IMESA Conference Proceedings 2019

www.imesa.org.za

IMESA

RD

02-04 October 2019

DURBAN International Convention Centre conference of the

Institute of Municipal Engineering of Southern Africa

Contents MANAGING EDITOR Alastair Currie SENIOR JOURNALIST Danielle Petterson JOURNALIST Nombulelo Manyana Head OF DESIGN Beren Bauermeister CLIENT SERVICE & PRODUCTION MANAGER Antois-Leigh Botma Production COORDINATOR Jacqueline Modise financial MANAGER Andrew Lobban BOOKKEEPER Tonya Hebenton DISTRIBUTION MANAGER Nomsa Masina Distribution coordinator Asha Pursotham SUBSCRIPTIONS subs@3smedia.co.za Printers Paarl Media KZN +27 (0)31 714 4700 ___________________________________________________ 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 Novus Print (Pty) Ltd t/a 3S Media 46 Milkyway Avenue, Frankenwald, 2090 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 2019. 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: Ingrid Botton 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 1 Broad-Based Black Economic Empowerment (BBBEE) Contributor, with 135% recognised procurement recognition.

View our BBBEE scorecard here: https://novus.holdings/sustainability/transformation

Proceedings of the 83rd Annual Conference of the Institute of Municipal Engineering of Southern Africa IMESA Overview

2

IMESA President’s Welcome Message

5

Welcome from the Local Organising Committee

5

IMESA President’s 2019 Address

6

Housekeeping

8

Conference Programme

10

Sponsors

13

- Umgeni Water

13

- The BMK Group

16

- Flowtite GRP

16

- PGA Consulting

16

- Herrenknecht AG

20

- WEC-Consult

20

- AECOM

23

- Lekwa

23

- SKYV Consulting Engineers

23

- VNA

23

Exhibitor Floor Plan

24

Exhibitors

25

Speaker Profiles

41

Abstracts

46

Index to Papers

55

Papers

56

Standby Papers 143 3S Media

154 IMESA

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CONFERENCE

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

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 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.

Subscription fees: July 2019 – June 2020 NB: there is a separate information document and application for affiliate membership (for companies).

IMESA training IMESA offers a range of training courses covering all aspects of Infrastructure Asset Management and other priorities relevant to engineering and municipal environments.

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 on one of the following categories: - professional engineer - professional engineering technologist - professional engineering technician - professional certified engineer - registered engineering technician •H ave 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 which 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

Entrance Fee

Membership category Fellows

Corporate membership

Retired fellows Professional

R1 130 R290

R340 R1 130

Retired professional

R340

Graduate

R540

Student Associate

Noncorporate membership

Annual Membership Fee

R290

Retired non-corporate

R300 R690 R300

Affiliate Platinum

R4 230

R13 540

Gold

R3 280

R8 950

Silver

R2 220

R5 990

• Are admitted as such by the Executive Committee • Have been admitted by Council on the unanimous recommendation of the Executive Committee based on their opinion that such persons have the experience, employment responsibility or involvement in infrastructure engineering or have made a contribution to public sector engineering which in the interests of the Institute justifies such admission.

Student 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.

Associate members 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.

Affiliate members They shall be those academic, research, consulting, commercial, industrial or others 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.

IMESA

3

IMESA CONFERENCE

Background information for Affiliate Membership Definition of Affiliate Membership IMESA’S Constitution Affiliates shall be those consulting, commercial or industrial undertakings, which 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 subscriptions 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 editorials/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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IMESA

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 Platinum 10% all Affiliates in advance, prior to seeking sponGold 7.5% sorships from the rest of the industry.

Silver 5% Exhibition stand cost at the annual IMESA Professional 5% Conference The following discounts are afforded on cost of exhibition stands at the conference: 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 The dynamic IMESA website is the main communication medium used

by IMESA. Advertising benefits on IMESA’s web page will depend on the form the advertisement takes and exposure value obtained. IMESA Affiliates also receive exposure on the web, as their logos are presented in the Affiliate Membership sub-site.

Certificate Affiliate Members will be supplied with a framed certificate from IMESA for their head office, reflecting their Affiliate membership status. Additional free certificates may be requested for each office 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

President’s Welcome Message

I

t gives me great pleasure in welcoming you to our 83rd IMESA Conference held at the award-winning Durban International Convention Centre. I have no doubt that this year’s conference will live up to the standards and expectations of all our delegates, exhibitors and sponsors.

The theme for our 2019 IMESA Conference is ‘Conquering Municipal Challenges’ and I think that this is very relevant given the challenges that the public sector is currently facing in delivering speedy and cost-effective services.

The Local Organising Committee (LOC) was overwhelmed by the number of papers submitted for consideration and this has surely been a reflection on the interest shown in the IMESA Conference.

I am pleased to say that this year’s conference, despite the current economic climate and costcutting measures being implemented in the industry, has attracted more delegates than expected. In addition to this, we are eternally grateful to our exhibitors and sponsors who have once again supported our conference. Without you, our conference would not be the success that it is.

For the first time in the history of IMESA conferences, we have a sponsor in our Diamond category. This adds to the support of three Gold sponsors, two Silver sponsors, four Bronze sponsors and our media partner, 3S Media.

With more than 70 exhibitors at this conference, delegates will be able to gain valuable product knowledge and, at the same time, expand their network of contacts.

I would like to thank the LOC members and the head office staff for their dedication and hard work in putting together an excellent programme. I hope you will all take full advantage of the wealth of experience and information offered at our conference and use this platform to engage with colleagues in the industry. I am confident that everyone attending will benefit from the knowledge-sharing opportunities over the next three days.

We encourage you to take advantage of the beautiful attractions that Durban has to offer outside of the conference times.

Randeer Kasserchun President, IMESA

Local Organising Committee

Vishal Krishandutt

Dave Wilson

Balan Govender

Madhu Moopanar

Bhavna Soni

Nilesh Beeputh

Dave Baytopp

Sumith Kasserchun

Sibusisu Mjwara

Dumisani Biyela

Mervin Govender

Jogie Naidoo

Geoff Tooley

IMESA

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CONFERENCE

2019 President’s Address

I

am halfway through my presidency and it seems like the list of things I planned to do as IMESA President has become longer and longer. The top two items that I set out to achieve are the acceleration of IMESA training, with the introduction of free CPD-accredited training for municipalities, and the enhancement of engagement with other voluntary associations and government authorities.

With reference to training, I am happy to report that the first set of technical courses, free of charge for municipal employees, has been rolled out and well received. The ‘Capacity Building in Urban and Regional Planning’ course was presented in Kimberley, Mbombela and Newcastle.

These were well attended and it has been good to see that technical staff from outlying municipalities, who are often not reached, were able to attend. A further four courses are scheduled to be rolled out over the coming year.

Additional municipal engineering courses being prepared for roll-out this year include: • S mall Coastal Stormwater Outlets: After finding that the existing guidelines were inadequate, a project was initiated by Stellenbosch University and sponsored by IMESA to collate all available information and develop comprehensive design guidelines and construction recommendations specifically for small coastal stormwater outlets.

These are now ready for dissemination.

• Water Reclamation and Reuse: Guidance regarding the reuse and reclamation of water for local authorities was, among other gaps, identified as a priority. IMESA has been called on to support the development of guidelines for local municipalities. The project is sponsored equally by the WRC and IMESA, and we look forward to being able to offer this training soon.

• Water Conservation and Water Demand Management: After

parts of South Africa recently experienced a state of drought, with water restrictions implemented in many municipalities and dams at drastically low levels, water conservation and water demand management by water services authorities has been identified as a critical activity going forward. IMESA has sponsored and supported the development of a pre-feasibility tool, which is being refined for roll-out and training in the coming year.

Further projects to develop guidelines and training materials for specific municipal requirements have been included in the budget for our 2019/20 financial year.

In terms of engagements with external bodies, meetings have been held with ECSA, SALGA, CESA, SAICE, WRC and other organisations as well as COGTA and National Treasury. These meetings will continue and IMESA expects positive outcomes from these interactions.

EXCO and Council I am blessed to be supported by a most forward thinking and dedicated management team, which is composed of 14 Executive Committee members and 28 Regional Council representatives, with a Secretariat/ Head Office Manager.

IMESA is currently proposing to streamline EXCO and Council, and to establish work groups consisting of Council members to assist EXCO directors in dealing with real service delivery issues. We have been working on this proposal for the last two years and are really excited that this is going to be implemented, as we are confident that it will add value to our members.

Our Head Office team of dedicated staff members continues to support IMESA management and branches, adding tremendous value by ensuring that the organisation works like a well-oiled machine.

Membership and Branches IMESA’s membership has grown steadily over the last year. It is encouraging to see that younger, vibrant members are joining. For members that have just joined us, we assure you that you will reap positive results and it is money well spent.

Our branches continue to provide excellent networking and learning opportunities that are ECSA CPD accredited. I encourage you all to attend branch meetings and contribute to branch activities.

We welcome ideas on how we can assist members to conquer common engineering challenges and provide technical development opportunities.

IMESA training on Capacity Building in Urban and Regional Planning

6

IMESA

IMESA branches operate in the following regions: • Northern Provinces • Free State/Northern Cape • KwaZulu-Natal • Border • Eastern Cape • Southern Cape/Karoo • Western Cape • SADC countries.

Welcome

Finances and Investments The 2018/19 annual financial statements show that the Institute’s financial status continues to be stable, under the excellent management of our Treasurer and EXCO/ Council. Growth on investments is enabling IMESA to commit to more projects for the development of municipal engineering guidelines and free training for municipal technical staff.

The collection of membership fees is a priority and overall operational expenditure is being carefully monitored. Issues with registering on the central supplier database have been resolved and all compliance requirements have been met.

Professional Bodies • Civil Engineers South Africa (CESA) A meeting was held earlier this year to find common ground and establish a memorandum of understanding.

CESA and IMESA jointly present the Excellence Awards every second year and there are several other avenues for reciprocal support.

• Water Research Commission (WRC) IMESA has recently signed a memorandum of understanding with the Water Research Commission in a joint venture to develop a Water Reclamation and Reuse Guide for South African Municipal Engineers. This project has been initiated and we look forward to presenting the outcomes.

• South African Local Government Association (SALGA) Our communications with SALGA continue at both a national and provincial level. A partnership agreement that has been in place since 2011 is in the process of being updated and extended. We look forward to further interaction between our organisations for endorsement and mutual support on projects that will benefit all local municipalities.

• Engineering Council of South Africa (ECSA) Meetings were held with various divisions of ECSA throughout the year.

Topics discussed were around professional registration and the current legal issues. These meetings have been fruitful and IMESA will continue with this liaison.

• South African Forum for Engineering (SAFE) IMESA has been actively involved in these meetings and has been representing the interests of our members. This body has been set up to ensure that the engineering profession in South Africa is represented as a unified front in liaising with the private and public sector on matters affecting the profession.

• International Federation of Municipal Engineers (IFME) The IFME board meetings were held in conjunction with the AITF (Association of Territorial Engineers of France) conference held in Dunkerque, France, in June 2019. It was an honour for me to represent IMESA at this event, where I was able to experience and engage with delegates from around the globe including New Zealand, Australia, Scotland, Norway, Sweden, Iceland, China and Canada. It was interesting

IFME members and local engineers on technical tour to Zeebrugge’s port and shipyards in Belgium

to note that we as South African engineers face similar challenges to other countries. IFME is currently identifying the top challenges around the globe and IMESA has been active in contributing to this debate.

As the South African representatives, IMESA will host the second IFME board meeting of the year in October 2020, in conjunction with our 84th IMESA Conference, in Cape Town. We are looking forward to the opportunity to include international input on municipal issues and solutions.

Obituary Sadly, we said farewell to two IMESA stalwarts this year. Both were Past Presidents and Honorary Members who contributed a great deal to IMESA’s achievements and strategic objectives. Our condolences have been extended to both families.

Mr Wesley Fourie passed away on 17 August 2018 in Randburg. He joined IMESA in 1964 and served IMESA well as Secretary/Treasurer for many years, before being elected IMESA President in 1986.

Dr Tjaart van der Walt passed away unexpectedly on 3 April 2019. He held a Doctorate in Civil Engineering Management. He joined IMESA in 1998 and was IMESA President from 2004 to 2006. More recently, he assisted with IMESA’s strategic planning and performance management.

In Summary I would like to thank all our members and staff who have made such enormous contributions to the success of IMESA. IMESA has grown and will continue to grow in the years to come. I am confident that issues affecting our members in service delivery roll-out are being addressed and responded to by IMESA. This Institute is the platform for municipal engineers to share ideas on how to respond effectively to common challenges and it is heart warming to see that it is being used more and more each day.

Let’s conquer as many as challenges as we can, together. Thank you.

IMESA

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CONFERENCE

HOUSEKEEPING NOTES ARRIVING IN DURBAN On arrival at King Shaka International Airport, collect your luggage and proceed to the arrivals hall, look out for a person holding an Aqua Tours and Transfers / IMESA sign – they will be the service provider who will be providing the FREE shuttle service on Tuesday (11:00 to 20:00) and Wednesday (07:30 to 11:00) to the Durban ICC from the airport.

HOTEL ACCOMMODATION Special rates were arranged with select hotels within close proximity to the Durban ICC. All are within a 3 km radius of Durban ICC, bar one hotel, which is 17 km away in uMhlanga Rocks.

From these hotels, IMESA will provide daily shuttles to the conference and back to the hotels, including for the Opening Function (Tuesday) and the Social Evening (Thursday).

• Hilton Hotel – on-site; 50 m from ICC • City Lodge - 550 m from ICC • Road Lodge – 1.1 km from ICC • Southern Sun Elangeni/Maharani – 1.1 km from ICC, on the beachfront • Sun Coast Towers – 2.3 km from the ICC, on the beachfront • Garden Court South Beach – 1.8 km from ICC, on the beachfront • Garden Court Marine Parade – 1.7 km from ICC • Garden Court uMhlanga – 17 km from ICC; traffic implications Shuttles will only be going to the above hotels and the Durban ICC, as per the shuttle time table, which is available on the website and at the info desk. Should you be staying elsewhere, please make your own transport arrangments.

LICENCED TAXI SERVICES Mozzie Cabs: +27 (0)31 303 5787 | Eagle Taxis: +27 (0)31 337 8333

DEPARTURE FROM DURBAN ON FRIDAY On Friday, the day of departure, delegates must check out of their hotel and bring their luggage to the Durban ICC. A secure lock-up facility will be provided at the conference venue for luggage storage – just follow the signs. On Friday, there will be a FREE shuttle service from the Durban ICC to King Shaka International Airport. It takes approximately 40 minutes and will accommodate all delegates for their different flight departures.

Further information will be provided at the information desks at the ICC. The shuttle will depart from 12:00 to 15:00, on the hour, every hour.

IMESA ANNUAL GENERAL MEETING (AGM) 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 October 2019 at 17:30 to 18:30 (after close of last session).

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IMESA

CPD ACCREDITATION For attending the conference and all the sessions: 1 CPD point per day.

Full attendance, including a technical tour: 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 on their CPD points. Two weeks after the conference, delegates may contact IMESA Head Office for a certificate of attendance.

PARKING AND TRANSPORT If you are parking at the Durban ICC, an entry ticket is required and the approximate cost is R50 for the day. This ticket must be shown on departure, when exiting the complex. A FREE shuttle service to and from the airport is available (see hotel names above under accommodation). A shuttle timetable will be available at the IMESA Information Desk. Shuttles will run daily to these hotels and the Durban ICC, and on Tuesday night to the Opening Function and Thursday from the hotels listed to Greyville Race Course – where the Social Evening will be taking place. All shuttles will return to the listed hotels. There will be airport shuttles on Tuesday, Wednesday and Friday.

SMOKING Smoking is not permitted within any closed area or within close proximity to an exit. There are demarcated areas outside the Durban ICC building for smoking – near the Plenary/Exhibition area.

FACILITIES IN AND AROUND THE DURBAN ICC BANKING FACILITIES FNB and Nedbank ATMs are on-site and available on the basement level, which is the car park level at the ICC.

MEDICAL FACILITIES – on-site There is a small travel clinic on-site in the basement, and we have a medic on-site at the Exhibition Hall.

Hospital The closest hospital to the conference venue is Entabeni Life Hospital.

148 Mazisi Kunene Road, Berea – 24-hour emergency unit Tel: +27 (0)31 204 1300

WI-FI Wi-Fi is available; the password will be conveyed to delegates on-site.

BRIEFCASES, LAPTOPS AND 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.

Housekeeping

GENERAL INFORMATION REGISTRATION Delegates and exhibitors can register at the conference’s registration desk at the Durban ICC, which is at the top of the escalator when coming in from the basement parking area. Registration will be open at 12:00 to 21:00, on Tuesday, 1 October 2019. Delegates will receive their delegate bag, and WEC-Consult-sponsored wine and conference programme, together with their name badge. Note: proof of identification will be required when registering.

REGISTRATION TIMES Tuesday 1 October 2019: 12h00 to 21h00 Wednesday 2 October 2019: 07h00 to 16h00 Thursday 3 October 2019: 07h30 to 08h30 NB: Access to the conference venue will not be allowed without FULL payment. On arrival, if payment is not received, we will accept delegates but the delegate concerned needs to complete an indemnity form, whereby the delegate will be liable for the full account, should the company not pay this on their return.

DELEGATE NAME BADGE Your name badge will allow you access to ALL events. Please ensure that you wear it at all times. Should you lose or forget your name badge, proof of identification will be required before a new name badge can be issued to you at a cost of R250 cash.

SOCIAL EVENTS GOLF DAY@ Durban Country Club Date: Tuesday, 1 October 2019 Venue: Durban Country Club Time: Registration opens at 10h00 & 11h30 Shotgun start followed by Prize giving @17h00 Address: 101 Isaiah Ntshangase Rd, Stamford Hill, Durban.

OPENING FUNCTION Date: 1 October 2019 Venue: Durban ICC Time: 17h30 for 18h00 in the Plenary followed by Cocktails and music in the Exhibition Hall Dress code: Smart Casual Close of function: 21h00

THURSDAY SOCIAL EVENING

EXHIBITION HALL

Date: Thursday, 3 October 2019 Venue: Greyville Race Course – Silver Room

150 Avondale Road Theme: Kaleidoscope of colour Time: 18h30 for 19h00, till midnight Dress code: Casual / jeans / bright clothing – bring something warm

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.

This event is one of the highlights of the Annual IMESA Conference. The 2019 LOC is planning a spectacular evening for the delegates, exhibitors and attendees at Greyville Race Course. Please ensure that you have your name badge with you to allow access to the event. Wine, beer and soft drinks will be served.

SPOTTING THE LOCAL ORGANISING COMMITTEE (LOC) Members of the LOC will be wearing pink golf shirts.

Feel free to ask them for assistance.

IMESA

9

CONFERENCE

CONFERENCE PROGRAMME Conference Audio & Visual proudly sponsored by Umgeni Water Tuesday, 01 October 2019 11h00 – 18h00

IMESA Golf Day at the Durban Country Club

12h00 – 21h00

Conference ONSITE REGISTRATION open - Sponsored by PGA Consulting

17h30 for 18h00

OPENING FUNCTION @ DURBAN ICC

Wednesday, 02 October 2019 07h00 – 08h00 On-site Registration - Sponsored by PGA Consulting SESSION 1 08h00 MC opens 1st day of Conference - MC sponsored by AECOM 08h15

Opening of 83rd IMESA Conference by IMESA President

08h25 08h35 – 08h45 08h45 – 09h45 09h50 09h55 – 10h15 10h15 10h20

ADDRESS BY SALGA WELCOME ADDRESS BY HOST CITY, ETHEKWINI KEYNOTE SPEAKER: Neil Macleod Promotional presentation: 2020 IMESA Conference KEYNOTE ADDRESS BY DIAMOND SPONSOR – Umgeni Water Chief Executive : Thami Hlongwa Lucky Draw - Sponsored by SKYV Consulting Engineers REFRESHMENTS EXHIBITION HALL: Sponsored by Flowtite SA

SESSION 2 – CHAIRPERSON : MR SIBUSISO MJWARA 10h50

MC welcomes delegates to Session 2 - MC sponsored by AECOM

10h55

Lucky Draw - Sponsored by SKYV Consulting Engineers PAPER 1: Alan Hall 11h00 Water-less Sanitation Solutions, why they are important.

PAPER 2: Jean-Pierre Rousseau & Tumi Lebeya 11h30 Rapid Response Engineering: An overview of technological developments and its application in the municipal infrastructure space PAPER 3: Hanine van Deventer 12h00 Improving our state of water resilience: A private sector perspective 12h30 Questions from the floor 12h40 LUNCH EXHIBITION HALL: Sponsored by Flowtite SA SESSION 3 – CHAIRPERSON : MR VISHAL KRISHANDUTT 13h55 MC welcomes delegates to Session 3 - MC sponsored by AECOM 14h00 Lucky Draw - Sponsored by SKYV Consulting Engineers 14h05 INVITED SPEAKER – Neil Macleod 14h35 Questions from the floor 14h40 – 15h40 MOTIVATIONAL SPEAKER: PROF. TIM NOAKES 15h40 REFRESHMENTS EXHIBITION HALL: Sponsored by Flowtite SA SESSION 4 – CHAIRPERSON : MR GAVIN CLUNNIE 16h05 MC welcomes delegates to Session 4 - MC sponsored by AECOM 16h10 Lucky Draw - Sponsored by SKYV Consulting Engineers PAPER 4: Jean-Pierre Calitz 16h15 A new look on attenuating storm water runoff…Do we really need to store all this water?

16h45 17h15 17h30 – 18h15

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PAPER 5: Prof JA du Plessis & Erika Braune Conquering Municipal water resource challenges with a stochastic daily time-step conjunctive water use model Questions from the floor IMESA ANNUAL GENERAL MEETING EVENING AT LEISURE

CONFERENCE PROGRAMME

Thursday, 03 October 2019 07h00 Coffee in the Exhibition Hall 08h00 MC opens the 2nd day of Conference - MC sponsored by AECOM SESSION 5 – CHAIRPERSON : PROF. KOBUS DU PLESSIS PAPER 6: Peter Fischer 08h10 Reducing the risk from the increasing use of electronics in the field of municipal water and wastewater engineering PAPER 7: Dr. Dinos Constantinides 08h40 Integrated Asset Management – An effective way of increasing service reliability and overall business performance.

PAPER 8: Santhani Pillay 09h10 eThekwini Municipality’s GO! Durban BRT Programme PAPER 9: Dr. Mathys Vosloo 09h40 Critical analysis of the legal compliance requirements of waste water management within environmental legislation in the municipal sphere.

10h10 Questions from the floor 10h20 Lucky Draw - Sponsored by SKYV Consulting Engineers 10h25 REFRESHMENTS EXHIBITION HALL: Sponsored by Flowtite SA SESSION 6 – CHAIRPERSON : MR JOHAN BASSON 11h00 MC welcomes delegates to Session 6 - MC sponsored by AECOM 11h05 Lucky Draw - Sponsored by SKYV Consulting Engineers PAPER 10: Natasha Ramdass 11h10 Forecast Early Warning System – Operational Engineering To Manage Disasters 11h40 Questions from the floor 11h50 – 12h10 NATIONAL TREASURY & CIDB 12h30 Questions from the floor LUNCH EXHIBITION HALL: Sponsored by Flowtite SA 12h50 DISCUSSION: Water Reclamation / Reuse guideline for municipalities - What do you need to know?

Join the discussion in the Plenary / Hall 3 (12h55 – 13h15) TECHNICAL TOURS for the afternoon 13h50 Delegates depart for Technical Tours and return from Technical Tours at 17h00 18h30 for 19h00 SOCIAL EVENING @ GREYVILLE RACE COURSE Friday, 04 October 2019 07h00 Coffee in the Exhibition Hall 08h10 MC opens last day of Conference - MC sponsored by AECOM SESSION 7 – CHAIRPERSON : MR JOGIE NAIDOO PAPER 11: Sibusisiwe Nxumalo 08h20 Rethinking Wastewater Treatment Augmentation PAPER 12: Chandre Barnard 08h50 Operating and Maintaining a forgotten system: The story of NMBM’s Bulk water maintenance.

PAPER 13: Mike Wiese 09h20 Advantages of two-dimensional hydraulic modelling for quantifying flood risk in complex urban drainage systems.

PAPER 14: Thomas Jachens 09h50 The augmentation upgrade of the 2km 1000mm dia long markman sewer 10h20 Questions from the floor 10h30 Lucky Draw - Sponsored by SKYV Consulting Engineers 10h35 REFRESHMENTS EXHIBITION HALL: Sponsored by Flowtite SA SESSION 8 – CHAIRPERSON : MRS BHAVNA SONI 11h20 MC welcomes delegates to Session 8 - MC sponsored by AECOM PAPER 15: Sydney Masha 11h30 Energy Saving and Environmentally Friendly Desalination Technology, Remix Water PAPER 16: Swen Weiner 12h00 Latest achievements in Microtunnelling: Progress by experience and innovation and the benefits to the Municipal Engineer.

12h10 Questions from the floor 12h30 CLOSE-OFF FORMALITIES: IMESA President 12h40 Lucky Draw - R 5 000 - Sponsored by SKYV Consulting Engineers CONFERENCE CLOSURE - LUNCH IN EXHIBITION HALL BEFORE DEPARTING

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Sponsors | exhibitors

Sponsors

Diamond SPONSOR UMGENI WATER

Umgeni Water is a state-owned entity (SOE) established in 1974 to provide water services - water supply and sanitation services - to other water services institutions in its service area. The entity 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 Enterprise. Umgeni Water reports directly to the Department of Human Settlement, Water and Sanitation, through the Board (Accounting Authority) and through its functionaries, the Chairperson of the Board and the Chief Executive.

Umgeni Water has its Head Office in Pietermaritzburg, KwaZulu-Natal; It supplies a total of 410 cubic metres of clean drinking water per annum to almost 6 million people within a service of 21 155 square kilometres. The primary business of Umgeni Water is to treat and supply potable water in bulk to Municipalities within our area of operation.

The organisation offers a broad spectrum of water management expertise with particular competencies in the following areas: • Water resource planning, optimisation and conservation • Operation and maintenance of large and small water and wastewater treatment plants • Water, wastewater and industrial effluent control • State-of-the-art laboratory services, sampling analysis and data evaluation • Health, safety and environmental services • Catchment management • Pollution prevention and control • Geographic Information Systems • Process design, construction, commissioning and operation • Information technology • Capital and operational supply chain management • Financial planning, tariff structures and raising of capital for infrastructure development • legal risk management • Human resources management and staff training • Institutional capacity building and support services • Determining structures and management systems for organisations that manage water services.

Representative: Thokozani Hammond T: +27 (0)33 341 1111 E: info@umgeni.co.za W: www.@umgeni.co.za

Umgeni Water Laboratories Services provides a quality service that adheres to internationally recognised standards. The water sampling programme is ISO 9001 certified and the analytical competence of the laboratory is demonstrated by continued accreditation to the ISO/ IEC 17025 standards.

The laboratory conducts 13 000 analytical tests weekly on water samples taken from its water treatment works, dams, rivers, reservoirs, distribution networks and wastewater and from trade effluent.

Umgeni Water’s section 30 activities have converged in a manner where the organisation is able to provide specific advice and guidance based on need.

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CONFERENCE

DIAMOND SPONSOR

UMGENI WATER

Enabled and innovative growth Umgeni Water is a state-owned business enterprise that was established in 1974 to supply drinking water in bulk to the municipalities of Durban and Pietermaritzburg and to consumers in the corridor of these cities. The organisation has grown over the years to become the largest bulk potable water provision entity in the Province of KwaZulu-Natal and the second-largest water utility in South Africa.

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mgeni Water, the group, currently has a total of 1 231 personnel at its various sites. Most of them are involved in all of the functional areas of Umgeni Water: finance, asset management, planning of projects, project management, water quality, water resource management and environmental science and management.

Expansion The service area of Umgeni Water was extended in December 2015 to cover the entire Province of KwaZulu-Natal, amounting to 94 359 square kilometres. There are 54 municipalities in KwaZulu-Natal, 43 of which are local municipalities, ten are district municipalities and one is a metro.

Sponsors

Full Name of Company: Umgeni Water Nature of Business: Water management and the largest bulk water supplier Date Established: 1974 Ownership: State-owned business

VISION To be the leading water utility that enhances value in the provision of bulk water and sanitation services.

MISSION Provide innovative sustainable, effective and affordable bulk water and sanitation services.

EXECUTIVE COMMITTEE Chief Executive: Thami Hlongwa Executive in charge of Operations: Msizi Cele Executive in charge of Infrastructure Development: Sibusiso Mjwara Executive in charge of Scientific Services: Manu Pillay Executive in charge of Finance: Lungi Mkhize Company Secretary: Sibusiso Madonsela

Fourteen of these municipalities are Water Services Authorities, as determined by the Water Services Act. Of these Water Services Authorities, seven are customers of Umgeni Water. They are eThekwini Metro, Msunduzi Local Municipality, iLembe District Municipality, Ugu District Municipality, Harry Gwala District Municipality, uMgungundlovu District Municipality and uThukela District Municipality.

Umgeni Water’s involvement in uThukela District now means the organisation will cover 44% of the Province of KwaZulu-Natal, from its original 32%, and the water it treats and supplies will ultimately reach 73% of the Province’s population of 11.1 million people, or 29 million households.

Core Functions The key activities of Umgeni Water, as defined in the Water Services Act (Section 29), are to provide water services (bulk potable/drinking water and sanitation services) to water services authorities (municipalities).

The mandate of Umgeni Water designates to it the functions of a Water Services Provider. Section 30 of the Water Services Act allows Umgeni Water to undertake other activities, provided these do not impact negatively on the organisation’s ability to undertake its primary function.

In order to conduct its business activities, the organisation uses the following assets, which are either owned by it or managed on behalf of the Department of Water and Sanitation and some municipalities: • Approximately 897 kilometres of pipelines • Approximately 53 kilometres of tunnels • 14 impoundments, six of which are managed on behalf of the Department of Water and Sanitation and two on behalf of Ugu District Municipality • 12 wastewater treatment works • 17 water treatment works Umgeni Water continues to receive full co-operation from its stakeholders, illustrating again that the organisation’s objective of achieving stakeholder understanding and support has indeed been fulfilled.

As May 2019 drew to a close, there were significant changes to the institutionalised water and sanitation sectors that accompanied the realignment of government departments and appointment of a new

Cabinet by the President of the Republic of South Africa, Mr Cyril Ramaphosa. Water and sanitation have now been incorporated under the umbrella of the Department of Human Settlements, Water and Sanitation, headed by a new minister and two deputy ministers.

The Road Ahead Stewardship of the organisation is the responsibility of the chief executive and a strong executive team who will continue to ensure that the organisation remains both stable and sustainable. Excellence in service delivery continues to be maintained, along with an affordable bulk potable water tariff. These are key ingredients for accelerated socio-economic development which illustrate Umgeni Water’s commitment to contribute to reduction of the triple challenges of unemployment, poverty and inequality.

Umgeni Water remains committed to the National Government’s institutional realignment vision and will continue to provide expert advice when called upon to do so. In line with Umgeni Water’s strategic focus on Enabled and Innovative Growth, personnel will intensify efforts to expand coverage in KwaZulu-Natal through provision of services and products to municipalities that are facing service delivery challenges, or when requested by the Provincial Government or the Department of Human Settlements, Water and Sanitation to intervene as implementing agent.

Retention and growth and further penetration of current markets; and development, on demand, of new markets will also be actively pursued.

CONTACT DETAILS

Head Office Physical Address: 310 Burger Street, Pietermaritzburg, 3200 Postal Address: P.O. Box 9, Pietermaritzburg, 3200, KwaZulu-Natal, South Africa Tel: +27 (0)33 341 1111 Fax: +27 (0)33 341 1116 Email: info@umgeni.co.za Website: www.umgeni.co.za

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CONFERENCE

GOLD SPONSORS BMK GROUP

The BMK Group has rapidly emerged to become an established market leader in South Africa’s infrastructure sector, providing innovative one -stop solutions to public and blue-chip private sector clients throughout the country’s burgeoning infrastructure environment. Our Head Office is situated in Durban, with regional offices nationally.

