is known to have very high percentages leaders understand the full dimensions of their climate and water challenges of non-revenue water because of illegal connections as well as failing and identify critical actions to build resilience. WRI is initially in six cities across infrastructure that leads to leakages and pipe bursts. three countries: Addis Ababa and Dire Dawa in Ethiopia, Kigali and Musanze While the City has an above average water consumption rate, it is in Rwanda, and Johannesburg and Gqebera in South Africa. The work in cities experiencing extreme growth pressures due to population growth and entails assessing the current water resilience of each city, identifying priority urbanisation being the largest economic hub in Africa. Urban development actions towards long-term planning for urban water resilience, and providing has over the years resulted in impervious areas which causes environmental discrete technical assistance towards scoping and implementation of key degradation and flash flooding. resilience actions.

Several policies and plans are in place that aim to address the challenges 3. Policy and finance action for Urban Water Resilience in Africa: highlighted above however, budget constraints, governance fragmentation, The third component of the Urban Water Resilience Initiative in Africa aims lack of institutional and financial capacity, and the absence of resilience at mobilising action at a continental scale for policy and finance for the period 20222030. As such, WRI along with partners and cities is mobilising collective action through engagements with key actors influencing the enabling environment, such as national governments, regional governments, research centres, financial institutions, and urban water experts in the region.

The work undertaken in the two South African cities falls under the second workstream of the UWR Initiative, Strategic Water Resilience Planning. In implementing the UWR initiative in the two cities, WRI is working with local and international partners: Zutari, South African Cities Network, Arup, Resilient Cities Network, and the Resilient Shift.

This paper focuses on initial results emerging from water resilience assessments under the City of Johannesburg and Nelson Mandela Bay FIGURE 2: Adapted version of strategic water sources in South Africa (David Le Maitre et al., 2019)

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thinking have led to little improvement. As a result, Johannesburg faces several shocks and stresses that affect the resilience of its urban water system. These shocks and stresses include water security challenges, climate change, flooding, population growth, environmental degradation, aging infrastructure, and growing inequality. In order to tackle these water security challenges, it is important to better understand the shocks and stresses that places Johannesburg in a vulnerable position and the implementation of suitable actions.

In doing so, the City of Johannesburg’s (CoJ) Environment & Infrastructure Services Department (EISD) completed its first Water Security Strategy in 2022 to meet goals aligned with the City’s long-term strategy. This strategy serves to develop a long-term vision and enable systemic change towards a water secure Johannesburg. Building on this on-going work, now developing the Implementation Plan, CoJ is strengthening the resilience component to prioritise resilience-related actions that can withstand shocks and stresses by taking advantage of the UWR’s resilience strategic planning while building a resilience thinking culture 3. WATER CHALLENGES IN NELSON MANDELA BAY MUNICIPALITY: GQEBERHA Gqeberha is currently experiencing a dual grip of COVID-19 and the worst drought ever recorded. It’s water supply is in a critical condition. Climate change projections indicate that the municipality will continue to face climate change water-related shocks. WRIs aqueduct data and the in-depth assessment developed by Council for Scientific and Industrial Research, South Africa (CSIR, Greenbook project) provide a quantitative assessment of likely impact of climate change. Both these assessments suggest that Gqeberha faces extreme drought risk and extreme coastal flood risk. While climate change is an important contributor to the current water status in the municipality, there are other primary causes such as integrated planning, investment and management of water resources and water services infrastructure, nonrevenue water losses, declining collection rate, and urbanisation influencing the growth of informal settlements.

Several internal and external programmes have been put in place the manage the current drought. Internal programmes include a combination of augmentation, water demand management, and communication efforts.

Key external support includes the work of the National Treasury, through the Cities Support Programme (CSP). The CSP continues to provide direct support at city level on water issues. The CSP supported the City of Cape Town during the drought crisis, and in the development of a new water strategy during 2017 and 2018 and is currently supporting the city in the implementation

of this strategy. CSP undertook a diagnosis in 2018 of the water challenges facing the city. CSP and the city continue to work together in managing the on-going drought.

While several internal and external measures have been put in place to address and manage the current drought, there is a need for the municipality to engage in strategic long-term planning for building water resilience for the city. Sustainable urban growth in the municipality can only be achieved if water resilience is built. The Urban Water Resilience Initiative provides an opportunity for Gqeberha to achieve strategic water resilience planning that considers the full dimensions of climate and water challenges and identify critical actions to build resilience. The program offers the opportunity for WRI and partners to work with Nelson Mandela Bay Municipality, a local administrative which Gqeberha falls under, in a strategic long-term planning process through identification of priority urban water resilience actions and advancement of the city towards implementation by providing targeted technical assistance to planning, governance, and/or finance processes. WRI also aims to strengthen capacity and support Nelson Mandela Bay Municipality to become a more thriving, resilient city through strategic planning for resilience actions and discrete technical support towards the implementation of the plan.

4. THE CITY WATER RESILIENCE APPROACH At its core, the City Water Resilience Approach (CWRA) helps to assess the resilience of an urban water system a city depends on, including upstream and downstream catchment related issues. The CWRA responds to a demand for new approaches and tools that help cities grow their capacity to provide high quality water resources for all residents, and to protect them from water related hazards. In doing so, the approach outlines a path for developing urban water resilience and provides a suite of tools to help cities identify, assess, take action to address and ultimately survive and thrive in the face of water-related shocks and stresses.

The CWRA is based on fieldwork and desk research, collaborative partnerships with subject matter experts, and direct engagement with city partners. The development of the approach was very much a collaborative process of deep investigation in eight cities and consultation with over 700 individual stakeholders by Arup. Working closely with the Stockholm International Water Institute (SIWI), Resilient Cities Network, the Organization for Economic Co-Operation and Development (OECD), investigations of the approach were conducted with Cape Town, Amman, Mexico City, Greater Miami, and the Beaches, Hull, Rotterdam, Thessaloniki, and Greater Manchester. Each partner city confronts persistent waterrelated shocks or suffers chronic water-related stresses and is committed

FIGURE 3: Overview of the five-step process of the City Water Resilience Approach and its application

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FIGURE 4: City Water Resilience Framework to co-creating water resilience approaches. The cities represent diverse geographies and face a range of shocks and stresses in various sociopolitical contexts.

CWRA is a five-step process with supporting tools including the City Water Resilience Framework and the OurWater Governance (Figure 3). The five steps entail the understanding of a city’s water system and relevant stakeholders, assessing the water resilience, developing, and implementing an action plan, and monitoring the results of these actions.

The five steps are briefly described below: • Step 1: Understand the system: The city’s unique context is appraised to understand shocks and stresses, identify system interdependencies, engage local stakeholders to clarify gaps in information, and map key infrastructure and governance processes. This first step of the CWRA process results in the City Characterization Report that summarizes the

FIGURE 5: Stakeholder Resilience Assessment Guide

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results of this research and a mapping of the urban water system with the use of OurWater Tool.

• Step 2: Assess urban water resilience: Through the use of the City Water Resilience Framework (CWRF) to identify areas of existing strength and weaknesses and establish a baseline against which progress is measured. This second step results in a City Water Resilience Profile, which summarizes the assessment process and outlines potential actions to build resilience. This paper focuses on the assessment of Johannesburg’s water resilience.

• Step 3: Develop an action plan: Based on the city assessment, an action plan is developed for realizing interventions that build water resilience. The action plan is based on a holistic evaluation of anticipated benefits and costs and prioritization of projects identified in the previous step.

• Step 4: Implement the action plan: Actions agreed upon during the previous step are implemented according to best practices. In this step, the CWRA provides best practice guidance for how ongoing actions can be monitored to ensure objectives are met, and resources are used appropriately.

• Step 5: Evaluate, learn, and adapt: Implementation is evaluated.

Adjustments are made to the implementation plan to account for new developments or changing circumstances in the city, and to align with updated objectives for the next period.

The approach brings together stakeholders to diagnose the resilience of their city’s water system and based on a shared understanding of resilience, develop a collective action plan. The different stakeholders together bring different perspectives while considering the inter-dependencies with other systems.

5. CITY OF JOHANNESBURG URBAN WATER RESILIENCE ASSESSMENT 1. Approach and Methodology With the use of a City Water Resilience Assessment (CWRA) tool (Figure 3), 49 multi-sectoral stakeholders were convened over a two-day virtual workshop in May 2022 to assess the current water resilience of the City of Johannesburg.

A strong effort was made to bring together stakeholders with diverse and technical expertise and knowledge of the subject areas as well as from both government and the private sector. The City Water Resilience Framework (CWRF) tool is used in the CWRA to evaluate the strengths and weaknesses of an urban water system, and the city’s overall resilience to water-related shocks and stresses.

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The tool breaks down the meaning on resilience in the water context through the use of 4 dimensions, 12 goals, and 64 subgoals with quantitative indicators.

The innermost ring of the CWRF consists of four dimensions, critical areas for building resilience.

Within each dimension are the resilience goals that cities should work towards to build resilience in that area. Hybrid goals, which are marked in a different colour, refer to goals that can be placed in more than one dimension.

Resilience sub-goals identify the critical elements for realising each goal. They provide additional detail and help guide the concrete actions that help realize each goal.

The outermost layer of the CWRF wheel consists of indicators, which measure how the city performs according to each area. Indicators help measure complexity when FIGURE 6: City Water Resilience direct measurement is difficult Framework indicator scores (or impossible) (Figure 4). To help guide discussions, a series of guiding criteria and guiding questions were provided to participants at each table. Guiding criteria have been based on desk research and expert inputs,

FIGURE 7: The City Water Resilience Framework qualitative scoring for Johanneburg

and they identify important considerations for each indicator. Responses to indicator questions help identify strengths and weaknesses, and measure progress over time.

Because each city is confronted with its unique challenges, solutions appropriate to one city are not necessarily appropriate to another.

Consequently, while sub-goals are widely applicable, they do not stipulate specific solutions. This certainly emerged in the assessment of Johannesburg’s water resilience.

The 49 stakeholders invited are subject matters from private sector, public sector, civil society, NGOs , research institutions were engaged in in assessment of the city’s water resilience. The selection of the stakeholders was informed by a detailed stakeholder analysis undertaken in the early stages on the project.

During the workshop, stakeholders were introduced to the Johannesburg’s Water Security Strategy and the urban water resilience initiative which aims to introduce a resilience lens into the strategy. On each day, participants were split into six groups with each group assessing two different goals with the guidance of a facilitator and a note taker. Due to time limitation, most groups could only cover one goal. By the end of the second day, all the 12 goals with their qualitative indicators were assessed by the stakeholders Facilitators explained the assessment process to participants. Following the outlined process, participants assessed the qualitative indicators, see Figure 6 with Stakeholder Guidance Book, by providing an initial score and an explanation to the score. Indicator scores ranged from 1 to 5, reflecting how well Johannesburg performs when compared against best cases. The CWRF also allows the stakeholders to leave out an indicator should it not be applicable to the context of their city.

2. Results from the City Water Resilience Assessment There CWRF wheel (Figure 7) provides a snapshot of strengths and weaknesses for Johannesburg in building its resilience to water-related shocks and stresses. It describes how the area performs against a best-case scenario for each of the 64 sub-goals. Scores for all resilience sub-goals are provided along the outer edge of the CWRF wheel, while averaged scores for resilience goals are shown in the inner ring. Overall, Johannesburg’s water resilience goals scored low when compared to cities operating at optimal level.

Of the twelve goals, Equitable Provision of Essential Serveries, scored the highest at 2.9 reflecting that some water improvement is required. While the score is the highest compared to the rest of the goals, stakeholders in group discussions raised key concerns around equitable access to basic services particularly when considering informal areas. Participants noted that although the average income of Johannesburg is nearly double the rest of the country, Johannesburg is the second most unequal city in the world. According to the Water Services Act, every citizen has a right of access to basic water supply and sanitation services and every municipality has the responsibility to plan in its water services development to realise these rights. Despite these basic rights, service provision in the CoJ is starkly varied between formal and informal areas.

There is an overall poor effort in terms of legal and institutional frameworks within the water sector to support marginalised communities. The issues with basic service provision, especially sanitation, in Johannesburg is largely concentrated in informal settlements that house the most marginalised and vulnerable people in the city and formal low-income residents who cannot afford the tariff charges. Informal settlements often exist on illegal land on which the municipality is by law not able to provide permanent service provision. Citizens living in these

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areas often have poor levels of access to adequate sanitation contributing to poor water quality and are the most vulnerable to the impacts of climate change such as increasing flood risk and temperatures. Where sanitation services have been provided, they are often shared or not maintained to the extent that they are unhygienic and longer considered as adequate or dignified.

The lowest goals scored, Adaptive and Integrated Planning, scored at an average of 1.4 indicating that Johannesburg’s conditions do not at all reflect the ideal case scenario. Insights from experts in the group’s discussion revealed that while a set of acts define clear roles and responsibilities which are mandated to different authorities exists, planning takes place in a context of a highly regulated and bureaucratic environment. On paper, such a highly regulated environment is prescribed for a well-run urban water management system. However, this highly regulated environment has resulted in lack of coordination and collaboration between departments and agencies and overlapping mandates.

Over the long run, governance structure has resulted in fragmentation and development of a strong culture of silo-ism which limits both efficiency, innovation, and adaptive management. Experts also highlighted the limited ability for the city to take on an adaptive planning approach, noting that adaptive planning and management requires good coordination internally and effective relationships with external stakeholders. Experts pointed out that the City of Johannesburg currently lacks coordinated and collaborative relationships with its stakeholders, both at the city and catchment level. This was recognized as a missed opportunity not only for future planning, but also for the city to meaningfully engage its stakeholders over complex water and sanitation issues that it currently grapples with such as its billing system, effective use of data, water conservation and demand management, informality, procurement processes, and general communication. A resilience planning approach was identified as key to canalizing an adaptive and integrated planning approach. However, the city lacks integration of climate adaptation into its planning and implementation processes to be better prepared for times of disruption.

Issues around finance, which came up in the discussions in the Sustainable Funding and Finance goal and other goals, posed key questions around sustainable funding mechanisms for building water resilience in Johannesburg. While the goal scored of 2.5, indicating that the city is performing fairly on this goal with limited improvement required for improvement, it must be noted that 2.5 is a bottom of the scoring range, a low which requires significant improvement. The detailed discussion by the stakeholders does indeed reflect significant improvement still being required. Key concerns were around CoJ’s maintenance backlog of about R19.2 billion and the below average water interventions which have been reported. Inadequate maintenance of water assets has over the long run led to failing and dilapidated infrastructure, high non-revenue water, and poor service delivery. The lack of financial resources, capacity, prioritisation of maintenance, political support for OPEX vs CAPEX is some of the barriers to effective water asset maintenance. Furthermore, low tariffs, inadequate income from other sources of revenue, lack of up-todate data, and capacity limitations over the long run have led to a vicious circle of poor maintenance and deterioration of services that affect users’ willingness to pay and induced a decrease collection efficiency. At the moment the CoJ lacks the understanding, data, political will, and capacity to design and implement strategies that can allow them to fund water and sanitation services through a mixture of revenues including tariffs, taxes, and transfers while enabling economic efficiency, providing water conservation incentives, ensuring equity and affordability.