Our fully fledged South African enterprise has enjoyed a steep growth trajectory, with a client-centric approach, exceptional technical expertise and quality of service contributing to positioning our organisation at the forefront of the industry sector. Our established company has been in operation for close to 15 years.

The Group – comprising three interrelated business entities, inclusive of BMK Consulting Engineers, BMK Technologies and BMK Property Investments – is a 100% empowered enterprise with a national operations footprint and a formidable project track-record of sustainable infrastructure solutions delivery.

Our young, dynamic and well-qualified team, led by an experienced executive management, have combined experience with exuberance to energise South Africa’s infrastructure sector through their creativity of thought, ultramodern approach and out-of-the-box execution.

We are committed to delivering sustainable solutions, creating tomorrow’s infrastructure today, and so initiating opportunity and enhancing life.

This is a professional BBBEE enterprise known for its exceptional service, incomparable quality of work and meaningful client interaction.

T: +27 (0)31 566 1160 W: www.bmkgroup.co.za

Flowtite South Africa

Flowtite TM GRP pipes are the leading product for water, sewage and industrial applications, and are manufactured from glass fibre reinforced polyester. The production method is a continuous filament winding process. Flowtite GRP pipes are the first choice for engineers because they are corrosion-free and have a proven resistance to acidic environment in water and sewage systems.

Representative: Cathleen van den Berg T: +27 (0)11 065 2300 E: cathleen@flowtite-sa.co.za W: www.flowtite-sa.co.za

PGA Consulting

PGA Consulting is a multidisciplinary built environment consultancy whose mission is to provide quality professional services that deliver value to the clients. PGA Consulting has been operating in both the private sector and public sector for over 12 years, providing in-depth industry knowledge and expertise. Its strategy is to build and maintain long-standing relationships through partnerships with various clients in the built environment sector.

With its head office located in Durban and KZN regional offices representation, PGA Consulting has grown to be a company of choice, partnering with clients in changing the lives of many by providing sustainable engineering and project management solutions.

Flowtite South Africa is the sole manufacturer of Flowtite TM GRP pipes and fittings, which is manufactured locally in South Africa.

As a growing company in South Africa committed to putting the client first, PGA Consulting has provided quality professional services in the infrastructure sector through its diverse, dynamic and qualified team, thus resulting in the production of innovative, forward-thinking, sustainable solutions. As a Level 1 BBBEE professional enterprise, it is known for its extensive work in the civil infrastructure and associated services inclusive of structures, construction management, road asset management, housing development and the petrochemical industry.

Our vision is for Flowtite GRP pipes to be a household brand in the piping market within sub-Saharan Africa for civil, mining, agricultural, industrial applications. “Generally Accepted and Generally Approved”.

Representative: Poobie Govender T: +27 (0)31 262 0126 E: poobie@pgaconsulting.co.za

Our mission is to remain at the cutting edge of technology development in

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the piping market. To remain devoted to high-quality standards, excellent customer service, reliability, accountability and transparency in order to offer superior value to our customers infrastructure requirements – thus creating an enduring benefit for our communities and customers through our Flowtite GRP product range.

IMESA

Sponsors

GOLD SPONSOR

The BMK Group The BMK Group has rapidly emerged to become an established market leader in South Africa’s infrastructure sector, providing innovative one-stop solutions to public and blue-chip private sector clients throughout the country’s burgeoning infrastructure environment.

Founded in 2005, our fully fledged South African enterprise has enjoyed a steep growth trajectory, with a client-centric approach, exceptional technical expertise and quality of service contributing to positioning our organisation at the forefront of the industry sector.

BMK Consulting Engineers has grown rapidly and our brand has evolved.

Accordingly, we are proud to introduce the BMK Group, comprising three interdependent entities:

BMK CONSULTING ENGINEERS BMK Consulting Engineers is a professional consulting practice comprising a number of divisions, including: • Aviation • Railway • Roads rehabilitation and maintenance • Transportation and road infrastructure • Water and sanitation • Infrastructure asset management • Stormwater design and management • Civil and structural engineering • Human settlements.

BMK PROPERTY INVESTMENTS BMK Property Investments is an existing property holding and development company that actively works within both the private and parastatal sectors.

We are a 100% empowered enterprise with a national operations footprint and a formidable project track record of sustainable infrastructure solutions delivery. BMK Group looks to delivering innovative infrastructural solutions across the country.

Our young, dynamic and well-qualified members of staff, led by an experienced executive management team, have combined experience with exuberance to energise South Africa’s infrastructure sector through their creativity of thought, ultramodern approach and out-of-the-box execution.

Besides the public sector, BMK Consulting Engineers is frequently engaged by private organisations and collaborates with architects, project managers and other professionals on projects that require a multidisciplinary approach. As a company, we commit ourselves to working closely with clients, creating cost-effective and environmentally friendly solutions.

BMK TECHNOLOGIES BMK Technologies is a specialist pipeline survey company that utilises state-of-the-art robotic CCTV camera equipment for pipeline conditional assessment. We also offer high-pressure pipeline cleaning using high-end technological vacuum and jetting equipment.

At BMK Group, we’re committed to the continuous delivery of sustainable infrastructure solutions, creating tomorrow’s infrastructure today.

W: www.bmkgroup.co.za

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CONFERENCE

GOLD SPONSOR

Go local with Flowtite GRP pipe Lighter, and as strong as steel, but much more durable, glass fibre reinforced (GRP) pipes can extend up to 4 m in diameter for applications that include major desalination projects, alongside standard high pressure bulk water supply. So Flowtite™ GRP is far from fragile. The end benefits: over 150 years of virtually zero maintenance.

F

lowtite GRP pipe has been a household engineering brand since the introduction of this pioneering Norwegian technology in the 1960s, owned by the multinational Amiantit Group since 2001.

It’s a preferred choice for municipal infrastructure and general industrial users worldwide, with more than 70 000 km of Flowtite GRP installed to date.

That’s supported by proven research, which shows a minimal record of leakage failures, and amazing durability and resistance to corrosion and chemical attack on original installations more than 50 years ago. Samples taken show no visible change or deterioration over this period.

Local manufacturing licensee Flowtite South Africa was appointed by the Flowtite Group in 2018 to spearhead domestic and broader subSaharan expansion, backed by funding from the Industrial Development Corporation. Investment in manufacturing is a major government objective, and in this respect Flowtite is a 100% local content producer in line with the Department of Trade and Industry guidelines and meets all SOE and municipal procurement stipulations.

Gearing up for growth, Flowtite is currently embarking on a R150+ million upgrade of its Germiston factory, based in Gauteng. Integral to that strategy is a concerted communication drive to inform private and public procurement decision-makers about the Flowtite GRP benefits when compared to alternative pipe systems made from steel, concrete or plastic.

Key advantages of Flowtite GRP include its ability to produce legendary strength with low material mass, making it easy to manhandle or install with light construction equipment.

Market engagement Flowtite South Africa is listening to the views and perceptions of the market, experienced engineers, contractors and other stakeholders in the public and private sphere, some of whom may have misconceptions about GRP, largely due to the absence of a single consistent brand owner and manufacturer, until now.

Flowtite™ GRP has over 70 000 km of pipe installed worldwide in applications ranging from bulk water supply, hydropower and seawater desalination to sewer networks, reticulation networks, irrigation water

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Key advantages of Flowtite™ GRP CHARACTERISTIC

ADVANTAGE

Corrosion-resistant

Long service life

Lightweight

Low transportation cost and ease of installation

Standard lengths, 12 m

Fewer joints reduce installation time

Smooth bore

Low friction loss; lower operating costs

Superior hydraulic characteristics

Low flow coefficient, minimal slime build-up, and excellent abrasion resistance

Precision Flowtite REKA coupling

Tight joints designed to eliminate infiltration/ exfiltration; Ease of joining reduces installation time; Accommodates slight deflection without additional fittings

Flexible manufacturing process

Custom lengths and diameters can be manufactured to provide maximum flow volumes with easy installation for sliplining projects

Advanced technology pipe design

Multiple pressure and stiffness classes

supply and many other applications where the pressures range from PN 1 to 32. In South Africa specifically, more than 2 500 km of Flowtite™ pipes have been installed and are in active service. With 24 manufacturing plants across the globe, Flowtite™ GRP pipes are increasingly becoming the technology of choice for many clients because of the hybrid characteristics that address the concerns experienced with other homogeneous piping materials.

The vision is for Flowtite™ GRP to be a household brand in the piping market within sub-Saharan Africa for civil, mining, agricultural and industrial applications. “Generally Accepted and Generally Approved.”

The company’s mission is to remain at the cutting edge of technology development in the piping market. To remain devoted to high-quality standards, excellent customer service, reliability, accountability and transparency in order to offer superior value to its customers’ infrastructure requirements – thus creating an enduring benefit for our communities and customers through the Flowtite™ GRP product range.

Sponsors

GOLD SPONSOR

Local resources, local commitment with PGA Consultants Delivering innovative solutions through engineering and project management excellence from inception to completion.

P

GA Consulting is a multidisciplinary built environment consultancy whose mission is to provide quality professional services that deliver value to the clients. PGA Consulting has been operating in both the private sector and public sector for over 12 years, providing in-depth industry knowledge and expertise. Its strategy is to build and maintain long-standing relationships through partnerships with various clients in the built environment sector.

Sustainable human settlements PGA Consulting is also one of the project managers in the largest phased mega-infrastructure project in KZN that is one of the 3 Cabinet Lekgotla and national priority projects – the Cornubia Integrated Human Settlements Project.

This bold, 1 300 ha catalytic development is strategically located along the province’s primary growth and development corridor. It pioneers the concept of incorporating industrial, commercial, residential and openspace usage. PGA Consulting shares in its vision of creating a liveable space where people can eat, work and play.

Vision of the project The project is part of the city’s restructuring, which includes regional integration and development of the Northern Urban Development Corridor (NUDC). It will facilitate the unlocking of Cornubia North and the NUDC activity corridor to the airport, as well as provide an opportunity to link impoverished areas to more upmarket and affluent ones.

It provides an opportunity for a public-private partnership (PPP) between eThekwini Municipality and TongaatHulett Developments, with the core

objective being ensuring that a complete and liveable environment is created within which a range of economic and social opportunities are integrated with the provision of housing.

The project will contribute to the integration of the city and the legacy of spatial and economic imbalances of historical planning by bringing communities close to job opportunities, social amenities, major services and public transport, embracing all aspects of human settlements and the natural, social and economic environments. Social and recreational facilities, as far as possible, are planned to be delivered almost simultaneously with the delivery of housing projects.

Schools and recreational facilities are designed to be accessible within a short walk from housing developments. Streets are designed to be pedestrian friendly and include cycle lanes where possible, in order to create a healthy, sustainable and liveable human settlement.

Cornubia has the potential to accommodate a total of approximately 28 000 dwelling units and house approximately 125 000 people; 15 000 will be subsidised units catering for households earning under R3 500 per month, while 7 000 to 10 000 units will cater for households earning between R3 501 to R15 000.

Public transport is planned as part of the BRT system to link uMhlanga to Phoenix and Dube TradePort in the north. It is estimated that 43 000 permanent jobs and 387 000 construction jobs will be created, and sustained over a 15-to-20-year period.

This development has a large impact on the rate base of the city over time, bringing in millions in rates revenue per annum for eThekwini Municipality.

W: pgaconsulting.co.za

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CONFERENCE

Silver SPONSORS Herrenknecht AG

With the experience of more than 4 100 projects, Herrenknecht is a technology and market leader in the area of mechanised tunnelling technology. Herrenknecht is the only company worldwide to deliver cutting-edge tunnel boring machines for all ground conditions and in all diameters - ranging from 0.10 to 19 metres. The product range includes tailor-made machines for traffic, supply and disposal tunnels, technologies for pipeline installation, as well as drilling equipment for vertical and inclined shafts and deep drilling rigs.

Utility Tunnelling Machines are in operation around the world constructing or laying water and wastewater systems, gas and oil pipelines, as well as conduits for electricity and telecommunications. Here, trenchless tunnelling technology offers a range of advantages compared to conventional construction procedures: transport, business and the environment remain mostly undisturbed when Micromachines, HOD rigs or shaft sinking equipment are being used. Innovations such as Direct Pipe® set new standards in the semi-trenchless installation. The new technology E-Power Pipe® allows the secure and quick installation of underground cable protection pipes with smaller diameters and long advance lengths.

WEC-Consult (Pty) Ltd

WEC-Consult is a dynamic, medium-sized consulting engineering company, established in 1992. As a member of CESA, we commit ourselves to the rules and conduct of the organisation. WEC-Consult now celebrates 27 years of engineering excellence in 2019.

Our company prides itself on its contribution at the world-first film tank facility at Cape Town Film Studio, wastewater treatment projects, as well as water treatment projects and related work at the Voëlvlei Dam. Private clients include companies such as Cape Town Film Studio, Breamer Farm, Simonsberg Klapmuts, Pioneer Foods, Vinimark, and Power Construction.

The company has an active employment equity policy and identifies, employs, and trains key personnel from all designated groups. We are committed to the development of poor communities and a proud Level 2 BBBEE contributor. Our head office is in Stellenbosch, with a satellite office in Worcester. WEC-Consult concentrates on municipal services, roads, water-retaining structures, low-cost housing projects, middle-income housing projects and housing estates. We thank all of our clients for your support.

We assure you of our total commitment to engineering excellence.

T: +49 7824 3020 E: info@herrenknecht.com W: www.herrenknecht.com

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Representative: Norman van der Merwe T: +27 (0)21 886 6895 E: norman@wec-consult.co.za W: www.wec-consult.co.za

Sponsors

Silver SPONSOR

Herrenknecht AG Swen Weiner about trenchless technology and its relevance for Africa and South Africa.

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errenknecht is a technology and market leader in the area of mechanised tunnelling systems. As the only such company worldwide, Herrenknecht delivers innovative tunnel boring machines for all ground conditions and in all diameters – ranging from 0.10 to 19 metres. The Herrenknecht product range includes tailor-made machines for traffic tunnels and utility tunnels, e.g. for water, sewerage or desalination outfalls and intakes.

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.

What is your definition of trenchless technology?

SW The name says it all: underground construction without trenching!

Trenchless technology is the collective term for all kinds of trenchless construction methods to install e.g. utility tunnels for sewerage, water, cables, oil and gas underground. In microtunnelling, a remote-controlled tunnelling machine is used to construct a tunnel. Depending on the geology, different machine types are available, for example slurry shields (AVN), earth pressure balance shields (EPB) or auger boring machines, used for pipe-jacked or segmentally lined tunnels.

When is trenchless technology generally used?

Generally, trenchless technology is used whenever conditions on the surface are restricted or where ecological and economic reasons require an environmentally friendly installation method. Often, trenchless

technology is carried out in urban areas or in places where natural barriers have to be overcome with minimal disruption. For the crossing of obstacles like rivers, for example, it is often the only choice. The high flexibility of the different technologies available provides trenchless solutions for all ground conditions, even under groundwater.

Is trenchless technology well known and accepted in Africa?

Acceptance and the level of utilisation depend strongly on the region or country you look at. In some North African countries, like Egypt, Algeria or Morocco, trenchless technology is quite common. In other regions of Africa, we still have to invest in business development activities to get the technologies and their wide range of application into the minds of planners and consultants. We have to start with the basics of tunnelling machines and possibilities as regards tunnel alignment, installation depth and ground conditions. We have to continue our educational efforts to make clients and consultants more aware of the benefits of ‘going trenchless’.

For the Kpone Independent Power Project in Tema, Ghana, Herrenknecht is proud of having delivered an AVND 2000 tunnelling machine, which successfully installed four water intake and brine outlet tunnels with drive lengths of up to 1 100 m in difficult ground.

And South Africa in particular?

In South Africa, Herrenknecht’s slurry microtunnelling machinery has already been used for utility projects in Durban in 2012, the Cape Flats 3 Bulk Sewer Phase 2 Project in Cape Town in 2017, crossing in Port Elizabeth, and other areas along the coast.

Other potential projects are being planned such as Mkhomazi Bulk Water Supply and Sewer Main in East London.

How do such reference projects influence future ones?

Herrenknecht AVN800 in operation in Cape Town, 2017 (Photo: Terry February)

Project owners often go for open-trench methods when they tender a project as, at a first glance, open-trench solutions often seem cheaper than investing in tunnelling equipment. People tend to trust in technologies they know well, even if there are more reasonable and beneficial alternatives. With a rising number of projects executed with trenchless technology, clients and consultants become more and more aware of trenchless possibilities. Projects with high public interest even increase this effect, of course.

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CONFERENCE

Silver SPONSOR

WEC-Consult WEC-Consult is a dynamic, medium-sized consulting engineering company, established in 1992.

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s a member of CESA, we commit ourselves to the rules and conduct of the organisation. WEC-Consult now celebrates 27 years of engineering excellence in 2019.

Our company prides itself on its contribution at the world-first film tank facility at Cape Town Film Studio, wastewater treatment projects, as well as water treatment projects and related work at the Voëlvlei Dam. Private clients include companies such as Cape Town Film Studio, Breamer Farm, Simonsberg Klapmuts, Pioneer Foods, Vinimark, and Power Construction.

Active employment equity The company has an active employment equity policy and identifies, employs, and trains key personnel from all designated groups. We are committed to the development of poor communities and a proud Level 2 BBBEE contributor. Our head office is in Stellenbosch, with a satellite office in Worcester. WEC-Consult concentrates on municipal services, roads, water-retaining structures, low-cost housing projects, middle-income housing projects and housing estates. We thank all of our clients for your support.

We assure you of our total commitment to engineering excellence.

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Sponsors

Bronze SPONSORS AECOM

AECOM is a global network of experts working with clients, communities and colleagues to develop and implement innovative solutions to the world’s most complex challenges.

Delivering clean water and energy. Building iconic skyscrapers. Planning new cities. Restoring damaged environments. Connecting people and economies with roads, bridges, tunnels and transit systems. Designing parks where children play. Helping governments maintain stability and security.

We connect expertise across services, markets, and geographies to deliver transformative outcomes. Worldwide, we design, build, finance, operate and manage projects and programs that unlock opportunities, protect our environment and improve people’s lives.

Imagine it. Delivered.

Representative: Somala Pillay / Lara Lombard T: +27 (0)31 204 2300 E: Somala.pillay@aecom.com / lara.lombard@aecom.com W: www.aecom.com

SKYV Consulting Engineers (Pty) Ltd

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

Being 100% black-owned, upholding our level 1 BBBEE status and ISO 9001: 2015 accreditation remains the foundation of our operations to ensure clients gain from our service excellence.

The competent teams of experienced engineers, proficient professionals and project managers at SKYV Consulting Engineers eagerly await the opportunity to demonstrate their expertise to our ever-expanding client base, thus, sustainably implementing successful projects in accordance with applicable guidelines and relative legislature.

Representative: Kamesh Rugbeer T: +27 (0)31 566 1707 E: kamesh@skyv.co.za W: www.skyv.co.za

VNA

Lekwa Consulting Engineers (Pty) Ltd VNA, unlocking Africa’s potential!

Established in 2002, Lekwa Consulting Engineers (Pty) Ltd is a blackowned South African civil engineering consultancy. Our dynamic approach is based on finding synergies with public and private sector stakeholders inclusive of our communities. We believe that through collaborations/strategic partnerships, we can be instrumental in unlocking skills development and job creation in Southern Africa through rapid infrastructure development, in support of Sub Saharan economic initiatives, such as the African Development Plan.

Our cutting edge technologies lands us ready to merge diverse cultures with Industry 4.0. We are experienced thought leaders with great inclination towards sustainable human settlements. We are agile professionals with innovative and progressive, scientific and disruptive adaptable solutions.

T: +27 (0)11 868 2494 E: info@lekwa.co.za W: www.lekwaconsulting.co.za

VNA is at the forefront of South Africa’s built environment service delivery, contributing to the continent’s emergence as a meaningful economic powerhouse. Together with a team of experts, the company is committed to delivering innovative and seamless project management and engineering solutions, within the communities they serve.

From road asset management, construction management, engineering and specialised pavement services, to infrastructure development and cost administration, VNA has the foresight, technology and expertise to create structures par excellence for all clients.

For a leading specialist, driven by innovation and accessibility through sustainable solutions... look no further than VNA! Representative: Nichelle Stephens T: +27 (0)31 566 3358 E: info@vnac.com W: www.vnac.co.za

IMESA

23

CONFERENCE

Floorplan 10

11

12

Exhibition Hall sponsored by 13

EMERGENCY EXIT

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EMERGENCY EXIT

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FOOD STATION

Plenary Entrance

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74

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62

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5A

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REFRESHMENT STATION

54

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FOOD STATION

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40 37

Seating

41

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43

36

IMESA / 35B GL EVENTS

** **

44

45

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56

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49

REFRESHMENT STATION

5

24

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48

25

35A 34

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26 Plenary Entrance

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ENTRANCE / EXIT TO EXHIBITION HALL

1

31

30

29

28

27

EX H I HALL BIT OR stand LIST ING EXHIBITION

24

2

3S Media

26

AECOM

67

APE Pumps

60 & 61

proudly sponsored by 63

GeoAfrika

8

National Treasury

35b

GLS Consulting

34

Odour Control Group

48

Hall Longmore

5a

PGA Consulting

Aquicure

6

Hanslab

10 - 12

SA Leak Detection

75

AUMA

27 & 28

Herrenknecht AG

9

SALGA

59

BMK Group

69

Hitachi Honeywell

SBS Tanks

Bosch Projects

1

15

65

Huber SA

SIKA South Africa

BVi

62

64

76

57

Hyrdo-Comp Enterprises

Sizabantu Piping Systems

41

CESA

44 & 45

7

cidb

36

Imerys Aluminates

50

Smartlock

40

Cochrane

3

iX engineers

56

Sobek

13 & 14

Denso SA

70 & 71

JBFE Consulting

38

SAWW: Silulumanzi

72 & 73

Department of Public Works

55

JOAT

39

SAWW: Siza Water

ECM Technologies + Mabey Bridge

46

Knight Piésold

68

Southern Pipeline Contractors - SPC

33 & 47

Emvelo Quality & Environmental Consultant

43

M & C Consulting Engineers

32

SRK Consulting

66

37

Manholes 4 Africa

42

Structa Group

30 & 31

ERWAT

74

Mariswe

51 - 54

Umgeni Water

5

Escongweni BPH Engineers

58

N & Z Instrumentation

16 & 17

VNA Consulting

35a

eThekwini Municipality

29

Naidu Consulting

49

Water Research Commission - WRC

20 - 23

FlowTite SA

24 & 25

Nashua Ltd

18 & 19

Xylem Water Solutions

IMESA

exhibitors

AECOM

AECOM is a global network of experts working with clients, communities and colleagues to develop and implement innovative solutions to the world’s most complex challenges.

Delivering clean water and energy. Building iconic skyscrapers. Planning new cities. Restoring damaged environments. Connecting people and economies with roads, bridges, tunnels and transit systems. Designing parks where children play. Helping governments maintain stability and security. We connect expertise across services, markets, and geographies to deliver transformative outcomes. Worldwide, we design, build, finance, operate and manage projects and programs that unlock opportunities, protect our environment and improve people’s lives.

Imagine it. Delivered.

Representative: Somala Pillay/Lara Lombard T: +27 (0)31 204 2300 E: Somala.pillay@aecom.com / lara.lombard@aecom.com W: www.aecom.com Stand: 26

Aquicure

Aquicure is an innovative water technology company that provides a sophisticated technical solution to achieve sustainable water security, delivered through innovation in water conservation. Aquicure is a proudly South African company, founded and incubated by Exxaro Resources with its primary operational base being in South Africa.

The Aquicure Trenchless Automated Leak Repair (TALR) Technology can reduce water losses by 75%-100% in any isolated section of pipeline. The carefully crafted no-dig’ leak repair solution addresses multiple leaks within a treated pipe section in a single intervention and seals different types of leaks i.e. hairline cracks and point leaks on any network pipe material.

Representative: Zama Siqalaba T: +27 (0)12 307 4876 E: zama.siqalaba@exxaro.com Stands: 60, 61

AUMA ELECTRIC ACTUATORS

APE Pumps (Pty) Ltd Electric actuator specialist. Proven by a 50-year track record, Auma supplies a wide range of electric actuators and gearboxes. With wide-ranging applications requiring individual solutions, you also need technology that is advanced, easy-to-use and flexible to meet your precise requirements.

APE Pumps & Mather+Platt APE Pumps has been an innovator in the field of fluid transfer solutions since 1952 across industries that include water utilities, mining, municipalities and the energy sector. These comprehensive skills are aligned with its sister company, Mather+Platt, which traces its heritage back to England in 1845.

Mather+Platt manufactures horizontal multi-stage pumps designed for high-pressure applications and split case pumps mainly for high volumes.

To complement the product range, APE Pumps specialises in the design and manufacture of vertical industrial turbine pumps, split case and horizontal multistage pumps as well as end suction pumps for most industry applications.

Auma South Africa – based in Springs, Gauteng – has fully fitted workshops, and competent and experienced Sales and Technical Departments to cater for your valve-actuator needs. Auma covers sub-Saharan Africa.

Representative: Mark Mijatovic T: +27 (0)11 363 2880 E: mark@auma.co.za W: www.auma.com Stand: 75

Being an 8 ME contractor APE Pumps and Mather+Platt have qualified teams to assist with turnkey projects, on-site installations and commissioning of pumps.

Our Service Department consists of a highly skilled team of technicians that could assist anywhere, anytime.

The Group is a Proudly South African company.

Representative: Sonja Hattingh T: +27 (0)11 824 4810 E: salesm@apepumps.co.za W: www.apepumps.co.za / www.matherandplatt.com Stand: 67

IMESA

25

CONFERENCE

BMK GROUP

Founded in 2005, the BMK Group has grown rapidly to become a market leader in South Africa’s infrastructure sector, servicing both public and blue-chip private sector clients with innovative one-stop solutions.

Celebrating over 50 years of engineering excellence.

Our proudly South African-owned enterprise comprises three interrelated entities: BMK Consulting Engineers, BMK Technologies and BMK Property Investments. We are committed to delivering sustainable solutions, creating tomorrow’s infrastructure today, so initiating opportunity and enhancing life.

BVi is a multidisciplinary engineering, design and construction management company that was established in 1967. Since then BVi has grown its footprint in South Africa to 14 offices throughout the country, with the head office situated in Tshwane. As a leader in the engineering industry, 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.

This is a professional Broad-Based Black Economic Empowerment enterprise known for its exceptional service, incomparable quality of work and meaningful client interaction.

BVi’s corporate culture is founded on solid engineering principles. It combines quality and value for money to produce creative, targeted and effective solutions to its clients and the communities.

Representative: Kineta Seevnarayan T: +27 (0)31 566 1160 E: kineta@bmkgroup.co.za W: www.bmkgroup.co.za Stand: 59

Representative: Premala Singh T: +27 (0)12 940 1111 E: ps1@bvi.co.za W: www.bvi.co.za Stand: 76

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. Having been established since 1961, and focusing on integrity, trust and respect, the company has a proud record of technical excellence which include awards from IMESA, CESA, SAICE and SASTA. Representative: Raj Ramchuran T: +27 (0)31 535 6000 E: bpdbn@boschprojects.co.za W: www.boschprojects.co.za Stand: 65

26

BVi

IMESA

CESA

“Your Partner in Enabling Consulting Engineering Excellence.”

Consulting Engineers South Africa (CESA) is a voluntary association of Consulting Engineering firms with a member base across the country totalling in excess of 540 companies. CESA is the custodian of the well-being of the industry supported by member firms who employ approximately 21 000 people. CESA members are compelled to subscribe to upholding the integrity of the industry by adhering to a professional code of ethics providing quality and cost-effective professional consulting engineering services.

The organisation serves as a channel for clients to address industry concerns while at the same time providing a platform for the sharing of information with the aim of assisting in optimising the planning and delivery of infrastructure projects in both the public and private sector.

Representative: Bonolo Nkgodi T: +27 (0)11 463 2022 E: bonolo@cesa.co.za W: www.cesa.co.za Stand: 41

exhibitors

CIDB (Construction Industry Development Board)

The Construction Industry Development Board (cidb) is a Schedule 3a public entity established to lead construction industry stakeholders in construction development. It is established in terms of the CIDB Act 38, of 2000.

Construction plays a pivotal role in South Africa’s economic and social development. It provides the physical infrastructure that is the backbone of economic activity. It is also a large-scale provider of employment opportunities. The role of the cidb is to facilitate and promote the improved contribution of the construction industry to SA’s economy and society.

Amongst others the cidb must promote: • Uniformity in construction procurement • Efficient and effective infrastructure delivery • Construction industry performance improvement • Development of the emerging sector, including industry transformation; • Skills development Representative: Ebrahim Moola T: +27 (0)12 482 7204 E: ebrahimm@cidb.org.za / noncedos@cidb.org.za W: www.cidb.org.za Stand: 7

Department of Public Works and Infrastructure

The Expanded Public Works Programme (EPWP) is one of government’s medium- to long-term programmes aimed at alleviating poverty and reducing unemployment. The EPWP will achieve this aim through the provision of work opportunities coupled with project-based training for the unemployed and unskilled people. It is a national programme covering all spheres of government and state-owned enterprises.

Opportunities for implementing the EPWP have been identified in the infrastructure, environment and culture, social and non-state sectors. In the Infrastructure sector, the emphasis is on optimising the creation of work opportunities through the use of labour-intensive construction and maintenance methods. Labour-intensive construction methods involve the use of an appropriate mix of labour and machines, with a preference for labour where technically feasible and economically viable, without compromising the quality of the product.

Representative: Nontyatyambo Manyisane T: +27 (0)12 492 1433 E: nontyatyambo.manyisane@dpw.gov.za W: www.epwp.gov.za Stands: 72, 73

DENSO SOUTH AFRICA (PTY) LTD

Cochrane International

Founder-owned and operated, Cochrane has grown over 40 years to service more than 100 countries from 17 strategically-located global facilities. Engineering, manufacturing and perfecting the world’s widest range of physical perimeter security barriers, many of our associations are third generation. Mutual success is the Cochrane foundation.

Representative: Jason Boutelje T: +27 (0)11 394 1788 E: jboutelje@cochraneglobal.com W: www.cochraneglobal.com Stand: 40

Winn & Coales (Denso) Ltd has established an international reputation for the reliability of its corrosion prevention and sealing systems. Supplier to public utilities, industrial concerns and do-it-yourself customers worldwide, the company was established in the UK in 1883 and has been at the forefront of corrosion prevention, waterproofing, and sealing technologies for over 120 years.

With eight following subsidiary companies worldwide, Winn & Coales (Denso) Ltd is able to draw upon a wealth of experience in producing products to deal with corrosion and sealing problems in many different environments.

The sharing of knowledge and new technology, plus extensive R&D facilities, enables the company to maintain its policy of producing high-quality, effective products around the world, backed by prompt and efficient service.

Denso South Africa (Pty) Ltd has a well-established manufacturing facility in Durban, and manufactures products for the South African, African, and international export markets. All the products are made to Winn & Coales (Denso) Ltd specifications.

Representative: Donovan Edward T: +27 (0)31 569 4319 E: don@denso.co.za W: www.denso.co.za Stands: 13, 14

IMESA

27

CONFERENCE

ECM Technologies / Mabey Bridge

Mabey Bridge is a leading international provider of high-quality modular bridging solutions to over 150 countries worldwide. We specialise in rapidbuild, pre-engineered modular steel bridges to develop, improve and repair essential infrastructure in urban and rural areas. We also deliver temporary and permanent bridging solutions for the construction, oil and gas, and mining sectors, as well as for specialist military applications, humanitarian emergencies and disaster relief.