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Lastly, issues around Protection of Natural Environments Goal and Healthy Urban Spaces Goal emerged strongly. Johannesburg grapples with poor riverine and wetland health with the majority of its rivers near complete loss of habitat and destroyed ecosystem functions and with 13 of its 21 wetlands being critically endangered. Experts felt strongly that there is an opportunity for the city to incorporate nature-based solutions as part of encouraging alternative water sources and protection of ecological systems and its benefits.

3. Emerging cross-cutting challenge themes Post the resilience workshop, the project team (WRI, Zutari, Arup, Resilient Cities Network, and the South African Cities Network) conducted an analysis from notes captured in group discussions to identify emerging themes around gaps in resilience from multiples group discussions.

The team prioritised 10 critical challenges confronting Johannesburg’s urban water systems. These challenges were validated by the City of Johannesburg prior to being finalised.

Key challenges and related problems statements are: 1. Urban water asset management: What are the opportunities for the City of Johannesburg to address the maintenance backlog and create enabling structures that result in a robust system by overcoming the challenges that result in maintenance failure?

2. Internal Governance: How can the City of Johannesburg re-imagine its current regulatory environment and roles and responsibilities of the various entities to unlock collaborative planning implementation processes?

3. External Governance: How can the City of Johannesburg create an enabling environment for long-term collaborative relationships with city and catchment stakeholders in a manner that allows for resilience planning, co-production of data and evidence, access to reliable information, joint establishment and maintenance of collaborative platforms, and regular social surveys to better understand the needs and perceptions of citizens?

4. Digital water: How can the City of Johannesburg create an enabling environment for long-term collaborative relationships with city and catchment stakeholders in a manner that allows for resilience planning, co-production of data and evidence, access to reliable information, joint establishment and maintenance of collaborative platforms, and regular social surveys to better understand the needs and perceptions of citizens?

5. Resilience Planning: What are the opportunities for institutionalizing a resilience agenda in the City of Johannesburg’s planning and implementation processes to enhance its championing and mainstreaming?

6. Equity (Formal/informal): How can we ensure an equitable and just transition towards achieving a water resilient city in the face of unprecedented challenges despite the historical inequalities in access to reliable and affordable water supply and sanitation?

7. Water Sensitive Design: How can CoJ strengthen the integration of WSD into urban planning and implementation to improve the water resilience of the city?

8. Alternative Water Sources: How can we incorporate the use of alternative water sources into long term water security planning by overcoming the issue of cost recovery, the associated stigmas and negative perceptions and the lack of capacity and resources to ensure an urban water supply that is resilient with redundancies?​ 9. CAPEX Funding: How can we sustainably finance the urban water

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system by overcoming finance and capacity challenges in the form of an under-performing cost recovery model, disabling bureaucracy and fund availability to enable a resilient water system?

10. OPEX Funding: How can we sustainably finance the operation and maintenance of the urban water system by setting equitable tariff arrangements and overcoming finance and capacity challenges in the form of an under-performing cost recovery model, disabling bureaucracy and fund availability to enable a resilient water system?

6. CONCLUSION AND NEXT STEPS Through the Urban Water Resilience Initiative in Africa , the World Resources Institute (WRI) and its partners have been working with the City of Johannesburg and Nelson Mandela Bay Municipality to improve understanding of urban water resilience challenges and to identify concrete pathways for action with the aim to strengthen the city’s longterm water strategies and Resilience Actions.

In this paper we presented the initial results of the urban water resilience in these two cities. The assessment of the city’s water resilience is a key initial step towards developing a city’s water resilience action plan. The assessment identifies areas of existing strengths and weaknesses that can be addressed. Furthermore, the assessment helps to establish a baseline against which a city can measure its progress. As a next step from the water resilience assessment, WRI and partners will work together to develop the resilience actions that will support long-term plans that the city’s have. Furthermore, WRI will provide discrete technical assistance towards scoping and implementation of identified key resilience actions.

For the City of Johannesburg, the assessment indicates that there is still significant work needed to be done to improve urban water resilience across the different goals defining resilience. Issues of urban water resilience related to adaptive and integrated planning, sustainable finance, equity, and protection of natural environment have been identified as urgent areas for building water resilience. As such, the City of Johannesburg has initiated a process for developing a business case for an integrated riverine programme to help mobilise political and financial support for nature-based solutions.

Once the water resilience assessment has been conducted in Nelson Mandela Bay Municipality, the city will have a better understanding of its own areas of strengths and weaknesses. However, due to the water crisis currently facing the city, the Urban Water Resilience Initiative is supporting the municipality with a Feasibility Study for Non-Revenue Water Performance Based Contracts. This work is aimed at enabling the municipality to build resilience with its non-revenue water area of work which it continues to grapple with.

openknowledge.worldbank.org/handle/10986/11964.

Le Maitre, David et al. (2019) Strategic Water Source Areas: Vital for South Africa’s Water, Food and Energy Security. Available at: http://www.wrc. org.za/wp-content/uploads/mdocs/Source water_web.pdf (Accessed: 20 January 2022).

Ndaw, F. 2020. “COVID-19: Solving Africa’s Water Crisis Is More Urgent than Ever.” Nasikiliza (blog), April 30. https://blogs.worldbank.org/ nasikiliza/ covid-19-solving-africas-water-crisis-more-urgent-ever.

OECD. 2021. Water Governance in African Cities. Paris: OECD. https://doi. org/10.1787/19effb77-en.

UN DESA. 2018. World Urbanization Prospects: The 2018 Revision. New York: United Nations. https://population.un.org/wup/Publications/Files/ WUP2018-Report.pdf.

UNICEF (United Nations Children’s Fund) and WHO (World Health Organization). 2012. Progress on Drinking Water and Sanitation: 2012 Update. New York: UNICEF; Geneva: WHO. https://reliefweb.int/sites/ reliefweb.int/files/resources/JMPreport2012.pdf.

WRI. n.d. (Database.) Aqueduct. Version 2.1. https://www.wri.org/ aqueduct.

Accessed September 15, 2017.

WRI and GCA (Global Commission on Adaptation). 2021. “Principles for Locally Led Adaptation.” https://www.wri.org/our-work/project/ globalcommission- adaptation/principles-locally-led-adaptation.

WRI.2021.Water Resilience in a Changing Urban Context: Africa’s Challenges and Pathways for Action

REFERENCES Cullis, J. and Phillips, M. (2019) Surface Water, Green Book.

Available at: https://pta-gis-2-web1.csir.co.za/portal/apps/GBCascade/ index.html?appid=74fc5a7337f34460b7a09242d0770229 (Accessed: 21 December 2021).

Cullis J, Alton T, Arndt C, Cartwright A, Chang A, Gabriel S, Gebretsadik Y, Hartley F, De Jager G, Makrelov K, Robertson G, Schlosser A, Strzepek K, Thurlow J. (2015) An uncertainty approach to modelling climate change risk in South Africa United Nations University World Institute for Development Economics Research. WIDER Working Paper 2015/045 Jacobsen, M., M. Webster, and K. Vairavamoorthy. 2013. The Future of Water in African Cities: Why Waste Water? Washington, DC: World Bank. https://

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ACHIEVEMENTS ON Non Revenue Water (NRW) REDUCTION: 2 DETAILED CASE STUDIES François Figueres¹, Felipe Timoner² ¹Asset & Revenue Performance (ARP), SUEZ Smart and Environmental Solutions ²Asset & Revenue Performance (ARP), SUEZ Smart and Environmental Solutions ABSTRACT All around the world, water resources are subject to significant stress from human water demand. Water demand is made of the domestic and industrial consumption but also the network losses. Identifying and reducing these water losses is therefore a major functional requirement regarding the sustainability of drinking water utility.

Indeed, the way for water utilities to gain significant volume of resources and ensure a sustainable service is mostly based on the reduction of the large amounts of produced drinkable water which are lost in the network.

The understanding of the loss types and the associated volumes is not an easy task and is the key first step to define a proper action plan.

Suez, a French-based utility, has a long track record of performing such assessments in many operational contexts and has collected a great experience in this technical analysis. The two case studies presented here are part of this experience.

However, the economic feasibility of the reduction measures is the second key issue for the utility. As a matter of fact, the cost of each cubic meter saved varies depending on the method used. The utility may have limited budget resources to execute the defined action plan. Therefore, the selection of these water loss reduction activities should be assessed based on studies and successful experiences, to compose the most cost-effective combination possible. This combination is unique for each network, but some common elements can be discerned.

This paper provides detailed feedback on 2 case studies: Bordeaux (France) and Sao Paulo (Brazil). In these two cities, significant reduction of water losses was achieved and carefully documented by Suez during the years of execution, considering all the parameters and reporting several performance indicators in a way to have a holistic panorama and understanding.

The results shared present a detailed breakdown of the reduction achieved, by type of activity and with quantified evaluations, with both volume and cost breakdowns. The International Water Association having identified and documented the 4 pillars to tackle the real losses, the feedback will be presented on this scheme for better divulgation.

This feedback gives actual inputs regarding the cost benefits analysis which is a key part of any NRW reduction action plan. With the establishment of an effective and adequate water loss management action plan, the utilities can recover the large volumes of water lost through leaks and pipe bursts.

1. INTRODUCTION Water utilities traditionally put a lot of energy and Operational Expenditure (OPEX) in leak detection and in the speed and quality of repairs. Depending on each case, this approach can give results with a skilled workforce and/or

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high-level service providers. But with ageing infrastructure, soon a point is reached when the increase of efforts will not bring more results and it will become a challenge not only to keep reducing NRW but even to maintain stability thereof.

The natural tendency of degradation of the drinking water network can be balanced by maintenance and renewal programs together with appropriate operational procedures. Reducing system losses is a global challenge that involves the entire organization of a water service authority.

It goes beyond leak detection campaigns.

The methodology and activities described in this paper are directly based on the return of experience from expert engineers and the implementation of innovative methodologies and technologies.

SUEZ has been developing, deploying, and improving methodologies on its own drinking water networks bringing to the utilities the optimum results in terms of reduction of water losses, reduction of associated costs (both CAPEX and OPEX), improvement of operational capabilities, and improvement of level of service.

This paper aims to provide detailed feedback on the NRW assessment methodology and action plan definition and deployment, from two real case studies with a very different collaboration formats with local authorities: the City of Bordeaux, in France, and the City of Sao Paulo, in Brazil.

2. METHODOLOGY Water losses are a combination of Physical Losses and Apparent Losses.

Both need to be carefully evaluated to quantify expected outcomes of targeted actions. The International Water Association (IWA) has identified and documented the 4 pillars to tackle the physical losses challenge and bring physical losses down to the Unavoidable Annual Real Losses (UARL), the Unavoidable Background Leakage (UBL) and theoretical values. In the same way, 4 main pillars have also been identified and documented to deal with apparent losses challenge and bring commercial losses down to the Unavoidable Apparent Losses theoretical value.

An overview adapted to the characteristics of the network is essential to give a strategic vision and define an action plan with targeted goals.

1.1. Water balance and diagnosis Improvements can only be achieved based on a specific diagnosis with the participation of the utility’s different services and the subsequent development of an action plan.

That is the reason why we developed tools for Diagnosis & Strategy definition to support our operational units.

These tools are based on the operational feedback given by our operations like the two case studies presented in this article.

1.2. Action plan definition The same expertise-based tools used for the qualitative and quantitative diagnosis is used for strategic planning. These tools are used to assess and suggest actions for reducing both Real Losses and Apparent Losses.

Water Losses are divided into different categories requiring different types

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FIGURE 1: Assessment for reduction of water losses of actions which can be carried out thanks to expertise and dedicated field solutions. Actual water losses are modelled to forecast NRW reduction, define, implement, and monitor an action plan dedicated to a specific network.

Diagnosis & Strategy methodology is, thus, composed of 4 steps: • Data Collection & NRW Baseline • Operational Assessment • NRW Forecast • Action Plan definition REDUCTION OF REAL LOSSES Physical Water losses exist in every system, whatever its configuration, age, material used or socio-economical context (industrial zone, municipal,

etc.). Thus, each system is different. According to that principle, solutions to reduce NRW cannot have the same impact everywhere.

As stated by IWA, there are 4 main type of actions to deal with physical losses reduction: • Rapidity and quality of repairs • Active leakage control • Pressure management • Asset management Our experience has shown us that, to reduce NRW volumes it is necessary to acquire a good understanding of the hydraulic functioning of the system through data collection and validation in order to analyze where the possible improvements are.

Figure 2 illustrates this idea by a simple example: depending on the network position on a graph combining volume losses (Infrastructure Leakage Index: ILI) and burst rates, different types of actions will be prioritized.

This kind of knowledge is an essential first step to initiate a process defining the technical and economic solutions better suited to local needs and context to reduce NRW.

FIGURE 2: Main actions related to IWA indicators and level of performance

REDUCTION OF APPARENT LOSSES Water Losses (WL) in drinking water networks can be Apparent Losses (through metering inaccuracies, poor data gathering, or theft, also) referred to as commercial losses.

According to World Bank 2016 figures, Apparent Losses in developed countries could account up to 20% of total NRW, while in developing countries it could account up to 40% of total NRW. In some cases, Apparent Losses can amount to a higher volume of water

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3. RETURN OF EXPERIENCE ON DEVELOPMENT AND EXECUTION OF STRATEGIES AND ACTION PLANS FOR REDUCTION OF WATER LOSSES IN DRINKING WATER NETWORKS This paper gives detailed feedback on two case studies: Bordeaux andSao Paulo. In these two cities, significant reduction of water losses was achieved and carefully documented during the years of execution, considering all the parameters, and reporting several performance indicators in a way to have a holistic panorama and understanding. This feedback gives actual inputs regarding the cost and benefits analysis which is a key part of any NRW reduction action plan.

FIGURE 3: Actions for reducing apparent losses than Real Losses and often have a greater value, since reducing Apparent Losses increases revenue (volumes invoiced), whereas Real Losses reduce production costs.

To be able to implement an efficient Apparent Losses reduction plan requires many types of expertise. The diagram below was developed by the Apparent Losses Initiative, launched by the International Water Association in 2007. It is now widely used internationally as a simple means of explaining the four basic categories of activity that need to be under control for effective operational management of Apparent Losses.

The four main categories of actions to get Apparent Losses under control are listed below: • Errors in data acquisition • Fraud and illegal connections • Customer meter accuracy • Data billing errors Return of experience and data from SUEZ long term delegated management contracts have been incorporated to the methodology described, to cover the entire water cycle value chain and related customer management processes: relations with end-users and consumers, meter reading and the collection of payments made by end-consumers.

IMPLEMENTATION OF ACTION PLANS SUEZ action plans are a combination of services structured in Figure 4.

FIGURE 5: City of Bordeaux, France. @Valentin Wechsler on Usplash 3.1. Case of Bordeaux, France Bordeaux Métropole is the public entity in charge of the entire water cycle in the metropolitan area of Bordeaux, Southwest France, operating the service all along its value chain: drinking water production, conveyance, distribution, wastewater collection, treatment, and recovery. In 1992 a Public-Private Partnership (PPP) was established between the Bordeaux Metropole and SUEZ through a 30-year concession contract for the management, operation, and maintenance of the drinking water network.

Scope At the end of 2006 Bordeaux Métropole, asked SUEZ to reduce the existing NRW volumes, which were around 20%, through an O&M

FIGURE 4: Main pillars for NRW reduction and operational improvement in Water Networks

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contract with Performance Based remuneration, within a term of 5 years (2006-2011).

Main objectives and activities regarding this project were set because of the deployment of this expertise-based methodology for Initial Water Losses Assessment, to determine the following best matching costefficiency strategies and services to be deployed: • Leak inspection planning and leak detection campaigns over 1,912km • Network sectorization • Optimal pressure regulation and control to reduce NRW • Renewal of service connections • Pipe renewal strategy and execution • Optimized meter renewal plan • Real Time Monitoring Key figures at the commencement of the term are indicated in Table 1:

Results The following results were achieved at the end of the project:

TABLE 2: Key figures in Bordeaux after the assessment and implementing actions

-14 pts NRW level reduction achieved from 24% to 10%

2.7 million

25%

cubic meters of drinking water preserved each year

of burst reduction in service connections

Figure 6 and Figure 7 represent the contribution of each action deployed to the global reduction of NRW losses, and the cost saving due to interventions.

TABLE 1: Key figures in Bordeaux before the assessment and implementing actions

800 thousand

233 thousand

3,160 km

number of inhabitants in Bordeaux Metropole

number of customers in Bordeaux Metropole

of water pipes in the drinking water network

50 million

188 thousand

24%

cubic meters of drinking water supplied each year

number of service connections

water losses before actions

FIGURE 6: Contribution of actions implemented to the reduction of NRW level

Actions executed Improve the network efficiency and the quality of the distributed water while reducing NRW levels. An action plan was implemented and executed to reduce physical losses and apparent losses on the network: • Reduction of physical losses Leak detection - Advanced Leak Detection activities over 8,600km between 2007 and 2011, improving leakage detection efficiency in 45% in terms of km/leakage.

- Study and execution of the District Metered Areas (DMA) division of Bordeaux Metropole drinking water network. Sectorization Level I (14 District Metered Areas) and Sectorization Level II (25 District Metered Area).

Advanced pressure control • Pressure modulation over 2 big areas covering the 30% of the water distribution network (over 800km of network and 150,000 customers) with an average reduction of 1 bar (daytime) and 2 bars (nighttime).

• Pressure regulation achieved outcomes of 25% reduction of leaks in service connections and 19% reduction on distributed volume.

Asset management • Use of Data Driven models to assess and implement optimized strategies for asset management (mainly renewal planning) on service connections and water distribution pipes. Models used included timedependent variables like climate.

• Following optimised strategies were implemented on the study period (2007 – 2011): Renewal of Low Density Polyethylene (LDPE) and Lead service connections, and targeted pipe renewal • Reduction of apparent losses Revenue improvement - Use of property Data Driven models to assess and implement optimised strategies for meter renewal prioritisation, strategies assessment and evolution of unmetered volumes

FIGURE 7: Cost comparison of spared m3 by action

FIGURE 8: City of Sao Paulo, Brazil. @Konevi on Pixabay 3.2. Case of Sao Paulo, Brazil SABESP (Companhia de Saneamento Básico do Estado de São Paulo) is a mixed capital company founded in 1973 which is currently responsible for supply, collection, and treatment of water in the 375 municipalities of State of São Paulo. SABESP is one of the world’s largest sanitation companies providing water and sewage services to over 28 million people. Since 2010 SABESP is collaborating with private companies in the framework of O&M Performance Based Contracts for reduction of NRW and improvement of water networks.

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Scope In 2019 SABESP awarded SUEZ with a 5-year (2019-2024) O&M contract with Performance Based remuneration for the reduction of the existing NRW volumes in the district of Grajaú located in the South Zone of São Paulo.

Main objectives and activities regarding this project were set because of the deployment of expertise-based methodology for Initial Water Losses Assessment, to determine the following best matching cost-efficiency strategies and services to be deployed: • Leak inspection planning and leak detection campaigns over 1,322km • Network sectorization • Optimal pressure regulation and control to reduce NRW • Renewal of service connections • Pipe renewal strategy and execution • Network reinforcement planning and execution • Optimized meter renewal plan Key figures at the commencement of the term are indicated in Table 3 below:

TABLE 3: Key figures in Sao Paulo before the assessment and implementing actions

344 thousand

162 thousand

660km

number of inhabitants in Grajaú district (Sao Paulo)

number of customers in Grajaú district (Sao Paulo)

of water pipes in the drinking water network

40 million

144 thousand

44%

cubic meters of drinking water supplied each year

number of service connections

water losses before actions

Actions executed Improve the network efficiency and the quality of the distributed water while reducing NRW levels. An action plan was implemented and executed to reduce physical losses and apparent losses on the network: • Reduction of physical losses Leak detection - Advanced Leak Detection activities over 1,320km of the distribution network between 2019 and 2021, reducing the initial losses from 1,490,099m³/month (44% NRW) to 1,066,220m³/month (32% NRW).

- Study and execution of the District Metered Areas (DMA) division of Grajaú sector in São Paulo drinking water network. Sectorization Level I: including 19 District Metered Areas, 15 new Pressure Reduction Valves and optimization of 27 existing Pressure Reduction Valves (PRV).

Advanced pressure control - Smart pressure control and transient mitigation to reduce operations costs and improve service level - Pressure modulation covered 660km of water networks for 161 thousand customers, reducing peak 40mH2O to 30mH2O (from 4 to 3 bar) - Design and build of the Marilda reservation with 10,000m³ to change the water distribution by pumps to gravity.

Asset management - Use of water network models to assess and implement optimised strategies for asset management (renewal planning) on service connections and water distribution pipes.

- Following optimised strategies were implemented on the study period (2019). Renewal of 16 km of LDPE using trenchless technology and 657 Lead service connections

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• Reduction of apparent losses Revenue improvement - Evaluation and improvement of client’s meter renewal plan for the increase of billed water - Execution of optimised strategies for meter renewal on the study period (2019-2021) led to under metering reduction with relevant volumes recovered. 5,000 meters were replaced according to an initial action plan Results The following results were achieved at the end of the project:

TABLE 4: Key figures in Sao Paulo after the assessment and implementing actions

-12pts

5 million

21%

NRW level reduction achieved from 44% to 32%

cubic meters of drinking water preserved each year

of burst reduction in service connections

Figure 9 and 10 represent the contribution of each action deployed to the global reduction of NRW losses, and the cost spared by action.

FIGURE 9: Contribution of actions implemented to the reduction of NRW level

FIGURE 10: Cost comparison by action 4. CONCLUSIONS The action plans of SUEZ are a combination specific services designed for NRW reduction and Operational Improvement, which integrates the expertise as operator with the best combination of advanced field technologies, data analytics, Artificial Intelligence optimization models, decision support systems and real time monitoring platforms, to allow operators to define, implement and monitor the most optimized NRW Losses action plans.

Reducing the water losses is not only a response to water scarcity and resources preservation, but it is also a way to reduce OPEX and avoid CAPEX.

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As an example, the pressure management system put in place in Bordeaux allowed to reduce the OPEX by 170k€/year, with a payback period of around 10 years.

The saved volume of water due to this specific activity is equivalent to the production of a 750k€ water treatment plant.

5. RECOMMENDATIONS Reducing the water losses is a major requirement regarding the sustainability of a drinking water utility.

An adequate loss reduction plan is unique for each network, consequently it should be based on detailed studies and diagnostic, as well as actual experiences.

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PAPER 13

THE ROLE OF SMALL, MEDIUM, AND MICRO ENTERPRISES (SMME’S) IN WASTE MANAGEMENT Makhushe Nomthandazo iX engineers (Pty) Ltd ABSTRACT The waste management sector and corporate enterprises, in support of corporate social and environmental responsibility have a critical function in sustainable development, especially in the context of South Africa, where the waste management hierarchy in its’ approach to waste management legislation is supported, as well as the promotion of Small, Medium and Micro Enterprises (SMME’s) and employment. SMME’s are critical components in the creation of new job opportunities, maintaining the innovation cycle and strengthening regional economies (Silajdžić, 2015).

The role of SMME’s in achieving sustainable and green development is increasingly becoming an important topic in developing economies. SMME’s account for up to 99% of all enterprises and two-thirds of employment across the Organization for Economic Cooperation and Development (OECD) (Usui & Martinez-Fernandez, 2011), emphasizing the key role that they play in transitioning economies towards sustainable business practices.

The culture of outsourcing the waste management function in South Africa is evident, and SMME’s are an important component of the waste management value chain. There is room for improvement in environmental responsibility amongst the SMME’s in terms of their response to legislation pressure and supply chain requirements. Some challenges experienced include the bureaucracy of the waste sector legal requirements, uninformed business sector and public regarding environmental issues, and the competitive nature of the waste management sector.

In the 21st century, the unsustainable consumption of the earth’s resources is an important matter (Godfrey et al., 2021), as well as the increase in waste generation because of this consumption. The generation of waste and wealth creation are linked, and waste has become one of the most controversial consequence of global market-driven economic development (Strange, 2002). The increase in waste generation should be managed to prevent public health, nuisance, and environmental degradation.

This paper explores the role that SMME’s play in environmental responsibility from a waste management perspective in South Africa. It also looks into the challenges faced by SMME’s in the implementation of environmental measures, as well as evaluating environmental responsibility in waste management.

INTRODUCTION In the past, the waste management sector was mainly owned by the private sector, which made business sense since mostly paper, glass, tinplate and aluminium were recycled, while other waste streams estimated that up to 10.2 million tons were deposited in landfills (Manavhela, 2017). Sustainable enterprise and supplier development is important for the encouragement of creativity and innovation in the waste management sector (Silajdžić, 2015).

Entrepreneurship being the product of Small Medium Micro Enterprises is an important element in the creation of new job opportunities, strengthening regional economies as well as maintaining the innovation cycle (Silajdžić, 2015). Developing economies are increasingly prioritizing the role of SMME’s

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in achieving sustainable development. SMME’s account for up to 99% of all enterprises and two-thirds of employment across the Organization for Economic Cooperation and Development (Muswema et al., 2021). In South Africa, SMME’s often are made up of approximately 50 employees per enterprise, which creates twice the level of employment compared to businesses that are registered at largescale or the public sector. 91% of all formal entities in South Africa are SMME’s, contributing 38% towards the GDP and 55% towards employment (Statistics South Africa, 2011).

Small enterprises have been identified as the drivers of sustainable and equitable growth in the country. These entities help to drive economic growth, create employment, and are sources of innovation and new ideas (Muswema et al., 2021). With unemployment as the country’s central and most salient problem, a top priority for government is to grow small businesses in the formal sector, and particularly to provide appropriate support and a conducive environment for opportunitydriven entrepreneurs who establish new businesses that recognise and seize opportunities.

South Africa highly relies on natural resources to sustain its economic development. The pattens of our past and current production as well as consumption have supported substantial growth in wealth across the country. However, there are great concerns relating to the sustainability of these patterns, specifically about the implications associated to resource use and depletion.

Waste production is an unavoidable consequence of most processes.

Waste management should be given special attention taking into account its environmental impacts at local, regional and global scales and its proximity to people and thus potential health impacts. This paper outlines the role and significance of Small, Medium and Micro Enterprises (SMME’s) in Waste Management.

SOUTH AFRICAN WASTE LEGISLATION AND THE ROLE OF SMME’s All spheres of government (local, district, provincial and national) are legally responsible for waste management, and for upholding the South African Constitution and the National Environmental Management: Waste Act, 2008 (Act No.59 of 2008) (NEMWA).

Environmental legislation, in particular the waste legislation, is relatively new in South Africa and majority of environmental legislation have only been passed since 1998 (Oelofse and Strydom, 2010). It has been fragmented historically and to some extent, still is (DEA, 2011). Nonetheless, South Africa has been progressing in addressing requirements, key issues, and challenges experienced in waste management.

In South Africa, environmental concerns have been linked with the management and disposal of waste (economic value) rather than focusing on the law to prevent the generation of waste. As mentioned above, the waste hierarchy (prevent, reuse, recycle, recovery, and disposal) is important to protect and conserve the environment. However, since majority of the South Africans do not re-use or recycle their waste, it largely ends up being landfilled. SMME’s have the potential to aid in the implementation of the waste management hierarchy (i.e. avoid, reuse, reduce, recycle, recover and disposal) (Manavhela, 2017).

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THE WASTE HIERARCHY AND INTEGRATED WASTE MANAGEMENT Previously, the overarching goal of sustainable development has been one of the driving forces in shaping the waste policy (Muswema et al., 2021), which incorporates the important pillars of sustainability, which are environmental responsibility, economic growth and social justice (Banerjee, 2009). Waste management approaches have embraced the economic, social and environmental dimensions. Sustainable waste management has been linked with integrated waste management, which can be defined as the framework of reference for designing and implementing new waste management systems and for analysing and optimising existing systems’, as defined by the United Nations Environmental Programme (UNEP) in 1996.

For effective implementation, businesses need to move to a service which focuses on the prevention of waste as well as the minimisation of waste as a by-product of production rather than the traditional “end of pipe” solutions that are based on the waste generated, for example, its ‘collection, transportation, the processing, recycling or disposal of waste.

The National Environmental Management: Waste Act, 2008 (Act No.59 of 2008) (NEM:WA, 2008) provides for integrated waste management and formalises the waste management hierarchy within the legislation of South Africa. Waste should be managed according to the waste management hierarchy, and also green building principles. It gives top priority to waste prevention, followed by reduce, re-use, recycling, recovery, treat and finally disposal.

FIGURE 1: Solid Waste Management Hierarchy The waste management hierarchy can be viewed as a simple set of management plans for dealing with waste. The waste management hierarchy is implemented to promote the diversion of waste from landfill and make considerations for possible waste opportunities through using the waste as a resource. Waste solutions may include sorting of waste, recycling, re-use, composting/organic waste recycling/treatment and waste reduction.

SMME’s IN THE CONTEXT OF A CIRCULAR ECONOMY The emergence of SMME’s is very effective for solid waste management (Godfrey et al., 2021). Unlike informal sectors, SMME’s are registered business sectors which are registered and regulated/ governed by laws.

In most towns and cities, these businesses enter into contracts with the municipality and are remunerated to perform collection, processing, or cleaning services.

It is evident from the experience of cities within South Africa that the waste economy is a significant area for informal entrepreneurship. Nonetheless, it is viewed that majority of activities involved are not fully supported and exist at bare survival levels (Manavhela, 2017). There is great potential for the growth of SMME’s in circumstances where the importance of informal recovery systems is accommodative and acknowledged. Opportunities for new businesses are emerging in the context of local initiatives that are within a changing environment for urban waste management. At the same time, there is a need to put support systems in place to assist in the growth of these emerging SMME’s within the waste industry.

There are several circular economic activities taking place in the waste management industry in Africa such as reusing, refurbishing, repairing, and recycling of products and materials. Therefore, there is potential to increase employment and business opportunities through upscaling such activities. A review of literature indicates that many countries experience challenges in moving to sustainable waste management. These include the lack of awareness and knowledge by the public regarding waste management contributing to poor waste management practices such as illegal dumping and burning of waste; littering, poor management of the existing waste management facilities and unavailability of land for landfills; rapid waste generation which puts pressure on available infrastructure; poor waste collection; lack of effective waste management systems to support segregation, recycling, reuse and reduce; insufficient budget allocations for waste management especially infrastructure investments; enforcement of existing legal framework; and the lack of reliable and comprehensive data on waste (Muswema et al., 2021).