ERWAT

Consistent excellence in water care As a leader in water care and resource recovery, ERWAT provides sustainable, affordable, quality water care and resource recovery services through partnerships and collaborative initiatives with external role players, utilising smart organisational practices.

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

ERWAT provides bulk wastewater conveyance and treatment to thousands of industries and more than 3.5 million people. It currently operates 19 water care works that release some 1 000 megalitres of wastewater, both domestic and industrial, per day.

Representative: Martin Venter T: +27 (0)12 329 4116 E: sales@ecmtech.co.za | martin@ ecmtech.co.za W: www.ecmtech.co.za Stands: 33, 47

ERWAT’s Commercial Business wing services municipalities, government and state-owned entities, as well as markets such as mining and minerals, food and beverage and manufacturing. ERWAT Laboratory Services offers a wide range of ISO/IEC 17025 accredited testing methods.

Emvelo Quality and Environmental Consultants (Pty) Ltd

Representative: Wanda Annandale T: +27 (0)11 929 7000 E: mail@erwat.co.za W: www.erwat.co.za Stands: 30, 31

ESCONGWENI BPH ENGINEERS (PTY) LTD

Emvelo Quality and Environmental Consultants is a Level 1 BBBEE company that is 100% black owned and based in Richards Bay, KwaZulu-Natal. The firm provides tailored environmental and quality expert solutions to various organisations.

Emvelo has been involved in multiple environmental and quality projects around South Africa, some of which have been successfully completed with the past four years.

Our services include, but are not limited to: EIAs, waste licences, ECOs, and Quality Management Systems (ISO 9001:2015).

Our competent and experienced environmental professionals are ready to serve you.

Representative: Phumzile Lembede T: +27 (0)35 789 0632 E: phumzile@emveloconsultants.co.za W: www.emveloconsultants.co.za Stand: 66

28

IMESA

Escongweni BPH Engineers strives to offer engineering service excellence founded on a wealth of diverse skill, knowledge and experience to execute any project of any size.

Our directors collectively boast 180 years of experience offering the following services: • Project management • Transportation • Water and sanitation • Structures.

Support derived from strategic partners in the consulting space, where we recognise the importance of nurturing relationships with established firms and new participants in the industry, is key to enhancing our growth and sustainability.

Representative: Dexter Madlala T: +27 (0)31 003 0920 E: info@escbph.co.za W: www.escbph.co.za Stand: 5

exhibitors

eThekwini Municipality

GeoAfrika

Working for the eThekwini Municipality gives one a sense of upliftment and responsibility.

GeoAfrika draws on the skills of experienced professional teams working across surveying, land information systems, legal services and property management. With this comprehensive offering, we’re able to work with clients, and add value, across the entire development process.

Our Vision: By 2030, eThekwini Municipality will enjoy the reputation of being Africa’s most liveable city, where all citizens live in harmony. This vision will be achieved by growing its economy and meeting people’s needs so that all citizens enjoy a high quality of life with equal opportunities, in a city that they are truly proud of.

This holistic view helps us to reduce risk, cost and uncertainty for our clients.

Working as a collaborative team, we’re able to build unique solutions for each project, and our secure, consolidated information system means we’re best able to harness the power of clients’ data through customised digital tools.

Our core values are: • Sustainability • Economically successful city • Caring city • Smart city • Poverty reduction • Democratic and equal city

Representative: Craig Silva T: +27 (0)31 266 8242 E: surveys@geoafrika.co.za W: www.geoafrika.co.za Stand: 63

Representative: Ignatia Mngoma T: +27 (0)31 322 7159 E: ignatia.mngoma@durban.gov.za W: www.durban.gov.za Stand: 35a

Flowtite South Africa

Flowtite South Africa are the sole manufacturers of FLOWTITE™ GRP pipes and fittings. Manufactured locally in South Africa. Our vision is for Flowtite GRP Pipes to be a household brand in the piping market within sub-Saharan Africa for civil, mining, agricultural, industrial applications.

“Generally Accepted and Generally Approved”.

Our mission is to remain at the cutting edge of technology development in the piping market. To remain devoted to high quality standards, excellent customer service, reliability, accountability and transparency in order to offer superior value to our customers infrastructure requirements. Thus, creating an enduring benefit for our communities and our customers through our Flowtite GRP product range.

GLS Consulting

GLS Consulting has been in business for 30 years and provides a specialist service related to the optimal analysis, planning and management of water distribution in related areas of engineering, such as master planning, the development of water demand management strategies, performing analyses for the purposes of pipeline replacement prioritisation and quantifying pertinent parameters required for the purposes of asset management.

The company is the South African market leader in its field of expertise, serving large clients, such as Johannesburg Water, Ekurhuleni Metro, City of Cape Town and City of Tshwane, as well as more than 60 other municipalities, including all towns in the Western Cape.

Representative: Nicky Malherbe T: +27 (0)21 880 0388 E: nicky@gls.co.za W: www.gls.co.za Stand: 35b

Representative: Cathleen van den Berg T: +27 (0)11 065 2300 E: cathleen@flowtite-sa.co.za W: www.flowtite-sa.co.za Stands: 20, 21, 22, 23

IMESA

29

CONFERENCE

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: 48

Hanslab Environmental Consultants

Hanslab is a black-female-owned enterprise that boasts a diverse project and client database. We focus on tailor-made, cost-effective, sustainable and practical environmental solutions. We partner with industries and government sectors throughout South Africa by offering our clients a wide spectrum of environmental services. Our diverse team of registered professional scientists are committed to integrating our knowledge and skills with leading, trusted and accredited engineering and environmental specialists.

Our environmental advisory and legal compliance services could afford you project approvals in three weeks. Visit Hanslab’s new offices at Gateway Office Park and meet our team of professionals.

Representative: Shriya Nankhoo T: +27 (0)31 563 1978 E: shriya@hanslab.co.za W: www.hanslab.co.za Stand: 6

30

IMESA

Herrenknecht AG

With the experience of more than 4 100 projects, Herrenknecht is a technology and market leader in the area of mechanised tunnelling technology. Herrenknecht is the only company worldwide to deliver cutting-edge tunnel boring machines for all ground conditions and in all diameters - ranging from 0.10 to 19 metres.

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

Representative: Swen Weiner T: +49 7824 302 0 E: info@herrenknecht.de W: www.herrenknecht.com Stands: 27, 28

Hitachi Ltd

The Hitachi Group is one of the largest conglomerates in Japan, with a corporate history of over 100 years. Hitachi has been active in sub-Saharan Africa for over 50 years. As a global leader in the field of social innovation, Hitachi delivers innovative solutions in areas such as transportation, water, energy, urban development etc. through collaborative creation with customers.

Hitachi Ltd has grown into a conglomerate with over 964 companies around the world. Hitachi is focused on social innovation which combines the latest in IT with infrastructure technology.

Representative: Maropeng Gama T: +27 (0)11 260 4302 E: maropeng.gama@hitachi-eu.com W: www.hitachi-eu Stand: 69

exhibitors

Honeywell

Elster Kent Metering, part of Honeywell Smart Energy, manufactures, imports, assembles and distributes various water, electricity and gas metering products and solutions, including smart meters, pre-paid meters and turnkey solutions for automatic metering infrastructure (AMI).

We use the latest, state-of-the-art international technology available in Honeywell and combine this with local knowledge to create products and solutions ideally suited to our customers. Honeywell Smart Energy enables utilities to deploy connected solutions that transform operations, improve reliability, and provide energy efficiency programs to their users.

Representative: Heinette Martignone T: +27 (0)11 470 4900 E: heinette.martignone@honeywell.com W: www.elsterkentmetering.com / www.honeywell.com Stand: 1

HUBER TECHNOLOGY (PTY) LTD

Hydro-Comp enterprises

Hydro-Comp is an international information technology and consulting company specialising in integrated management information systems (EDAMS) and related services for utilities and municipalities.

Hydro-Comp provides a unique combination of billing, customer services and asset management software together with related services aimed at improving overall utility performance and efficiency. Its services range from implementation and support of systems, to institutional strengthening projects and to studies dealing with network optimisation and reduction of losses. The company operates in Africa, Europe and Asia, with offices in South Africa, Botswana, Cyprus, Egypt and Eastern Europe, with close to 100 utilities using the EDAMS software.

Representative: Mapula Aphane T: +27 (0)11 234 9404 E: info@edams.co.za W: www.edams.com Stand: 57

Imerys Aluminates Huber Technology (Pty) Ltd is a subsidiary company of Huber SE in Germany and a world leader in supplying innovative equipment and machinery manufactured completely from stainless steel for the municipal and industrial water and wastewater treatment industry. Our focus is liquid/solid separation in general and inlet works equipment. We offer a comprehensive line of stainless steel equipment ranging from the inlet works down to sludge handling and are one of the leaders in the water & wastewater industry in Southern Africa.

Huber Technology offers a full range of superior equipment for achieving: inlet screening (fine & coarse), screenings removal, washing, conveying and compacting; sludge screening, belt, drum thickening and dewatering, storm screening, total preliminary treatment; grit removal and washing, grease and solids removal, tertiary treatment, membrane filtration, DAF plants, flow control, aerators, pumps, chlorination and clarifiers. Part of our scope is the Mena Water range of equipment. Please visit www.menawater.com for comprehensive information regarding package MBR & Water Treatment Plants.

Representative: Carl Stammer T: +27 (0)44 878 0140 E: cs@hubersa.com W: www.hubersa.com Stand: 62

Imerys Aluminates is a pioneer and world leader in the manufacture of calcium aluminate cements (CAC). It produces a range of speciality binders and mortars that include Ciment Fondu®, CalCoat® 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 waste water 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)60 985 9521 E: tendayi.kaitano@imerys.com W: www.imerys.com Stand: 36

IMESA

31

CONFERENCE

iX engineers

iX engineers is a professional consulting engineering practice specialising in civil, structural, chemical, process, electrical and mechanical engineering, as well as instrumentation and project management. iX engineers has a national footprint with offices in Pretoria, Cape Town, Bloemfontein, Durban, Kimberley, Port Elizabeth 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.

We are one of a handful of Level 1 BBBEE companies of our size (large) in the consulting engineering industry, providing sustainable eco-engineering solutions, advanced capabilities in desalination, low-volume roads and WC/WDM. We were part of the development of St Helena Airport and our innovative mechanical team worked on the V&A cooling system that uses sea water.

Representative: Lebo Leshabane T: +27 (0)12 745 2518 E: info@ixengineers.co.za W: www.ixengineers.co.za Stand: 3

JBFE Consulting (Pty) Ltd

JOAT Group

Offering expertise in the water and energy industry spanning more than a combined 50 years, the company specialises in all aspects of water management, instrumentation and control, including related equipment sales.

Competent and professional staff is available to provide assistance in specialised water demand management consulting, instrumentation, measurement and flow control installation and commissioning.

We are suppliers of leading brands of variable speed drives (VSDs), meters and instrumentation units, hydraulic control valves, air valves and other allied valves and Smartlock smart technology locking chambers and pump station doors.

Our focus is on producing sustainable solutions for both local and international conditions, drawing on experience and technology not only from South Africa, but also from an established international network of partners.

Representative: Steve Anderson T: +27 (0)31 700 1177 E: Steve.anderson@joat.co.za W: www.joat.co.za Stand: 55

Knight Piésold

JBFE have been actively involved in the asset management/account environment since 2003, doing some pioneering work with other industry leaders and specialists. In doing so, JBFE has become a recognized GRAP compliance and implementation specialist, with specific focus on GRAP 17 (immovable assets) and all associated GRAP standards (16, 12, 100, 19, 21, 31, 103, etc.).

We are chartered accountants, professional civil and electrical engineers, professional property valuers and GRAP accounting specialists.

Services include the establishment of the statement of the position of infrastructure assets in the financial statements based on the GRAP standards.

Representative: Issie Beetge T: +27 (0)83 299 6529 E: issie@jbfe.co.za W: www.jbfe.co.za Stands: 70, 71

32

IMESA

Knight Piésold is a global consulting firm that provides specialised services to the mining, power, water resources and infrastructure industries. We are engineers, environmental scientists, geoscientists and technologists who focus on creating value at every stage of a project through quality driven, sustainable solutions.

Established in 1921 in South Africa, we have expanded throughout the world, with 30 offices in 14 countries. At Knight Piésold, we work as one team, mobilising local and global resources to meet the needs of each client.

We work closely with our clients, understanding unique project characteristics within the context of today’s global business environment.

With a commitment to safety, quality and technical excellence, Knight Piésold specialises in creating customised solutions at every stage of a project life cycle, while delivering sustainable, bottom-line results.

Representative: Sharlenee Moodley T: +27 (0)11 806 7111 E: Smoodley@knightpiesold.com W: www.knightpiesold.com Stand: 46

exhibitors

M & C Consulting Engineers

Mariswe

M & C Consulting Engineers is a civil and structural consulting engineering and project management company with extensive technical and administrative projects experience. M & C Consulting’s mission is to provide professional civil engineering services to clients in all project stages, with highly skilled professional teams.

Mariswe (formerly UWP Consulting) is a majority-black-owned project management, infrastructure planning and consulting engineering practice with more than 46 years of experience in sub-Saharan Africa. We engineer solutions that build communities and are passionate about improving people’s lives.

Company is owned by female professionals who have been involved in number of strategic infrastructural projects that impacted positively on the lives of people living in South Africa. The company promotes use of local labour and assists local upcoming technologists and technicians in fulfilling their ECSA requirements.

Mariswe is a Level 1 BBBEE Contributor on the DTI’s Construction Sector Codes of Good Practice. Our core service areas are transportation, water and sanitation, structures, infrastructure planning and management services.

Representative: Sinenhlahla Chamane T: +27 (0)35 550 0231 E: info@mcconsulting.co.za W: www.mcconsulting.co.za Stand: 43

Manholes 4 Africa

The company has more than 260 employees in eight offices across South Africa and 35% of our revenue is generated in other African countries, where we have five subsidiary firms.

Representative: Vuyo Booi T: +27 (0)11 709 8420 E: vuyob@mariswe.com W: www.mariswe.com Stand: 74

N&Z Instrumentation & Control (Pty) Ltd

Manholes 4 Africa manufactures market-leading polymer and composite Infrastructure solutions to the civil, municipal, mining, electrical and ICT sectors.

Our investments in modern composite technology manufacturing assures high performance, world-class products. Our clients include municipalities and infrastructure developers throughout the SADC region and Comesa.

We provide: • A market-leading composite range of manholes, hand holes, access points and boundary box systems • Manhole cover and frame sets for municipal, electrical, and water infrastructure supply • HDPE ducting for fibre network infrastructure • Composite kerb inlets for lasting road infrastructure.

Representative: Fagan Dillon T: +27 (0)61 123 2493 E: fagan@civilworksgroup.co.za W: www.manholes4africa.co.za Stand: 37

• Water metering • Automatic meter reading (AMR) • Water quality measurement (chlorine; turbidity; conductivity; ph, ammonia, etc) • Flow measurement • Data logging • Reservoir management • Water loss management • Leak detection N&Z Instrumentation is a local supplier with a 65 year track record. We supply high quality measuring equipment and services which have been proven in many municipalities, water boards and the DWS, across South Africa.

Working directly with end users or a part of a multi-disciplinary project team we carry out engineering, design, installation, commissioning and ongoing service and support.

Representative: Japie Vermeulen T: +27 (0)11 435 1080 E: enquiries@nz.co.za W: www.nz.co.za Stand: 58

IMESA

33

CONFERENCE

Naidu Consulting (Pty) Ltd

Positioned at the cutting-edge of civil and structural engineering in South Africa, Naidu Consulting has rapidly developed a reputation for setting exceptional industry benchmarks, becoming a respected professional services provider, geared to engineering development and with the capacity to deliver infrastructure and community development across South Africa.

Through the selective recruitment of high-calibre members of staff, our team has a passion for delivering top quality, economic and innovative engineering solutions, each with a social and environmental legacy.

Recently, Naidu Consulting has extended its services in providing CETA accredited NQF Level 5 and 7 training on labour-intensive construction works.

Representative: Josh Padayachee T: +27 (0)31 265 6007 E: josh.padayachee@naiduconsulting.com W: www.naiduconsulting.com Stand: 29

Nashua

National Treasury

The National Treasury is responsible for managing South Africa’s national government finances. The Constitution of the Republic mandates the National Treasury to ensure transparency, accountability and sound financial controls in the management of public finances. The National Treasury’s legislative mandate is also described in the Public Finance Management Act. The National Treasury is mandated to promote government’s fiscal policy framework; to coordinate macroeconomic policy and intergovernmental financial relations; to manage the budget preparation process; to facilitate the Division of Revenue Act, which provides for an equitable distribution of nationally raised revenue between national, provincial and local government; and to monitor the implementation of provincial budgets.

Representative: Phiwengesihle Mashabane T: +27 (0)12 395 6507 E: infrastructureprocurement@treasury.gov.za W: www.treasury.gov.za Stand: 8

Odour Control Group

Nashua – your total workspace provider At Nashua, we do more than printers. From next-generation wireless, fibre, surveillance and access control, to world-class voice and telephony, managed document solutions and interactive whiteboards – you can rest assured, we have everything your business needs to soar.

We take the time to understand your business needs, and back up our products and services with dedicated, proactive support when you need it most.

All so that you can do more.

Representative: Karinda le Roux T: +27 (0)11 232 8052 E: karindal@nashua.co.za W: www.nashua.co.za Stands: 24, 25

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IMESA

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 results in disappointment. The OCG was established to provide well-engineered and pedigreed odour control solutions to effectively handle these issues.

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

Representative: Mathew Coetzer T: o80 630 2830 E: mathewc@oes.co.za W: www.odorcure.co.za Stand: 34

exhibitors

PGA Consulting

PGA Consulting is a multidisciplinary built environment consultancy whose mission is to provide quality professional services that deliver value to the clients. PGA Consulting has been operating in both the private sector and public sector for over 12 years, providing in-depth industry knowledge and expertise. Its strategy is to build and maintain long-standing relationships through partnerships with various clients in the built environment sector.

As a growing company in South Africa committed to putting the client first, PGA Consulting has provided quality professional services in the infrastructure sector through its diverse, dynamic and qualified team, thus resulting in the production of innovative, forward-thinking, sustainable solutions. As a Level 1 BBBEE professional enterprise, it is known for its extensive work in the civil infrastructure and associated services inclusive of structures, construction management, road asset management, housing development and the petrochemical industry.

Representative: Poobie Govender T: +27 (0)31 262 0126 E: poobie@pgaconsulting.co.za Stand: 5a

SA Leak Detection Distributors

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: 9

SBS

We hire, repair and sell water leak detection equipment, utility location equipment, flow loggers, CCTV pipe inspection cameras and other nondestructive testing equipment in Africa suited for municipal, commercial and residential pipe diagnostics.

Pinpointing the leak is not enough; we manufacture under license 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 center in Benoni, Gauteng.

Representative: Tommy Tinkler T: +27 (0)11 425 3379 E: tommy@saleak.co.za W: www.saleak.co.za Stands: 10, 11, 12

SBS is a proudly South African company that manufactures round steel panel tanks, ranging from 10 000 litres up to 3.3 million litres, from our factory outside Durban, KwaZulu-Natal. We deliver and install tanks globally as well.

At SBS, we believe that doing good doesn’t have to be at the expense of good business. We have proven that when you enable positive change for all – both along the value chain and with the communities associated – that you can become a world-class, successful operation no matter what you do or where you operate.

Representative: Hlengiwe Matiwane T: +27 (0)31 716 1820 E: hlengiwe@sbstanks.co.za W: www.sbstanks.com Stand: 15

IMESA

35

CONFERENCE

Sika South Africa

Sika is a speciality chemicals company with a leading position in the development and production of systems and products.

Sika products are used in almost every aspect of modern living, from building bridges, dams, roads and harbours to high-rise buildings. When using Sika systems, quality, durability and sustainability are added.

Sika’s product lines feature high-quality concrete admixtures, speciality mortars, sealants and adhesives, damping and reinforcing materials, structural strengthening systems, industrial flooring, as well as roofing and waterproofing systems.

Representative: Romaine Cloete T: +27 (0)31 792 6500 E: cloete.romaine@za.sika.com W: www.sika.co.za Stand: 64

Silulumanzi

Silulumanzi has a 30-year concession with the City of Mbombela Local Municipality for the rendering of water and wastewater services within the defined concession area. We have the exclusive rights to provide water and wastewater treatment to the towns of Mbombela City, Matsulu, KaNyamazane and surrounding peri-urban areas. The concession commenced in 1999 and covers a total population of approximately 390 000 people. Silulumanzi has only been awarded Blue Drop for all water systems under its operation and Green Drop for wastewater treatment processes.

Representative: Lerato Mashua T: +27 (0)13 752 6839 E: lerato.mashua@silulumanzi.com W: www.silulumanzi.com Stand: 38

Siza Water (Pty) Ltd

Siza Water provides water and wastewater services to residents within the municipal boundaries of the former Dolphin Coast Municipality in KwaZulu Natal. The company was founded in 1999 and is based in Ballito.

The company currently employs 85 staff members, who ensure that reliable and efficient water services are rendered to consumers. The company is certified with ISO 14001:2015, ISO 45001:2018 and ISO 9001:2015.

Since 1999, Siza Water has consistently achieved almost 100% water quality compliance and has both Blue and Green Drop accreditation. In addition, Siza Water was rated South Africa’s top service provider for water in 2014, based on the Department of Water and Sanitation Blue Drop Awards.

Siza Water is part of the South African Water Works Group.

Representative: Khosi Mathenjwa T: +27 (0)32 946 7218 E: Khosi.Mathenjwa@sizawater.com Stand: 39

Sizabantu Piping Systems (Pty) Ltd

Sizabantu Piping Systems (SPS) is a limited liability company established in 2002. Sizabantu Piping Systems is an accredited BBBEE company involved in the manufacture, marketing and distribution of predominantly plastic pipe solutions to the infrastructure, agriculture, mining and industrial market sectors in Southern Africa.

SPS Manufacturing, in joint venture with its Spanish partners, Molecor, has a state-of-the-art, world-class factory in Richards Bay, KwaZulu-Natal, South Africa. It is the first factory of its kind on the Africa Continent, producing Molecor TOM 500 PVC-O technology pipe.

Today, SPS boasts 11 operations nationally and internationally, which are strategically placed to service the Southern African markets. We have operations across South Africa and into Swaziland and Mozambique.

Representative: Greg Loock T: +27 (0)13 755 2707 E: GregL@sizabantu.com/lecháll@sizabantu,com W: www.sizabantu.com Stands: 44, 45

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IMESA

exhibitors

Smartlock

Smartlock, founded in 2007, is a market-leading innovator of 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.

We service a variety of industries which include: • Telecommunications • Utilities • Cash management • Cargo protection • Examination management.

We supply nationwide as well as into Africa and abroad.

We provide our customers with valuable business continuity solutions, which include the in-parallel design of new and improved solutions.

Representative: Strauss Heigers T: +27 (0)66 204 1156 E: strauss.heigers@smartlock.net W: www.smartlock.net Stand: 50

Southern Pipeline Contractors

Level 4 BBBEE Contributor Southern Pipeline Contractors (SPC) has been operating since 1965.

SPC has operated an HDPE pipe plant since August 2014. This factory manufactures HDPE corrugated pipes for electrical ducting (Flex Pro), subsoil drainage (Big Dren), and sewer and stormwater reticulation (Magnum).

Southern Pipeline Contractors’ 8 000 m2 factory, on a 60 000 m2 site, is located at 6 Main Reef Road, in Dunswart, on Gauteng’s East Rand. Extrusion machines are the main equipment in the ISO 9001-2015 accredited factory.

The company has French company Vinci Construction as a shareholder and employs 150 people.

Representative: Yougesh Mohun T: +27 (0)11 914 8500 E: spc@vinci-construction.co.za W: www.spc.co.za Stand: 68

SRK Consulting (South Africa) (Pty) Ltd

Sobek (Pty) Ltd SRK is an independent, international organisation of professional engineers and scientists providing a comprehensive range of technical consulting services to the natural resource industries.

Sobek (Pty) Ltd is a multidisciplinary consulting engineering, project management and management advisory firm operating in the infrastructure sector and specialising in water infrastructure.

Sobek aspires to assist public and private entities to expand and maintain their infrastructure in such a manner that it meets the interests of all stakeholders.

Representative: Ilva Jorgo T: +27 (0)11 472 9294 E: bdu@sobek.co.za W: www.sobek.co.za Stand: 56

Its experienced engineers and scientists work with clients in multidisciplinary teams to deliver integrated, sustainable solutions across a range of sectors - infrastructure, water, environmental , mining and energy.

The focus of SRK’s work is to help clients to identify and mitigate the full range of risks across the project life cycle, from planning, design and implementation, right through to operational stages and project closure.

Representative: Jaya Omar T: +27 (0)11 441 1027 E: jomar@srk.co.za W: www.srk.co.za Stand: 32

IMESA

37

CONFERENCE

Structa Technology (Pty) Ltd

VNA

VNA, unlocking Africa’s potential!

Prestank and the circular round Roddy Tank are manufactured by Structa Technology, specialists in domestic and industrial water storage solutions for municipalities, rural developments, mines, power stations, water affairs, hospitals/clinics... anywhere where water is consumed!

• Prestank capacities range from 1 173 litres to 3.5 million litres.

• Roddy tank offers capacities of 3 900 litres, 7 200 litres and 10 000 litres on 5 m/10 m stands, or on ground level.

• Tanks are designed according to SANS 10160 & SANS 10162 • Hot-dipped galvanised • Easily transported and assembled on even the most remote sites

From road asset management, construction management, engineering and specialised pavement services, to infrastructure development and cost administration, VNA has the foresight, technology and expertise to create structures par excellence for all clients.

StructaTechnology is a Level 1 BBBEE contributor and is ISO9001:2015 compliant.

For a leading specialist, driven by innovation and accessibility through sustainable solutions... Look no further than VNA!

Representative: Adelaide Ruiters T: +27 (0)16 362 9100 E: adelaide@structa.co.za W: www.prestank.co.za Stand: 42

Representative: Nichelle Stephens T: +27 (0)31 700 2500 E: info@vnac.com W: www.vnac.co.za Stands: 16, 17

Umgeni Water

Umgeni Water is a state-owned business enterprise that was established in 1974 to supply drinking water in bulk to the municipalities of Durban and Pietermaritzburg and to consumers in the corridor of these cities. The organisation has grown over the years to become the largest bulk potable water provision entity in the province of KwaZulu-Natal and the secondlargest water utility in South Africa.

Umgeni Water, the group, currently has a total of 1 261 personnel at its various sites. The majority of them are involved in all of the functional areas of Umgeni Water: finance, asset management, planning of projects, project management, water quality, water resource management and environmental science and management. The service area of Umgeni Water was extended in December 2015 to cover the entire KwaZulu-Natal, amounting to 94 359 square kilometres.

Representative: Thokozani Hammond T: +27 (0)33 341 1368 E: Thokozani.hammond@umgeni.co.za W: www.umgeni.co.za Stands: 51, 52, 53, 54

38

VNA is at the forefront of South Africa’s built environment service delivery, contributing to the continent’s emergence as a meaningful economic powerhouse. Together with a team of experts, the company is committed to delivering innovative and seamless project management and engineering solutions, within the communities they serve.

IMESA

exhibitors

Water Research Commission

The WRC provides the country with applied knowledge and waterrelated 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 Stand: 49

Xylem Water Solutions

Water challenges are escalating around the globe, placing people and communities, our environment, and our very future at risk. By 2025, 1 .8 billion people will be living in countries or regions with absolute water scarcity. We are a Fortune I000 global water technology provider with one mission: to help our customers solve water through the power of technology and expertise. Together, we can make water more accessible and affordable, and communities more resilient. Letâ&#x20AC;&#x2122;s create a world that is more water-secure and sustainable for all. We have the opportunity of a lifetime to solve water. Letâ&#x20AC;&#x2122;s work together and lead the way.

Representative: Jacky Ruis T: +27 (0)11 966 9300 E: jacky.ruis@xyleminc.com W: www.xylem.com Stands: 18, 19

Joint Conference with

IMESA & IAWEES Institute of Municipal Engineering of Southern Africa & International Association of Water, Environment, Energy and Society

CALL FOR ABSTRACTS for paper and poster presentations

THEME

SYNERGY THROUGH ENGINEERING

CATEGORIES • Environment

• Energy

• Water and Sanitation

• Financial, Legal and Regulatory

• Transport, Roads

• Data management

and Stormwater

A B S T R AC T S S U B M I T T E D BY

06 March 2020 (poster presentations and abstract submissions)

marketing@imesa.org.za | tel +27 031 266 3263

Contact Melanie Stemmer for an entry form or download it from the website.

CONFERENCE HOSTS

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

IMESA The Institute of Municipal Engineering of Southern Africa & International Association of Water, Environment, Energy and Society

CONFERENCE ENDORSED BY

ERWAT

Consistent quality requires consistent excellence ...

EXCELLENCE IN WASTEWATER

... in every area of wastewater management.

Serving both the public and private sectors, ERWAT promotes a healthy environment by providing cost-effective wastewater treatment solutions through innovative technologies. It specialises in sustainable, quality wastewater services, backed by focused technical, maintenance and engineering services. An ISO/IEC 17025 accredited laboratory renders a management assessments and advice are also offered.

East Rand Water

Reg. No. 1992/005753/08 (Association incorporated in terms of section 21)

GPS Co-ordinates: S 26° 01’ 25.8” and E 28° 17’ 10.0” Address: Hartebeestfontein Office Park, R25, Bapsfontein/Bronkhorstspruit, Kempton Park.

Tel: +27 11 929 7000 E-mail: mail@erwat.co.za

uppe marketing A13900

www.erwat.co.za

A13900 ERWAT Corporate Advet A4 19-02.indd 1

2016/02/19 3:30 PM

speakers | papers

wide variety of specialised analyses, while industrial wastewater quality

speakers

PAPER 1 Alan Hall

PAPER 2 Tumelo Lebeya

C/O Sole Proprietor, Inventor

C/O iX engineers

Alan Hall has worked on and designed farm and construction machinery, hybrid transmissions, grain storage and handling equipment across the world, in countries such as the USA, Britain, France and South Africa.

He has held numerous positions over the years, including salesman, commercial manager, technical director, managing director, and has served as chairman of a country club and Round Table.

When the free market started, he wrote complete business systems for transactions in the futures and options and physical trading of grains, oil seeds, and oils.

Since 1998, he recognised the problems of sanitation and health related issues. In 2016, he built the first pilot ablution facility at the Celimfundo Primary School. The project is on-going and self-financed, with improvements made each year.

Tumelo (Tumi) Lebeya is a drone solutions lead, leading the investigation and implementation of latest technologies to enable iX engineers to deliver best-in-class engineering solutions.

While working on various digital initiatives, his focus is on delivering market leading drone solutions in the built environment. These include but are not limited to drones, photogrammetry, virtual reality and 3D modelling.

In his previous role as a human capital professional, Tumi specialised in developing solutions and building team capabilities to optimize efficiency, cost, and output of operations and strategic growth plans. He is proficient in building and managing relationships with executive management to enable decision making and facilitate collaboration across multiple stakeholders in the business.

His skills include analysis, developing solutions to complex engineering challenges, human capital problems and capability building. He has a passion for social equity and leading efforts to mentor, support and upskill designated groups. Tumi’s qualifications include a bachelor’s in industrial psychology and human movement sciences, as well as studies in architectural technology.

PAPER 2 Jean-Pierre Rousseau C/O iX engineers Jean-Pierre Rousseau is a structural engineer with more than 16 years’ experience in the detail design and detailing of reinforced and steel structures. He has gained extensive experience in high-order finite element analysis while being involved in the development of structural engineering and detailing software tools.