CURRENT WASTE MANAGEMENT PRACTICES Waste generators are solely responsible for the collection, storage, and disposal of their own commercial and industrial waste. The management of their waste is generally outsourced to private waste service providers, or alternatively done by local municipalities on request. Both these options will incur a service fee. In practice, municipalities do not involve themselves with hazardous waste due to the nature of its’ hazardousness.

Some of this waste need to be treated first before disposal and majority of municipalities lack the skills, sites or equipment to manage hazardous waste. SMME’s play an essential role in this regard and are important in furthering growth, development, and innovation, which goes with a growing green building sector.

What is done by the private sector is still insufficient since most of the waste is disposed of at landfill sites due to nonefficient and effective collection of waste especially in the household areas. According to Ngadiman et al (2016), solid waste management is part of the most critical issues for municipalities, there are more costs and effort used by local authorities for collecting and disposing waste.

To divert recyclables from landfill, the South African recycling sector has mostly been active to recover recyclables from pre-consumer waste, i.e., the recovery of recyclable materials from commercial and industrial processes without a consumer being involved as the end-user (Strydom, 2018). The important role of the informal sector in postconsumer recycling is acknowledged, but postconsumer recycling should receive more attention to increase recycling rates on a national level, especially if the targets for diversion are to be reached. The most important barriers to recycling are lack of equipment and technology, lack of material to recycle and lack of consumer awareness.

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FIGURE 2: Solid Waste Generated in South Africa in 2017 (Data Source: South African State of Waste Report) WASTE GENERATION It is estimated that in 2017 South Africa generated 108.5 million tons of solid waste of which 42 million tons was general waste (South Africa State of Waste Report, second draft, first published in 2018). In this report it is estimated that plastics contributed 5% to general waste, or 2% to solid waste. Other, under general waste, comprises predominantly of biomass from the sugar mills, sawmills and paper and pulp industry. Unclassified waste include brine, slag, mineral waste, sewage sludge and waste electrical and electronic equipment (WEEE). Refer to Figure 2 For solid waste generation in South Africa during the year 2017.

Waste generation in South African business The growing population of South Africa and its’ economy have resulted in increased volumes of waste. According to the 2018 State of Waste Report, in the year 2017, South Africa generated 55 million tonnes of general waste, with only 11% being diverted from landfill. These trends, coupled with limited growth in the Gross Domestic Product (GDP), are associated with increases in waste generation” (National waste management strategy 2020).

South Africa is quickly running out of landfill sites. Across the Eastern Cape, Free State, North West and Western Cape, for the four provinces which reported operational and non-operational waste disposal facilities, more than 50% of the facilities were either closed or marked for closure.

In addition to this, once land has been used for landfill sites, the use of surrounding land is limited as it should ideally not be used for residential, commercial, and institutional land uses. The national waste baseline report that was conducted in 2011 indicated that in South Africa, approximately 12 111 267 tonnages of commercial and industrial waste was generated.

Just about 77% of this volume was recycled and the rest was disposed of at landfill sites (DEA, 2012). This suggests that there has been a significant increase in recycling since 2006/7.

With waste legislation in place, businesses should be fully committed to recycling, reducing, reusing, and the responsible disposal of waste (Worthington-Smith, 2009). The benefits of waste management in businesses include reduction in operating costs through treating waste as an intrinsic part of operations and gaining reputation from being perceived as an environmentally responsible business.

In 2018, United Nations Environmental Programme (UNEP) stated that sustainable waste management is one of the policy priorities for Africa, and various continental, regional, and country-specific policy initiatives and strategies are being implemented.

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According to the first ten (10) Year Implementation Plan 2014-2023 of the agenda 2063: “The Africa We Want, by 2023 the targets for African countries include “At least fifty (50) per cent of urban waste is recycled and At least ten (10)% of waste-water is recycled for agricultural and industrial use”.

ENVIRONMENTAL IMPORTANCE OF WASTE MANAGEMENT With the increase in population, there is an increase in the consumption of natural resources, and consequently the quantity of waste generated.

Effective waste management practices can improve the wellbeing of the public by reducing opportunities for diseases and improving environmental quality through preventing illegal dumping and littering, protecting watercourses and ground water. Waste generation in the form of packaging or disused products is a major issue that affects life on land and in the oceans. Waste generation occurs at every stage of the value chain of a service or product, during the processing and manufacturing of goods, extraction of raw resources as well as distribution and consumption. Solid waste management systems that are well-designed support economic activity and can directly contribute to poverty alleviation through the creation of jobs (National Treasury, 2011). Recycling of waste reduces the use of virgin material and promote saving of resources. Recycling also allows for possible revenue generation opportunities.

According to the Department of Forestry, Fisheries and the Environment (DFFE) (2017), the waste economy contributed approximately R24.3 billion to the South African GDP in 2016. It provided 36 000 formal jobs and supported an estimated 80 000 informal jobs/ livelihoods. A further R11.5 billion per year could be unlocked by 2023 by diverting up to 20 million tonnes of waste (DFFE 2017). The anticipated spin-offs could include 45 000 additional formal jobs and 82 000 indirect jobs, as well as the creation of 4300 Small Enterprises. The DFFE’s overall target is to increase waste diverted from landfills from an estimated 13% (14 million tonnes) in 2016 to 25% (29 million tonnes) by 2023; hence greater business and job creation benefits are expected.

The DFFE also hosted a five-week chemical and waste economy Phakisa between July and August 2017 to discuss the state of waste in the country and to identify key work areas.

The participation by the government, civil society and businesses have identified 20 key initiatives across four work streams. Collectively, additional outcomes of the initiatives include: • Landfill diversion: 20 million tonnes per year (75% industrial and 50% municipal)

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• Jobs created: 127 000 (45 000 direct and 82 000 indirect) • GDP contribution: addition R11.5 billion per year • Small Enterprises created: 4 300 • To implement all the initiatives, R9.1 billion of investment over the next five years is required.

• Of this, it is expected that R7.3 billion can be attracted from private sources, while the remaining R1.8 billion will be used to provide critical infrastructure and awareness campaigns.

Industry-driven associations in South Africa provide support to the recycling sector and produce data on waste generated and recycled.

RECOMMENDATIONS AND FINDINGS FROM THE WASTE SECTOR For SMME’s that are non-environmentally certified, the main challenge is the variability of the market price of recyclables as well as the competition in the market for recyclable materials. Other challenges include sourcing volumes of postconsumer recyclables that are required to keep their businesses profitable.

Due to the ubiquitous nature of waste, there is a potential for growth of SMME’s within the waste sector. However, the availability of waste that can be recycled is a significant challenge as high volumes of recyclable waste is being disposed of at municipal landfills (Oelefse, 2012). This can be attributed to the lack of knowledge by the public and businesses regarding environmental issues, especially the environmental benefits of responsible waste management and recycling (Oelefse, 2012; Godfrey et al, 2013).

Although private waste companies are generating profit from waste management, SMME’s that process the waste in the supply chain are experiencing challenges with the availability of recyclables and as well as profitability. The degree to which a particular material is recycled depends on the existence of local and national markets, the need for secondary raw materials, the income levels, the degree of financial and regulatory governmental intervention as well as the cost of raw materials.

Regarding the environmental and extended producer responsibility of businesses from a waste management and recycling perspective, waste management is outsourced to waste management companies in majority of the manufacturing organisations which demonstrate their commitment to environmental responsibility through environmental certifications or group Safety Health and Environmental policies and requirements (Godfrey et al., 2021). It is evident that organisations in the manufacturing industry depend on the private waste management companies to evaluate or audit their waste contractors for environmental compliance, however, there is limited evidence of environmental responsibility in the supply chains of the SMME’s (Godfrey et al., 2021).

SMME’s require partners on the ground to continuously work with them to improve their practices and make them sustainable, to ensure long term and sustainable change and adoption of sustainable consumption and production practices. Knowledge sharing and capacity building is encouraged to cover suitable practices and technologies in alternative waste treatment and material recovery technologies. For SMME’s to realize their role in the global economy, from an economic as well as sustainable perspective, social, economic and environmental practices will need to be adopted and embraced.

Challenges experienced by SMME’s in terms of market access and competitiveness of green products have been expressed. An appreciation for green products by consumers must be developed (both public and private consumers). Supporting awareness of sustainable development and sustainable public procurement policies and products is important.

SMME’s experience challenges regarding finance due to a lack of collateral and high cost of borrowing. As a result, green financing mechanisms are

required for small enterprises, including support for SMME’s to aid them to develop sustainable business models and bankable proposals for implementing identified green options in their enterprises.

CONCLUSION Entrepreneurs in the waste management industry require the focus and energy of SMME entrepreneurs who need to bring their enthusiasm, creativity, and innovative thinking to this important work. Addressing the challenges that lead towards sustainable development practices will require the attention of multiple stakeholders and a plan that considers the South African context and a range of interventions and initiatives. There is a need for strategies to address the environmental problems of small business and more detailed studies are required to identify specific policy mechanisms for sound environmental management in SMME’s (Godfrey et al., 2021).

From experience in cities, it is evident that the waste economy is a significant area for informal entrepreneurship. Overall, it is viewed that majority of activities lack support and are existing at bare survival levels.

The most promising areas for SMME growth appear in circumstances in which the importance of informal recovery systems is acknowledged, and is accommodative rather than undertaking prohibitive policy interventions.

Opportunities in entrepreneurship are rising in the context of local initiatives that are embedded within a changing environment for urban waste management. Yet, a critical lesson learnt from the developing world is of the need for a set of support interventions to assist the growth of these emerging SMME’s in the waste economy, not least through the innovation of programmes of micro-credit support and business development services. The involvement and support of the local governments, NGOs and all relevant stakeholders are required for the role of waste recovery as an important element for livelihood creation.

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PAPER 14

BIM TECHNOLOGIES FOR INTELLIGENT ROAD STORMWATER DESIGN Shuaib Yunos Baker Baynes (Pty) Ltd ABSTRACT Roads form an integral part of Civil Infrastructure, providing safe and reliable access from point of origin to destination. With the rapid growth in population, urbanization, and the pursuit of smart cities, the pressure on effective road design, construction, and maintenance is ever-increasing. With this influx of demand, traditional processes are put under strain, resulting in roads designed inadequately impacting safety and service, with one of these components being stormwater design.

As of 2015, there were 29 megacities with populations over 10 million, and by 2030, it is expected that there will be an additional 12, with 10 in Africa and Asia. Polycentric metropolitan regions, which are made up of several connected large urban areas, have gained prominence in recent decades, creating new challenges in transportation planning.

For sustainable transport, technological innovation is essential (United Nations, 2016) and effective, well thought-out stormwater design is crucial for safety and infrastructure longevity. This is where Building Information Modelling (BIM) plays a vital role in better tackling these new challenges and design complexities. With the progression in technology, BIM has been implemented, adopted, and mandated by many countries across the world, seen as an intelligent, innovative necessity for enhanced civil infrastructure design, construction, and maintenance, helping us adapt to our changing world. This paper will be showcasing the application of BIM Technologies for intelligent, effective stormwater design. BIM technologies afford designers to incorporate and review designs as a whole, ensuring that the road design complements the stormwater design, as well as a range of other benefits and automated advantages such as the modelling of the stormwater network in 3D, checking of pipe flow directions, the incorporation and of popularly used local South African pipe catalogues, regrading of pipe networks as per cover and slope requirements, executing watershed analysis and catchment generation, as well as analytic and quantification capabilities in line with the South African Bureau of Standards (SABS) and the South African National Roads Agency Limited (SANRAL) drainage manual.

With BIM technologies, municipal engineers, civil engineers, consultants, and other design professionals can design and analyse stormwater networks in an intelligent and futuristic manner, promoting digital transformation and sustainable design, construction, and civil infrastructure delivery in South Africa and abroad.

INTRODUCTION The objective of road stormwater design is to effectively discard surface runoff in a quick and efficient manner, protecting roads from deterioration, contributing to infrastructure longevity and commuter safety. Municipalities/municipal engineers are responsible for efficient road stormwater networks, forming a core function of the respective

technical department. Optimally sizing, analysing, and constructing stormwater networks constantly pose a challenge to municipal engineering professionals, resulting in cases where stormwater networks being unrealistically oversized or undersized, impacting economy and functionality.

Intelligence, insight, and foresight are crucial in achieving an effectively designed stormwater network, with technology playing a pivotal role in this infrastructure requirement. BIM Technology, workflows & processes coupled with engineering knowledge enable the municipal engineering professional to provide infrastructure that is compliant, suitable, economical, sustainable, and innovative. This paper provides a high-level overview of BIM technologies that are nationally and internationally utilised, combining BIM technologies developed here in South Africa and abroad, with this paper elaborating on common tasks associated to road stormwater design such as derivations of catchments/watersheds and flow paths, as well as network modelling, analysis, regrading, resizing and quantification.

DERIVATION OF CATCHMENTS & FLOW PATHS Stormwater networks are governed by the expected/calculated runoff, informing the layout and positioning of the pipe network and associated structures. A critical component in this process is the derivation of catchments and flow paths, which has a direct effect on the analysis and sizing of the stormwater network. This task is typically executed in industry by using Google Earth, in which the designer will plot out the extent of each catchment area that is contributing towards surface runoff affecting a road/road network. The plotting of catchment areas is based on the designer`s interpretation relative to the terrain characteristics, resulting in area values derived from plotted catchments/polygons. A flow path is then drawn by the designer anticipating the longest water path to the point of collection. The length and slope of this water path is recorded, with all required data usually inputted into an excel sheet or analytical engine.

There are a few problems with the above methodology: • The data is static, meaning when changes occur, data needs to be manually updated or recorded again.

• The catchments & flow paths drawn are subjective to the interpretation of the designer.

• The catchments & flow paths need to be redrawn in a CAD platform, creating rework due to a data silo effect.

BIM technologies overcome all the above challenges and provide added benefits such as enhanced data collaboration, analysis, computation, and 3D visualisation. A preliminary surface can be accessed using geospatial engines, resulting in an intelligent terrain surface from which elevation data can be sampled and referenced off.

When the accurate, latest survey data is received from the surveyor, the preliminary surface can be replaced and be set as the reference terrain, and all referenced values updated instantly, an advantage afforded

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FIGURE 1: Watershed Analysis Derived using BIM Technologies

FIGURE 2: Flow Path Derived using Water Drop Function using BIM Technologies

MODELLING OF STORMWATER NETWORK With the catchments and flow paths easy to derive in a dynamic, BIM technology environment, the pipe network can be designed and modelled accordingly. With the localisation advantage provided by locally developed software, commonly used pipe catalogues and structures in South Africa can be applied, allowing for accurate quantification.

The stormwater network can be modelled directly or generated from a polyline, with the option to swap pipes and/or structures, as well as check flow direction and specifying an outfall location by selection or by lowest elevation. Thereafter, long sections can be generated per branch and edited accordingly.

REGRADING OF THE STORMWATER NETWORK When designing a pipe network, municipal engineering professionals need to be cognisant of design criteria such as pipe slopes and covers.

Editing of pipe positioning can cause slope and cover values to be noncompliant, being difficult to verify manually. With the dynamic and analytical environment provided by BIM technologies, the designer can regrade a branch or entire network, ensuring that the slopes and covers are within the desired values. This automation affords the designer comfort, ensuring that all pipes are gravitating/flowing towards the correct direction, at the desired slope and cover ranges. Multiple pipes can also be selected and graded in either direction, ensuring that the pipes maintain a set slope.