Since the start of his career, and during his studies, he gained additional experience in the design of civil services such as water and sewer reticulation, storm-water infrastructure, sub-soil drainage and roads. His master’s degree thesis (US) researched the structural viability the solar chimney in the field of structural dynamics and wind loading on tall, slender concrete structures.

Jean-Pierre spent five years at Prokon software consultants developing analysis tools, and designing and analysing complex structures such as lattice telecom towers, high rise buildings and industrial steel structures.

Since 2009, Jean-Pierre has been involved on a full-time basis in consulting, working on infrastructure designs in the mining, energy, water and transport sectors. Since 2012, Jean-Pierre has managed and built up young and innovative engineering teams. His leadership and innovative skills have resulted in improved efficiency, increased team technical ability and up-skilling of young professionals.

PAPER 3 Hanine van Deventer C/O AECOM Hanine is a registered Professional Civil Engineer with 15 years’ experience in the civil engineering industry.

She obtained her BEng (Civil) from Stellenbosch University in 2003 and is currently employed as a senior engineer at AECOM. Her key experience is in wastewater treatment and solid waste management projects and recently taking on the challenges to focus on water resilience.

She has managed numerous of these projects covering all stages from planning and investigation through design to construction and close-out.

She has a keen focus on systems and procedures, and manages projects with the goal to deliver to expectations while staying committed to compliance and allocated budgets.

IMESA

41

CONFERENCE

PAPER 4 JOHANNES PIETER Calitz

PAPER 5 Prof JA du Plessis

C/O eThekwini Municipality

C/O Stellenbosch University

JP attended Westville Boys’ High School, after which he started studying at the University of KwaZulu-Natal. He completed his BSc in 2010 and is currently studying towards his PhD. His first exposure to applied engineering was at SRK Consulting, where he was involved in hydrological and hydraulic studies across South Africa.

JP Also spent some time at SMEC South Africa, expanding his knowledge into the fields of water reticulation and resources.

He currently forms part of the Coastal, Stormwater and Catchment Management Department of eThekwini Municipality. He is one of the engineers developing and maintaining the eThekwini Forecast Early Warning System, and enjoys mentoring young candidates.

Prof JA du Plessis is the director of the Institute of Water and Environment Engineering and a former head of the Department of Civil Engineering at the Engineering Faculty of Stellenbosch University and is responsible for hydrology and environmental engineering for the past 15 years.

He has a special interest in the integrated management of water resources in South Africa as applied by local authorities, as well as flood hydrology.

He obtained his PhD (Water Governance), MEng (Water Resource Management) and BEng (Civil) from Stellenbosch University. During his more than 34 years of experience in the water sector, he also worked for the Department of Water Affairs, the City of Cape Town and the West Coast District Municipality.

He presently serves as an EXCO member of IMESA and on the Education and Training Panel of SAICE.

PAPER 5

PAPER 6

Erika Braune C/O Stellenbosch University Erika Braune matriculated at Pretoria High School for Girls, where she was awarded full academic and cultural colours, for contributions as top geography student and concert master of the orchestra.

In 2017, she obtained her BEng degree at Stellenbosch University, while working on projects in various spheres of hydrological engineering.

At SRK Port Elizabeth, she focused on storm water drainage systems, geotechnical investigations and water quality testing. At Ingerop, Bellville, she concentrated on dam design, investigations and safety report writing.

Recent work includes dam safety inspections of earth fill dams, with DJ Hagen throughout the Western Cape.

In 2018, she decided to pursue a master’s degree in hydrological engineering, dedicated to the challenges local authorities face, regarding water supply system yields in changing climate conditions. During the two-year study period, she completed short courses in flood hydrology, water resource management and hydraulic structures.

She is registered as a Candidate Engineer with ECSA and aims to improve water resources governance for a sustainable future supply. A relentless passion for the environment drives her interests, which include scuba diving, hiking, travelling and gardening.

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IMESA

PETER FISCHER C/O Royal HaskoningDHV Peter has over 34 years’ experience in civil and water engineering, focusing on bulk conveyance of raw and purified water, sewage and industrial effluents.

As a technical project engineer, he has worked on full project cycles from inception through planning, reporting, design, detailing and construction to operations and training. As a project manager, he engages multi-disciplinary teams on innovative and complex projects, managing resources, risk, and capital.

In his position as market segment leader for bulk conveyance, he has developed and managed teams of engineers and specialists to effectively deliver projects such as large diameter, medium pressure pipelines, service reservoirs, pump stations, water and sewage treatment works, and all associated services including programme and quality management.

His experience provides the necessary skills for rehabilitating and extending the working life of ageing infrastructure. He has guided the development of a substantial compendium of guidelines and tools to capture “how we do it” engineering expertise for future generations of engineers.

speakers

PAPER 7 Dr DINOS CONSTANTINIDES

PAPER 9 Dr Mathys Vosloo

C/O Hydro-Comp Enterprises

C/O Zitholele Consulting

Dr Dinos Constantinides matriculated at Springs Boys High and obtained his BSc (Civil Eng) (cum laude) and his PhD (Water Eng) at the University of the Witwatersrand in South Africa in 1981.

In the early years of his career, he worked for Murray & Roberts Contractors and for the Hydrological Research Unit and subsequently the Water Research Program as a senior research officer at the University of the Witwatersrand.

In 1986, he founded Hydro-Comp, a company specialising in consulting services and information technology for effective utility management. The company at present has its headquarters in Cyprus, has offices in many countries, including South Africa (Johannesburg and Nelson Mandela Bay), and has carried out rehabilitation and institutional strengthening projects for water service providers in more than 30 countries throughout the world.

Dr Dinos is the author of three books and more than 70 publications in the field of water supply and utility management, and is regarded as a world authority in the field.

Dr Mathys Vosloo currently holds the position of environmental divisional manager at Zitholele Consulting – a diverse engineering and environmental management consultancy that offer a range of diverse services within the industry.

Zitholele Consulting has always had a strong focus on water and waste management solutions, with the design and development of waste water treatment plants being a key service Zitholele’s Engineering Division offers.

Mathys obtained his doctorate degree in zoology at the Nelson Mandela Metropolitan University in 2012 and has more than 14 years of environmental management and consulting experience. Mathys is further registered as a Professional Natural Scientist (Pr.Sci.Nat, 400136/12) with the South African Council for Natural Scientific Professions (SACNASP) and is also a member of the International Association for Impact Assessment – South Africa (IAIAsa).

Mathys’ experience ranges from large-scale infrastructure developments and power line developments within the power generation sector, to environmental compliance auditing, monitoring and reporting.

PAPER 8 Santhani Pillay C/O eThekwini Municipality

PAPER 10 Natasha Ramdass C/O eThekwini Municipality

Santhani Pillay graduated as an engineer (BEng Civil) from the University of Pretoria in 2016. In 2017, she took up a position as a candidate engineer at eThekwini Municipality. For the past two years, Santhani has been actively involved in the implementation of eThekwini Municipality’s BRT system. This public transport system/initiative has been divided into nine core corridors. Santhani was responsible for the Project Management and Contract Administration of Corridor 1.

Currently, she has been placed in the newly established eThekwini Municipality Platform for Engineers Development (EMPED) as the external secretary. This platform aims to develop candidate engineers into competent engineers who will be well equipped to thrive in the civil engineering environment.

Natasha Ramdass matriculated in Durban in 2004 after which she was awarded a year free tuition at the University of the Witwatersrand for BSc Chemical Engineering. She successfully completed a year and a half of her chemical engineering degree when she realised it was not fulfilling enough. She then applied for a scholarship to study abroad at Universiti Teknologi Petronas (UTP) in Malaysia. She began a BEng Civil Engineering degree in June 2006 and found her passion for engineering, completing the degree within four years.

Natasha was then employed by eThekwini Municipality’s Coastal Stormwater and Catchment Management Department in 2011 and has flourished as an engineer within the team ever since. She is passionate about her work making a difference to the people on the ground and that can be seen in her personal interest in projects like the Forecast Early Warning System that she co-developed.

She completed her MBA at the University of KwaZulu Natal this year and is looking forward to attaining her PMP Certification. She enjoys mentoring young school students into STEM and is registered as a mentor in the GirlEng division of the Women in Engineering (WomEng) organisation. She enjoys sport, dance and loves to entertain.

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PAPER 11 Sibusisiwe Nxumalo

Mike Wiese

C/O Bosch Projects

C/O AECOM

Sibusisiwe Nxumalo is a 2016 BSc (Eng) Chemical Engineering graduate from the University of Cape Town. She has prior experience in the manufacturing sector and is currently employed at Bosch Projects as a graduate engineer in the wastewater treatment sector.

Since joining Bosch Projects, she has been involved in the upgrading of pump stations – the monitoring and controls thereof. She has experience in sludge management projects that entail the digestion of primary sludge to produce biogas and, ultimately, assess the electrical generation capacity of the plant.

Her primary interest is identifying opportunities for the innovation and optimisation of the treatment process of wastewater. Her current research focus areas and projects include the development and use of wastewater modelling tools to assist in troubleshooting challenges experienced in treatment plants, and offering the necessary solutions that are more innovative, will require minimal funding, and ultimately still comply with regulations.

Mike Wiese obtained his BEng (Civil Engineering) degree from the Stellenbosch University in 2008. He continued his research in two-dimensional hydraulic and sediment transport modelling as part of his MSc Eng (Civil Engineering) degree, which he obtained in March 2013 from Stellenbosch University.

Since 2011, Mike has been employed by AECOM as a civil engineer and hydraulic modelling specialist. His key experience is in stormwater related projects and includes hydrological and hydraulic investigations, urban stormwater master planning, stormwater management planning, hydraulic design of stormwater drainage structures, and hydrological, hydraulic and river morphological modelling. He has been involved in numerous projects across Africa and the Middle East.

His other interests include mountain biking, jogging and other outdoor activities, motorbike trips, and exploring the road less travelled.

PAPER 12 CHANDRE BARNARD C/O Nelson Mandela Bay Municipality Chandre Barnard completed his BTech: Civil Engineering degree at Nelson Mandela University, where after he was invited to be a member of the Golden Key International Honours Society.

He holds the position of deputy director: Bulk Supply & Reservoirs with Nelson Mandela Bay Municipality. He has nine years’ experience in all aspects of water management, from when the rain drop enters the catchment area until it is received by the consumer. He sits on various water monitoring and drought committees, providing mitigation when the above-mentioned raindrop ceases to fall for extended periods.

He is registered with ECSA as a Graduate Technologist.

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PAPER 14 THOMAS JACHENS C/O AfriCoast Consulting Engineers Thomas Jachens matriculated in 1982 at Muir College, Uitenhage and obtained his BSc (Civil Engineering) from the University of Cape Town in 1987. In 1999, he registered as a Professional Engineer, in terms of the Engineering Profession of South Africa Act (No. 114 of 1990). He is also a member of IMESA. Thomas has almost 30 years’ experience as a civil engineer specialising in the planning, design and project management of various engineering related projects including Infrastructure, water and wastewater, and urbanisation projects.

Thomas started his working career at Aurecon, where he worked for more than 22 years, gaining invaluable formative experience on various projects.

More recently, he worked at Mott MacDonald as a technical director and divisional manager until November 2016, and he now occupies the role of technical director at AfriCoast Consulting Engineers.

Abstracts

PAPER 15 Sydney Masha

PAPER 16 Swen Weiner

C/O eThekwini Municipality

C/O Herrenknecht AG

Mr Sydney Masha matriculated in Polokwane and obtained his BSc in Civil Engineering from the University of KwaZulu-Natal in 2015. During his university years, he was the chairperson of the SAICE-UKZN student chapter and the BOLD (Business Organization and Leadership Development) student group. BOLD was aimed at getting young people to develop leadership and entrepreneurial skills to become more proactive in society.

He is now a civil engineer at the Commercial and Business Department of eThekwini Water and Sanitation, where he is mainly responsible for providing technical assistance and project management for the implementation of various public private partnership (PPP) projects.

Furthermore, he assists in the implementation of pilot and demonstration projects in the city for research purposes.

Swen Weiner was born in 1963 and worked as skilled labour in geology before starting his studies in 1985 at the TU Bergakademie Freiberg (Technological University for Mining â&#x20AC;&#x201C; University of Resources since 1765).

In 1990, he graduated in mining engineering and gathered practical and scientific experience as a scientific assistant at the university.

From 1990 to 1995, he worked for Flowtex as an engineer specialized in horizontal directional drilling. He gained experience in microtunnelling at the civil and underground engineering company ITG (Ingenieur Tiefbaugesellschaft Zwickau GmbH), where he worked for two years as an engineer, before he became the managing director in 1996.

Starting at Herrenknecht in 2001, he has been the sales manager for South and Central America and from 2002 onwards for the complete American continent. In 2004, his sales area moved to South and East Africa and part of the Middle East. Since September 2005, he operates as area sales executive for Africa and the Middle East. Furthermore, he is the general manager of Herrenknecht Tunnelling Systems LLC in Abu Dhabi, which was founded in November 2012.

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PAPER 1 Alan Hall C/O Sole Proprietor, Inventor

Water-less sanitation solutions, why they are important Lusec Sanitation is a comprehensive package to treat bathroom and household waste on site and out of sight without odour. The package includes: 1. A large litter bin/incinerator for depositing waste from inside and outside the house. Normally it is placed next to the incinerator for the bathroom and toilet waste.

2. A large drying/incinerator bin for drying and burning solid toilet waste such as, faeces, toilet paper, newspaper, tampons, and diapers. This eradicates all pathogens and parasites.

3. An airtight reservoir for urine derived from the toilet pedestal and/or a urinal. A layer of vegetable oil on the urine makes the urine airtight and hence there is no smell. The pH of the urine rises from 6.5 to 9 within a few days. The reservoir includes a length of copper wire. The wire and the alkalinity of the urine kill 99.99% of pathogens that may exist in the liquid. The processed urine is an excellent fertiliser which is worth €0.3/ litre.

4. TIP- Drip™ irrigation piping takes the processed urine to gardens and fields. Unique features include low pressure and easy cleaning of blocked emitters. The same Tip-Drip™ design also vaporizes the urine in high density areas where fertiliser is not appropriate.

5. A free standing and broad based pedestal with a standard toilet seat and lid. The magic is inside the pedestal. Solid waste drops into the hole at the back of a convex bib.

The bib directs urine to the tank below the bib and then into the urine reservoir. The solids drop onto an auger. The auger takes the solids to the solids incinerator. Unlike other urine diversion pedestals the Lusec pedestal prevents large objects from entering the process. The auger is driven manually and/or automatically.

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PAPER 2 Jean-Pierre Rousseau & Tumi Lebeya C/O iX engineers

Rapid response engineering: An overview of technological developments and its application in the municipal infrastructure space South African parastatals and local authorities are faced currently with a massive challenge: Ageing infrastructure, complex protocols, political pressure, community needs: all potent ingredients for the perfect storm!

On the other side of the execution crevasse is the private sector, cautious to risk their money, their time and their expertise.

Consultants are often faced with projects from government clients which have run out time, money and sometimes political will. It may lead to frustration, scepticism, doubt, and eventually the damning decision that it may be better to just walk away. But what impression would that make on our public servants, our colleagues, the very people we serve?

In our experience, the stumbling block often happens between idea and execution, or budget vs expenditure. We are often asked to help in seemingly impossible time-lines, with seemingly impossible budgets, on seemingly impossible problems which urgently begs for solutions. iX engineers have embarked on a journey to find new ways of exploring, digesting, advising and executing in the municipal infrastructure space: Our presentation will explore, amongst others, the possibilities of dronebased surveying, the wins, the risks, the requirements, the limitations. We will look at rapid 3D modelling – or rather, as we refer to it – shaping, of structures, geometries and sites. With a multitude of 3D models to our disposal, and with the use of 360 cameras, we have ventured into the world of VR and, as a continuation, the merging of the “possible” with the “real”, termed “augmented reality” and “mixed reality”.

We have realised that these technologies are providing new tools to take on new challenges. Amid limited time and budget, we can say with greater confidence “yes – pick me!”, we are up for the challenge! There is no future if we turn our backs to the seemingly impossible. But when we discover extra-ordinary ways of dealing with ordinary problems, we may find ourselves venturing into unchartered possibilities.

Abstracts

PAPER 3 Hanine van Deventer C/O AECOM

Improving our state of water resilience: A private sector perspective The private sector has major risk with ultimate financial consequences that is heavily impacted by water security. Especially since 2017 the term “Day Zero” brought great concerns to businesses and questions raised by those dependant on these businesses. The dam levels in the Western Cape have since risen and water restrictions been relieved, but this does not entirely reassure the private sector. Water is a precious commodity which needs to be wisely managed to serve the ever-growing population and support economy.

Since the Western Cape was rapidly approaching the daunting “Day Zero”, AECOM was approached by various private companies to provide solutions to assist improving their resiliency to respond to water supply interruptions. This paper presents the consultant’s own experience with a view point from private sector’s side in an effort to assist private sector to mitigate the associated risks anticipated. It elaborates on questions asked, initiatives identified, procedures followed, and associated limitations and challenges experienced, also sharing success achieved.

Quoting the Draft Cape Town Water Strategy; January 2019 “The future is uncertain and the cost of very severe restrictions is much higher than the cost of insuring against this likelihood by providing additional water supply capacity.” The focus should be for private and public sector to work together to achieve mutual success.

PAPER 4 Johannes Pieter (JP) Calitz C/O eThekwini Municipality

A new look on attenuating storm water runoff… do we really need to store all this water?

Attenuation facilities have been the popular solution for redirecting storm water runoff for many years. Storm water, which would originally infiltrate into the natural ground, would need to be accounted for when hardened surfaces are increased during development within the catchment area.

The development industry generally alleviates this issue using attenuation tanks. These can vary in size but usually take up a lot of space.

Depending on the soil type underneath the surface in question, infiltration rates of that particular soil can become very useful when determining how much of storage is actually required. By combining the design of a soak away and an attenuation tank, we can utilize the “soaking away” nature of the underground soil, and use the attenuation tank to provide sufficient hydraulic head to sufficiently drive the water into the tanks surrounding soil. A typical example of using this analysis can be seen in the polystorm modular cell system, which allows for both infiltration and attenuation.

Determining the amount of cells required by a particular area, will not solely be established by the volume of water to be stored when using this system, but also by its surrounding soil characteristics.

Infiltration takes into account the type of soil in contact with the cell, as well as the number of faces of the cell that can infiltrate water into the soil. The more surface area that can allow infiltration, the increase in total overall infiltration of that cell per square meter of the system. By using similar systems such as these, we can reduce the need for such extensive attenuation tanks and redirect the surface flow into an area where it should have went before development occurred in the first place, the natural ground. This takes into account land usage, providing a solution for where there is inadequate space for attenuation tanks, and will change the way we tackle storm water issues as a whole.

These systems can also be used underneath traffic areas, which allows development above the system as opposed to the general soakaway which undermines the stability of its surrounding soil. This involves innovative engineering where the obvious or most commonly used solution, may not always be the most efficient or cost effective one, providing greater benefit to the public.

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PAPER 5

PAPER 6 Erika Braune & Prof JA du Plessis C/O Stellenbosch University

Conquering municipal water resource challenges with a stochastic daily time-step conjunctive water use model South Africa has a broadly developed water infrastructure based mainly on surface water, localised groundwater and occasional desalination as resources. However, most suitable surface water sites are already utilised and with increasing demands and climate variability it is projected that South Africa will run out of water by 2025. To mitigate water scarcity, more conjunctive water use solutions need to be investigated.

In order to implement more conjunctive management of the often scarce water resource at a local authority scale, an excel based model was developed for a combination of surface water, groundwater and desalinated water using a daily time step. The model is stochastically driven by synthetically generated streamflow sequences. Monthly streamflow is disaggregated into daily streamflow and a streamflow-rainfall relationship is established to generate corresponding synthetic rainfall sequences.

Surface water is modelled using conventional dam balancing equations with daily streamflow. Groundwater is modelled using a similar approach as the Aquifer Firm Yield Model with the saturated volume fluctuation equation as the stochastic link between rainfall, recharge and water levels. This model is paired with the Cooper-Jacob model and data from Groundwater Resource Assessment Phase 2 project. Desalination is modelled as a source which provides water at 100% assurance of supply at different operational capacity levels over fixed three-monthly time steps.

An overall dam balancing equation evaluate the available yield of the system whereby water from desalination and groundwater is used first according to minimum operational procedures after which surface water is utilised. However, a control is built in which shut down the desalination plant if the dam capacity reaches user-defined levels. The model allows for multiple alternative water resources, based on consumer defined input. Additionally, the short-term and long-term assurance of supply is graphically presented and management suggestions and tools are provided. An analysis of the historical water supply system is produced while suggestions for improved water management are also provided.

Peter Fischer C/O Royal HaskoningDHV

Reducing the risk from the increasing use of electronics in the field of municipal water and wastewater engineering BACKGROUND Water and wastewater projects increasingly use electronics to control a growing multitude of purposes, whether the aim is to optimise processes, or to provide additional safety features for the protection of personnel and environment, or to improve the life span of plant and equipment.

Electronics have become prevalent in all but the simplest of processes.

Traditionally, water projects required civil engineering skills and competencies in water or wastewater processes design, civil and structural know-how, some knowledge of mechanical and electrical engineering and project management skills.

Electronic engineering – also referred to as Control & Instrumentation or “ECI” (Electrical and Control & Instrumentation engineering) – brings many new opportunities but also less obvious challenges to traditional water engineering projects. Risks can go undetected when working on sites with severe space limitations, younger designers that have not yet learned about HAZOP studies and the like, understanding the interrelationships between all other disciplines but especially electrical and electronic engineering, poor scope definition, late design changes, reduced budgets for Capex and Opex and dispersed design teams.

In addition there are newer challenges that include increasing cost of electricity and the need for smart systems, 3D modelling, drone based survey and terrestrial laser scanning that create cloud data for generating 3D models, ICT systems and support, and increasingly complex Regulations.

The list of new skills required is accelerating at a rapid pace, and the risk of making fundamental errors, potentially “Classic Failures”, is increasing if clients and designers become captured by the features and benefits of electronic wizardry, but lose sight of the potential pitfalls.

The range of risks specific to electronics includes lightning strikes, power surges and outages, lack of operator competence, hydrogen sulphide emissions in wastewater systems, commissioning not properly done and documented.

CONQUERING THE CHALLENGES Some risks may appear to be “old hat” to experienced engineers but, where less experienced design teams are not led by suitably experienced practitioners, they could easily cause Classic Failures that are defined as “ignorance or disregard of basic engineering principles, or the disbelief that a certain event can occur despite what physics and mathematics predicts can and will happen”.

This paper will outline some of the risks that come with increasing electronic control and automation, and suggest some approaches on how to reduce or manage the risks.

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Abstracts

PAPER 7 Dr Dinos Constantinides C/O Hydro-Comp Enterprises

Integrated Asset Management – An effective way of increasing service reliability and overall business performance Service providers are more than ever under pressure to improve their overall performance and cost efficiency. The sector is becoming increasingly regulated and at the same time it is becoming more and more difficult to secure funds. Service providers have no choice: they will have to improve at least the quality and reliability of their services and they will have to become considerably less dependent on third party funds by becoming financially sustainable.

The best way to face this challenge is the introduction of best practices in integrated asset management (ΙΑΜ), where IAM can be best defined as: “An integrated approach to monitoring, operating, maintaining, upgrading, and disposing of assets cost-effectively, while maintaining a desired level of service and is intended for improving the overall business performance.”

This paper looks at available technology, best-practices and a practical approach, applied within the ISO 55000 Standards framework, towards building capacity for IAM especially for water, sanitation and electricity service providers. All aspects of IAM are dealt with in a coherent and integrated manner leading to effective business planning.

Aspects dealt with include: 1) Policy on Asset Management & Levels of Service 2) Asset Register/ Data Management 3) Maintenance Management 4) Operations (Monitoring & Control) 5) Distribution Management (Technical & Commercial losses) 6) A sset Management/ Rehabilitation Planning (Reliability Centred AM Methodology) 7) Transmission/ Distribution Optimisation 8) Business Planning 9) Monitoring, Evaluation & Improvement Case studies of two large AM projects implemented in service providers in Southern Africa and a large-scale AM project involving almost 100 small to medium size utilities in six countries in South Eastern Europe are presented as examples.

PAPER 8 Santhani Pillay C/O eThekwini Municipality

eThekwini Municipality’s GO! Durban BRT programme The presentation provides a case study of the experiences of GO! Durban in executing strategic phases of its IRPTN plan within the eThekwini Municipality.

EThekwini Municipality aims to be the most liveable city in Africa by 2030. One of the measures is ensuring a more efficient transportation network system that minimises delays into and out of the city. A challenge to be overcome is managing the increasing number of single occupancy vehicles as well as mini bus taxis entering the city.

In order to create a more sustainable transport network for the future that tackles both capacity issues as well as mobility, the eThekwini Transport Authority’s implementation arm – GO! Durban undertook an ambitious BRT implementation plan commencing in 2010. The planning yielded a public transport network that is an intricately woven scheme of various physical components that have been designed to function not only at their best as individual components, but also together, as a seamlessly integrated system. The design of the physical infrastructure still echoes the founding philosophies of the eThekwini IRPTN which was that the users, defined as, the Traveller, the Operator and the Authority were the focus of every system feature.

The full network will comprise an integrated package of nine universally accessible routes namely one rail and eight rapid bus trunk routes with dedicated Right of Ways (ROW), feeder and complimentary services for public transport. Implementation of Phase 1 is currently underway, namely Corridor 1 from Bridge City to Durban Central Business District (CBD), Corridor 3 from Bridge City to Pinetown and New Germany via MR577 and Corridor 9 from Bridge City to Umhlanga New Town Centre via Cornubia & Phoenix Highway.

Supported by National Government funding, where all major cities have been mandated to create and implement fully integrated public transport networks over the next 15 years, the BRT rollout is also aimed at creating jobs and skills development opportunities for marginalized communities – with women, youth and the disabled well represented in the project workforce through CPG and Local labour. In addition, the rollout of the GO! Durban BRT programme is presented as a model of partnership between a capacitated Organ of State and the Private Sector.

This presentation aims to showcase the achievements of GO! Durban in rolling out the BRT programme and will focus on the Master Plan, Design, Technical Implementation of the three routes, challenges and lessons learned and future rollout plan.

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PAPER 9 Dr Mathys Vosloo C/O Zitholele Consulting

Critical analysis of the legal compliance requirements of waste water management within environmental legislation in the municipal sphere The state and performance of municipal waste water treatment works in South Africa has been cause of national concern for many years, with many commentator’s, including the Department of Water and Sanitation, expressing their concern openly. It is no secret that waste water treatment works in most municipalities are in a state of regression, further compounded by the fact that many plants are operating above their design capacity. The poor state of municipal waste water treatment works inevitably leads to overloading of plants operating above design capacity ultimately leading to spillages. The consequent impacts are well documented and range from a deterioration in the quality and usability of the national water resource and in some instances loss of life. Spillages also occur from certain waste water treatment works sometimes for extended periods of time, or otherwise once off. However, whether the pollution has resulted from prolonged or from a once off spillage, the consequences remain dire.

Much attention has been given to the state of municipal waste water treatment works and their impacts on the national water resource. However, the consequences for and liability to municipal officials responsible for the management, maintenance and operation of plants not complying to relevant environmental legislation are generally not commented on. The protection of the environment is entrenched in Section 24 the Bill of Rights in the Constitution of the Republic of South Africa, while the National Environmental Management Act, No. 107 of 1998 (NEMA) is the primary statute which gives effect to Section 24 of the Constitution. NEMA furthermore provide the basis for Specific Environmental Management Acts (SEMA), in this case the National Water Act and Waste Act, which governs activities that may adversely affect specific aspects of the environment. NEMA requires all organs of state to comply with a number of national environmental management principles, which include the principle of Duty of Care.

NEMA not only requires responsible persons to act to control incidents adversely affecting the environment and emergency incidents, but also provide for the prosecution of liable natural and/or juristic persons who has committed an offence in terms of this Act. This paper takes a closer look at the legal requirements related to the operation and maintenance of municipal waste water treatment works, including duties and liability of the persons responsible for management and control of these works.

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PAPER 10 Natasha Ramdass C/O eThekwini Municipality

Forecast Early Warning System – Operational engineering to manage disasters Early warning systems are used to effectively plan and manage predictable events. Predicting impacts of weather events well in advance, allows disaster management practitioners ample time to manage their already limited emergency services to where they need to be and at what time. Weather related disasters such as Durban’s October 2017 storm event claimed 13 lives and caused infrastructure damages to an estimated R213 517 376.70 within the eThekwini region. The residual damage to communities’ quality of life, livelihood, personal assets, health and business is, in some instances irreversible.

The eThekwini Municipality and surrounding areas are prone to flood and coastal related disasters which have increased in intensity and frequency in recent years. In an effort to proactively prepare and mitigate for the forecasted impacts of weather related disasters and fulfil the responsibility of developing disaster risk reduction and management activities, the eThekwini Municipality undertook the development of a Forecast Early Warning System (FEWS). FEWS currently includes an operational flood forecasting module with plans to roll out a coastal forecasting module by the end of 2019.

The system is supported by a data management platform called Delft FEWS. The components of the system include a configuration, instrumentation and a modelling team. By integrating hydraulic models with forecasted rainfall, provided by the South African Weather Service, the FEWS team identified and classified possible river levels that trigger different warning categories along with their impacts. This information is disseminated to the relevant stakeholders in a format that can be interpreted by the reader. Having no point of reference on how to develop a cost effective yet purpose driven forecasting system, many a lesson was learned along the way.

This paper outlines the challenges and learnings of eThekwini Municipality’s roll out of an operational early warning system in consideration to human resources, cost, collaboration with internal and external entities and warning dissemination for internal and public response. The challenge of skills deficit was met with a concerted effort by management to identify and up-skill willing and dedicated technical staff. Freeware software were used as the FEWS team was conscious of costs and the in the design and development of the system. The purpose of this project required a large effort into how impact based warnings were issued to public considering format and South African Weather Service (SAWS) approval.

Collaborations with key role players such as SAWS and eThekwini Disaster Management Unit were invaluable in fulfilling eThekwini’s purpose of getting Impact Based Warning out in the right format, to the right people, at the right time.

Abstracts

PAPER 11 Sibusisiwe Nxumalo C/O Bosch Projects

Rethinking wastewater treatment augmentation Population growth is on the rise. As a result, there is an increase in urban developments to meet the population demands, and subsequently, an increase in the effluent that requires treatment. As a result, municipalities are seeking to increase their treatment capacity, and often this is done through erecting a carbon copy of the existing plant, in an effort to double the treatment capabilities of the plant. This is not always the optimal solution.

The Integrated Regulatory Information System (IRIS), for 2019, by the Department of Water and Sanitation, revealed that nationally, only 69% of the wastewater treatment plant adhere to the effluents limits pertaining to microbiological composition; 69% adhere to the effluent limits pertaining to the chemical composition and only 78% comply in terms of the physical composition of the discharged effluent. This Green Drop report suggests that a significant number of the treatment plants have inefficient treatment process. If in such circumstances, the plant is merely doubled in capacity, the municipality would have increased the plant inefficiencies twofold.

To increase a plant’s treatment capacity, the current plant needs a full assessment in terms of operation, the desired effluent limits, the existing infrastructure, plant footprint and any operational issues need troubleshooting. As part of the optimization process, it may be concluded that the best way to cater for the rising need for treatment, is not actually to create a carbon copy of the existing infrastructure, but to rather be innovative in providing a solution. A Wastewater Treatment Plant Modelling Tool has been created by Bosch Projects, to provide this service.