Without the above automation and BIM intelligence, municipal engineering professionals are required to interpolate values manually per pipe, manually gauging pipe cover and elevation values which is monotonous and cumbersome, with the likelihood to miss something. These oversights are typically realised during the construction phase, resulting in revisions and alternative solutions that were not intended, planned for, or being reactive rather than practical, leading to increase in costs and delivery time. With the pipe network generated, the municipal engineering professional can now focus on the analytical nature of the stormwater network.

STORMWATER ANALYSIS When designing a stormwater network, the FIGURE 3: Example of Available South African Pipe & Structure Catalogues network needs to consist of pipes and structures that are of optimal size to function efficiently. The sizing of the network by using dynamic, BIM technologies. With the terrain data available, a watershed and water drop analysis can be executed within the design is directly related to the expected surface runoff, i.e., the input analysis.

With the combination of local and internationally developed software, the CAD & analysis environment.

This results in a computational output, which is not purely subjective modelling and analysis can be achieved in the same interface, without the to the designer, providing an automated and analytical output, with the need to export/import across different software.

The runoff calculation methods available are that of Rational & EPA watersheds derived for a site depicted in Figure 1.

With the catchments computed, the designer can then identify the tributary SWMM, with the option to specify analysis using steady flow, kinematic, areas and generate flow paths to inlets and/or low points using the water or dynamic wave. With the Rational Method, the time of concentration drop function, which computes the flow path of water from the point of (ToC) can be calculated using either Kirpich or Kerby formulae, with related selection as portrayed below, with the cyan X symbol signifying start of analysis values derived from the SANRAL Drainage Manual and IntensityDuration-Frequency (IDF) curves as per THE CIVIL ENGINEER in South flow path.

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FIGURE 4: A Pipe Long Section Generated using BIM Technologies

FIGURE 5: Plan & Profile View of a Stormwater Network Generated using BIM Technologies

FIGURE 6: Violation of Proportional Flow Depth Flagged

FIGURE 7: Analytical Values Available to Municipal Engineering Professionals

Africa – March 1979. With regards to the EPA SWMM Method, the average catchment slope can be either specified or computed based on the start-end relative to the terrain, with equivalent width and rain gage also being able to be derived accordingly. This paper will provide a very high-level overview focusing on the Rational Method.

With the hydrology method set to Rational, the catchments and flow paths can then be selected individually or derived automatically. With the catchments, flow paths, runoff coefficients and inlet structures now specified, values such as flow path length, average slope, ToC, rainfall intensity, and runoff are computed per catchment. The Manning`s Roughness coefficient can also be set for conduits as dictated, including design velocity and maximum flow depth. Upon running an analysis of the network, the tabular information will flag items that are noncompliant as per the design criteria set. This provides an easier method to the municipal engineering professional to check the suitability of their design against the required specifications.

With this constant check of design versus specifications, the municipal design professional can analyse the stormwater network under various design inputs and return periods to arrive at a best suited solution, with options available on the top ribbon for ease of use as depicted in Figure 7.

With all these options available, the municipal engineering professional can now make an informed decision using intelligent, dynamic and intuitive BIM technologies to arrive at the optimal solution promoting economical and sustainable civil infrastructure delivery.

From a construction perspective, information such as setting out data, positioning, etc can be exported to a report or tabulated and included with the construction drawings, with the construction drawings typically following the format of plan and profile, with the plan view of the pipe network displayed above the long section of the respective pipe branch. With the adoption of cloud technologies and remote connectivity accelerated due to the COVID pandemic, the model of the stormwater network and associated layouts can be shared using a common data environment (CDE), enabling all involved to be connected in an environment catered to professionals in the architecture, engineering & construction (AEC) industry. The benefits of BIM and a CDE are numerous, such as the streamlined communication between design and construction teams, ensuring that issues raised on site are immediately communicated to the consultant, resulting in less delay time and problem resolution, all from a mobile device. Project tracking, reports, revisions, approvals, claim certificates, site logs, etc can all be executed and housed in this CDE, promoting faster service delivery and project completion.

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FIGURE 8: Excavation Quantities Calculated as per SABS 1200

FIGURE 9: Calculated Pipe Network Quantities

of BIM 3D modelling and South African Standards, these quantities can be derived, with the excavations calculated as per SABS 1200 specifications, with sample outputs portrayed in Figure 8, 9 and 10.

RECOMMENDATIONS & CONCLUSION BIM technologies, workflows and processes combined with engineering technicality form the perfect duo to achieve sustainable, economical and design compliant infrastructure. With automation, computational and analytical capabilities, it affords the municipal engineering professional to design infrastructure that is built to last. At a municipal level, the adoption of BIM will result in insightful design, economical construction, and enhanced service delivery, and should it be standardised, usher civil consultants to contribute towards resilient infrastructure. In an era of daily technological advancement, and with the rapid acceleration in urbanisation and population, technology is imperative to keep up with service delivery, engineering a world today that will stand the test of tomorrow.

REFERENCES 1. United Nations. 2016. Mobilizing Sustainable Transport for Development, Analysis and Policy Recommendations from the United Nations Secretary-General’s High-Level Advisory Group on Sustainable Transport. Available: https://sustainabledevelopment.un.org/content/ documents/2375Mobilizing%20Sustainable%20Transport.pdf

FIGURE 10: Tabulated Pipe Network Quantities QUANTIFICATION OF STORMWATER NETWORK Now that the municipal engineering professional is satisfied with the stormwater network design and all design criteria are met, quantification of the network is required to determine construction costs. With the power

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PAPER 15

NO SMART WITHOUT START – INNOVATIONS IN HYDRAULIC MODELLING Alex Sinske¹, André Kowalewski², Adrian van Heerden³, Altus de Klerk⁴ GLS Consulting¹ Drakenstein Local Municipality² GLS Consulting³ GLS Consulting⁴ ABSTRACT In Southern Africa, municipalities often face a very challenging environment comprising constrained operational expenditure (OPEX) and capital expenditure (CAPEX) funding, poor infrastructure information, skills shortages, lack of information and communications technology and software to name a few. Add to these a complex socio-political environment and supply chain blockages, sometimes linked to corruption, the prospect of becoming a SMART municipality fade to an impossible dream or at best, a long-term aspiration. Unfortunately, this kind of thinking effectively eliminates opportunities to develop the digital assets required to better understand physical assets, operations, and even the potential to effectively leverage SMART technologies such as digital twins, internet of things (IoT), artificial intelligence (AI) and cloud processing.

Rather than being complacent, these municipalities should try to establish some form of hydraulic model as a first step towards supporting operational understanding towards a preliminary digital twin, and then develop longer-term aspirations such as master planning to ultimately become a SMART municipality.

At many smaller municipalities it is often found that the information required to support the establishment of hydraulic models are wholly inadequate, rendering the effort close to impossible. Critically, many of these challenges require significant and laborious interventions and to compound this, these municipalities more often do not have access to the necessary OPEX budgets to support these inventions. However, through deliberate collaboration, adaptation, and innovation, new and exciting (often disruptive) approaches were developed for municipalities to solve these challenges. These included the development of costeffective methodologies comprising consumer demand analysis and profiling, data cleansing and network cleaning which are all supported by the development of intelligent software algorithms. The combination

of these tools and the necessary engineering skills and creativity enabled municipalities to ingest, analyse, clean, and build hydraulic models at unprecedented rates without compromising quality. This approach has successfully provided many Southern African municipalities, including the Drakenstein Local Municipality, with the capability to build and maintain their hydraulic models. Drakenstein’s efforts showcase the value this approach provides and how access to hydraulic modelling capabilities can unlock significant downstream value and set a municipality on course to being truly SMART. It is proposed that any municipality starting its journey to becoming SMART should consider the establishment of hydraulic models as a top priority.

INTRODUCTION South Africa is a rapidly urbanising country facing complex water management challenges, including significant resource shortages, environmental issues, and fragmented institutional structures. Water security is of particular concern (Carden et al 2012). However, with the rise of the Fourth Industrial Revolution, engineers are turning their attention to smart cities: areas that harness the internet of things (IoT), making use of electronic sensors to collect data that can be used to manage assets, resources, and services efficiently (Sinske 2020).

The journey to embrace technology and become a SMART water service provider is less daunting when it is viewed as an incremental process, with each step adding value by offering efficient access to data which leads to more knowledge and better decision making. The foundation that this process is built upon is a well-established, geospatially accurate hydraulic model that reflects the real-world assets and operation as feasible as possible in order to leverage the advantages that advanced technology has to offer to adapt to our changing world. The establishment, and continuous updating, of a hydraulic model is therefore of utmost importance.

This paper explores the methodologies that can be applied to overcome the first hurdles to becoming SMART by discussing the establishment of a hydraulic model, connecting the model to end-user demands, planning for future requirements and add-on value that can be generated.

ESTABLISHMENT OF HYDRAULIC MODELS All existing sources of information pertaining to the water distribution system need to be collected and assimilated. These sources can vary from GIS databases, as-built drawings – both physical paper drawings and computer aided design (CAD) files – and operational staff knowledge.

Additional asset and costing information is also applied to the model entities as shown in Figure 1.

FIGURE 1: Establishment of a hydraulic model

Building the model Entities are imported and captured in a geographic information system (GIS) environment and network topology connectivity rules are enforced that connects the entities. Leveraging GIS capabilities, e.g., spatial correlation, allows for data transfer from various sources of information to occur at a rapid rate. If up to date aerial imagery is not available, then

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material and pipe size which reduces manual data entry requirements and ensures consistency. The catalogue can be used while capturing individual pipes, or to update a selection of pipes as a post-process.

Age information is captured by providing the construction or refurbishment year and in combination with the material provides knowledge on the expected useful life (EUL) and the remaining useful life (RUL) of the asset.

The construction or replacement value of the assets can also be quantified based on physical attributes and location. The location of buried infrastructure plays a vital role in replacement or refurbishment costs when excavation and backfilling is considered. Intangibles like traffic control are also affected, especially when the asset is buried under a major roadway or residential street, and different costing will apply to assets located in a servitude or open space.

FIGURE 2(A): Overview GIS representation of different pipe diameters from the Drakenstein hydraulic model

FIGURE 2(B): Detailed view GIS representation of different pipe diameters from the Drakenstein hydraulic model the use of online maps from either publicly accessible sources or utility licensed sources can be used for verification of asset location or routes.

Physical components which are not required for the operation of a basic hydraulic model, e.g., a hydrant, air valve or shutoff valve, should still be imported or captured if data is available to expand the asset register and may be required if more advanced analyses are considered in future.

Asset Information A pipe asset catalogue is used to fill relevant characteristics based on the

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Verification Various technologies exist to verify the integrity of the established model.

This includes traversal functions to confirm zone isolation and connection of nodes to sources of water, such as reservoirs. During initial assessments and conceptional planning of future models, the location of reservoirs and their associated viable reservoir zones remain critical to assess initial static pressure requirements at consumers.

Finally, the hydraulic solver will report issues in the actual network connectivity, e.g., zones that are without a source of water, but have demand, or connections of links and nodes in a way that is illegal for the solver, e.g., connecting a pressure reducing valve directly to a reservoir.

The verification of distribution zones should be a high priority if any pressure management activities will be considered because as stated by McKenzie (2014): “the most important issue when trying to introduce any form of pressure management is ensuring that the zone being considered is and remains discrete”.

Challenges The quality of data remains the single biggest challenge. Often as-built plans are simply missing, and parts of the network will have to be estimated initially to ensure the hydraulic results do make sense. The concept of dummy pipes, or provisional pipes can be useful, clearly identified for follow up on-site inspection at a later stage when the budget allows for it.

Calibration of pipe roughness, important for the hydraulic model to accurately calculate flow and velocities in links and pressure head at nodes, remains a challenge when the internal size of pipes and even their existence is uncertain. Again, an iterative approach is recommended, where the data integrity is clearly marked as estimated or provisional, and that later refinement is planned.

A general 80/20 pareto principle should prevail, where 20% of the model establishment effort results in 80% of the model completeness.

The challenges are to first focus on the actions that produce the biggest impact.

Figures 2(a) and 2(b) show the GIS representation of different pipe diameters from the Drakenstein hydraulic model at two different zoom levels on satellite imagery.

ESTABLISHMENT OF AN END-USER DEMAND DATABASE After a representative model has been established it is required to determine the demand or so-called output at system nodes to perform a hydraulic analysis. Cadastral information outlining the stand/property/erf layout is of vital importance and in the absence of reliable (or any) metering

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FIGURE 3: Establishment of an end-user demand database data can be used to assign theoretical demands which are then correlated to the model nodes. Further information on land use or zoning is beneficial and allows for a more relevant assignment of theoretical demands based on design guidelines and past experience with hydraulic analyses in areas of similar composition.

If consumer metering data is available, the readings are extracted and the average annual daily demand (AADD) or another seasonal average calculated for the meter in question. Meter readings require inspection to determine if any clock-over events or meter replacements occurred in the extraction period, and if so, the demand calculation needs to be adjusted to reflect actual usage. Similarly, algorithms can be implemented to determine if the reading values are actual readings or more likely to be estimated values. Furthermore, if the consumer meters have associated spatial information they can be assigned to the relevant cadastral entity.

In some cases, the consumer address is available and can be used to locate the cadastral entity. Consumer demands are the best reflection of the realworld operational requirements of the system and is the preferred next step in the journey to becoming SMART. In an ideal SMART world, these demands are available for all consumers at a high frequency, e.g., every 15 minutes.

If bulk input information is available, then the system-wide non-revenue water (NRW) can be calculated. Various resources are available from the International Water Association (Allegre et al. 2000) to assist with the calculation of NRW, such as the Infrastructure Leakage Index (ILA).

Figure 3 shows that the cadastral layout, consumer meter readings and bulk input data are integrated into an end-user demand database. This data can then be used to confidently allocate spatially accurate demand data to the water model.

Usage summary reports per suburb can then be generated indicating the demand per land use per suburb. Theoretical demands per land use can then be determined per suburb, or a global average can be used in cases where the number of active users for the land use in question is deemed too low in an area to be representative. Vacant stands, or stands without water demand, can be identified and a theoretical demand based on the land use can be assigned to these stands to determine future demand requirements. Figure 4 shows a GIS representation of the AADD per stand from a subset of the Drakenstein end-user demand database.

Challenges When extracting consumer meter reading from utility billing data from the municipality, care must be taken to conform to the new South African Protection of Personal Information Act (POPIA). Most often billing data does contain some personal identifiable information. Typically, the municipality would be the Data Controller and the consultant the Data Processor. A Data Privacy Agreement must be concluded between the parties and is often included in the Service Level Agreement. The municipality typically facilitates the provision of a data extract from the treasury system and the consultant would add value by processing the data and later returning the data to the municipality in some processed form. The municipality ultimately remains responsible for obtaining necessary consent and or ensure that they have the lawful basis for processing any personal data from the Data Subjects, their own end customers. However, all Data Processors have an equal important role to comply with POPIA.

FIGURE 4: GIS representation of the AADD per stand from the Drakenstein end-user demand database.

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FIGURE 5: Extension of end-user demand database and allocation of demands ALLOCATING SPATIAL DEMANDS To aid in creating more accurate digital representations of the physical system, water demands, either theoretical (based on design guidelines or expected use) or from consumer meter readings, can be incorporated into a model. This is achieved by extracting demands per stand and combining them with the spatial data from a cadastral. The spatial demand data, in conjunction with the spatially accurate model, allows for the allocation of consumer demands to appropriate nodes. This spatial linking of water usage allows demands to be more precisely applied over a model and results in a more accurate model.

With a detailed system, zonal boundaries can be defined and demands established per zone. These digital zones can be compared to physical zones where water usage can be tracked using bulk water meters. The combination of physical and digital demands can be compared to allow for detailed breakdowns of NRW and aid in the identification of areas with high loss. This also helps in finding cross boundary connections and highlight where valves may need to be closed or opened to ensure the physical system operates as required. If all avenues of high NRW are accounted for and water usage remains high in comparison to water sold, then it could aid in identification of areas of high leakage or zones of large “free water” supply to indigents. Furthermore, it can inform of requirements for pressure reduction efforts. This process is illustrated in Figure 5.

The greater the correlation between physical assets and the digital model the easier and more efficiently areas of concern can be found and prioritised for action.

MASTER PLANNING With a well-established existing system representation, the hydraulic model can be expanded and modified to perform planning for future requirements. This expansion could be as simple as capacity investigations and upgrade requirements for individual development applications. More importantly it can be used to create long term master plans, often looking twenty to thirty years into the future. These plans can leverage inputs such as the spatial development framework (SDF) and integrated development plan (IDP) to determine short-, medium- and long-term developments.

Hence, upgrades and extensions can be designed to ensure that a level of service is maintained which always adhere to proper design guidelines.

The information obtained from the SDF and IDP are used to compile GIS shape files of the future development areas, linked to a database of expected land use, development density and expected unit water

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demands. From this information the number of units which will be developed, and their combined water demand can be determined.

Schematic future distribution network sections can then be added to the model and the future demand allocated. Apart from water demand from future developments, the existing vacant stands throughout the area that already have access to the water distribution network may also be developed and the expected demands from these stands need to be incorporated into the future model.

Master planning of an area needs to be updated on a regular basis to ensure that future developments will not exceed the current capacity of the systems that are in place or the planned future capacity that needs to be designed for (Fair et al. 2008). As such the ultimate future model represents the system required for the ultimate future flow scenario, with all future areas fully developed and with every existing stand occupied and sub-divided or re-zoned where applicable. This model consists of the existing system model that is merged with the pipes required for the future development areas, and then reinforced/ augmented where required so that the design criteria are met.

Individual upgrades are identified, and an associated cost is calculated for each item. The expected or proposed implementation year can also be assigned to the item. Projects are created which may contain several items and can span over several years, e.g., a re-zoning project after a new reservoir has been completed. Cost summaries for capital expenditure are produced per item and per project and together with the proposed phasing can be used to compile budgetary requirements.

Inversely, in cases where access to funding is constrained, the available funds for each financial year can be used to identify and impose phasing on the most critical items.

ADDED VALUE With established existing models and future models considering master plans that fulfil future requirements, further value can be extracted. We are now getting much closer to the digital twin.

Detailed model summary reports can be generated, not just for the system as it is currently but also for various dates in the future.

Plan books can be generated that not only shows the detail of the existing system for operational and field staff, but also outlines the location and projected phasing for when upgrades and extensions will be required.

What-if scenarios can be run using methods such as sensitivity analyses.

This allows various combinations of growth or demands patterns to be investigated to ensure the system will be able to cater for changes. This might include consequences of potential rezoning or the densification of an existing zone.

The digital water model network topology that emulates the physical system and known valve locations allows for the determination of valve closure programmes in the event of a pipe bursts or other maintenance activities to isolate sections of the system. Furthermore, if the model has been linked to an end-user consumer database, the affected stands may be reported and by embracing innovative technology, an automated notification system can send mobile notifications to the affected users when unplanned maintenance activities will occur.

A Pipe Replacement Prioritisation (PRP) study can be performed to identify the pipes with the highest comparative risk or greatest criticality grade, clearing the way to transition to the implementation of a proactive intervention approach and address possible problematic issues in the system before failure occurs. This aids CAPEX budgeting requirements and planning of large sections for the financial year and beyond.

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Combining the results of the PRP study with master plan upgrades allow upgrades and replacements to be planned and implemented at the same time, reducing overhead costs and other operational expenses that come with fixing small sections at a time due to failures, and allowing for greater levels of service to the consumers.

Fire risk compliance analyses can also be performed to ensure that the entire system is compliant with regulations, or to which extent there is a shortfall. A level of compliance in terms of firefighting “readiness” can be attributed to every stand in terms of network capability to deliver the required flow and additional requirements like adequate hydrant availability.

Redundancy studies can be performed. This allows any single points of failure to be identified that can be rectified to ensure no single failure results in a failure to supply water to a zone.

All data can be exported and spatially viewed on online platforms that allow a quick and easy overview of the system whenever and wherever needed. Of particular interest is also viewing the integrity information of collected data to plan data collection improvements projects.

GLS 2022. Wadiso – Water Distribution and System Optimization [online].

Available from: https://www.wadiso.com [Accessed 9 June 2022].

McKenzie R. 2014. Guidelines for Reducing Water Losses in Southern African Municipalities. Report TT 595/14 to the Water Research Commission, WRC, South Africa.

Sinske, AN 2020. Getting Smart about Losses. In: Water & Sanitation Africa Mag. Vol. 15 No. 2: 30-31.

CONCLUSIONS This paper explored the methodologies that can be applied to overcome the first hurdles to becoming SMART. This included the establishment of a hydraulic model, connecting the model to end-user demands, planning for future requirements and exploring add-on value that can be generated.

Various challenges were overcome, especially the poor quality of data, the legal extraction of end-user demand data and the best spatial allocation of demands to the hydraulic model. Additional steps included the master planning and further unlocking of added value of the preliminary digital twin in the form of advanced analyses.

Visibility of all collected data with their integrity information at any point in a centralised online spatial platform was key to present the large volumes of data effectively to the municipality. This technology exists today and has been implemented at Drakenstein Municipality and many other clients.

RECOMMENDATIONS Current and future developments include the completion of the digital twin, to link IoT meter sensors managed by our technology partners.

Near-live data will then flow into the extended period time simulation of Wadiso (GLS 2022) to augment simulated data. Soon powerful whatif questions can be answered, for example, will any reservoirs run dry during the peak summer period, given the current initial conditions, and typical historic consumption data?

REFERENCES Allegre H, Hirnir W, Bapista JM & Parena R 2000. Performance Indicators for Water Supply Services. IWA Manual Best Practices, IWA Publ, London.

Carden K, Fisher-Jeffes L, Coulson D & Armitage NP 2012. Towards Water Sensitive Urban Settlements – Integrating Design, Planning and Management of South Africa’s Towns and Cities. In: Proc 76th IMESA Conference, George, 24-26 October: 64-69.

Fair K, Loubser BF, Jacobs HE & Van der Merwe J 2008. The Dynamic Master Planning Process - Integrated and continuous updating and planning of sewer systems. In: Proc 11th Int Conf on Urban Drainage, Edinburgh, 31 Aug - 5 Sep.

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PAPER 16

THE MANAGEMENT OF ROAD MAINTENANCE IN SOUTH AFRICA 2022 – OBSERVATIONS ON CURRENT PRACTICE AND A MODUS OPERANDI TOWARDS ADDRESSING SERVICE DELIVERY Authors: Simon Tetley1; Yeshveer Balaram2; Bjarne Schmidt3; Tony Lewis4 1 Director/Principal Engineer: ARRB Systems Africa 2 General Manager: ARRB Systems Africa 3 Principal Engineer; ARRB Systems Europe 4 Pavement/Materials Engineer; ARRB Systems Africa ABSTRACT The single most important (and valuable) infrastructure asset, that affects every citizen one way or another, is a country’s road network. However, in South Africa, as with other developing and, developed nations, public expectation in terms of infrastructure service delivery varies for several reasons. To many people, the provision of decent housing, sanitation and electricity is the most important issue, to others the timeous collection of refuse and the cleansing of streets is the main concern whilst to many citizens the provision of well managed health services is the over-riding subject. All these topics are, obviously, of significant importance and all require substantial government funding.

Despite the importance of the road network to a nation’s economic wellbeing, the funding of road maintenance is, globally, often curtailed to increase budgets for other perceived more important infrastructure. With constrained (and often inadequate) budgets, the undertaking of optimized cost effective and appropriate road maintenance of even a small road network is challenged without some form of road maintenance management plan. For larger networks, this task becomes even more difficult. Ad hoc road maintenance on a reactive basis is not only inefficient in terms of cost, usually leading to premature failure due to incorrect remedial intervention, but also creates a perception of inadequate service delivery, and the risk of bringing the road infrastructure into a backlog situation This paper presents observations on the current road network maintenance practices of South African road authorities and postulates a strategy to address public expectation in terms of acceptable service delivery in this regard.

INTRODUCTION Municipal service delivery expectations vary from resident to resident, usually being directly related to the economic status of the individual. Poorer people will want access to housing and electricity, whilst more affluent persons, who already have these items, will prioritise other issues. The condition of the road network is perhaps the only service that impacts on ALL residents regardless of financial standing.

There is an obvious, but often disregarded reason for efficient and effective road maintenance that can be

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analogized with that of owning a motor car: If the car is serviced regularly and repaired correctly, it will give sustained and (usually!) trouble free motoring (i.e., service delivery). If the services are carried out on an ad hoc basis and repairs undertaken incorrectly, the vehicle will, in all probability, be prone to frequent breakdown and will eventually be in such a poor condition that it must be scrapped.

A road network is the same. Given timeous and appropriate routine and periodic maintenance, the road will provide an acceptable level of service until such time that the structural design loading is reached – many roads actually exceed this point significantly before requiring major structural repairs. If roads are not adequately maintained, they will fail prematurely and, like the motor car, will require reconstruction long before they should i.e., they are “scrapped”.

There is an axiom that states “A stitch in time saves nine” where a stitch, costing say 10c, applied at the first indication of wear will save 9 stitches (90c) later. If the problem is ignored then a new pair of socks is required at a cost of R10, this equates to 9,900% additional cost to the first stitch! In the case of a road, this adage could be re-written as “A patch (or re-seal) in time saves millions of Rand” THE FINANCIAL QUANDARY On a national scale, the estimated replacement value of the 750,000 km South African road network is R2 Trillion [1] with the surfaced road network of approximately 160,000 km being estimated to account for +/- R1.1 trillion of the total replacement cost. This is most probably the highest single asset value that the country is responsible for, but probably receives by far the lowest budget allocation in relation to its actual value.

FIGURE 1: Road maintenance budget deficit induced by insufficient funding in Year 1

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This notwithstanding, road maintenance, nationally is more often than not the “poor cousin” when it comes to budget apportionment. With limited, and usually inadequate fiscal ability there, are a myriad of other priorities which are typically perceived, by senior officials (and Politicians), as being more important.

The allocation of routine and periodic road maintenance funding is, therefore, habitually insufficient to address actual needs and preserve the road network in an acceptable condition. The consequence of underfunding is an expanding backlog of maintenance and an exponentially increasing budget deficit.

The South African Minister of Transport has stated that the road maintenance backlog for surfaced roads in 2022 is estimated to be R200 Billion [2]. Given that this figure would be required if just 20% of the nation’s paved roads are in a very poor condition, the actual backlog is likely to be much higher.

Figure 1 illustrates the effects of maintenance need exceeding maintenance budget allocation Figure 1 is a “simplistic” model which is based on a theoretical 10-year routine and periodic maintenance budget requirement (to achieve an acceptable “normal” standard) and a 10% maintenance “backlog” after year one (1). The subsequent “required” (normal plus previous year’s backlog) and “allocated” budgets are both increased annually by 10% to allow for escalation. In addition, the previous year’s maintenance backlog has been increased by a further 10% to account for distress intensification.

Given this scenario, the backlog of maintenance needs will exceed the budget allocation after a comparatively short time frame (+/- 7 years) resulting in a situation where neither the backlog nor the current distress can be adequately addressed. The hatched area indicates the annual, accumulated, budget deficit that would be created under these circumstances – a dire situation!

As illustrated in Figure 2, it would take 13 years (from year 7) at an annual 14.4% increasing budget allocation to eradicate an initial 10% maintenance backlog with the resulting +200% increase in maintenance cost over 20 years.

Until budget allocations reach equilibrium with actual road maintenance requirements, it is clear that there can be no improvement in the condition of our road network infrastructure and that acceptable service delivery in this intrinsic sphere of public responsibility will not be realized.

From a purely economic perspective, it is not realistic to continually increase budget allocations and, therefore, is essential to optimise available

FIGURE 2: Road maintenance budget deficit: backlog alleviation

FIGURE 3: Patch the Patch budgets to ensure that backlogs are mitigated. This can only be achieved by a paradigm shift in the current road maintenance practices.

ROAD MAINTENANCE IN SOUTH AFRICA 2022 – SERVICE DELIVERY NEGLIGENCE? What is “service delivery” in terms of the maintenance of a public road network? It can be considered in two separate but intrinsically linked aspects: • Service delivery, in the first instance, is the provision of a road network that is safe and comfortable to use, and where maintenance is effected before defects become hazardous. This is the “apparent” service delivery that the road user (driver or passenger) can physically see and, perhaps more importantly (from their perspective), feel.

• The second is the efficient, optimized use of available funding in undertaking road maintenance. This is the “un-apparent” or hidden service delivery. By utilizing budgets correctly, more maintenance can be carried out per Rand there by mitigating wasteful expenditure. This is economic service delivery. A further important factor to consider is that of Excess Vehicle Operating Cost (E.V.O.C.). A poorly maintained road (i.e., potholed and/or excessively patched) is in the region of 75% more expensive to drive on than a well-maintained road. The failure to undertake timeous and correct road maintenance imposes an effective financial “double whammy” on the road user.

If the first aspect is systematically managed, the second will automatically be realized and, vice versa.

The undertaking of road maintenance in many municipal and provincial areas would appear to be managed on an ad-hoc, reactive basis. This presumption is based on observations of typical road maintenance practices over the past years and the perceived deterioration in the condition of the road system around the country.

Road maintenance management of even a small network is extremely difficult without some form of maintenance “plan”. For medium and large networks, the lack of a management plan renders effective and efficient “proactive” preventative maintenance impossible resulting in scenarios such as illustrated in Figure 3 which is, unfortunately, an all to familiar sight in South Africa.

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not known, but it may be due to available Municipal staffing resources and, probably more to the point, the need to use available funds for actual physical improvement projects as opposed to an “invisible” management system.

Even if a RAMS is actually functioning in a road authority, the methods of collecting the road condition data are typically outdated and have been undertaken using the same subjective methods since PMS was initiated in South Africa in the early 1980’s. These network level road condition surveys are an integral aspect of RAMS and the information collected has a direct impact on the lifetime cost of a road structure.