Having in-depth knowledge of the treatment process has enabled the creation of a tool that is able to perform an assessment of the plant. The tool considers the current influent to the plant both in terms of composition and volume; the kinetic parameters and behaviour of the various microorganisms that degrade the influent biological matter, and from this information, it is able to size the activated sludge plant and the various zones encompassed within the treatment. A dynamic tool was created in addition to this: The dynamic model provides a microscopic view into the activated sludge process and this tool is used best for troubleshooting any inefficiencies within the plant and providing an optimised design of the plant. The merit in using such a tool, is that a solution that requires a reduced capital cost may be found.

PAPER 12 Chandre Barnard C/O Nelson Mandela Bay Municipality

Operating and maintaining a forgotten system: The story of NMBM’s bulk water maintenance The city of Port Elizabeth started developing in 1820 but until 1880 no resident had water on tap unless they could afford rain water tanks or source natural water in the area. The Van Stadens River works was the first major water project which the city desperately needed to secure its development into what it is today.

Many capital projects followed and the Bulk water treatment plants have been on a well-planned refurbishment plan for many years, however the pipelines that convey this water from the outreaches of the city consist of mostly the same components as they were installed some more than 100 years ago. The Bulk supply system has seen little to no proactive maintenance in the last 10 years.

This paper will highlight the problems which causes these situations to occur, the problem identification process and how the Municipality addressed these challenges. It will also highlight case studies that prove simple maintenance to infrastructure can often be a cheaper source of increased water supply than the augmentation of new water sources.

Teams were left leaderless after vacancies were left unfilled for many years, this caused all processes to disappear over time leaving maintenance teams unacquainted to their required routine. Teams were mobilised and a back to basics approach was used where Pipeline inspectors had to ask simple questions while inspecting the pipelines and the answers to these questions resulted in a comprehensive condition assessment.

• Can you access the servitude?

• Can you drive on the servitude road?

• Is the chamber locked?

• Are there visible leaks?

• Any corrosion of pipe, valve or fittings?

• Does it function?

This condition assessment then forms the basis of work packages which included access control, bush clearing and refurbishment. This information was recorded in spread sheets that make it easier to prioritise certain sections, which allow each point of interest on the pipe to be geographically referenced as well as hyperlinked to photos, clearly showing condition.

This information was further imported into NMBM’s water management system which allows the creation of automated maintenance schedules as well as updates the asset management system.

The paper will further indicate how the Municipality went from a lack of systems to futurism, using tools like automation to improve the way the bulk supply system operates with all this information still feeding into the maintenance schedules.

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PAPER 13 Michael Wiese C/O AECOM

Advantages of two-dimensional hydraulic modelling for quantifying flood risk in complex urban drainage systems In South Africa, floods can be considered one of the most catastrophic natural hazards impacting on built-up areas. Even though flood risk associated with a specific urban area are assessed and quantified prior to the development, the frequency and magnitude of floods may increase over time as a result of changes in the natural flow patterns caused by urbanisation, encroachment of development on floodplains and climate change. Quantifying flood risks associated with an urban environment should be a priority for local authorities in terms of disaster management.

Two-dimensional hydraulic modelling is particularly suitable to provide a realistic representation of the complex flow conditions associated with urban drainage systems, braided river systems, off-channel flows and defining flood risk in flood prone areas. The results from these models can also be used to inform and optimise flood disaster risk management programmes. Two-dimensional hydraulic modelling has considerable advantages over conventional one-dimensional hydraulic modelling in quantifying flood risk in complex urban drainage systems.

AECOM compiled a two-dimensional hydraulic model of the lower reaches of the Kuils River in Cape Town to quantify the flood risk associated with a development along this section of the river. Quantifying flood risk in the lower Kuils River has posed a significant challenge as a result of the nature of the lower reaches of the Kuils River, the impact of major developments along the major drainage systems such as raised development platforms encroaching on the Kuils River floodplain and bridge structures, as well as the flat topography resulting in off-channel flow, The hydraulic analysis extent included three major drainage systems, i.e. the Kuils River, Eerste River and Kleinvlei Canal, encompassing a total modelled area of approximately 36km².

Two-dimensional hydraulic modelling allowed for a clear understanding of the flow regime, associated flow dynamics and flood risk at the confluence of the Kleinvlei Canal, Kuils River and Eerste River systems.

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PAPER 14 Thomas Jachens C/O AfriCoast Consulting Engineers

The augmentation upgrade of the 2km long 1 000mm diameter Markman sewer The Augmentation of Markman Main Sewer Phase 3 entails the construction of a 1000mm diameter HDPE lined reinforced concrete sewerage pipe from just beyond Settlers Bridge, the N2 crossing of the Swartkops River, to the Fish Water Flats Wastewater Treatment Works (WWTW). Phase 1 and Phase 2 of the augmentation project have been completed before through earlier construction projects. Phase 1 of the augmentation entailed the construction of a 1000mm diameter GRP sewer main from the Grit Chamber in Blue Water Bay to Settlers Bridge and an 800mm diameter pipe crossing of the bridge. Phase 2 entailed the lowering of stormwater pipes in the vicinity of the Grit Chamber to allow the completion of the new 1000mm diameter pipe at this location.

The current and future sewage flow in the Markman Main Sewer exceeds the capacity of the existing sewer from the Grit Chamber in Blue Water Bay to the Fish Water Flats Wastewater Treatment Works. The project aims to alleviate this problem by providing a new sewer with the capacity to convey the full current and future peak flow in this section of the Markman Sewer, whilst retaining the existing sewer to serve as backup.

A bypass chamber at the Grit Chamber will be constructed to divert the sewage flow into either the new or the existing main sewer from the Grit Chamber to the treatment works. This will reduce the risk of sewage spillage into the environmentally sensitive Swartkops River Estuary, by providing adequate conveyance capacity and a diversion sewer to convey the flow when maintenance to either of the two sewers is required.

Phase 3 consists of the following: • Grit Chamber Bypass Structures, Sluice Gates, Dealing with Sewage flows whilst connecting into the existing pipework or grit chamber • Investigations for the Functionality and Condition of the Grit Chamber.

• Connecting and access chamber into existing pipe.

• Dealing with shoring & traffic accommodation & steep embankment & slope protection along the N2 National Road, for the confined installation of the 300m RC Pipe along embankment.

• 300m 1000mm dia RC Class 100D HDPe lined RC Pipe along embankment & steep grade.

• Hydraulic Jump Chamber – purpose difference force hydraulic grade line such to form hydraulic jump; alternative of high drop considered( to step off embankment) • 1,5km long 1000mm dia RC Class 100D HDPe lined pipe flat grade confined working space, dewatering and shoring, either in trench condition (up to 5m deep) and pipe fill embankment conditions.

• Crossing of live 900mm dia Sewer pump main cannot be decommissioned, shoring and protection, over a 30m section of pipe installation • Connection to existing pipework at Fishwater Flats WWTW, including structure and flow metering.

• Hydraulic Design and Flow Regime Parameters, steep grade conversion to flat grade, inclusion of hydraulic jump chamber, for the control of hydraulic grade line.

• Dealing with Environmental Constraints, including restricted working space, transportation and placement of construction materials, specific planting requirements, and monitoring of water pollution by taking water sampling and analysing, in terms of the WULA approval.

• Compliance with Health and Safety requirements, including safety of trench excavations, shoring, traffic accommodation.

• Inclusion, Management and Training of EME subcontractors as part of the construction process, a total of 11 EME’s were deployed from Ward and Metro.

• The contractual administration and construction monitoring posed specific challenges • The anticipated Project completion is some 6 months ahead of schedule.

Abstracts

PAPER 15 Sydney Masha C/O eThekwini Municipality

Energy Saving and Environmentally Friendly Desalination Technology, Remix Water EThekwini Water and Sanitation (EWS) has recently engaged on a feasibility study to find out whether it is financially viable to implement desalination as a solution to the water challenges that the city is currently facing. Current studies underway by EWS to assess Inner City Water Demands indicate a demand of approximately 65ML/day. This demand outstrips the supply of 50ML/d and thus the need to augment the supply by 15ML/d by 2020. In response to this, EWS is investigating desalination technologies available to implement in the city, one of them being the Remix Water TM System, an energy-saving and environmentally friendly desalination technology.

A remix water system consists of a combination of seawater desalination and reuse of effluent from a wastewater treatment that is treated with membrane bioreactor technology (MBR) and brackish water reverse osmosis (BWRO). The reject water from the BRWO process unit is used to dilute the seawater before the Sea Water Reverse Osmosis (SWRO) process to decrease the salinity. Furthermore, decreasing the salinity decreases the osmotic pressure. This reduces the energy consumption by 40% compared to conventional SWRO desalination plants. SWRO conventional desalination plants, depending on the intake water quality, consume an average of 3.8 kWh/m3 and the Remix Water System consumes an average of 2.6kWh/m3. This leads to a significant reduction in the operational costs of implementing Remix Water compared to SWRO desalination.

The first Remix Water desalination plant commenced operations in December 2010 at Kita Kyushu, Japan. The current plant capacity is about 1.4ML/d and currently supplies process water to Kyushu Electric Power Company in Japan. EWS, Hitachi and NEDO have collaborated to build and operate a 6,250m3/d Remix Demonstration Plant at eThekwini’s Central Wastewater Treatment Works. The Central Wastewater Treatment Works has been identified as the ideal location of the remix demonstration plant due its close proximity to the sea and the plant will utilise the existing infrastructure such as the sea outfall and the primary settling tanks.

The purpose of the demonstration plat is to test the technology, prove its ability to reliably produce potable water quality and to optimize the design, in order for the technology to be considered for larger commercialscale implementation. The implementation of the demonstration plant will compromise of a 300m3/d containerized unit and a 6 250m3/d demonstration plant. The demonstration plant will be commissioned in November 2019 and will operate for 12 months thereafter.

PAPER 16 Swen Weiner C/O Herrenknecht AG

Latest achievements in microtunnelling: Progress by experience and innovation and the benefits to the municipal engineer Trenchless technology is in a constant process of gaining importance due to rising ecological and economical awareness and restricted conditions on the surface. Growing cities and industrial zones need innovative sewerage and drainage systems, including deep tunnels and shaft structures. In order to build up sustainable underground infrastructure with minimal disruption on the surface, trenchless methods have been further developed and improved during more than 30 years of microtunnelling worldwide.

Limitations of trenchless applications are continuously shifted to open-up new opportunities. Technical innovations and contractor´s expertise set new milestones on an international scale. Long-distance drives of up to more than 2km, tight curve drives and the ability to handle high groundwater pressures provide more flexibility in the design stage of microtunnel alignments. Early consideration of technological possibilities can even reduce overall costs of microtunnelling projects.

Within the construction of deep sewer systems for example, mechanized shaft sinking with VSM presents an economical alternative with rising depth and groundwater level. Since 2006, a total of 73 shafts in up to 80m groundwater depth have been sunk using the Vertical Shaft Sinking Machine (VSM).

This paper highlights the latest innovations and microtunnelling achievements in international projects and presents recent case studies for special applications, e.g. Pipe Arch and Cross passage construction.

The benefits of this technology used for municipal service delivery will be illustrated.

Emphasis will be put on the fact that in South Africa authorities such as the Department of Water and Sanitation, municipalities, consultants and contractors still do not fully appreciate the benefits which microtunnelling can offer.

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IMESA & IAWEES Institute of Municipal Engineering of Southern Africa & International Association of Water, Environment, Energy and Society

EVENT: VENUE: DATES: THEME:

84TH IMESA Conference in collaboration with IAWEES Cape Town International Convention Centre 28-30 October 2020 Synergy through Engineering

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PAPERS

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 STANDBY 1 STANDBY 2

Alan Hall Water-less Sanitation Solutions, why they are important Jean-Pierre Rousseau & Tumi Lebeya Rapid Response Engineering: An overview of technological developments and its application in the municipal infrastructure space Hanine van Deventer Improving our state of water resilience: A private sector perspective Johannes Pieter (JP) Calitz A new look on attenuating storm water runoff…Do we really need to store all this water?

Prof JA du Plessis & Erika Braune Conquering Municipal water resource challenges with a stochastic daily time-step conjunctive water use model Peter Fischer Reducing the risk from the increasing use of electronics in the field of municipal water and wastewater engineering Dr Dinos Constantinides Integrated Asset Management – An effective way of increasing service reliability and overall business performance Santhani Pillay eThekwini Municipality’s Go! Durban BRT Programme Dr Mathys Vosloo Critical analysis of the legal compliance requirements of waste water management within environmental legislation in the municipal sphere Natasha Ramdass Forecast Early Warning System – Operational Engineering To Manage Disasters Sibusisiwe Nxumalo Rethinking Wastewater Treatment Augmentation Chandre Barnard Operating and Maintaining a forgotten system: The story of NMBM’s Bulk water maintenance Mike Wiese Advantages of two-dimensional hydraulic modelling for quantifying flood risk in complex urban drainage systems Thomas Jachens The augmentation upgrade of the 2km 1 000mm dia long markman sewer Sydney Masha Energy Saving and Environmentally Friendly Desalination Technology, Remix Water Swen Weiner Latest achievements in Microtunnelling: Progress by experience and innovation and the benefits to the Municipal Engineer Lize Smit Tackling the preferential procurement regulations, 2017 Smme subcontracting challenge T Mangane, NJW Van Zyl, S Leeuw and J Rambuda Bicycle sharing scheme feasibility study

56 59 65 71 76 82 85 92 98 104 109 114 121 126 132 137 143 146

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PAPER 1

Water-less sanitation solutions: Why they are important?

AUTHOR: Alan Hall: Inventor

ABSTRACT Water-less sanitation is a comprehensive package to treat bathroom and household waste on site and out of sight without odour.

The package includes 1. A large litter bin/incinerator for depositing waste from inside and outside the house. Normally it is placed next to the incinerator for the bathroom and toilet waste.

2. A large drying/incinerator bin for isolating, drying and burning solid toilet waste such as faeces, toilet paper, newspaper, tampons and diapers.

This eradicates all pathogens and parasites. Test results from The Pollution Research Group at the University of KwaZulu Natal, Durban, confirm that the waste is not hazardous after drying and before burning. Note that the waste remains isolated, with no chance of spreading.

3. An airtight reservoir for urine derived from the toilet pedestal and/or a urinal. A layer of vegetable oil on the urine makes the urine airtight and hence there is no smell. The pH of the urine rises from 6.5 to 9 within a few days. The reservoir includes a length of copper wire. The wire and the alkalinity of the urine kill 99.99% of pathogens that may exist in the liquid. The processed urine is an excellent fertiliser which is worth about R3/litre. Test results from The Pollution Group confirm the urine is no longer hazardous.

4.

Micro-drip irrigation piping takes the processed urine to gardens and fields. Unique features include low pressure and easy cleaning of blocked emitters. The same design also vaporizes the urine in high density areas where fertiliser is not appropriate.

5. A free standing and broad based pedestal with a standard toilet seat and lid. The difference is inside the pedestal. Solid waste drops into the hole at the back of a convex bib. The bib directs urine to the tank below the bib and then into the urine reservoir. The solids drop onto an auger.

The auger takes the solids to the solids incinerator. Unlike other urine diversion pedestals this pedestal prevents large objects from entering the process. The auger is driven manually and/or automatically. Please Google ‘The Lusec Sanitation Video” for a practical demonstration.

INTRODUCTION Nature excels at sanitation, hygiene and sustainability. If not, the circle of life would have collapsed millions of years ago. The cycle of nutrition, ventilation, consumption, transformation, excretion, isolation, dehydration, rejuvenation and nutrition requires a team effort of many life forms that dance according to the patterns of seasons, months, hours and seconds.

For example a tree absorbs its nutrition from the air and its roots. This consumption transforms the tree on a continuous basis and excretes oxygen, fruit, and leaves. The fruit is picked or dropped. The leaves drop. Any dropped fruit and the leaves remain isolated, where they dehydrate to stop the spread of any disease and then are taken up by other life forms to be rejuvenated as fertiliser.

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With us humans it is similar; we take up nutrition from the ground, the air and clean water. Our consumption transforms this into energy and excreta such as carbon dioxide, urine and faeces. The urine does not follow the same trajectory as the faeces.

This maintains isolation where the urine is absorbed by the ground to be an excellent fertiliser with soluble nitrogen, potassium and soluble phosphate. If it is not used as a fertiliser it remains a harmless potential fertiliser.

Faeces contain pathogens and parasites that require a hygienic solution which nature provides very efficiently. The pile is isolated and not moved to prevent the spread of disease. The pile is covered with mucus which is a deodorant and excellent germicide. (Gastric mucosal defence mechanisms. Turnberg LA.Scand J Gastroenterol Suppl. 1985; 110:37-40). (Alkaline mucus Wikipedia.) The fibrous content of the stool allows for drainage of moisture to the soil below. The air dries the pile from out to within.

This is important because as the surface dries, so the risk of spreading disease is reduced. Another important aspect of dehydration is maximising the difference between the relative humidity (RH) of the air and the pile itself. The pile starts at about 95 % RH. As long as the air has a RH below that of the pile, drying will take place.

So on a cloudy humid day when the RH is about 70%, dehydration will take place. If, for example, the pile is mixed with sawdust, moisture is transferred to the sawdust and the RH of the sawdust increases but the total moisture remains the same. We now have a pile with 50% relative humidity and drying will only start when the air is below 50% RH. The density of the pile has now increased and drying, if any, happens at a much slower rate. Pathogens and parasites continue to survive and the threat of disease is prolonged by months, if not years.

WATER-LESS SANITATION SOLUTIONS, WHY THEY ARE IMPORTANT Ever since Queen Victoria lowered her haunches on a water throne in 1866 we have dropped the concepts of isolation, dehydration, sanitation and rejuvenation. At great expense we have chosen a path of consolidation, hydration, dispersion, fermentation and degradation of water, land and air. Water sanitation led to the destruction of the Egyptian, the Roman, the Greek and the Aztec empires and it is leading to our destruction as well.

Water-less Sanitation High density living has to introduce incineration and accurate isolation and dispersion to nature’s mix for better and faster hygienic results.

The rules of nature apply for kitchen waste. We all know that waste should be isolated at source. Organic waste goes to compost. If urine is added, nitrogen in urine accelerates the breakdown of fibre; the phosphate in the urine remains soluble. Anything that can be burnt should be burnt without compaction. Compaction creates slow burning and high temperatures. Other items such as tins can be added to the burn for sterilisation and sorted later. Single storey houses have enough space for these procedures. Multiple storey buildings have lifts to take the waste to the roof for processing.

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Figure 1: Phosphate uptake by plants Toilet solid waste follows the same sequence of isolation, dehydration and incineration, on site out of sight for killing pathogens and parasites. Each person produces less than 200 grams of ash per year which can safely be added to the compost. The urine is isolated and stored in an airtight chamber to increase the pH to 9. This ensures that any pathogens are neutralised. Adding copper to the urine also kills pathogens. The urine is added to compost or vaporised through many micro-drip emitters.

After 3 years of testing the reliability and hygiene of the water-less toilets at Celimfundo School in the Khetani Township in Winterton, KZN, a clear line can be drawn between water-less sanitation and the flush toilets, hire toilets and composting toilets. The water-less toilets are low maintenance without a single part broken and the preference by the children is clear cut. Other types of sanitation continue to carry the risk of pathogens and parasites.

The flush toilets start a toxic journey of waste in the pedestal that accumulates other debris such as plastic, paper, plants and a host of industrial pollutants that are not sanitised and cannot be isolated. The only way the risk to health is reduced in the water is by dilution and the dumping of sludge. Modern jargon speaks of â&#x20AC;&#x2DC;treated waterâ&#x20AC;&#x2122;. However this is still toxic.

Figure 2: Using water in urban areas

Sludge deserves special mention. It is the product of the water treatment process. Chemical reactions in the sludge create a product that has a pH of 10. To reduce the toxicity of the sludge Ferrous Chloride and/or Aluminium Chloride is added to bring the pH down to 8. By this stage the waste of thousands of people has been consolidated into a poison that includes heavy metals and phosphates that cannot be regarded as fertiliser. Every farmer and horticulturalist is challenged daily to get the soil right for best plant growth. It starts with soluble phosphate. There is plenty of phosphate in the soil, but it takes skill and time to make it soluble.

Only when the pH of the soil is between 4.8 and 6.2 is phosphate available to the plant in large quantities (https://www.pioneer.com/home/site/ us/agronomy/phosphorus-behavior-in-soil/).

Figure 1 shows this relationship. Treated sludge has an average pH of 8, made up of Calcium Phosphate with a pH of 10 and Ferrous Phosphate and/or Aluminium Phosphate which is very acidic. All these compounds are unavailable to the plants. In an attempt to get rid of sludge in KZN, sludge has been applied to cane lands where the health of the citizens is not jeopardised.

The application rate is 50 tons per hectare; this is beyond financial benefit, but it does get rid of sludge. Farmers tell me tomatoes grow prolifically; the seed comes from the sludge.

Figure 2 shows how water-less sanitation compares to flush toilets on a macro scale. In the top picture, water is taken from the river, treated and sent to homes and industry. Flush toilets send the toxic water to a sewage plant where the sludge is stored and the toxic water is returned at a rate dependant on the flow of the river. In other words, the solution is dilution.

The toxins remain but at a diluted proportion.

The second picture shows the possibility of water-less toilets where there is no return flow and the river remains pristine. For the same amount of treated water from the dam 50% more homes and industries can be supplied with water. Storm water can be better managed for recycling within the urbanised areas.

Urine as a fertiliser has many benefits; it is free and it contains Nitrogen, Potassium and Phosphates that are soluble and available for uptake by plants. Plants grow for only a few months of the year but urine benefits the soil throughout the year by adding nutrition to the microbes in the soil and by breaking down vegetation into excellent compost, just as nature intended for maximum yields.

Figure 3: Pecan nut tree treated with urine

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Figure 5 is an example of water-less toilets in an outside cubicle and in a bathroom. The outside cubicle has inner walls of corrugated galvanised iron for maximum light reflection and visibility. On the outside, galvanised wire is riveted to the corrugated iron and mortar is applied for strength, insulation and stability. The pedestals are free standing; they can be fixed to the floor and/or the walls.

CONCLUSIONS Figure 4: Flowers grown with urine as the fertiliser Figure 3 is a comparison between a pecan nut tree with 20 litres of concentrated urine in one application, last year in October, and the other is left untreated. The late rains in January meant a growth spurt. Notice how the treated tree grew new leaves whilst the other did not.

Two (2) years ago I grew 250 buckets of flowers, the fertiliser was urine.

Figure 4 shows some of the results.

Imagine a world with control over these 4 elements of pathogens, parasites, soluble/insoluble phosphate and waterless sanitation:1. Existing water storage would be sufficient.

2. The cost of community health would drop by 20%.

3. High urbanisation rates could be easily accommodated and the backlog reduced within years.

4. Mining of phosphate would drop 30%.

5. Plastics for food would drop by 30%.

6. The distance travelled to bring food to cities would drop by 30%.

7. Everyone can do something do green up and feed up their families, especially the poor.

8. The collection of household waste and industrial waste would drop by 90%.

9. Social tension caused by the fear of survival would be alleviated in urban and rural areas.

10.

Billions of hectares would be restored to health, by improving soil quality.

I can think of another 20 reasons but that would be boring.

Water-less Sanitation Solutions go way beyond any standards set anywhere in the world. ISO and SABS standards are set for items such as toilet seats and cisterns and processes; there are no standards for pollution output such as pathogens, parasites and black water. Water-less sanitation should be regarded as a rational design rather than a SABS or ISO standard.

1. Water-less sanitation is efficient, economical, hygienic and sustainable.

2. Dumpsites and flush sanitation is short sighted and always destined to fail.

3. There is no methane production with waterless sanitation.

4. Flush toilets stop dead, the circle of life.

5. The joys and jobs of urban horticulture far outweigh the drudge of sludge.

RECOMMENDATIONS 1. Start with those without flush sanitation.

2. Replace existing flushing systems.

3. Insist all new buildings include water-less sanitation, and incinerators for toilet and household waste.

4. Horticulture should be encouraged at every building. It is very easy because urine and other fertilisers are applied without disturbing the soil.

Digging the soil releases carbon into the atmosphere and the delicate microbes in the soil are destroyed. Every adult human produces enough urine as a fertiliser to grow the equivalent of about 300 kilograms of tomatoes per year.

5. All households should be encouraged to keep a bottle of 30% hydrogen peroxide. This, mixed with ordinary hand cream is an excellent germicide for skin conditions such as rashes, wounds and other viral/bacterial irritations anywhere on the body. These include athlete’s foot, eczema, urinary tract infection, painful haemorrhoids, and cold-sores around the mouth and/or nostrils. Sinuses are cleared by 2 drops in the nostril. In all circumstances, when it is applied, if there is pain it means there is infection. There is no pain when the infection clears. This results in minimal tissue waste and better pathogen control before pathogens can enter the waste stream.

Diarrhoea can be controlled by mixing 1 teaspoon of hydrogen peroxide with a litre of clean water and sipped over 6 hours. Add sugar for taste.

6. Newspapers can be read, and then used for toilet and anal cleansing, saving paper and waste. The newspaper improves dehydration and combustion of the waste. The newspaper is also very good at degreasing plates and pots before washing.

7. Many residential areas of South Africa have a home with a single sewer outlet but many shacks on the same premises without adequate sanitation. Water-less sanitation can plug the gap.

8. Capacity of water-less toilets can be increased with forced ventilation and/or heat. The recommended rate of burning toilet waste in a bin of 900mm x 450mm x 450mm is as follows (this is based on current research and predictions): 40 girls, per school toilet, aged 14 to 16 Once every year 40 boys, per school toilet, ages 14 to 16 Once every 3 years 1 household of 6 adults Once every year 1 office block toilet for ladies Once every 4 years 1 office block toilet for men Once every 6 years Taxi rank toilet for men or women Once a month

REFERENCES Turnberg LA, Scand J. Gastroenterol (1985), Gastric mucosal defence mechanisms.

Figure 5: Examples of water-less toilets

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Alkaline mucus. Wikipedia. https://www.pioneer.com/home/site/us/agronomy/ phosphorus-behavior-in-soil/

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PAPER 2

Rapid response engineering:

An overview of technological developments and its implication in the municipal infrastructure space AUTHORS: Jean-Pierre Rousseau: Pr.Eng, Structural Engineer, iX engineers Tumelo Lebeya: Drone Solution Lead, iX engineers

ABSTRACT South African parastatals and local authorities are faced with a massive challenge: ageing infrastructure, complex protocols, political pressure, community needs; all potent ingredients for the perfect storm! On the other side of the execution crevasse is the private sector, cautious to risk their money, their time and their expertise. Consultants are often faced with projects from government clients which have run out of time, money and sometimes political will. It may lead to frustration, scepticism, doubt, and eventually the damning decision that it may be better to just walk away. But what impression would that make on our public servants, our colleagues, the very people we serve?

In our experience, the stumbling block often happens between idea and execution, or budget vs expenditure. We are often asked to help in seemingly impossible time-lines, with seemingly impossible budgets, on seemingly impossible problems which urgently begs for solutions.

Our company have embarked on a journey to find new ways of exploring, digesting, advising and executing in the municipal infrastructure space: Our presentation will explore, amongst others, the possibilities of drone-based surveying, the wins, the risks, the requirements, the limitations. We will look at rapid 3d modelling – or rather, as we refer to it – shaping of structures, geometries and sites.

With a multitude of 3d models to our disposal, and with the use of 360 cameras, we have ventured into the world of VR and, as a continuation, the merging of the “possible” with the “real”, termed “augmented reality” and “mixed reality”.

We have realised that these technologies are providing new tools to take on new challenges. Amid limited time and budget, we can say with greater confidence “yes – pick me!”, we are up for the challenge! There is no future if we turn our backs to the seemingly impossible. But when we discover extra-ordinary ways of dealing with ordinary problems, we may find ourselves venturing into unchartered possibilities.”

INTRODUCTION Our young democracy is faced with many challenges. Amongst one of the most pertinent is infrastructure delivery. Our municipalities and local authorities are tasked with a massive responsibility to channel public funds into projects which should, ultimately, uplift the community and make possible the dream of “a better life for all”.

This is not only a noble cause, it is a constitutional mandate. When our efforts to achieve our project goals fail, we not only fail ourselves and our colleagues and clients, but we also fail in a far bigger stage.

It is therefore of utmost importance to become burdened with why we fail when we do. What are the challenges, what are the possibilities, and how can we mobilize these possibilities to succeed? Our paper will

highlight some annoying stumbling blocks, discuss some exciting new possibilities, and pose some uncomfortable challenges to our reader.

INDUSTRY CHALLENGES Design Processes Currently consultant’s service offering to government institutions is based on the progression of professional services as set out in the government gazette for engineering professional services. This process is typically divided in stages, from inception to design, then procurement and finally construction.

The general expectation from most consultants is that this process should run linear. That is, an inception stage should define the scope, the preliminary design should reflect the clients scope perception in more real terms and lay it down or accomplish agreement around a concept and its cost implications. The detail design stage assumes a well rooted concept which will lead to a product on paper which can be priced. On selection of a contractor, the detail design is then executed, managed, documented and closed-out by the professional team on behalf of the client.

Although this is the ideal staged approach, the reality very seldom reflects this progression to the frustration of both the client and the service provider.

It begs the question whether this one-dimensional approach has not perhaps reached its expiry date? Iteration, logical decision gates, multi-dimensional exploration, and convergent/divergent processes have become widely excepted in private industry and are often key to beating the competitor. None of these non-linear strategies are accommodated in the current staged project approach followed in the civil engineering space.

Should we not consider this inherent failure in attempting to stay in this box as an indication to the fact the problems we face in infrastructure development are far too complex for the box we are trying to squeeze it in?

Scope Creep The most damning and obvious symptom of the shortfall of the linear staged design approach is what we affectionately refer to as scope creep. This holds true from the client perspective as well as the service provider.

As consultants, we are often faced with the reality of a client needs being ambiguous. From the client’s point of view, the consultants are often perceived to dig out costs and risks which seems to only line their pocket and undermine the ultimate goal.

This common narrative illustrates the disconnect in our industry between service offerings, expectations, political and socio-economic agendas and good engineering.

Consultants are bound by an ethos which demands from them to be responsible towards the public well-being. This is often confused with

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an uncompromising demand on quality, safety factors, sometimes even over-design, and certainly a dislike in “cheap” construction.

The other side of the same story begs the development of infrastructure to serve communities, be implemented effectively and efficiently with, as is common in developing countries, seriously constrained budgets.

The tug-of-war, so to speak, between these ideas, is often what leads to scope creep. If the tugging causes the middle-ground to shift continuously more rapidly, a project will most certainly lead to no-where. However, if, by some manner of diplomacy and mutual understanding, the middle-ground converges, a project may be birthed into reality.

This is one example where iteration is key. Although it is not accounted for in the staged development approach, it happens in any case. Unfortunately, it happens at the expense of a lot of frustration, energy, time and cost. When it fails, it ultimately fails at the expense of society.

Communication Another key factor to a public infrastructure project’s success is communication. Traditionally we are tasked with producing reports and drawings to communicate or staged output from consultant to client.

We are stuck in the ideas of a system which functions on the premise that consulting engineers report to municipal engineers, and engineers understand one another, right?

Today we are faced with a vastly different reality: In the consulting space, the face at the meeting with the client can take on a wide range of substance. We want to advance our younger generation, we want to promote multi-disciplinary exposure, we have a shortage of registered professionals. The same holds true on the client side.

Long gone are the days of large staffed municipal engineering offices.

Our public servants have to be multi-skilled, politically savvy, fight corruption, balance mandates with expenditure targets, manage expectations and budgets.

Our assumption that our reports and drawings will be adequate and comprehensive communication vessels is, to say the least, wishful thinking.

The currency of time Our industry is locked down in a debate surrounding professional fees, tenders and discounts. There are those who call for a return to the days of published professional fees in the one camp, and on the other extreme are the free-market, procurement activists driving our industry rates lower and lower.

It is interesting to note, however, that the discussions are mostly around fiat money. However, the currency of time is often forgotten.

Time is not only of the essence in calculating monitory fees, it is also a commodity that is in constant fluidity once a project gets going.

More often than not, our projects are ultimately bound by deadlines: Contracts running out, financial year end, expenditure targets, etc. The above-mentioned challenges transpire, but the timeline often does not adapt accordingly. And as much as the project-timeline may not move forward, everyday ticks along.

We have learnt in our industry that time is almost always against us. We try to catch up by working longer hours, burning away weekends, sacrificing time with loved ones, or simply failing in making the deadlines.

Whether it is the family life, or the project goals, or our health, something inevitably fails.

Again, the currency and cost of time points us to the fact that our current approach to project execution is vastly lacking.

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Authentication In a world plagued by the evil of corruption, the security of authentication becomes more and more crucial. In our quest to root out corruption, we demand, and we are tasked with, putting pen to paper.

Our comfort in a signature is perhaps naively misplaced. We assume a set of wet-signed paper printed construction drawings is proof of well executed deliverables.

Unfortunately, this demand for authentication is costly. It consumes tons of paper, volumes of space, hours of time and, in the bigger scheme of things, probably adds little value.

In the past decade, the world has been presented with a revolutionary new way of ensuring authentication. During the 90’s and early 2000’s we were forced to come to grips with a new era of information as the digital age dawned. However, our brand spanking new global internet had one major flaw. How could we know if anything was authentic?

The older generation was quick to point out this short-coming, and a general consensus on the return to paper information as a means of originality was widely adopted.

However, the advancement of digital signatures and block-chain technology has brought authentication to the digital age. We can now deal with a digital transfer of value, not only of data. If we can harness these technologies responsibly, it can not only save us time and money, but it can add a level of reliability and preservation of authentic information over a long period of time, far superior to the paper-based systems we currently rely on.

Vuca World Vuca stands for: Volatile, Uncertain, Complex and Ambiguous.

Volatile Volatility refers to the rate at which things continuously change. In many cases we observe innovative and new ways of engineering challenges as well as the changing demands with reference to urbanization. This implies that technologies and methods we use today may provide solutions but will quickly become obsolete. Cases like this can be seen where we saw the Blackberry company experience an exponential growth with its smartphone. Even touch touchscreen smartphones found it difficult to compete, until the launch of the iPhone. The rapid success of the Blackberry smartphones was short-lived, and iPhone collapsed the sales of Blackberries which consequently collapsed within two years.

Uncertain Not one day is ever the same or ever will be, what is the ‘in thing’ now can be outdated tomorrow, this is the age that we are living in. Today we may have budget to undertake large scale projects and then tomorrow funds need to be allocated. Conversely, we may have already embarked on a project and clients increase the scope of work which may require additional resources to deliver. Factor such as these forces consulting engineers to become more flexible and adaptable to such changes. To ensure that we can continue to deliver great value to our clients, we streamline the design to construction processes.

Complex Interrelation has uncannily made things more complex. It is quite rare a problem can be solved as simply at face value. The ability for one challenge to affect an action and gain an immediate reaction has been replaced by forces and events being interconnected. The compounded effect of various challenges means we need to be equipped to provide

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solutions which address not only the easily identifiable issues, but also a variety of reasonable possibilities. An easy example is how we combine data collected with a drone, a 360-degree camera, and photogrammetry software to create models providing data to electrical, mechanical and civil engineers in the built environment. Clearly, it is a labyrinth of possibilities that are highly complex.

Ambiguous Due to information overload and technology evolving at a supersonic speed, ambiguity is not a stranger. Information has now become less reliable and contradictory. By unifying our BIM workflows, we ensure that the data used is reliable and applicable in multiple disciplines. Using various tools such as Google Earth Pro, Mappable and data verification through our own rapid collection, we are ensuring that our data provides well informed engineering solutions.

TECHNOLOGY Softer Software The 90’s and early 2000’s was characterized by a rapid expansion in micro computing power. It paved the way for advanced software development and enabled the evolution of “Computer Aided Drafting” or CAD, and “Building Information Modelling” or BIM. These buzz-words became the driver to move the industry from paper to digital, but it happened slowly and was costly.

Although the production of deliverables and reports eventually moved to the PC, the software was still geared to ultimately produce the paper versions of the pre-digital era. Even today, the assumption that early conceptualizing on paper is unbeatable by digital systems is the order of the day, and the final product returns the output to paper again.

That premise is slowly eroding. A good typist can outperform a hand writer quite easily, no one would dispute that. Our word processors today can auto-correct, spell check, format etc. We all use it and has become quite comfortable and dependent on it.

Like-wise, 3d conceptualizing is following suite. The release of Sketchup in the late 2000’s changed our thinking on the complexities of 3d modelling. Suddenly every-one could model anything. The sketch-up 3d warehouse database remains one of the largest databases of 3d modelled objects in the world.

Sketch-up re-introduced simplicity and accessibility. It paved the way to the idea that conceptualization in virtual 3d space is possible. Half a decade later the underlying theme has shifted to simplicity and speed rather than complexity. (Donley, 2011) Software companies, such as Belgium based BricSYS, is challenging the status quo and promoting a new approach to 3d conceptualization.

The aim is speed, accuracy, ease of creation, shaping instead of building.

Although the front-end interface seems to have become simpler, it is backed by a new evolution in software code by means of artificial intelligence and machine learning. (Newton, 2018) The next progression in software technology will be to make it easier, faster, more accessible to more people, more inclusive and more diverse.

3d Modelling will no longer be a novelty but will be as quick and easy as typing a paper on a PC-based word processor.

Restrictive Hardware In the last decade, we have seen a large-scale evolution of tech tools to aid the commercial project design, review and construction. Some of these technologies include the use of unmanned aerial vehicles (drones)

to gather data paired with a drastic advancement in optical equipment.

Drones are commonly known for their use in military surveillance for decades and today similar examples are applicable in industry for security systems, inspections and aerial surveillance. Our particular interest has been in the ability to gather multi spectral survey data on a land, public infrastructure and services. Applications include visual inspection to assess conditions, provide 3d models for detailed visualization of a site, getting data from inaccessible areas and work without any downtime.

The data collected is easily adapted into various data workflows that is currently in use by consulting engineers, clients as well contractors.

Technological advances in drones mean they are able to embed data such as ground elevations, geolocation, thermal and infrared data along with high resolution photographs. Systems on the drones include reliable craft stabilization controls and navigation as camera stabilizations to maintain consistent reliable data. In addition to this, the data collection can be mapped out prior to the flight ensuring consistent repeatable and autonomous flights. All combined, this eliminates the risk of human error, where human inputs are only used to interrupt the flight should safety conditions change.

Today, drones are regulated as aircraft by the South African Civil Aviation Authority. As detailed as the regulation is, it has come under much scrutiny as the technology advances much faster than the legislation can keep up with. The current challenge in the process of getting drones in the sky is not only a lengthy process but is quite expensive whereas the actual drone flights are more efficient and offer increased productivity. Although we have found ways to overcome this hurdle, our registered drones and pilots are more focused on continuously evolving the use of the drone technology in various project applications. (NIAS, 2018)

Photogrammetry The first stereoscope was used in 1838 by Sir Charles Wheatstone. Stereoscopes are used to view two overlapping photos to create the perception of depth. Photogrammetry is the digitization and recording of measurements based on the same principle.

Although the mathematics and logic behind the algorithms of digital photogrammetry are highly complex, the outcome is easiest explained by the analogy to the stereoscope. However, the significance of being able to record the stereo-effect outcome in a digital form is far-reaching!

When we combine this new digital ability with the perceived ease of access to get very small camera’s in seemingly un-usual places, it opens an array of new possibilities.

We have found that our drone flights can provide us with a low-altitude, well overlapped, array of aerial photographs which can be post-processed with photogrammetry. The result is a terrain pointcloud, or high-density digital elevation mesh.

But photogrammetry is not only usefull as a post-processing tool for drones. It can just as effectively be applied to objects or spaces.

When an array of photos is taken around an object or in a space, and the camera position and angle can be calculated, the same mathematical process can be used to build a point-cloud of the object or space.

When the images are back-draped over a triangulated surface resulting from the point-cloud, a virtual depth calibrated model emerges, of which the post-processing use is limitless.

This may seem quite complicated to grasp, but the result of this technique has already become public domain. Google Earth and Google street view have become well known tools in many engineering offices, yet many users don’t understand or appreciate the process of how easily such data is obtained, processed and publicized to the public.

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Going Paperless For generations, paper has been the comfort of professionals. Favoured for accessibility and allowing engineers to make quick references to drawings, paper is continuing to be the go-to for jotting down notes. In current times where the environmental conditions are constantly changing, the reliance on paper has increasingly become a major burden. Very often there are a multitude of engineers who review designs and details of drawings. Between the engineering consultant and the client, these drawing are printed out on a large scale. The review process then becomes tedious with back and forth reprints of design changes and adaptation. It is easy to identify many possible technological solutions which are readily available, the challenge is rather different: culture.

We have all the technology required to go paperless and reduce feedback times, while enhancing productivity with design review, modifications and adaptations. Yesterday we used fax mail and today we can sign pdf files without a single piece of paper being printed. Clients (engineers at the municipalities) need not sit behind a desk and review drawing after drawing on paper. Consulting engineers need not print out multiple copies of A0 drawings to be sent to the various reviewers, who will then come back with a multitude of changes.

What is key will be to encourage the use of various technological tools that aid the visualization of designs beyond them being printed on paper. There are many ways to do this, of which the most obvious is to project 3d data on a 2d viewing window. We have all been accustomed to this technique by the arrival of television, which evolved into the computer screen and can even be projected on a large flat surface such as a cinema.

In 1895 the showcase of “The Arrival of the Train” caused the audience to react to the screening. We are at such a point again in history. We are at the dawn of new visualization capability which may require a bigger paradigm shift than what we are comfortable with.

with it as if they are physically in the space. This means design review becomes simplified, and way more efficient. The net effect is that a contractor will also be immersed into the detailed design and may contribute to variations prior to construction. Additionally, with an overlay of the design, the contractor and client can monitor progress of the build whilst comparing the current progress versus the design.

Further to this, we can collaborate with engineers who may be able to provide expert advice regardless of where they are. Through-out the constructions phase, additional real-time data is collected to build 360-degree imagery which is used to monitor progress as well as variations. The net result is that all parties involved receive continuous detailed reports in a visually immersive representation and can very quickly make well informed responses to the changes.

Such a collaboration environment saves time, communicates much clearer and levels expectations.

ADOPTION The “So-What” question So, what is the use of all these new technologies in the context of the industry challenges and what to do with it?

In some cases, the potential gains are obvious, where-as in some other cases one needs to be explored in more detail. But even when the advantages of taking a different approach to a project execution is clear, it may still be very hard to convince people to try it, not least adopt it.

In our quest to seek practical implementation in the technologies we encounter, we have stumbled upon another hurdle. The comfort zone, the fear of change, the paradigm cage; people generally stick to what they are comfortable with, and what they know. It is therefore not strange that a lot of our excitement on new possibilities is met with – “so what”.

Spatial Immersion

Just do It

Virtual reality and augmented reality are developing tools to visualize objects and spaces on a 3-dimensional platform.

Taking into consideration the cost of modifications both in the design phase as well as variations in construction on site, it becomes obvious that a solution is essential to ensure all parties involved have cohesive context. That is, the consulting engineer, the client as well as the contractor on site are able to visually feel and experience the resulting project.

By using virtual reality, we are immersing the client into the design options. The client is then able to walk through the design and interact

Despite overcoming the hurdle of the unfamiliar, the industry at large remains reluctant to explore new possibilities. So, what is the best cure for this stagnant disease?

We have found that one of the most convincing ways of introducing a new idea is to simply – “just do it” – all of course with-in safety and reason. In hind-sight we can quite confidently say that the Wright brothers would have left us still travelling for weeks on end on ocean liners if they did not have the courage to “just do it”!

In his book, “Start with Why: How Great Leaders Inspire Everyone to Take Action”, Simon Sinek argues the case of why certain leaders, or companies, are more successful than others. He ties it down to buying into ideas, not just products or services. Ideas can inspire people to go beyond the status quo paradigm. It can move us to action and, in doing so, inspire others.

Sinek points out how adoption of ideas progress, starting with the minority of people being inventors, then convincing early adopters, and eventually reaching a critical mass where an invention or idea spills over to become the new norm. (Sinek, 2009) This course of action is exactly what we are hoping will inspire our industry, and to drive the point home, we have injected our technological purpose into real projects:

Case 1: Hostels Refurbishment Figure 1 Reality, 2018

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Among other external factors which caused some delays on the delivery of this, a major risk to the success was time. The contract with the

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Figure 2: Stormwater run-off analysis municipality was nearing a close in the space of three weeks and we faced the urgent need to deliver the best value to the client.

A surveyor needed to be procured to assess the landscape, engineers needed to go to the site and assess structural conditions and design of a solution to be presented to the client. Employing traditional methods meant this task would be impossible as the procurement of a surveyor alone takes several weeks, not taking into account the processing of the data. In addition to this, the site of 31 hectares would run a bill in the hundred-thousand-rand mark.

We arranged for a drone to be flown over the site. The administration and risks involved were address and permissions acquired. Planning included preprogramming the flight plan and safety risk mitigation. On the day of the flight, weather was checked, and we were fortunate to have ideal conditions for the autonomous flight. The drone pilot along with an assistant were guided to a vantage point whereby they would easily monitor the flight of the drone. The actual flight was 10 min to cover the 31 hectares. This also did allow us to conduct a secondary flight at a perpendicular flight path to the first flight.

Data was collected in the form of georeferenced photos. As the drone system is equipped with GPS connectivity and accompanied by a calibrated Inertial Measurement Unit (IMU), the photographs taken have a reference point which allows us to build a map. This map is composited through photogrammetry algorithms in software which produces various data sets.

The wealth of data allowed us various perspectives. Thanks to the level of detail and accuracy of the drone system we could derive minute changes in the topography. We could easily identify various services including powerlines, stormwater drains and maintenance holes via the high-resolution photographs.

Data that has been stitched together 3d models combined with video footage of the site produced an invaluable understanding of not only the problems on the site but possible causes.

We found the deterioration of main supporting elements poses a risk to the over-all structural integrity of the buildings, which poses a risk to the occupants and, in turn, the client. The deteriorated state of the apartment block buildings is caused by excessive and long-term exposure to moisture. The reinforced concrete subjected to a continuous cycle of wetting and drying are prone to corrosion.

The main sources of moisture exposure on the buildings are from the roof (due to water-proofing damage) and from the ground level. The latter is by far the more serious situation as is evident from the damage

observed. Not only does this corrosion pose a threat to the supporting integrity of the entire structure, but it should be further noted that the lower storey members are under the highest stress as they carry the full weight of the stories above them.

It seems like a lot of water damage occurs at the lower levels of the buildings because of insufficient or dilapidated storm-water channeling systems.

Further to this, we are able to process the data for other applications without the need to go back to the site for an additional survey. All this data was produced with a half day of flight and ground inspection, a few hours of processing the data and most of the time spent on analysing the data producing various report.

The big win was that we were able to cover a large area within a single day and process the data the following day. We were able to reach areas which would have been high risk for persons. Within the two week period, we were able to provide advice to our client to the same value, if not more, than what would have taken a month or two.

Case 2: Branch Refurbishment At the start of 2018 our company joined a contractor-architect joint venture to refurbish branches for a national bank. We were tasked with the mechanical ventilation and fresh air designs, electrical reticulation design and structural engineering. Since our team formed part of the contracted party in this case, we had to adapt in working parallel with our contractor partner to achieve our common goals, whereas we are more used to checking up on the contractor on behalf of the client.

Our project posed logistical challenges. Branch refurbishments had to be executed in less than two months. Our client often notified our team of new branch requirements with little design time to spare, and the locations were scattered all over the country.

As we had to deal with multiple branch projects at a given time at different locations, the engineering team ran into travelling logistics problems. During construction, we had to monitor installations against the designs, but it was often not feasible to be at more than one place at a time. To add to our woes, we also had to deal with the time consumption and travelling cost of visiting remote branch locations where access was not always easy.

Luckily, our younger generation engineers had the skill to marry challenge to tech, and we started to experiment. The idea was to purchase a 360 camera, send it off to site and let it be our eyes. They wanted to bring the site to their desktops.

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Figure 3: Snippet of 360 degree photo Our engineers set out to mark spots out in the branch where the site-foreman would take 360 panoramic still images with the camera mounted on a hard hat. The photos were then sent back to the office, where our clever engineers placed the photo’s in a 3d model of the branch to create the correct relative location. With a bit of orientation correction, the team managed to create a virtual tour, or walkthrough, of the branch. The quality of the panoramic photos was good enough to comment on duct and reticulation installations without needing to physically visit site. In fact, the quality was so good that our electrical engineer could distinguish a single switch light box from a dual switch one.

Although our team opted to visit the branches in any case, they were able to cut down on weekly site visits and saved a massive amount of time and travelling cost in the process. The camera investment paid its dividends in the first two months of use!

Despite proving a concept in practice, the experiment lead to more unforeseen insights. Our team quickly realized that they were able to compare photo records with one another on a weekly basis. This facilitated communication to the site team further, as the contractor and sub-contractors could be shown in the immersed panoramic space what was missing. The next logical step was to use this method of viewing to show the client what progress has been made. The inspection tool quickly earned a heap of bragging rights!

considered power flight as a means of mass transportation if the world had not learnt of the possibility of powered flight.

The next step seems to be as simple as trying. When we pick from our bag of possibilities, we must be brave enough to take the first steps. We may not hit the mark first time, we may fail, we may waste a bit of time or a bit of money, but we will never know if we don’t try.

RECOMMENDATIONS Our paper seeks to inspire our colleagues, both in public service and in the private sector, to be bold. We recommend a dose of optimistic critical thinking, both aimed at ourselves and to that with which we interact daily.

We wish to inspire an inquisitive appetite for the new and the inventive. By following the inspirational inventors of our age, we become inspired ourselves, and our bag of knowledge on what is happening in the world becomes deeper and richer.

We wish to challenge you to continue the search for ways and means to ensure a better life for all. What better platform can we ask for than to serve our communities through our local authorities, whether as consultant or public servants? And what better application of new, exciting and inspirational technologies than to uplift and serve our communities by succeeding!

References Donley M 2011. History of Sketchup. Retrieved from Master Sketchup: https://

CONCLUSION Our developing nation is faced with a mountain of challenges in the municipal infrastructure space. It is not difficult to complain about it, list the problems or even point fingers. As service providers and public servants, we need to strive to progress from our current teenage tendencies and tackle our problems and challenges in a mature and collaborative attitude.

As we reach adulthood so to speak, we should identify and dissect these challenges in an objective and analytical way before we start to debate solutions.

Our bag of solutions to any well-defined challenge is only as deep as our awareness of the possibilities. There can be no suggestion to try a new path if that path cannot be conceived. No-one would have

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mastersketchup.com/history-of-sketchup/ Newton RS 2018. BricsCAD Shape Offers Free DWG-Based Architectural Concept Modeling. Retrieved from Cadalyst: https://www.cadalyst.com/early-design/conceptual-design/ bricscad-shape-offers-free-dwg-based-architectural-concept-modeling-4 NIAS 2018. The Evolution Of Commercial Drone Technology. Retrieved from Nevada Institute for Autonomous Systems: https://nias-uas.com/ evolution-commercial-drone-technology/ Reality 2018. How Reality Technology is Used in Construction. Retrieved from Reality Technologies: https://www.realitytechnologies.com/applications/ construction/ Sinek S 2009. Start with Why: How Great Leaders Inspire Everyone to Take Action. Portfolio, UK.

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PAPER 3

Improving our state of water resilience: A private sector perspective

AUTHORS: H van Deventer, K Röhrs and B Herbst AECOM SA (Pty) Ltd, BEng (Civil)

increase their own resilience, and similarly encourage and incentivise their end-users to do the same to cohesively improve their response to water crisis conditions as a community.

Abstract

Experience that initiated this paper

The private sector is heavily impacted by the major risk of water security, leading to grave financial consequences. Since 2017, the term ‘Day Zero’ has caused great concern to businesses, and raises questions by those dependent on these businesses. The dam levels in the Western Cape have since recovered significantly and that has led to relaxed water restrictions, but this does not entirely reassure the private sector of uninterrupted municipal water supply. Water is a precious commodity that needs to be wisely managed to serve the ever-growing population and promote economic growth.

While the Western Cape was rapidly approaching the daunting Day Zero, the consultant was approached by various private companies to provide professional services that would improve their resilience in response to water supply interruptions. This paper presents the experience, and lessons learnt, by the consultant and private sector, to assist the private sector to mitigate these anticipated risks. It elaborates on questions asked, initiatives identified, procedures followed, associated limitations and challenges experienced, and shares successes achieved.

The Draft Cape Town Water Strategy, published in January 2019, stated: “The future is uncertain, and the cost of very severe restrictions is much higher than the cost of insuring against this likelihood by providing additional water supply capacity.”

This emphasises the importance for private and public sectors to work together to achieve mutual success.

Various commercial, industrial, retail and government clients approached the consultant during the prevailing the water stress period brought about by the multi-year drought in the Western Cape, with the projected crisis of large-scale interrupted water supply, to alleviate their reliance on municipal water supply. Their objectives were primarily driven by commercial (loss of income) and liability concerns (in terms of safety and insurance requirements). However, idealistic aspirations of reduced long-term utility costs and reduced or independency of municipal water supply also played a role.

The influence of time constraints played a significant role. Some clients noticed the looming crisis, requested budget and engaged early. Some were more structured, but many left it too late and were required to respond to all these critical concerns simultaneously to manage the immediate and evident crisis.

The emergency solutions and mitigations encountered were, in some instances, quite innovative, while others were more radical, sometimes inadequate, high risk and beyond the legislative framework. Typical alternative water sources and water saving initiatives considered included, inter alia: • Water saving initiatives: replacement of conventional sanitary fittings with water saving technology (in many instances there was misconception of what these technologies were, and the effectivity thereof ), alteration of air-conditioning systems, conversion to dual plumbing water systems and addition of water suppression systems to supplement fire extinguishers.

• Water sources: rain- and greywater harvesting, reclaimed groundwater harvesting (collection of seepage groundwater or borehole water), blackwater and greywater treatment, potable water tanker supply (trucking water in via tanker water service) and use of bottled drinking water.

• Other: work from home to reduce business interruption; supplying employees with imported water instead of them having to queue for water during business hours and sparing them the inconvenience.

Introduction South Africa is classified as a water scarce country where some projections estimate that South Africa at present, exploits roughly 98% of its available water supply resources. In many areas of South Africa the water challenge is looming ever larger. In certain respects the term ‘load shedding’ will potentially not only be synonymous with the provision of power, but with that of water as well, especially with the two commodities being mutually supportive in certain respects. When a severe multi-year drought, coupled with difficult water management parameters, is experienced, such as was the case in the Western Cape during the period from 2015-2018; water crisis conditions with serious implications and challenges are a reality for everyone concerned.

The ability of all stakeholders to respond wisely, lawfully and fairly in such a crisis becomes a daunting and complex minefield, especially to enterprises not knowledgeable of the requirements.

Facilitating water resilience Given this background, we share our experience to encourage all municipalities as Water Service Authorities (WSA), as custodians of the law, and as Water Service Providers (WSP) (including sanitation services), to proactively

Challenges When faced with the daunting task of implementing infrastructure to combat an unprecedented event, stakeholders can often over- or, worse, underestimate the level of intervention required. Needless to say, time was of the essence as Day Zero crept closer, with several aspects to consider, inter alia: • Private sector companies are seldom knowledgeable or equipped to deal with water crisis interventions on a regular basis, possibly leading to an unwitting and/or hasty approach to implementing solutions.

• When interventions first started, legislation and guidelines for water resiliency measures for private application were progressively made available on different online forums. However, the general awareness, timeous and correct understanding and interpretation thereof posed a significant challenge to most clients. In certain instances, this had the potential to

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(1) prevent the correct implementations from taking place from the start, and (2) costing time and resources from the business itself to determine the best course of action for implementing water resilient interventions under limited time, shifting risk parameters with potential long-term legal and cost implications.

• The objectives for business water resiliency interventions can differ considerably, from alleviating reliance on municipal supply to an attempt of going off the municipal grid completely, as well as abiding with auxiliary obligations (e.g. tenant agreements, public relations, etc.) to ensure water supply in times of interruption. The type of intervention can impact significantly on the timeline and cost of the interventions.

Legislation was amended and changed rapidly over the course of the water crisis, where the most notable laws affecting businesses in Cape Town are noted below.

Legislative framework in terms of alternative water supply All three spheres of government have the legislative authority to draft and enact laws (legislation). All laws passed must not conflict with the Constitution of the Republic (1996), but must imbue the spirit thereof.

Access to basic water supply and sanitation is a constitutional right that is afforded all people who reside in the Republic. This right is brought to action through the National Water Act (NWA), where the Department of Water and Sanitation (DWS), as the custodian of all the national water resources, is the functionary; and the Water Services Act, where local government acting as Water Services Authorities (WSA) are the functionaries.

Approval from DWS is required to use water as defined under section 21 of the Act. This approval or authorisation can be in the form of a General Authorisation or a Water Use License, if it falls outside the ambit of permissible use.

Once this proposed water use has been acknowledged and approved by the DWS, the next level of approval is with the WSA. The WSA is mandated, under the WSA, to progressively ensure efficient, affordable, economical and sustainable access to water services in the area of its jurisdiction. Therefore, in order to operate as a Water Services Provider (WSP) or a Water Services Intermediary (WSI), the WSA must cede, in part some of its duty to the applicant to ensure the provision of its mandate to the confined or restricted area.

The CCT has, as the WSA for the Cape Town Metropole, administrated and regulated the use and allocation of water through its Water by-law, updated in 2018, which is also, in water resiliency matters, supported through various other related by-laws, including: • CCT Municipal Planning By-law (2015), specifically as it relates to building regulations which apply the erection of some structures and the connection of certain systems to water installations, of which the requirements for building plan approval are regularly amended.

• CCT Treated Effluent By-law (2010) • CCT Stormwater Management By-law (2005) • CCT Wastewater and Industrial Effluent By-law (2013) It is prudent to bear in mind that all connections, installations and fittings that are conducted, whether from the council pipelines or internally inside the private premises of buildings within the City, must adhere to the published guidelines and SANS standards, including the National Building Regulations and Building Standards Act 103 of 1977 and its associated regulations and standards, in particular SANS 10400.

Further to the above referenced legislation there, is also a range of specific national standards (as upheld by SANS) that dictate the development, installation, operation and maintenance of the various elements associated with water intervention infrastructures. Depending on the location and environmental impact, other legislative acts and supportive regulations may also apply and require adherence.

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Some of the technical, legislative and commercial challenges experienced are documented and summarised in the case studies below.

Case study 1 Background Analysis and scoping of alternative water sources, which included the use of borehole water, storage and potential uses for non-potable water, was requested. The objective was to assess possible solutions to establish some assurance of continuation of business through a local water supply solution to augment municipal supply.

Most of the water used in the building was for air-conditioning, water closets and urinals. Only a small portion was used for other purposes.

Drinking water was already being imported at the time of the investigation. The client is the tenant of the building, and thus affected the protocol in terms of responsibilities related to legislative requirements which differ from that of the building owner.

The project was rolled out in phases, starting with a scoping assessment to determine appropriate water supply solutions. This included the roll out of a status quo assessment of existing water systems, and use and optimisation thereof.

The timeline was driven by the Day Zero scenario which affected sequencing of investigations, implementations and authorisation procedures. Besides augmenting water supply, the objective was to implement solutions with the most significant improvement to optimise water usage, but would not require significant alterations that would culminate in major building alterations and disruption of daily business operations. Investigations and assessments were followed by detailed design and implementation.

Initiatives identified The existing water system did not cater completely for an emergency situation, with 50% of the sanitary facilities tapping directly off the main supply. The existing dual plumbing system enabled easy manipulation for optimising overall water use and provided increased scope for using alternative water.

Potable water was used for flushing. Water closets and urinals were fed off a gravity flow system via storage tanks and all other potable water was fed directly off the municipal main, providing no storage backup during interrupted water supply.

Since the potable and non-potable water systems were separated the risk could be defined, prioritised and managed (e.g. flushing of toilets could be prioritised as bottled drinking water could easily be imported from an external source. The importance of other potable use depends on the specific facility and its nature of business).

The introduction of additional storage capacity with a booster pump system not only improved general consistent water distribution throughout the building, but also provided temporary short-term water security with a back-up during interrupted water supply. As a result, pressure reductions on municipal supply would not affect daily building operation.

Storage tanks further provided easy integration with future incorporation of alternative water supply. Besides drilling a borehole, additional plumbing enabled easy access and capability for importing water from an external source as further emergency back-up.

The air-conditioning units used potable water. The focus to reduce the water consumption of the existing HVAC system was to either replace or augment the cooling tower system as this was where the water was

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being consumed. Various scenarios, which use less or no water, could be applied. Any of the scenarios were expected to have an increased electricity demand of approximately 15%.

The determining factors were the cost versus slightly higher temperatures for 20% of the time. Spacing requirements and available areas for initiatives had to be considered, which included structural considerations, existing services and the like. Future clearance spacing and access during operation also had to be considered.

Restrictions and challenges Various measures had to be put in place and considered in the design to prevent cross-contamination between potable and non-potable water, thus ensuring legislative compliance. Certificates of compliance had to be obtained for plumbing and electrical work associated with the changes made. Some confusion existed as to whether it was the landlord or tenant who needed to apply for the Water Use License. Ultimately, with the consent of the landlord, it was the tenant who had to apply and obtain approval. Due to the confusion of designation of responsibilities, the application process was delayed.

One of the requirements when sinking a borehole was to apply to the City of Cape Town. The client experienced that this process was tedious and the anticipated procedure rather vague.

Concluding remarks The client decided not to treat groundwater for potable use, but rather treat it to non-potable standards, suitable for flushing purposes only, which was supported by the dual plumbing system. It also reduces the client’s risk on compliance and capital and operational expenses.

The duration of a Water Use License Application (WULA) process, from submission to approval was expected to take roughly 300 days in total (160 days for the applicant and 140 days for the DWS to approve). The process could be expedited due to the nature and urgency of the activity.

Case study 2 Background and inception The client was a large property group that owns multiple commercial and retail properties in various areas of the Cape Town Metropole.

The client initially leaned on their inhouse technical professional to assess the feasibility to access, treat and distribute alternative water sources, along with the respective impacts thereof. However, subsequent to increased pressure from tenants for the client to uphold their legal obligation to ensure safe workable conditions and mitigate the risk of exposure to the looming Day Zero, the consultant was approached to help assess and coordinate interventions.

Initially, nearly 30 properties that required intervention within an exceptionally short timeframe, were identified, but ultimately 19 properties were shortlisted.

Approach The properties’ existing infrastructure was assessed to inform the consultancy team to what extent intervention was required at each building. Current legislative requirements were taken into account, and one or more of the following water saving measures were identified and implemented at these properties: • Storage tanks to provide at least two days’ storage capacity, inclusive of reticulation to tie into existing plumbing infrastructure

• F or building that consisted of dual plumbing, further investigation was conducted to introduce alternative water sources of variable quality as per the requirement of infrastructure and accommodation of plumbing systems • Installation of infrastructure to secure alternative water available onsite, i.e. through sunk boreholes and groundwater harvesting • I nstallation of infrastructure to treat and/or distribute water. Many of the properties lacked the requirements and capacity to collect and treat alternative water onsite and were thus reliant on properties that had surplus capacity in terms of access to alternative water sources.

Restrictions and challenges While small-scale measures were implemented to curb the municipal dependency of the properties, such as importing drinking water, altering the HVAC systems and promoting a water saving attitude, more needed to be done to mitigate these properties’ risk should Day Zero come, while maintaining the aesthetics of the buildings. Another consideration in terms of storage was to identify an appropriate location that would not cause loss in revenue due to, for example, parking bays being forfeited by tenants. This greatly restricted the open spaces that could be considered.