The accuracy of input data is the most important component of any RAMS as it ensures factual outputs and appropriate maintenance programmes. The quality of this data attests to the degree of efficacy but this notwithstanding, data collection methods used by the majority of road authorities in South Africa are the same today as in the early 1980’s – this despite the advent of equipment enabling automated full spectrum data acquisition. The following components are typical of most provincial and municipal road condition collection methods in 2022 VISUAL CONDITION ASSESSMENT The predominant method in South Africa for undertaking visual assessment of road conditions, is by physical visual inspection. These assessments are carried out in accordance with the TMH9 Manual [3] [Committee of Transport Officials (COTO), 2013] for Visual Assessment of Road Pavements with requisite distress ratings being captured onto an electronic device or onto paper assessment sheets – see Figure 5.

Contrary to popular belief, the former method is neither

FIGURE 4: Typical reports generated by R.A.M.S. Program The accepted method (globally) of managing routine and periodic road maintenance is by the use of a computerized Road Asset Management System, (RAMS) – previously referred to as a Pavement Management System (PMS). There are various road asset management systems currently utilised in South Africa, with various levels of complexity but, in essence, they are all programmed to provide the same intrinsic information, viz: • WHERE on the network is the maintenance needed (identification).

• WHAT is the most appropriate maintenance measure in terms of cost and life cycle benefit (optimisation) • WHEN is the maintenance to be carried out (multi-year prioritisation) • HOW much does the identified maintenance cost (provision of annual maintenance budgets – typically 3-5 years).

An example of typical reports, produced by a locally developed R.A.M.S. is presented in Figure 4 Whilst there are numerous other reports that can be generated, the use of just the few outputs, as presented in Figure 4, would be of great assistance in managing a road network.

Many Municipalities and Provinces around the country implemented RAMS. during the mid to late 1980’s and 90’s, but, as we enter the third decade of the 21st century, only SANRAL, major municipal areas and some of the provincial roads departments still operate their systems in a proficient manner. Some, particularly the newer rural local authorities, have never even had a system. The reasons for the decline in the use of RAMS. is

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FIGURE 5: Standard visual assessment sheet

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FIGURE 6: Network Survey Vehicle incorporating LCMS automatic nor new, with such methods having been used in many parts of the world since the early mid 80’s This method requires experienced, skilled people who, by necessity, are exposed to not only potential bodily harm, but also psychological stress through traffic, noise and fatigue. This procedure is labour intensive with typical production +/- 70km per day in a rural environment and around 20km per day for urban roads. The key problem with a reliance on physical visual surveys is that the recorded condition of the road will, by its very nature, be subjective exercise based on opinion and/or interpretation with the serious resultant effect on data validity - errors in evaluation of the road condition and the mechanisms of distress will lead to either under design of remedial interventions, with resultant premature failure, or an overly robust design with associated wasteful expenditure in additional design and construction costs SEMI-AUTOMATED FUNTIONAL (SURFACE) ROAD CONDITION DATA COLLECTION Many road authorities now collect functional condition data using Network Survey Vehicles (NSV). These vehicles utilise digital laser profilers to measure riding quality, texture, rut depth and geometry. In addition, they record high-definition digital images used to post rate the road condition. More up to date vehicles, Figure 6, are also fitted with Laser Crack Measurement Systems (LCMS). Compared with manual methods, the use of these vehicles in conjunction with visual assessment post rating provides a significant increase in productivity (up to 500km per day) and, more importantly, a marked improvement in safety whilst undertaking the road assessment.

The visual condition process can also be semi-automated and improved using the post rating technique, digital images from the NSV’s are assessed in terms of the TMH9 manual in the safety and comfort of an office as shown in Figure 7.

Post rating has become the norm in many parts of the world but is not generally utilised in South Africa with the exception of 2 or 3 provincial authorities. It is obviously much safer than undertaking physical field surveys, less stressful and significantly more productive (+/- 150km per assessor per day). The element of subjectivity is significantly reduced compared to field assessments primarily through the ability to reassess images as required whilst referring to the TMH9 Manual and, more importantly, the facility to use actual measurement in the evaluation of certain distresses e.g., rutting, cracking, potholes etc. Quality assurance is via independent “double rating” of random road sections and field panel inspection. Validation algorithms are also built into the data capture software.

STRUCTURAL CONDITION DATA COLLECTION Pavement structural data (if actually measured at all) is carried out using a Falling Weight Deflectometer (FWD), as illustrated in Figure 8, usually measuring at 200m intervals at network level. Typically, 40 to 50km of deflection measurements can be undertaken daily meaning that even a modestly sized network will take an extended period to complete.

Additionally, this is a static test requiring well organised and managed traffic accommodation that can only mitigate and not eliminate the inherent danger involved with this testing.

FIGURE 8: Falling Weight Deflectometer and towing vehicle PRECIS In summary, the methodology paradigm for undertaking network level road condition assessments in South Africa can be described as being discrete, non-synchronised and semi-automated at best and at worst, obsolete. It is apparent that undertaking road condition assessments is considered to be a mere “tick box” exercise by many road authorities in order to comply with DORA requirements and this, together with a reluctance to implement more cost effective and accurate condition evaluation methods, has been the main catalyst for the poor road maintenance service delivery, excessive maintenance backlogs and resultant road networks deficient in acceptable standards of condition and safety.

ROAD MAINTENANCE IN SOUTH AFRICA 2022 – SERVICE DELIVERY EXCELLENCE As discussed previously, with so many other infrastructure requirements being prioritised, inadequate road maintenance funding is more than likely to be the norm. The result of this is that the backlog deficit will continue to increase unless current maintenance practices are overhauled to provide a more systematic, objective methodology, that utilises actual condition data to enable identification and prioritisation of optimal and cost beneficial remedial actions.

Technology is currently available in South Africa that enables objective road condition evaluation offering significant improvements to the status quo.

FIGURE 7: Post rating of visual condition

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FIGURE 9: ACD output example VISUAL CONDITION ASSESSMENT As discussed previously, the predominant method for undertaking network level visual assessment of road conditions, is by physical visual inspection from a moving car. Irrespective of the experience and skill levels of these persons, there is bound to be an element of subjectivity, to a greater or lesser extent, in the inspection results which will affect the validity of subsequent RAMS outputs.

The capability to undertake fully automated road condition data acquisition is readily available in South Africa although not perhaps fully appreciated by industry, including the undertaking of TMH9 compliant visual assessments. Systems using artificial intelligence (AI) neural networks have and are being developed that are capable of identifying and rating the individual pavement distress items, thereby removing the “human element” and associated serious effects of subjective condition rating. Work on this “quantum leap” has been ongoing globally for some time though South Africa has mostly lagged behind in this development with the exception of one or two private companies.

The creation of fully automated road visual assessment systems using AI image recognition is a lengthy and human resource intensive process and, therefore, another method of visual assessment automation, using expert system algorithms rather than machine learning to generate TMH9 compliant degree and extent ratings for pavement distress is being developed by a South African company [4].

As discussed in previous chapters, NSV’s collect factual road condition data such as cracking, aggregate loss, rutting, deformation, potholes, failures etc. An example of the automated crack detection (ACD) imaging output is illustrated in Figure 9 Figure 9 clearly shows crocodile cracking in outside wheel track (left hand plate) whilst the right-hand plate indicates the start of block cracking.

Colours denote crack severity in terms of width and, for the crocodile cracking, density.

By utilising severity and quantity data as processed by the operating systems in the data collection vehicles, it is possible to create a “proxy” TMH9 compliant visual assessment that is completely autonomous and, therefore completely objective.

The severity for the 16 distress items, established individually and in terms of the stipulations of the TMH9 for “degree”, is based on direct measurement, i.e., width and density in the case of cracking, depth and size in the case of rutting and potholes, volume of aggregate lost for ravelling etc. The intensity of the distress cannot be assessed strictly in terms of the TMH9 definitions for extent because this is based on human interpretation. As an alternative,

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the autonomous system uses percentage of the length or area of the road segment under consideration.

In terms of distress type identification, this is mainly automatically managed by system processes although some mechanisms need further differentiation through additional algorithms e.g., surface vs structural failures being distinguished by depth or surface cracking vs crocodile cracking being discerned by location in wheel path or not. Functional TMH9 items such as width, length, gradient, terrain, texture/voids, riding quality, surface drainage etc can all be directly measured by NSV. The assessment items that have not yet been automated are those that cannot be directly measured with the current processing systems ice, binder condition, pumping of fines and surface/structural patches. These will be assessed via machine learning methods as will some functional aspects such as surface type and shoulder condition. The obvious advantages of automating the visual assessment procedure are • The implementation of automating the TMH9 visual assessment will eradicate subjectivity in the evaluation of road surface condition and result in road asset management outputs being based on fact rather than opinion • Integration and synchronization of individual data sets enables a more informed assessment of distress mechanisms • The above capabilities assist greatly in the identification of appropriate remedial actions and reducing wasted expenditure – even a 1% saving in a country’s road maintenance budget will be significant in systematically reducing deficit and backlog.

• Significantly increased production compared to manual assessment methods. Will enable even large road authorities to undertake visual assessments and obtain factual results in weeks rather than months • Real and meaningful improvement in safety conditions for testing personnel and the travelling public • By using continuous distress measurement, it is possible to utilise data collected at network level in project level decision making and design – this rather than undertaking a second round of testing at the requisite project level spacing.

AUTOMATED FUNTIONAL (SURFACE) AND STRUCTURAL ROAD CONDITION DATA COLLECTION It has already been discussed that many road authorities collect functional condition data such as riding quality, rut depth, digital imaging etc through the use of Network Survey Vehicles (NSV).

In an initiative towards providing more complete automation of road condition data collection, the South Africa National Roads Agency (SANRAL) obtained a traffic speed deflectometer device in circa 2014 to measure structural and functional condition, at traffic speed, on the country’s national roads. Appreciating that this equipment provides a significant improvement over the output of prevailing road condition evaluation techniques, consulting engineering firms have been operating intelligent Pavement Assessment Vehicles (iPAVe) incorporating traffic speed deflectometer (TSD) and other road pavement distress collection equipment, Figure 10, in South Africa since 2016.

This is considered to offer a significant advancement in the management of road assets as it is able to collect simultaneous surface and structural pavement condition data at road speeds of up to 80km/h.

The iPAVe TSDD utilises high precision Doppler lasers to measure the pavement deflection velocity/slope from which the deflection bowl is

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calculated [5] whilst the Hawkeye platform is responsible for measuring road surface characteristics such as cracking, potholes/failures, roughness, rutting, ravelling, texture and geometry together with spatial information and digital imaging. In essence, the vehicle is an NSV with the ability to measure structural response in addition to surface characteristics offering a fully automated and integrated “one stop shop” option that generates all the information required by a RAMS, HDM-4 and project level pavement design inputs, at a much-improved production rate, lower overall cost and at a significantly reduced risk when compared to traditional methods.

The improvements in safety are self-evident, as is the significant increase in production capability. Depending on network characteristics, the iPAVe TSDD is capable of collecting +/-70 000 lane kilometres of surface and structural condition data annually.

While the FWD typically test at 200m intervals for network level surveys, the iPAVe is providing continuous measurement, which can be delimited at any interval from 25mm upward. At a 5m spacing for example, the vehicle could measure 14 million deflection points per year compared to 50 000 for the FWD at 200m spacing. At project level, additional deflection measurements are typically done at spacings of 50m and upwards meaning that there are large gaps in the data. If it is assumed that each deflection point covers 5m, at 50m spacing, a mere 10% of the project will have structural test data with which to undertake an appropriate pavement design – obviously not an ideal situation.

Using TSDD technologies removes the guess work as there are no gaps in the structural test data. Getting a pavement design wrong, due to having to make assumptions of the structural integrity of the pavement between test points has huge financial implications in terms for road authorities and road users. For example, the problem might only be skin deep i.e., poor road surface condition may not be an indication of overall pavement failure, negating the need for an over-engineered and overpriced remedial intervention. Conversely, under-design will lead to premature failure with resulting excess vehicle operating costs for the road user and additional needless expenditure being required from the road authority and national fiscus.

In addition to the better accuracy, the implementation of full spectrum road condition data collection is also more cost beneficial - it has been calculated that, for project level, the cost per test/metre is almost 10 x more costly for FWD at 50m test spacing than the iPAVe at 5m test frequency.

This does not include the cost savings from using the data collected during the network level survey or the additional cost of undertaking two (2) FWD surveys, i.e., the original network survey plus a second for project level.

In addition to the data per metre cost benefit, a study into the asset life cycle benefit of utilising automated road condition evaluation versus manual and semi-automated methods i.e., visual assessment only and NSV/ FWD combination [6]. This study evaluates the life cycle costs to a roads agency when making use of different road condition assessment methods, i.e., basic manual visual assessment, semi-automated data collection and fully automated evaluation. A HDM-4 economic analysis was carried out to define the network, work standards and strategic analysis for each of the three scenarios and to quantify the capital and recurring cost over a 20-year analysis period for the simulated road network.

Using the maximisation of net present value function in the HDM-4 strategic analysis model, the most cost-effective set of maintenance and improvement standards over the analysis period were identified. Based on this analysis, there is a R13,400 cost benefit per kilometre in using iPAVe/TSDD when compared to the NSV and FWD combination. If this is applied to the entire South African paved road network, a saving of over R2 billion would be achieved over a 20-year analysis period. When compared

to the manual visual evaluation method, the saving increases to almost R19 billion.

The real benefit in utilising the fully automated full spectrum condition assessment is that an increase in quality and accuracy of road condition data can be achieved at a significant cost saving to the road authority, the road user and most importantly to the national fiscus.

ROAD SAFETY ASSESSMENT Credible road condition and characteristic data is increasingly considered as critical in addressing road safety. The International Road Assessment Program (iRAP), which is developed in line with the Safe System and endorsed by the United Nations, has certified the Hawkeye technology that is used in the iPAVe as a Class B Inspection System.

Automated recording of road features that impact on road safety allows for streamlined assessments of high-risk areas of the road network. The data is used to undertake a network level assessment and determine Star Ratings [7] which is done by analysing: • Geo-referenced imagery- used to code (post rate) the road. The 360-degree coverage through multiple camera lenses has the added benefit of being able to accurately measure road attributes within the toolkit application. This enables assessors to determine the distance to roadside hazards such as trees, light poles, etc. from the road edge.

• Alignment Data- the road geometry is also integrated with the safety assessment to identify road sections with steep grades, incorrect cambers and crossfalls (transverse slopes), which leads to better understanding of drainage.

• LCMS and profile data- for quick pothole identification, areas with low macro-texture (more prone to skidding at high speeds) and rutting (leads to poor directional stability and areas where water can pond and lead to possible aquaplaning).

Once the road has been Star Rated, the data is presented spatially to provide a road agency with a holistic illustration of hazardous locations.

The information is also used to determine appropriate countermeasures to improve the level-of-safety, prioritise investment, and benchmark performance for year-on-year comparison. This is a more proactive approach in reducing road traffic accidents and collisions as opposed to retroactively addressing the “accident black spots” which are typically determined by the number of historic accidents and are often incorrectly referenced.

The iPAVe has successfully been used to determine IRAP Star Ratings of around 16000km’s of provincial roads in South Africa, and acts as a catalyst to implement road safety initiatives and ultimately save lives. In 2021, there were 12,454 road accident fatalities on South African roads [8], At a cost of just R1.2 million per fatality [9], this costs the economy almost R15 billion. If IRAP assessments can help reduce fatalities by just 10% the fiscus will save R1.5 billion which can then be ploughed back into the road maintenance backlog.