The installation of infrastructure also posed a challenge, given the short execution period and limited resources and approved vendors.

This was mitigated to a great extent when Day Zero was moved to a later date, which bought all stakeholders and professionals more time to ensure effective implementation of water saving measures.

To secure alternative water sources onsite, one of the interventions was to sink boreholes in areas expected to deliver high yields. Theory and practice, however, contradicted one another in some instances where boreholes yielded far less than was estimated.

Due to the perceived cumbersome and long periods associated with obtaining a WULA (where the abstraction quantities would exceed the regulated limits set on volume abstraction, or trigger regulated sensitive activities), the client only actively pursued the use of alternative water sources at buildings with dual plumbing.

Access to, and the correct interpretation of the legislative requirements and potential exceptions during complete disruption of the municipal water supply, posed a significant challenge to the client and consultant when identifying and communicating on potential solutions and interventions.

Concluding remarks An application for the client to register as Water Service Intermediary (WSI) was pursued to allow for the acquisition and supply of water to their tenants. The client was successful in procuring a temporary license and agreement with the City of Cape Town as the relevant Water Service Authority before Day Zero.

It is a lawful requirement for buildings over 30 m in height to be fitted with sprinkler systems as fire suppression systems. The sprinkler systems require their own segregated storage volume of water.

For buildings lower than 30m, the systems could be assessed for fire prevention, and augmentation of fire prevention and suppression systems that are not water dependent. Due to the cancellation of Day Zero, the requirements were never effected, but remained a worthwhile consideration.

Prior to the public cancellation of Day Zero, the client engaged in a high-level agreement with a trucking company who had access to other water service intermediaries who could treat water to potable

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standards. The company confirmed that they could provide and distribute water according to the required demands and schedule.

Notwithstanding the challenges above, the client, consultant and contractors achieved the following: • I n a very limited period of time assessed the requirements for interventions and provided a prioritised strategy for intervention and mitigation of risks • Managed to provide assurances to their tenants and insurance underwriters in terms of a water resilient strategy and intervention on their behalf.

• Identified various water resilient initiatives that could further be engaged by the client’s sustainability team, post these initial interventions.

• Registered as a Water Service Intermediary and acquired rights to the abstraction, treatment and use of alternative water sources, at four properties.

Case study 3 Background Interventions to alleviate reliance on municipal water supply at the premises of a municipal governing body was already in place. They requested that a study be conducted to assess the feasibility to integrate blackwater and/or potable treatment systems with the existing water infrastructure, and investigate the opportunity to completely step off the municipal water and sewer grid.

The building comprised a dual plumbing system and at the start of the study, the following water infrastructure and resiliency measures were in place: • Potable municipal supply connection • Groundwater harvesting plant at basement level. Water is treated here to non-potable standards and pumped to roof level for storage, where after water is gravity-fed to the water closets and urinals.

• Potable water and fire plant system at basement level, comprising enough storage for 1 day’s supply to all sanitary fittings, excluding the water closets and urinals for which water is provided through the non-potable water system.

• O f the building’s total consumption, ±60% is supplied through the groundwater harvesting and non-potable treatment system, while the remainder was through municipal supply.

Apart from the goal to improve independence of municipal supply, other key outcomes for the feasibility study were that any proposed implementation be in accordance with government and municipal legislation and be economically viable.

Initiatives identified Through research and discussions with suppliers, a three-stage activated sludge system was proposed for the treatment of the building’s domestic sewage blackwater. The plant sizing was based on its ability to accommodate high concentrations of wastewater, particularly taking the high ammonia content into account, since the building uses waterless urinals.

Further investigation was conducted to treat the groundwater on site, not only to the current non-potable standards, but to potable standards, as well and compare the cost implications of this to alternative potable sources in conjunction with lower quality potable domestic supply. Based on the water quality at the time, a reverse osmosis (RO) package treatment plant, followed by disinfection, was proposed to treat groundwater to potable standards.

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Restrictions and challenges One of the main constraints for this project was the location, which was confined to the second level basement. This would allow any major water augmentation infrastructure to be established in close proximity to the existing groundwater source and intercept existing water systems.

Accessibility to said basement, due to height restrictions, proved cumbersome, limiting the type of treatment infrastructure considered.

Another point of contention was the groundwater quality, as mentioned previously. To remove the contaminants, multiple physical and chemical treatment processes need to be followed. The processes influence the operation complexity and, specifically for small plants, remain a challenge to manage well. As raw water quality at the same location can fluctuate, provision to accommodate these fluctuations can only be met to a certain point, limiting the plant’s ability to treat highly variable water quality. The RO plant proposed allowed for a ±25% variance from set point.

The blackwater treatment plant cannot run solely on recirculated water and re-treated effluent. A portion of the building’s wastewater effluent will still have to be discharged into the municipal sewerage system and some dilution of wastewater effluent will still have to take place (to meet discharge requirements defined by the associated by-laws) by means of adding municipal water or treated sump water, ultimately restricting the client’s objective to become completely independent of municipal water supply.

The client advised that no intervention would be considered that would require a payback period exceeding 20 years, as such an expenditure would be difficult to justify.

Three combinations for intervention were identified, viz. (1) installation of blackwater treatment plant only, (2) installation of potable water treatment only, or (3) installation of both blackwater and potable water treatment plants. However, none of the options were within the specified payback period.

Concluding remarks Though the options proposed were technically sound, the final decision rested on the economic feasibility which supported the existing water system to remain as is. It was advised that the flushing of toilets take precedence above all other water uses during a Day Zero scenario.

Case study 4 Background A property investment holding company appointed the consultant to act as project manager on the installation of a potable water treatment plant at one of their Cape Town buildings. The plant would be supplied with water from two existing onsite groundwater drainage sumps. The water was to be treated to drinking water standards and fed into the main reticulation of the building. At the time of the consultant’s involvement, a package plant contractor was already appointed, along with electrical, civil and plumbing contractors.

The scope of work entailed contract administration and site supervision, as well as the following: • Specialist evaluation and recommendations on the potable water treatment plant specifications, proposal and quality • Structural verification of slab loading capacity to carry the water treatment plant and associated infrastructure • Specialist confirmation of fire safety requirements pertaining to building changes envisaged for this specific project

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Figure 1: Visual examples of typical interventions implemented during the case studies, Figures 1 (a) to (d)

Figure 1 (a): Sinking of borehole

Figure 1 (b) Potable and non-potable infrastructure installed at roof level

• P ump and reticulation specifications to tie into the main building supply downstream of the treatment plant

Objective Water flowed at roughly 140kℓ/day through the basement drainage sump, originating from a natural underground mountain spring. At the time, this water was wasted to the stormwater system, and created the perfect opportunity to rather divert this water to be used beneficially in an anticipated water scarce future.

The building’s water consumption was roughly 45kℓ/day and the client obtained permission to become a water service intermediary only to supply water to those with whom it had a contractual obligation (i.e. tenants).

The client’s objective was to implement these types of systems at properties with similar water sources and use the water to serve the needs of its tenants, effectively moving excess water off-site to other owned properties.

Restrictions and challenges The use of basement water is regulated as a water use in terms of the Water Act, which created uncertainty in terms of compliance. Further, due to late stage involvement, it was difficult to identify the steps that could have been taken to streamline the process. In the stress situation, the client’s primary focus was to obtain the necessary authorisation to distribute the surplus water as mentioned above, attending to obligations with greater affect. Treatment logistics were thus treated with lower priority.

A notable hurdle was reviewing the appointed contractor’s package water treatment plant proposal for completeness after the fact (as they have already been appointed). The specification, set at request for proposal stage and on which basis the package water treatment plant was agreed to be designed, supplied and installed, lacked the aspects which could affect the following: • durability of equipment • health and safety • compliance in terms of disposal to sewage and stormwater systems • operation and maintenance.

Ideally speaking, addressing and providing specifications for these

Figure 1 (c): Water treatment plant

Figure 1 (d) Sectional steel water storage tank

aspects at procurement stage could have reduced the overall risks, for both capital and operational costs. It could also have further streamlined adherence to compliance procedures. Through substantial efforts the consultant was able to improve on some of these identified challenges.

Concluding remarks The initiative eventually enabled the client to take the property off the municipal water grid. At the time the client focused only on its Cape Town buildings in terms of stepping off the municipal water grid. They deemed that the City of Cape Town was the only City with legislation in place to enable this.

Conclusions Through these case studies, several challenges that restricted the implementation of water saving measures were observed and identified, be it technically, economically or legislatively.

Water management is not the forte of most private sector businesses that take on water resilience interventions. They are thus in many instances unfamiliar with related legislation and restrictions. Emergency situations force people to react without being sufficiently informed, where a lack of guidance could further exacerbate the situation. Typically, many private entities do not realise the risks associated with sourcing, treating and using alternative water. They do not necessarily understand the legal restrictions, as well as the ongoing operation and maintenance, monitoring and compliance required. Beside the risks, there are capital and operational costs at stake. Facilitated procedures and assisted management of some of these activities can improve

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Figure 2: A picture is worth a thousand words: The reality of water stress conditions can sometimes be stark, and the facilitation and enablement of private sectors to fulfil their obligations of assuring continued water supply and increase water-resilient efforts in the communities they support are to be encouraged and supported. By facilitating the private sector, the general public is indirectly supported, further uplifting the wellbeing of society. (Photo by David Harrison/M&G, 2018)

water security and benefit stakeholders, notably the City of Cape Town’s Guideline for Installation of Alternative Water Systems, published in February 2019, being a step in the right direction.

Not all interventions are equal either – various scenarios trigger different legislative requirements that need to be understood by the private sector, as their water system initiatives bear consequences that could impact the authorities’ future strategies and operational procedures.

Water resource yields and water quality is not a long-term guarantee.

Groundwater drainage sump yield is dependent on groundwater tables. This may also drop to levels with insufficient or no yield, especially during higher abstraction periods associated with water stress conditions.

During the water crisis, the private sector expected some level of support from the regional and provincial water service authorities. However, at the time of these case studies, formulated plans were in many instances not readily available, and measures were not implemented within a more ideal period of time to assist the private sector.

Although the water crisis was experienced in Cape Town, water stress situations can occur anywhere and at any time – making the lessons learnt from the Western Cape drought all the more valuable on a national level.

Recommendations Based on the experiences during the Western Cape drought the recommendations allude to two major stakeholders, namely: • Private property owners who wish to become more water resilient to water stress, and • Water Service Authorities who are required to be proactive in facilitating water resilience initiatives to the end-users they serve and assist in managing a vulnerable resource Private property owners can become more resilient against water stress conditions by: • Reviewing their commercial and insurance obligations in terms of maintaining water supply • Reducing their water dependency and consumption • Familiarising themselves with the national and provincial legislation, regulations and restrictions in terms of water use and development of alternative water sources and systems

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• E ngaging with their local WSA on the local application and management of the national mandates according to local by-laws, restrictions and standards • Considering local private-public partnerships in developing alternative water sources Early stakeholder engagement can clarify many uncertainties and expedite procedures to establish a realistic and viable resilience plan.

Water Service Authorities need to consider the following activities: • Water sources: Review the security, contribution and sensitivity of its water resources respective to drought conditions. This includes pollution control measures (acid mine drainage, wastewater, poorly treated effluent.)

• Have a realistic water resiliency plan, properly communicate the plan to the public and facilitate transition.

• Infrastructure: Review the ability and readiness of its bulk infrastructure to be able to operate intermittently at reduced flows and/or pressures. Consider contingency plans and interventions to reduce or control non-revenue water.

• Legislation: Ensure end-users have ease of access to all legislative, regulations which govern and facilitate their water use. Provide guidelines and ensure that authorities’ technical and public leaders have a good understanding to enable them to direct and facilitate queries. Ensure that by-laws are flexible and adequate to facilitate the private sector; including well-defined in the case of emergency conditions accommodated for.

• Governance and decision-making: Ensure that the responsibilities, delegation of authority and decision-making forums in the national, provincial and managerial governance environment under which is operated in are clearly defined and understood in the event of water management to avoid conflict in attending to water management during water stress periods.

The forums should not only be vertically aligned, but also horizontally aligned to adjacent and related governance and management structures, e.g. environmental, procurement, agriculture, and sanitation, among others.

• Communicate and collaborate: Reach out and educate the various end-users in different spheres such as industrial, commercial and retail, government entities and schools. Facilitate stakeholder forums and partner with the end-users in elevating their water resiliency measures. Use different media to inform the public and end-users, for example, an interactive and informative radio broadcast.

• Commercial strategy: When the water supply reduces, so does the revenue stream. However, the overheads and maintenance costs could potentially increase. Have a cash flow and commercial strategy for implementation during water restrictions and negotiate and communicate these in advance. Consider options for public-private partnership opportunities within stakeholder forums. Provide incentives to bulk water users to increase their resiliency and reduce their dependency on the WSA during water stress times.

Acknowledgements Gratitude is extended to Siyabonga Sikosana (part of the consultancy team) for summarising the legislative framework.

References AECOM’s unpublished work has been used for the development of this paper.

City of Cape Town, February 2019, Guidelines for the Installation of Alternative Water Systems in Cape Town.

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PAPER 4

A new look on attenuating stormwater runoff…

Do we really need to store all this water?

AUTHORS: Civil Engineer: Coastal, Stormwater and Catchment Management: eThekwini Municipality, Durban KwaZulu-Natal, Associate Member: South African Institution of Civil Engineering

Infiltration tests were done to determine the permeability rate of beach sand located in Forest Drive, La Lucia. The results of these tests allowed for the reduction of more than 80% of the attenuation volume required in that specific catchment. This allowed for the replenishment of groundwater reserves in the area as well as the prevention of flooding from the backflow of a seasonally blocked stormwater outfall located on the adjacent beach.

ABSTRACT

INTRODUCTION

Attenuation facilities have been the popular solution for redirecting stormwater runoff for many years. Stormwater, which would originally infiltrate into the natural ground, would need to be accounted for when hardened surfaces are increased during development within the catchment area.

The development industry generally alleviates this issue using attenuation tanks. These can vary in size but usually take up a lot of space.

Infiltration rates can become extremely important in reducing the amount of water to be attenuated. Depending on the soil type underneath the surface, infiltration rates of that particular soil can become very useful when determining how much storage is actually required; for instance areas behind a primary dune near the coast. By combining the design of a soakaway and an attenuation tank, we can utilize the “soaking away” nature of the underground soil, and use the attenuation tank to provide adequate hydraulic head to sufficiently drive the water into the tanks surrounding soil.

A typical example of using this analysis can be seen in using attenuation crates, which allows for both infiltration and attenuation. By using similar systems such as these, we can reduce the need for such extensive attenuation tanks and redirect the surface flow into an area where it would have gone before development had occurred, the natural ground. This takes into account land usage, providing a solution for where there is inadequate space for attenuation tanks and will change the way we tackle stormwater issues as a whole. These systems can also be used underneath traffic areas, which allows development above the system as opposed to the general soakaway which undermines the stability of its surrounding soil.

The consequences of rapid urbanisation, such as an increase in impermeable surface areas, has resulted in many problems of flooding over the years (Andoh et al., 1997). This also causes groundwater depletion and threatens natural water resources. Alternative drainage strategies that mimic the way nature slows down runoff (attenuation) can be implemented to provide sustainable drainage schemes (Andoh et al., 1997). Conventional methods such as piping systems generally seem more cost-effective and convenient than sustainable urban drainage systems (SUDS). However, by using soil characteristics to our advantage, we can drastically reduce the costs associated with these schemes.

Before urbanisation, water naturally infiltrated into the ground. Rain travelled into the soil and rejuvenated groundwater supplies or it eventually ran into rivers, lakes and ultimately the coast as shown in Figure 1 (Epa. sa.gov.au, 2019).

Urban development reduces the permeability of the surface of the land and instead replaces the natural ground with impermeable surfaces such as roofs and roads. This increases the surface runoff and reduces the recharge of groundwater (Epa.sa.gov.au, 2019).

Attenuating further upstream can reduce the velocity of water running through this process in an urbanised environment. However, attenuation is expensive and requires a lot of land usage. Another conventional method is a soakaway, however, this restricts land usage above the installation of this application. Soakaways may undermine the soil around them preventing the land above to be built on or used. Both soakaways and attenuation

Figure 1: Natural water cycle at coast (Epa.sa.gov.au, 2019)

Figure 2: Urbanisation water cycle at coast (Epa.sa.gov.au, 2019)

Kemira Naidoo & Johannes Pieter (JP) Calitz

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The stormwater network drains directly to a coastal stormwater outfall that is situated at the adjacent beach. The outfall gets blocked due to fluctuating beach sand levels and extension of the outfall is not economically viable. This prompted the Municipality to investigate alternative solutions.

The soil was examined visually and represented slightly finer particles similar to that of beach sand. This meant that the soil characteristics potentially favoured high infiltration capabilities. It was also identified by our Geotechnical team that the water table was greater than 2 m below ground level, and no shallow bedrock was found.

These factors bolstered the potential application of the attenuation crate system, but required further investigation.

Figure 3a: Typical example of an Attenuation Crate (Water Management Solutions: Modular Cell Systems, 2011)

Figure 3b: Attenuation crate underneath road with a traffic load (Water Management Solutions: Modular Cell Systems, 2011)

tanks have land usage implications and this is not ideal in an urban environment. Therefore maximising an area for both land use and stormwater management is crucial in a developed city.

Attenuation crates need to be designed to minimize flood risks. The crates can retain large volumes of water and fit together to create an underground tank. The tank can be used for attenuation, soakaways or even both. These particular cells have a 95% void ratio (figure 3a) and can be built according to the void volume required to store run-off volumes (Water Management Solutions: Modular Cell Systems, 2011).

Structurally capable of withstanding vertical loads in excess of 200 kN/ m2, it is easy to handle and install and is light-weight (figure 3b). The cells come in different ranges which can cater for non-trafficked, trafficked or heavy trafficked areas. The material of the cells is made up of 100% recycled material (Water Management Solutions: Modular Cell Systems, 2011).

Using this system in conjunction with stormwater pipes can reduce the required capacity of stormwater outfalls that extend into the ocean.

Determining the number of cells required by a particular area, will not solely be established by the volume of water to be stored when using this system, but also by its surrounding soil characteristics. Infiltration takes into account the type of soil in contact with the cell, as well as the number of faces of the cell that can infiltrate water into the soil. An increased surface area that can allow infiltration, increases the overall infiltration of that cell.

BACKGROUND Forest Drive, La Lucia has been an area of concern for the past 20 years.

The test area is positioned behind a primary dune in the catchments low point, where water would naturally collect and seep into the ground and travel underneath the surface into the ocean. Due to development in this region, this natural process was replaced by stormwater pipes and an outfall into the ocean. Although the test area is situated in a small catchment (0.0326 km2) residents have continuously been affected by flooding. Anecdotal accounts of the October 2017 floods describe water levels reaching 1.5 m above ground level, floating cars and flooding businesses.

Figure 4: Dimensions of Attenuation Crate Used (Water Management Solutions: Modular Cell Systems, 2011)

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METHODOLOGY We need to ascertain whether the attenuation crate system could provide the required infiltration and attenuation combination we needed to estimate the infiltration potential of the in-situ soils. There are many ways to determine the infiltration capacity of a specific soil. Laboratory tests may not depict true field conditions, but for this particular design, it was adequate to determine a conservative result. Southeast Michigan Council of Governments (SEMCOG) (2009) provide the following guidelines for the testing of soil infiltration: 1. Infiltration tests should not be conducted in the rain or after a major storm event.

2.

On-site tests should be conducted at the same level as the proposed soakaway.

3. A minimum of two tests should be done to provide compaction of the soil which one would ordinarily see on site.

Our testing only took into account flow through the bottom of the soil and not horizontal or side flow; this will be calculated.

Laboratory Testing Laboratory tests were undertaken to determine the flow of water through a sample of soil in one direction only; through the soil out of the base of the infiltration structure. The sample of the soil was taken from between 1.5 m to 2 m below the surface in the proposed position of the attenuation facility.

Equipment: • 1 m high, 150 mm diameter clear Perspex cylindrical tube with both ends open • 2 pieces of geofabric to cover open ends of the cylinder (A2 geofabric at 150 ℓ/s/m2 @ 50mm head and 9.5 kN/m tensile strength) • Sample of soil from the focus area • Marker • Measuring tape • Water supply • Timer/ Stopwatch • 1 clamp • Cable ties • 2 buckets

Procedure: • P lace cylinder vertically and use a clamp to secure the cylinder above the ground.

• Use a marker to demarcate every 50 mm height on the cylinder.

• Wrap a sheet of geofabric around the bottom of the tube and secure well using cable ties.

• Take soil from a sample that was removed prior to the test from the area of concern.

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• P lace a layer of 100mm of soil into the tube, with the geofabric holding up the soil.

• Place another piece of geofabric on top of the soil to prevent disturbances from the force of water.

• Fill one bucket with sufficient water to pour into the cylinder and leave the other bucket underneath the cylinder for water to fall into.

• Pour water as quickly as possible into the cylinder • Wait for the water to settle and reach a steady level of head and then start recording time • Measure the time taken to drop in water level for each 50mm of head and record results • Repeat experiment 2 more times

On-site Testing Using most of the equipment listed above, a similar test was undertaken at the test area. A test pit was excavated to the invert level of the proposed infiltration structure. The Perspex tube was again used to conduct the test on site. No soil was placed into the tube and a sheet of geofabric was placed between the bottom of the cylinder and the soil. The drop in water level for different increments of head was recorded similar to that of the laboratory test.

Base (Vertical) Flow: Using the average infiltration rates calculated above, the base flow was determined by multiplying the area of the cells and the infiltration rate for each increment.

(2)

This provided the infiltration rate in the vertical direction of the cells only.

Horizontal (Side) Flow: In reality, the flow of water does not occur in one direction only. Therefore, the horizontal or side infiltration will need to be determined to provide an accurate representation of real-life scenarios.

When calculating horizontal infiltration, it is important to determine the surface area that the water can contact the soil around the cells. Horizontal infiltration for each increment of head is calculated as follows:

(3)

Flow Analysis and Infiltration Storage (m3): The storage for a single row of cells was calculated for the different head increments. Each level of head has a different storage volume according to the capacity of the cell. The total storage for a row of cells at 0.4m head (height of the cell) is 7.6m3.

Once the maximum capacity of the cells is reached, storage may also occur within the connecting manholes. Therefore, the storage in the manholes on either side of the cells was calculated for head above 0.4m up to a head of 0.75 m (Maximum height of manhole from invert of cells). The dimensions of the manhole (1.5m by 1.5m) were used to determine volumes of storage for increments of head past the height of the cell. This was then added as additional storage from 0.4m and above.

Hydraulic Head (h): It is unrealistic that the maximum head of an experiment will ever be achieved. Therefore, the average head between two increments is the commonly used head for hydraulic calculation purposes. Therefore to calculate the infiltration rate for the cells, a median head value was used for each increment.

Infiltration Rates (IR): The infiltration rate is the outflow rate of water into the soil per square metre of area. Soil characteristics play a vital role in the permeability of the soil. Permeability is defined as the ability to allow liquids or gases to pass through the soil. The following equation was used to calculate the infiltration rate for each experiment for each increment of head: (1)

To determine the total infiltration rate of horizontal flow, the accumulative horizontal infiltration rate must be calculated for every increment of head up to the maximum level of head for that specific instance. Accumulative horizontal flow is calculated as follows:

(4)

This result gives us the horizontal infiltration from all sides of the cell for the total level of head for a specific instance. The infiltration for horizontal flow was calculated in increments as the increase in head allows for different infiltration rates for that increment i.e.: a drop in head from 400mm to 300mm will have a higher infiltration rate for a drop in head for 100mm to 0 mm; even though it is the same amount of water loss. Therefore it is crucial to determine infiltration rates in segments as opposed to calculating one final value for one specific level of head.

Total Flow for 1 row of Attenuation crates: To get the total infiltration rate in all directions, both the base flow and the accumulative horizontal flow must be added together.

(5)

The total infiltration rate will provide a conservative figure for the possible flow of water through the soil for both directions for every increment of head. We can then analyse the flow of water coming into the infiltration chamber versus the amount of water flowing out into the surrounding soil.

The average infiltration rate of all three experiments was then calculated for each interval of head.

Reservoir Routing Analysis: If we treat the attenuation crate system as a reservoir, we can analyse an

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Table 1: Time required for a drop in head measured at 50 mm intervals and accumulative time taken for each laboratory test Head (mm) 400

Test 1

Test 2

Test 3

Interval (s)

Acc (s)

Interval (s)

Acc (s)

Interval (s)

Acc (s)

0

0

0

0

0

0

Average Acc Time (s) 0

350

13

13

14

14

21

21

16

300

16

29

16

30

24.

45

35

250

17

46

19

49

28

73

56

200

22

68

26

75

37

110

84

150

29

97.00

31

106

50

160

121

100

32

129

36

142

63

223

165

50

35

164

41

183

76

299

215

0

38

202

46

229

89

388

273

inflow versus outflow hydrograph by means of flood routing. Usually, the outflow rate is never as large as the peak flow rate as much of the flow is temporarily stored in the reservoir (Roberson et al, 1998). However, by analysing these hydrographs we can determine exactly how many rows of the attenuation crate system is required to match the inflow graph with the soils infiltration rates as well as the storage available in the cells.

For uncontrolled reservoirs (where gates do not control the outflow) both storage (S) and outflow (O) are a function of water surface elevation in the reservoir (Roberson et al, 1998). In this instance, O is our infiltration of stormwater into the soil and S is the storage within the attenuation crates.

Using the Rational Method we can determine an inflow hydrograph by calculating the peak surface runoff for the catchment area.

Therefore, the total time taken for a known volume of water was used to calculate the results for tests 3 and 4 seen in Table 2. The equation for the volume of a cylinder was used to calculate the maximum head reached for these two tests after a recorded time and volume was established.

Table 2: Accumulated time for a drop in head measured on-site Test No.

Head (mm)

Acc Time (s)

1

100

23

2

300

64

3

566

97

4

566

115

DISCUSSION Rational Method:

(6)

The system should be designed for a 1 in 10 year period storm (as per municipal guidelines), so the rainfall intensity should be derived accordingly.

The minimum value for the time of concentration (Tc) should be 15 minutes. (Please see Ethekwini Design Manual for guidelines on how to proceed with calculations) (eThekwini Municipality, 2008).

Once the inflow, outflow, storage and time step parameters are determined, we can then proceed with reservoir routing. After reservoir routing is done, we then have both the inflow and outflow from the proposed reservoir scenario.

RESULTS Having conducted both the on-site and laboratory testing we were now able to start interrogating the information gathered. Table 1 presents the time intervals taken for every 50mm drop in water level. This was easily seen due to the clear Perspex cylinder and no obstacles around the tube.

The first two tests on site were done similar to the tests in Table 1: Time required for a drop in head measured at 50 mm intervals and accumulative time taken for each laboratory test. Although the same clear Perspex cylinder was used for the in-situ test, it was difficult to see the markings for every 50mm as was observed in the laboratory. The surrounding soil of the test pit prevented clear views of the demarcated levels. The water infiltrated at such high rates that it was difficult to observe different time intervals for different levels of head.

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In-situ Test 1: For a drop in water level of 100Â mm, it took a total time of 23 seconds. The same loss of head in the laboratory took an average of 35 seconds (From 400mm to 300mm).

In-situ Test 2: For a drop in water level of 300mm, it took a total time of 64 seconds. The same loss of head in the laboratory took an average of 215 seconds (From 400mm to 50mm).

In-situ Test 3 and 4: Interpolating the results for the laboratory tests for 550mm head gave an accumulative time of 211 seconds and for a 600mm head gave a total time of 295 seconds. Both these values are greater than the accumulative times seen in test 3 and 4 on site.

It is evident that the in-situ results showed higher infiltration capabilities than the laboratory results as it took longer in the laboratory test for the same levels of water to drop. Therefore, the average observed results for the laboratory tests were used to determine the infiltration rates for the proposed design. This will provide a conservative design, allowing for any errors during testing for both instances.

Several calculations were done from the laboratory results mentioned above. The calculations were based on a single row of attenuation crates with a length of 40m (40 cells). This utilized the entire length of the car park area as well as allowed for maximum use of the surface area of the cells (as opposed to placing cells next to each other in a square layout).

As depicted in Figure 5: Infiltration Rates (m3/s) vs Head (m) for one row of Attenuation Crates at Forest Drive, La Lucia, an increase in head shows an increase in infiltration. Due to the characteristics of the soil found on site, as well as the high infiltration results, the outflow of water into the soil is quite high.

This means that infiltration will vastly decrease the amount of attenuation required. Reservoir Routing will be used to analyse inflow versus outflow.

The respective hydrographs can be seen in figure 6. It can be identified that the outflow is just as great as the inflow, resulting in an overlap of the graphs.

This suggests that the storage provided by the attenuation crates is sufficient when used in conjunction with this specific soil type.

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design based on the maximum surface runoff, although 1 row would have sufficed. This reduced the size of the infiltration facility by over 85% from the original design.

0,50 0,45 0,40

Infiltra�on Rate (m3/s)

0,35 0,30

RECOMMENDATIONS:

0,25 0,20 0,15 0,10 0,05 0,00

0

0,1

0,2

0,3

0,4

0,5

0,6

0,7

0,8

Head (m)

Figure 5: Infiltration Rates (m3/s) vs Head (m) for one row of Attenuation Crates at Forest Drive, La Lucia

The inflow graph (red) was based on a 1:2 ratio from Tc to Tmax as this was a small catchment area.

Both hydrographs reached a peak flow of 0.4m3/s. This suggests that at Tc, the inflow rate was equal to the outflow rate. This suggests that minimal storage is required, which is provided by the cells.

Working backwards using the outflow values from the routing above, we can calculate the hydraulic head reached in the reservoir. Steps were repeated for 3 rows of cells. The head reached for 1 row of attenuation crates is the same height as the cover of the connecting manhole. The head reached using 3 rows of crates is just below the height of the infiltration chamber.

CONCLUSIONS: Figure 6 suggests that the outflow rate (infiltration into the soil) as well as the small storage capacity of only 1 row of attenuation crates, is sufficient in dealing with the inflow rate of the surface runoff. For 1 row of cells of 40m length, the maximum head of the reservoir can reach the same level as the surface of the ground (Figure 7). Although this is still acceptable, as the water would only accumulate within the manhole, if we wanted to avoid this we would simply need to increase the number of rows installed (See Figure 7: Head for 3 rows).

The rows will have to be more than half a meter away from each other, to ensure maximum infiltration through the sides of the system. Rows will have to be the same size and length and level at the same depth to ensure that even dispersion of water occurs when flowing into the system.

The originally estimated attenuation for the same scenario without infiltration, assuming that only half of the runoff would be attenuated, was calculated at a volume of 120m3, which is approximately 632 attenuation crates (placed in a tank layout). Only 80 cells were used (2 rows), and this was an exaggerated

Further analyses into the flow patterns of water percolating into various soil sample need to be done. Different soils act differently. Coarse material, similar to beach sand, will infiltrate better than finer soil such as clay.

Application of this concept will need to be based on the specific location in question. Calculations need to be done according to the soil of the area to be designed. Detailed analyses of where the water table is, bedrock and other surrounding features need to be done before applying this technique.

This application is best used behind primary dunes (near the coast), as beach sand is highly permeable.

Further investigations should be done to replace stormwater outfalls, dispersing into the ocean, with attenuation crates to replenish groundwater supplies and mimic natural pre-historic processes before development occurred.

Siltation is a disadvantage of using this process. It is recommended to construct a siltation trap before the infiltration facility. Further investigations on maintenance of this system can be done.

ACKNOWLEDGEMENTS: Special thanks to G. Tooley for his assistance and contribution towards this design and research. I would also like to acknowledge the following eThekwini Municipality employees for their participation and contributions: Sand pumps team, G. Vella, K. Sha, J.P. Calitz. N. Naidoo and P. Fenton.