CONCLUSIONS Based on this assessment, it is obvious that road maintenance in South Africa is, in general, not of an acceptable standard either in its management or physical implementation. It is apparent to most, that a “paradigm shift” is required from road authorities on the subject of routine and periodic road maintenance service delivery. The perceived poor condition of the country’s road networks is a direct consequence of the reactive maintenance practices that seem to be the norm with the exception of SANRAL and some provinces and metros. Should the status quo not be radically and urgently improved, the current situation, as bad

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as it is, will continue to be exacerbated, at an exponential rate until the country’s road network reaches a point of no return with the associated disastrous consequences.

The available funding for road maintenance is unlikely to ever be adequate to meet the need – even if there was no backlog – and, as such, the only way to address the issue is to find a way to significantly increase the maintenance kilometres for the same budget. It is clear that this cannot and will not be achieved by continuing with the current obsolete and flawed road condition evaluations. It is equally clear that by utilising automated full spectrum continuous road evaluation, meaningful savings can be generated that can start reducing the maintenance backlog deficit and concurrently address “normal” maintenance needs.

REFERENCES [1] S.A. National Department of Transport Website 2022 [2] (2022 Road Construction Indaba) [3] Committee of Transport Officials (COTO), 2013 [4] The Journey Towards Autonomous Full Spectrum Pavement Condition Data Acquisition and Evaluation in South Africa: A Road Less Travelled, T Moolla and S Tetley, SATC 2021) [5] Muller WB & Roberts J, 2012 [6] The Economic Benefits of Full Spectrum Automated Road Condition Data Collection: Case Study for KwaZulu-Natal Road Network, H Visser, S Tetley, IRF World Congress 2021 [7] Measure of the level of safety which is ‘built-in’ to the road for vehicle occupants, motorcyclists, bicyclists and pedestrians [8] Road Traffic Management Corporation (RTMC) [9] SANRAL HDM-4 Calibration Factor

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PAPER 17

FLOODING IN LADYSMITH, PROBLEMS AND SOLUTIONS. Dr. Nezar A. Eldidy, Pr.Eng. Sobek (PTY) Ltd ABSTRACT Flooding has been recurring in Ladysmith for the past 170 years due to its peculiar location in the uThukela catchment, in the foothills of the Drakensberg mountains. During 1987 and 1988, Ladysmith was flooded on three separate occasions and extensive damage was caused to residences and businesses. The worst flooding in 30 years occurred in 1996 leading to R500 million in damages and the evacuation of 400 families. Efforts to tame the river and manage the flooding has been going on since the 1940s. Subsequently, several solutions were put forward, including the relocation of residents, improved flood warning systems, channel improvement using levees, and the construction of a flood attenuation dam. Some of these solutions were implemented.

Due to climate changes, research showed that the rain intensity slightly increases from year to year. Also, the return periods are getting closer than expected. The existing drainage system needs to be examined and its performance to be evaluated during flood incidents.

The paper diagnoses the causes to the chronic flooding and presents the various approaches to solve the problem. The paper examines the local risks, suggests measures and adjustment to the current drainage system, suggests measures to maintain the river systems and successfuly implement the solution within a tight schedule.

INTRODUCTION Sequel to the continuous rain period exceeding 10 days over Ladysmith; it flooded. The town is subject to cycles of flood and subsequent calamities since its creation. In January of this year, it was devastated with the death of 28 people. The floods left more than 100 people homeless and were forced to evacuate to Care Centres. The town was flooded on 3 different occasions between January and April of 2022.

The town of Ladysmith was proclaimed on the 20th of June 1850 on the floodplain of the Klip River, and since then, flooding has always been part of the town’s history. The first hundred years of the town’s records show no less than 27 flood events. The worst flooding in 30 years occurred in 1996 leading to R500 million in damages and the evacuation of 400 families. Efforts to tame the river and mitigate the flooding has been going on since the 1940s.

In 1949, the Windsor Dam was completed, but the dam silted up very quickly and was not an effective means of flood control. As a result, a special committee was appointed to investigate the problem and come up with solutions. Various ideas were, consequently, put forward, including the relocation of residents, improved flood warning systems, channel improvement using levees, and the construction of a flood attenuation dam. The aforementioned solutions were implemented leading to the construction of the Qedusizi Dam in 1996 on the Sand and Klip River. The dam has a 32 m-high dam wall and was designed to manage the flood peaks and hold or delay floodwater from the upper region of the Klip River’s catchment area. It was designed with 2

FIGURE 1: Ladysmith within uThukela Catchment Area openings (without gates) that allows a discharge of 450 cu.m/sec. The dam limits any large-scale damage and provides an adequate evacuation warning period.

LOCATION, POPULATION AND THE ENVIRONMENT Ladysmith is located on the banks of the Klip River at 26°48’11.83” E, latitude 8°33’ 35.30”S, with its central business district and a large part of the residential areas located within the flood basin of the river. It is at the foothills of the Drakensberg mountains. The Thukela and Klip Rivers are the source of water for the Thukela-Vaal Transfer Scheme, which, inter alia, transfers water to the Vaal River System.

The latest population records show the population of Ladysmith to stand at about 250,000 capita. However, this population figure appears to be gross underestimation for 2022. The land in the Thukela catchment is mainly used for agriculture which includes beef and dairy pastures, sugar cane, vegetables, nuts, and citrus fruit. Other areas of the catchment are dedicated to game reserves and national parks, such as uKbahlamba Drakensberg Park World Heritage Site.

Soil erosion is a particularly serious problem in the upper catchment areas of the KwaZulu-Natal province and communal land mainly linked to poor grazing management and abandoned agricultural fields. In the Northwest of Ladysmith in particular, severe overgrazing and soil erosion problems are being experienced in the Driefontein Block and Marianismo areas.

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FIGURE 2: Topography of Ladysmith CBD and its flood plain – Basemap from Google The Ladysmith area is extremely rich in cultural heritage sites of various traditions and periods. At least twenty-one cultural heritage sites are situated adjacent to the N11 that is crossing the town from south to the north. These include Later Iron Age sites, Anglo-Boer War period sites, homesteads, and farmsteads older than sixty years of age, public buildings over sixty years of age, one memorial, and two contemporary places of worship. All the historical homesteads and public buildings are in Lyell Street within the Ladysmith Central Business District (CBD).

ground cutting across from Princess Street to Alexander Street at a level of 997 amsl. (The area marked in blue in Figure 2 is the lowest area within the CBD).

RAIN INTENSITY AND RIVER HYDROLOGY The analysis of the precipitation during flood events at which such period shows the following: • The Maximum Daily Precipitation (MDP) occurring at every 25-year period stands at 95mm.

• The Maximum Hourly Precipitation (MHP) is about 40mm with a return TOPOGRAPHY OF LADYSMITH’S CBD period of less than 4 years.

Ladysmith’s CBD is like a cradle surrounded by the meanders of the Klip River from the left and the right at a higher level than most of it. The Windsor dam was constructed to retain the centennial flood water, or flood water that exceeds a flow of 700cu.m per sec. It was reported that, CBD is surrounded by elevated ground, with the lowest historically the Klip River had a full bank discharge of approximately 700m cu.m/s, such carrying capacity deteriorated over the years due to siltation and lack of maintenance of the meanders of the Klip River. The Qedusizi Dam during a flood incident is restricted to about 450 cu.m/s to retain more floods than Windsor Dam. The latter was decommissioned in 1998. Additional peak flow of 50 cu.m/s shown entering the Klip river from FIGURE 3: Max-Min values of recorded monthly rain intensity in Ladysmith – source: weather-atlas.com the Southwest through

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734,000cu.m/hr (about 203 cu.m/sec), flowing towards the lowest point of the CBD, the flood will cover up to Lyell Street; putting Forbes Street under 3 m of water on average.

FIGURE 4: River System Upstream of Ladysmith CBD Flagstoneproot during flood events. (Source: Alfred Duma municipality).

Based on the historical data of flow, the probability of a flow of about 1000cu.cm/sec, occurring upstream the Qedusizi Dam is about 70% every 5 years, while the probability of a flood about 1500 cu.m/sec can happen every 100 years.

THE CARRYING CAPACITY OF THE RIVER Studying the cross-sectional capacity of the Klip River’s meander; results show that the section’s average carrying capacity has deteriorated to less than 50% of the maximum discharge from the Qedusizi dam and represents about 23% of the original carry capacity in some areas (section 3 of Figure 4).

Sections 1 to 3 are critical, and will overflow the banks, even during a 5-year flood cycle. These sections are on a higher land of the CBD, and flood water breaches the levees and overflows the banks towards the lowest point in the CBD. Based on the cross sections of the river in Table 1, the quantity of water overflowing the river’s banks from sections 1 to 3 is to be about

GEOLOGICAL FORMATIONS AND SOIL TYPES The geology underneath the Ladysmith area is part of Vryheid Formation of the ECCA group, its geology consists of shales, mudstones and fine-grained sandstones These were intruded by dolerite sills and dykes of Jurassic age.

On top of the sandstone/shales subsoil, lies a layer of loamy clay. The clay-rich soils have the largest pore space; hence, has the highest water retention capacity.

The typical co-efficiency of seepage for such soil stands at 0.8cm/hr, as an average value for this type of soil. The estimated seepage to the soil from the meander and the surface of the CBD is 1700 and 1800cu.m/hr, respectively.

Investigations in the vicinity of Ladysmith, where soil is of the same soil structure, experienced a groundwater level fluctuation and rainfall variation of approximately 3.2m and 15% respectively. In general, the response of groundwater levels to changes in rainfall across the province has a lag time from 2 to 4 months.

FIGURE 5: Key plan for section assessed along Klip River to be read with Table 1 – Basemap from Google

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TABLE 1: Section properties long the meander as per Figure 4

THE DRAINAGE SYSTEM IN LADYSMITH CBD The existing drainage pipes convey the storm water from the CBD into the Klip River through the 24 existing valve chambers (Figure 6).

The stormwater drains, pipes and existing structures are used to collect and carry stormwater away and release it into the river. The exiting stormwater system feeds the Klip River through the Duckbill Check valves.

In a post flood inspection, 11 out of 24 Check Valves were either damaged, or completely pulled out. Theoretically, such valves are nonreturn valves, but in practice, they come under passive pressure (water head from the receiving body) during flood and turbulence occurs at the outlet, which leads to damage of the valve.

WHAT HAPPENS DURING A FLOOD EVENT? The water gradually rises behind Qedusizi dam and the discharge from the dam increases, raising the level of Klip River water. At peak discharge, the water level can reach up to 9m height in the river, and the following scenarios occur: 1. Water backflows through the drainage system: The riverbed of Klip River meanders through the CBD and varies between

FIGURE 6: Drainage System through CBD – Courtesy Alfred Duma Municipality

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996 and 992amsl, while the drainage pipes outfalls are located directly above the riverbed with diameters of 900mm to 1200mm. During a rain event the Duckbill valves will be opened to discharge water from the CBD drainage gravity line (Active Pressure), while from the river side (or the receiving body) the water will also be rising until it exceeds the top of the pipe or the upper tip of the already opened valve. when the water head in the river exceeds the level of Forbes Street (i.e., Passive Water Pressure from the river side exceeds the Active Pressure), water will flow back into the drainage system, and back to CBD. the backflow can reach 72,000cu.m/hr which can put the area marked in blue in Figure 2 (i.e., the lowest area in the CBD) under approximately 2m of water within 3.5 hours of reaching high water level in the river due to pressure difference.

geotextiles to discharge water downstream of the CBD. • Replace Duckbell Valves with automated Sluice Gates or with Flap valves.

• Installing 1 x 900mm collector pipeline across, from Alexander to Princess Street, with concrete chambers. The pipe will be a higher level than current drains.

• Installing 2 x 600mm steel pipeline to evacuate water from pipe station to the discharge lagoon.

2. Water overflowing the Banks: When water flow from Qedusizi dam reaches the maximum discharge of 450cu.m/s, it flows towards the CBD joined by a discharge of 50 cu.m/s from the Flagstonesproot to reach the meander upstream of the Ladysmith CBD, the water will breach the banks of the meander and pour about 350cu.m/s towards the CBD, as a result of the reduction of the carrying capacity of the meander/river cross-section.

CONCLUSION The location of Ladysmith CBD leaves it vulnerable to flooding, especially that all studies show that there is an increase in the rain intensity and the imminent possibility of flooding due to climate change. Selection of the right equipment for the drainage system, can guard against flooding, however the need for yearly maintenance of the river channel is paramount. Looking into Qedusizi dam maintenance is necessary, to avoid silt built-up behind the dam wall like the Windsor dam.

There is a need to emphasize the annual maintenance culture in local government to avoid deterioration of the asset. Alternatively, we shall be faced by building a dam for every existing dam instead of dredging and de-silting.

3. The runoff of the CBD: It contributes about 60,000cu.m/hr during the storm, but the controlling factor is the level in the water of the river, which happens to be backflowing to the CBD.

REFERENCES Lani van Vuuren. 2012. In the Footsteps of Giants Exploring the history of South Africa’s large dams: Water Research Commission of South Africa - SP 31/12.

4. Slow drainage through soil: Due to the nature of the soil, as discussed above, the Loamy clay retains the water and takes considerable time to drain, which increases the surface runoff through the city.

Turpie, J.K., Letley, G., Schmidt, K., Weiss, J., O’Farrell and Jewitt, D. 2021.

The potential costs and benefits of addressing land degradation in the Thukela catchment, KwaZulu-Natal, South Africa: NCAVES project report: https://seea.un.org/content/knowledge-base.

FLOOD’S SOLUTIONS IN LADYSMITH CBD From the above, it is necessary to attribute the flooding of the city to the following: 1. Topography and location of Ladysmith CBD. 2. Siltation and lack of maintenance to the Klip River meander.

3. The non-functional valves at the outfalls of the drainage system.

Several solutions have already been implemented, such as the warning system, raising the levees, and the construction of Qedusizi dam. However, flooding shall always be an attribute of Ladysmith due its location.

Department of Water Affairs and Forestry November 2004 - Thukela WMA: Internal Strategic Perspective: DWAF Report No: P WMA 07/000/00/0304

Four solutions were investigated such as: 1. Relocation of Ladysmith’s CBD. 2. Full dredging of the riverbed and reformation of the channel.

3. Partial dredging and lining of the channel.

4.

Construction of an Aqueduct for water transfer from upstream to downstream.

While the first and the last solution proved to be politically, environmentally, and financially costly, the second solution proved to be practical and attainable with the support of the national government.

The preferred solution is mainly: • Dredging of about 1.0 million cu. m of silt and deposits from the river, to enlarge and deepen the cross-sections.

• I nstalling a pump station on Queen Street. The station hosts 3 pumps of about 1 cu.m/sec discharge and head not less than 10m.

• Building a discharge and calming lagoon with gabions and lined with

W. M. Walford - Evaluating the Use of Neural Networks to Predict River Flow Gauge Values - University of Pretoria 2017

M. S. Ndlovu and M. Demlie - 26 October 2018. Statistical analysis of groundwater level variability across KwaZulu-Natal Province, South Africa - Springer-Verlag GmbH Germany Department of Water Affairs - National Water Resource Strategy September 2009- First Edition.

https://stec.ukzn.ac.za/ecca-group last accessed March 15, 2022. https://northernnatalnews.co.za/327611/ladysmith-kzn-a-before-andafter-look-at-the-qedusizi-dam-water-level/.

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