REFERENCES Andoh et al. (1997). A cost-effective approach to stormwater management?

Source control and distributed storage. Water Science and Technology, 36(8-9), pp.307-311.

Epa.sa.gov.au. (2019). Understanding stormwater | EPA. [Online] Available at: https:// www.epa.sa.gov.au/environmental_info/water_quality/programs/stormwater/ understanding_stormwater [Accessed 16 May 2019]. eThekwini Municipality (2008). Guidelines and Policy for the Design of Stormwater Drainage and Stormwater Management. Durban: Engineering Unit: Coastal and Stormwater Catchment Management Department.

Roberson et al. (1998) Hydraulic Engineering. (2nd ed) Wiley.

Southeast Michigan Council of Governments (SEMCOG) (2009). Low Impact Development Manual for Michigan: A Design Guide for Implementers and Reviewers. Michigan.

Water Management Solutions: Modular Cell Systems. (2011).

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Leicestershire: Polypipe Civils.

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Figure 6: Flow vs. Time for an Attenuation Crate System for Forest Drive

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Figure 7: Head (m) Vs. Time (s) for an Attenuation Crate System for Forest Drive

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PAPER 5

Stochastic daily time-step conjunctive water use model for municipalities AUTHOR: E G Braune, Prof J A du Plessis Department of Civil Engineering, Stellenbosch University

ABSTRACT South Africa has a broadly-developed water infrastructure based mainly on surface water, localised groundwater and occasional desalination or reuse.

However, most suitable surface water sites are already utilised and with increasing demands and climate variability it is projected that South Africa will experience water deficiencies by 2025. To mitigate water scarcity, more conjunctive water use solutions need to be investigated at municipal level.

To implement more conjunctive management of the scarce water resource at a local authority scale, an excel based model is developed for a combination of surface water, groundwater, desalination and reuse using daily timestep. The model is stochastically driven by synthetically generated streamflow sequences using Stochastic Model of South Africa (STOMSA). Monthly streamflow is disaggregated into daily streamflow and a streamflow-rainfall relationship is established to generate corresponding synthetic rainfall sequences. Surface water is modelled using conventional dam balancing equations with daily streamflow. Groundwater is modelled using a similar approach as the Aquifer Firm Yield Model with the saturated volume fluctuation equation as the stochastic link between rainfall, recharge and water levels. This model is paired with the Cooper-Jacob model and data from Groundwater Resource Assessment Phase 2 – project (GRA II). Desalination and Reuse is modelled as a source which provides water at 100% assurance of supply at different operational capacity levels over fixed three-monthly time-step.

An overall system balancing approach will be used to estimate the available yield of the system whereby surface water is used first corresponding to availability after which groundwater is utilized and then desalination or reuse. A control is built in which shuts down the desalination plant if the dam capacity reaches safe user-defined levels (80% of Full Supply Capacity).

The model allows for multiple alternative water resources, based on consumer defined input. Additionally, the short-term and long-term assurance of supply is graphically presented and management suggestions and tools are provided. An analysis of the historical water supply system is produced while suggestions for improved water management are also provided.

INTRODUCTION South Africa is classified as a semi-arid region. The current water supply system is based on 77% surface water, 11% return flow, 9% groundwater and less than 1% desalination (Department of Water Affairs, 2013). Water availability in South Africa varies greatly in space and time. While the West is dry with winter rain and mean annual rainfall as low as 100 mm, the East and Southeast receive rainfall throughout the year with a mean annual rainfall of up to 1,000 mm. Much of the runoff is lost through flood spillage thereby making surface water resource fairly limited. Climate variability might additionally influence the availability of water due to a persistent shift in rainfall patterns and the frequency of rainfall events. Although groundwater is limited due to geologic conditions, it is utilized in rural areas but remains

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under-used in urban areas. Population growth is a further factor which causes an increase in water demand.

According to the Municipal Structures Act (Act 117 of 1998) and the Water Services Act (Act 108 of 1997), responsibility for the provision of water and sanitation services lies with water services authorities, which the Water Services Act defines as the municipalities. The Acts place responsibility on municipalities to have an uninterrupted water supply at a high quality. Water supply from a variety of sources could be used in conjunction, to reduce the risk of failure of the supply system.

Different conjunctive use combinations have been developed to provide water for urban and irrigational demands which include combinations of surface water, desalination, groundwater and reuse. The most prominent conjunctive use combination is that of surface water and groundwater (Pulido-Velázquez et al. 2006).

This paper highlights the findings on the fundamental links between surface water, groundwater and desalination to model them conjunctively. To assist a municipality in managing its water supply sources an Excel based model has been developed for proactively managing the available resources based on both historical data as well as stochastically generated data. The aim of developing the conjunctive water use model is to assist in managing water resources with daily considerations.

LITERATURE REVIEW To develop a conjunctive use model, modelling methodologies and considerations from existing South African water simulation and analysis models were identified. Separate conjunctive model components such as surface water, groundwater, desalination and reuse were investigated to identify significant modelling concepts and inter-linkages.

Review of Water Resource Models Developing a model involves reducing the number of factors governing the real-life system to a manageable size by identifying the most significant interactions in the system while assuming other factors to be negligible (Xu, 2002). According to Seago and McKenzie (2008), Models can have different functions, namely; descriptive, predictive and optimization. Descriptive models aid the understanding of the system, predictive models are used as a “what-if” analysis tool to evaluate the effects of different scenarios; while optimization models make use of mathematical principles to establish the best scenario from a number of possible scenarios based on a criterion (Seago et al. 2008). Water resource models are mainly used for either operations and management, planning or data management. Further technical classifications of water resource models are deterministic, stochastic or system simulation.

South Africa hydrological planning models consist of three main modelling tools. A deterministic tool relating rainfall to runoff which is developed in the Water Resources Simulation Model (WRSM2000). In this model, rainfall and runoff data is used to determine the volume of water that moves through an interlinked water system. It also provides the basis in which streamflow extension and natural streamflow generation takes place by using calibration processes and subtracting manmade influences respectively (Seago

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Figure 1: South African water resources models in technical classification groups and interconnections

et al. 2008). Deterministic outputs from the WRSM2000 are used as input in stochastic models.

The second group of modelling tools encompass stochastic modelling whereby probabilistic and deterministic parameters of historical sequences are used to generate stochastic sequences which represent climatic variations. The third group of modelling tools consists of system modelling including the Water Resource Yield Model (WRYM), the Water Resources Planning Model (WRPM) and the Water Quality and Sulphates Model (WQS) which make use of the stochastic sequences (Seago et al. 2008). Figure 1 illustrates the technical classification groups for water resource models as well as the available South African water resource models making in each in each group and their inter-relationships.

As is demonstrated through Figure 1, the South African water system models take all three modelling tools into consideration. The WRYM is used to determine the historic and stochastic water resource supply capability (yield) of a system. Historic sequences are used for the historical yield analysis while stochastically generated sequences are used to evaluate stochastic yield in which case assurance of supply for different yields is determined (Nkwonta, et al. 2017). The WRPM expands on the stochastic analysis to forecast the capability of the water system to provide for water requirements that change with time. Yield-Draft curves are used to illustrate the historical firm yield of a system. Draft is considered as the target withdrawal volume from a water supply system, while yield is defined as the annual actual volume of water that can be supplied (Basson et al. 1994). To determine the reliability of supply, the yield of a set of stochastically generated sequences is evaluated for different target drafts. A failure occurs when the yield of a sequence is not equal the target draft. Therefore, long-term risk of failure is calculated as the number of failure sequences over the total number of sequences. Consequently, the reliability of supply is evaluated as the inverse of long-term risk of failure (Basson et al. 1994).

Literature on stochastic streamflow generation and disaggregation provides better understanding for future model development.

Stochastic Streamflow Generation and Disaggregation The time period in which a reservoir is emptied from a full supply level to the minimum operating level (empty) till the point in time when it is again filling up to full supply level, is termed a critical period (Basson et al. 1994).

For water supply systems in semi-arid regions critical periods can be as long as eight years. Accroding to Basson et al., a longer hydrological record length

is neccessary for reliably assessing a water system with a longer critical period (1994). Synthetically generated sequences provide alternative hydrological sequences that can be used to evaluate the water system at different supply reliabilities.

According to Maas and Du Plessis (2017) there are a number of stochastic models that exist in the field of hydrology. According to literature findings

by Maas et al. (2017) a stochastic model that represents the most realistic varied stochastic flow sequences, is one that identifies historical statistics, uses pseudo random number generation as well as cross-correlation. The Stochastic Model of South Africa (STOMSA) is a model that satisfies the requirements investigated by Maas et al. (20017) Historical statistics are used together with pseudo random number generation and cross-correlation to produce annual stochastic flows. The annual time-steps are then disaggregated into monthly time-steps by matching the yearly flow to the closest yearly flow in the monthly historic input data. STOMSA is a widely applied model used for stochastic sequence generation.

Daily stochastic streamflow is particularly difficult to generate because of non-linear responses to channel characteristics. Therefore, to model daily streamflow, monthly flow is disaggregated into daily flow (Xu, 2002). Acharya and Ryu (2014) developed a simple method for disaggregating monthly flow into daily flow through maintaining historical flow characteristics. The flow at the target station is based on monthly flow records and at a source station in the same catchment consists of historical monthly and historical daily flow. Flow classes are established by using a 3-month window, in which seasonal patterns are identified and monthly flow is disaggregated by using linear deterministic methods.

Having considered components and processes followed in stochastic streamflow generation as well as streamflow disaggregation, the surface water reservoir simulation processes are researched.

Surface Water Reservoir Simulation Surface water reservoirs are evaluated on the basis of a mass balance approach. System storage capacity is simulated by considering inflow and outflow volumes of the water system for every time-step. The sequential reservoir storage equation is given by Equation 1 as adopted from (Waldron & Archfield, 2006):

St+1 = St + Qt – Dt – Et – Lt – Ot (1)

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Table 1: Recharge estimation methods adapted from Xu & Beekman (2003)

Where: St+1 = Storage capacity at the end of the time-step (mil m3) Qt

= Storage capacity at the beginning of the time-step (mil m3)

St

= Inflow volume per time-step (mil m3)

Dt

= Demand per time-step (mil m3)

Et

= Evaporation losses per time-step (mil m3)

Lt

= Losses due to seepage and environmental releases per time-step (mil m3)

Ot

= Overflow/spillage losses (mil m3)

Each surface reservoir component is evaluated with constant time-steps, conventionally a monthly time-step is used, but studies have also been performed using daily time-steps to manage drinking-water supply systems (Waldron et al. 2006). Inflows into the reservoir can either be total river channel inflow or inflow from an abstraction weir. Over every timestep, the demand volume is extracted from the reservoir and is deemed the main outflow. The losses from the dam are namely: evaporation, seepage, environmental releases and spillage. In South Africa, Symons-pan factors are used to convert mean annual evaporation to open water evaporation (Du Plessis, 2017).

Surface water components used to simulate storage behaviour of surface water reservoirs have been identified. Groundwater-surface water interactions need to be explored to further build the conjunctive model.

Stochastic Modelling of Groundwater Groundwater is defined as water stored in the pore spaces of sands, rocks crevices and fractures. According to Heath (2004), “an aquifer is a rock unit that will yield water in a usable quantity”. South Africa has both high yielding and low yielding aquifer systems that can be used to augment supply systems (Woodford et al. 2005).

Conventionally borehole yield tests are performed to determine the safe yield of a particular borehole and aquifer system. The water level response to the pumping is used to estimate the hydrogeological parameters of the borehole and give an indication of the boundary conditions of the aquifer system. According to Gelhar (1993) groundwater not only varies with space but also with time. Therefore, available abstraction estimate at a single time consideration is not deemed sustainable over long periods of time. Gelhar (1993) further states that water level response of aquifer systems follows natural recharge events dependent on precipitation. The challenge with groundwater quantification and modelling is the extreme variability of material properties over small distances and time-periods (Gelhar, 1993).

A model that, according to Gelhar (1993), best describes the dominant behaviour patterns of large-scale systems, is one that incorporates the limited observed data from boreholes as well as physical laws. Physical laws include the mass and momentum continuum equations that govern the effects of inflow and outflow of the groundwater system. Aquifer models consider average hydraulic parameters specific to their region as well as time variations of recharge (Woodford et al. 2005). To establish time-variability linked to precipitation, recharge methods are identified that are used in aquifer modelling.

Recharge Determination Recharge is water that increases the water table through vertical infiltration and lateral flow. Recharge occurs through; rainfall events, interconnected aquifer system, surface- and ground-water interactions as well as through artificial means. Chemical and physical approaches are used to estimate recharge (Xu & Beekman, 2003). Chemical approaches make use of isotropic tracer elements to estimate recharge. Groundwater Resources Assessment

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Method

Approach and Zone

Main Principles

CRD

Physical approach

Groundwater water levels at a point in time are affected by the sum of previous rainfall events. Recharge is determined to be a fraction of the cumulative rainfall.

SaturatedUnsaturated Zone

SVF

Physical approach Saturated Zone

Water balance approach modelling inflow and outflow of a system using time-steps and averaged groundwater levels available from monitoring borehole data.

Phase 2 (GRA II) makes use of this method to determine recharge percentages. Physical recharge estimation approaches identify the dominant variable of precipitation which is time-dependent. Different recharge methods are applicable to one of two zones; saturated and unsaturated (Xu et al, 2003). A saturated zone describes soil with a high moisture content while unsaturated refers to dry soil.

Table 1 presents a brief summary of two physical recharge determination methods that are applicable to semi-arid and arid regions: Cumulative Rainfall Departure (CRD) and Saturated Volume Fluctuation (SVF).

The CRD method is widely applicable for aquifers where water levels fluctuate, nonetheless an extensive borehole dataset is necessary. The SVF method presents both hydrogeological parameters as well as time-varied parameters in a mass balance equation. While potential recharge can be determined for unsaturated zones, actual recharge is determined for saturated zones.

The SVF is considered the most appropriate for this research and is defined in Equation 2 as adapted from (Murray et al. 2011):

(2) Where: ht+1 ht %R MAPt Int Outt Abst Sy A

= Water level end of the time-step (mbgl) = Storage capacity at the beginning of the time-step (mbgl) = Recharge percentage of Mean Annual Precipitation (%) = Mean Annual Precipitation per time-step (m) = Inflow per time-step (m3) = Evapotranspiration and baseflow outflow per time-step (m3) = abstraction per time-step (m3) = Specific yield (%) = Area of Aquifer (m2)

It is evident from Equation 2 that water level drawdown in meters below ground level (mbgl) will increase as water is depleted from aquifer storage.

This can either be due to evapotranspiration losses or high abstraction rates.

Water levels will increase with the opposite scenario (Murray et al. 2011). A model that makes use of the SVF equation is the Aquifer Firm Yield Model.

Aquifer Firm Yield Model Following the recommendations by Gelhar (1993), lumped-parameter water-balance models consider the linear rate in change in storage depending on the inflows and outflows of the aquifer system. These models are based on a steady state whereby the water level responds to the main variable of interest which in the case of stochastic modelling is recharge. The Firm Yield Aquifer Model (Murray et al, 2011) is a lumped-parameter box model that considers critical water levels for managing abstraction. It is used to estimate available abstraction volumes as well as aquifer yields and assurance of supply.

The water balance concept of the Aquifer Firm Yield Model (AFYM) is illustrated by Figure 2. The Aquifer reserve storage is the volume of water below

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the minimum or environmental water level limit. Effective recharge to the aquifer causes water level fluctuation governed by evapotranspiration and baseflow losses, as well as abstraction on monthly time-steps. Data sets from the WR2005 and GRA II were used in the Aquifer Firm Yield estimations. More information on the Aquifer Firm yield Model can be retrieved from the WRC Project K5/1763 (Murray et al., 2011).

While water level fluctuations can be mistaken for a one-dimensional phenomenon the AFYM illustrates that the entire aquifer displays an average water level response to the recharge in 3-dimenional space (Murray et al. 2011).

Each borehole will also portray a 3-dimensional water level response over a smaller area than the aquifer system. Therefore, it is important to evaluate Figure 2: Aquifer Firm Yield model concept adapted from Murray et al. (2011)

water level drawdown at single boreholes and combined borehole effects in wellfields. The Cooper-Jacob Wellfield Model can be used for this evaluation.

The Cooper-Jacob Wellfield Model considers uses numerical equations to describe radial flow at boreholes induced by pumping. The Cooper-Jacob method is used in scenarios when borehole and aquifer parameters such as storativity, transmissivity, recharge and boundary conditions are known (Murray et al., 2011). It is applicable to porous aquifers and interconnected fractured aquifers, which form part of the main aquifer structure in South Africa (Woodford et al., 2005). It was found by Cooper & Jacob that the drawdown at a borehole is predominantly affected by the pumping rate and the transmissivity, while storativity, pumping duration and radius of borehole affect the drawdown less. Each borehole has a maximum depth to which it may be drawn down to. It is important to note that according to the SVF evaluation, seasonal fluctuation does occur at borehole and aquifer level and thus has to be considered when determining the sustainable abstraction.

Abstraction potentials would fluctuate together with seasonal fluctuation (Murray et al., 2011).

Desalination and Reuse Desalination and reuse are water resources that are climate-resilient thus having the potential to provide water at 100% of the time. There are two types of desalination: seawater desalination and brackish groundwater desalination. Large capital costs are required for desalination and reuse plants since membrane technology is predominantly used (Du Plessis et al. 2008).

Additionally, operational and maintenance costs are higher than any other water resource because of the high energy requirements of the plants.

An economic evaluation of seawater desalination as part of an effort to augment the City of Cape Town’s water supply was carried out by Blersch and du Plessis (2017). A desalination plant was modelled as a constant inflow channel in the WRYM and WRPM. According to Blersch et al. (2017), the most economically effective way to incorporate a desalination plant into the existing supply scheme is as a continuously operational base supply. The reason for continuous use is that membrane deterioration increases when the desalination plant is not used continually. Similarly, reuse plants also make use of membranes and follow similar operational guidelines. In terms of total usage, it was found that electricity costs for seawater desalination constitutes around 50% of the total operational and maintenance costs while electricity consumption of reuse plants is between 10% and 25% (Du Plessis et al., 2008).

South Africa has six small operational seawater desalination plants that were built as emergency supply source. The Sedgefield desalination plant is used as a seasonal water augmentation scheme in peak water demand periods. Even though the optimum scenario would be to use desalination as

a constant supply, using it for high peak water demand periods at regular intervals can still maintain membrane life span. Reuse is practiced in Windhoek (Namibia) and provides 25% of the water supply (de Villiers, 2018).

MODEL METHODOLOGY The research methodology incorporates the concepts that were identified within the literature review to develop each conjunctive water resource component and the combination of each in a comprehensive conjunctive use model. Two main data sources are used: WR2012 and the GRA II. Surface water and groundwater are linked through rainfall, and stochastic analysis is performed using stochastic sequences generated by STOMSA. A system balance is performed on surface water, groundwater, desalination and reuse.

The conjunctive use model is developed in Microsoft Excel 2016 for easy use in a municipal setting.

Overview The conjunctive water resource model uses a deterministic data from WR2012 as generated by WRSM2000, together with stochastic streamflow generation in the STOMSA software to evaluate the yield of the conjunctive use system. Figure 3 displays the links between input data, processes, system components and their integration. The WR2012 quaternary hydrological data sets, hydrogeological parameters from GRA II, specific municipal reservoir and demand information are all input data into the conjunctive use model.

The conjunctive use model process involves the application of stochastic links between surface water and groundwater as indicated in Figure 3.

WR2012 data is fed into STOMSA to generate stochastic monthly sequences.

Monthly streamflow sequences are disaggregated to daily sequences using historical flow categories. The daily sequences are then used to model inflow into the surface water reservoir. Runoff-rainfall relationships are used to generate daily rainfall to evaluate net evaporation. Stochastic rainfall is also used in the groundwater component together with catchment data from the GRA II. Catchment aquifer parameters are used to evaluate average available abstraction on monthly time-step using the SVF and the principles from the lumped-parameter Aquifer Firm Yield Model (Murray et al, 2011). Desalination and reuse are taken as a single component which follows identical operational rules since both operate in 3-month periods dictated by high demand or triggered by low dam levels. These three components are integrated in the daily system balance analysis that is used to determine the yield and reliability of supply of the system.

Figure 3: Conjunctive use model setup with data used, processes followed and combination of components

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Surface Water Component Two processes are outlined within the surface water component. The first is the process followed to disaggregation monthly streamflow to daily streamflow and the second is the surface reservoir mass balance.

The disaggregation of streamflow is done using a similar procedure to the one followed by Acharya and Ryu (2014) in that it uses an existing historical daily streamflow sequence to disaggregate monthly streamflow. While there are a number of streamflow gauges throughout catchments, the streamflow gauge that has daily historical data, situated within the closest proximity and in the corresponding catchment of the surface water reservoir is chosen as source station.

The historical daily streamflow sequence from the source station is obtained from the DWS website (DWS, 2019) and is used to extract high, medium and low flow categories for each month. Each month contains a dominant daily distribution in each category, which is expressed as percentage of daily flow over monthly flow.

Since stochasticly simulated data sequences are in monthly time-steps, monthly classsification boundaries are established as percentage monthly flow over mean monthly flow. To disaggregate the stochastic monthly sequence, each month in the stochastic sequence is expressed as a percentage of mean monthly flow of the respective stochastic sequence.

This is then matched to the historical flow category for that month, and the daily distribution is applied to each month. For example: October 1994 in the stochastic data set is expressed over the mean flow of each October in the stochastic data set (October 1920 to October 2008). The percentage is then compared to the percentages bounding the categories and the corresponding October high-, medium- or low-flow category is chosen that matches the daily distributions. The daily distribution for the corresponding category in October is then used to distribute the October’s montly flow into daily flows.

With reference to Equation 1, the reservoir balance equation is used to simulate storage capcaity behaviour of the surface water reservoir. Daily stochastic streamflow sequences are used as inflow to the dam balance equations. The dam is classified as either an in-channel dam or off-channel dam. In the case of an in-channel dam, the entire inflow from the daily stochastic streamflow is considered. Conversely, off-channel dams receive inflow through abstraction canals and/or through pipelines which provide a constant supply unless daily flow is insufficient.

Runoff-rainfall relationships are established using the historic streamflow and historic rainfall sequence of a specific station. The mean historcial monthly rainfall is expressed as a percentage of mean monthly streamflow.

The assumption is that the mean monthly percentage applies to each individual day. Daily average rainfall values are used to determine the net evaporation from the dam. Evaporation values are taken as mean monthly evaporation as per the Symons-pan readings for the different evaporation zones that are converted into open water evaporation. Monthly rainfall is used to connect the surface water and groundwater components.

Groundwater component Available groundwater abstraction rates are calculated using concepts from two models: the Aquifer Firm Yield Model (Murray et al., 2011) with the Saturated Volume Fluctuation Equation (SVF) and the Cooper-Jacob Wellfield Model (Murray et al., 2011).

The SVF expressed by Equation 2 is used to iteratively determine the available abstraction on a monthly time-step. Recharge percentages of mean annual precipitation from the GRA II together with the stochastically generated average monthly rainfall are used to determine the actual recharge experienced in saturated zones of primary unconfined aquifers. Since water level is influenced by hydrogeological parameters, the average catchment specific yield is used

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(retrieved from GRA II data set). The catchment aquifer system is balanced by assuming that the average of inflow from recharge is matched by an average outflow consisting of baseflow and evapotranspiration. Uniform abstraction is introduced over the catchment aquifer with incremental time-steps. The maximum abstraction rate is established by setting the maximum average allowable water level drawdown of the catchment aquifer to 5 m above the lowest natural water level. Although different groundwater professionals recommend different allowable maximum average aquifer water levels, 5m below lowest natural water level is considered as a sufficiently conservative approach (reference needed).

The SVF approach is especially useful when limited borehole or wellfield parameters are known, because it uses existing hydrogeological and hydrological data to estimate the average catchment aquifer fluctuation behaviour. When hydrogeological parameters of boreholes and wellfields are known, the Cooper-Jacob Wellfield model is used to determine the drawdown that will occur at the boreholes when pumping. Borehole interference is discouraged and warnings will be given when this occurs.

Desalination Component Based on literature findings, desalination and reuse are modelled as constant inflow channels. The capacity of the plant is taken as an input parameter. A number of options are considered for integrating desalination and reuse into the water supply scheme: 1. Operating at a constant capacity throughout the year.

2. Operating at varying capacities throughout the year provided that one capacity is maintained for a minimum three-month period, respectively.

3. Operating at three-monthly periods triggered by dam levels; for example, the plant (desalination and or reuse) switches off when dam capacity is more than 70% for at least three months. If the dam capacity becomes lower than 50%, the capacity of the plant is sequentially increased for threemonth periods depending on the amount of membrane units present.

System Combination Each component of the conjunctive use model is integrated into a single daily time-step model. The conjunctive system is evaluated on daily basis to simulate water availability. In order to perform a system balance, inflows from the different components are balanced to the demand. Demand is given in monthly percentages of the draft which are distributed evenly over the days of each month. The order in which the components are used is determined by their associated cost implications as well as environmental constraints.

Therefore, as illustrated by Figure 4, surface water is considered as primary supply source, groundwater as secondary and desalination and reuse as tertiary. After evaluating the dam equation (Equation 1), available surface water is used to satisfy the demand. If demand is not met by surface water, the available abstraction amount from groundwater is used to supply the demand. If both the surface water and the groundwater are insufficient to satisfy the demand, then desalination or reuse will be switched on at a specific starting capacity for three-months.

Evaluating the yield of the system as well as the reliability of supply is crucial to managing water resources sustainably in current and future scenarios.

The firm yield of the conjunctive system is determined by iteratively increasing the draft and evaluating the system yield for each draft. This iterative process is used to plot a draft yield line where the historic firm yield point represents the capacity of the system under historical conditions.

The reliability of supply is determined by using the stochastic streamflow sequences. Similar to the firm yield evaluation, the draft is incrementally increased. However, each draft is evaluated for all of the stochastic sequences.

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municipalities to provide reliable results. Further developments include developing full user-friendly interfaces. As first trial, the model will be limited to primary unconfined aquifers that include unconsolidated shallow aquifers as well as fractured and porous aquifers. Recommendations for future additions to the conjunctive use model are aquifer recharge systems.

REFERENCES Basson, M. S., Allen, R. B., Pegram, G. G. S. & van Rooyen, J. A., 1994.

Figure 4: Model components to be used in conjunctive water resource model for municipal use

When the draft cannot be supplied by the system, it is considered a failure. The sequences are ranked according to their supply capacity and plotted on a yield reliability curve. After evaluating the system for different drafts for all stochastic scenarios, a long-term reliability of supply can be established for the system.

Probabilistic Management of Water Resource and Hydropower Systems. 1st ed. Colorado, United States of America: Water Resources Publications.

Blersch, C., Du Plessis, J., 2017. Planning for desalination in the context of

the Western Cape Water Supply System. Journal of South African Institute of Civil Engineering, 59(1), pp11-21 de Villiers, J., 2018. Namibia solved Cape Town’s water crisis 50 years ago - using sewage water. [Online] Available at: https://www.businessinsider.co.za/namibia-knows-how-to-survive-

CONCLUSION AND FURTHER CONSIDERATIONS Municipalities are the local water service authorities and sole providers responsible for water service delivery. Municipalities are faced with increasing populations, variable climate conditions on finite resources and limited internal management capacity. To relieve some of these challenges, a stochastic, daily time-step conjunctive water resource model was developed. The purpose of the conjunctive use model is to act as a advisory tool capable of analysing the yield and reliability of resources in a municipal supply system.

Modelling principles were identified in the literature review that guided the process of developing the conjunctive use model for surface water, groundwater, desalination and reuse. Monthly streamflow data from WR2012 was used as input to STOMSA software in order to generate monthly stochastic streamflow. The stochastic monthly streamflow sequences were disaggregated into daily flow sequences using high-, medium- and low-flow categories.

The challenge in combining the different water resources was to establish the dominant stochastic links between surface water and groundwater.

Groundwater was taken as a recharge dependent resource driven though rainfall events. Rainfall, being stochastic in nature, could be generated from stochastic streamflow using runoff-rainfall relationships. The SVF method was used to describe water level fluctuations due to recharge over a catchment area. The catchment aquifer was taken as a lumped-parameter box-model similar to the Aquifer Firm Yield Model, in which inflow and outflow balance the system and abstraction rates are evaluated by using maximum allowable water level drawdown restrictions. Surface water storage capacity simulation was governed by the dam balancing equation developed for daily timesteps using both historic and stochastic streamflow disaggregated into daily streamflow. Desalination and reuse were incorporated by modelling them as constant supply inflow depending on the monthly operational capacity as percentage of total desalination plant or reuse plant capacity.

The priority ranking in which water resources are utilized to satisfy demand is the following: (1) surface water, (2) groundwater if surface water does not suffice, and (3) desalination and reuse. A series of operational scenarios were developed in order to incorporate the different water resources.

Daily supply storage simulations assist municipalities to manage water resources on a daily basis. Yield and reliability of supply analyses are provided to evaluate the system capacity and assurance of supply so that planning and operational management can be implemented before municipalities experience water supply deficits.

The conjunctive use model remains to be tested and validated on various

without-water-2018-2 [Accessed 15 March 2019].

Department of Water Affairs, 2013. National Water Resource Strategy. 2nd ed. Pretoria: Department of Water Affairs.

Du Plessis, J., Burger, A., Schwartz, C. & Musee, N., 2006. A desalination guide for South African municipal engineers, Pretoria: Department of Water Affaris and Forestry.

Gelhar, L., 1993. Stochastic Subsurface Flow. New Jersey: Massachusettes Instute of Technology.

Heath, R., 2004, Basic Ground-Water Hydrology. 10th ed. North Carolina: U.S. Geological Survey Water-Supply Paper 2200.

Maas, L. & Du Plessis, J., 2017. Comparison of Stochastic Streamflow Generators and the use thereof within the Water Resources Yield Model and MIKE Hydro Basin, Stellenbosch: Stellenbosch University.

Murray, R. et al., 2011. The delineation of favourable zones and the quantification of firm yields in Karoo Aquifer Systems for water supplies to local authorities, Somerset West: Water Resource Commision.

Nkwonta, O., Dzwairo, B., Otieno, F. & Adeyemo, J., 2017. A Review on Water Resources Yield Model. South African Journal of Chemical Engineering, Issue 23, pp.

107-115.

Seago, C. & McKenzie, R., 2008. An Overview of Water Resources System Modelling in South Africa. Pretoria, IAHS Publications-Series of Proceedings.

Waldron, M. & Archfield, S., 2006. Factors Affecting Firm Yield and the Estimation of Firm Yield for Selected Streamflow-Dominated Drinking-Water-Supply Reservoirs in Massachusettes, Reston, Virginia: U.S. Geological Survey.

Woodford, A., Rosewarne, P. & Girman, J., 2005. How much groundwater does South Africa have?, Pretoria: Department of Water Affairs and Forrestry .

Xu, C., 2002. Hydrolic Models.:Textbooks of Uppsala University. Department of Earth Siences Hydrology.

Xu, Y. & and Beekman, H., 2003. Groundwater recharge estimation in Southern Africa..

Cape Town: UNESCO International Hydrological Programme (IHP).

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PAPER 6

Recognising the risks from increasing use of electronics in the field of municipal water and wastewater engineering AUTHOR: Peter Fischer Royal HaskoningDHV BSc Eng (Civil), PrEng, PrCPM, FSAICE, FWISA

ABSTRACT Water and wastewater projects increasingly utilise electronics to control a growing multitude of functions, whether the aim is to optimise processes, or to provide additional safety features for the protection of personnel and environment, or to improve the life span of plant and equipment. Electronics have become prevalent in all but the simplest of processes.

Traditionally, water projects required mainly civil engineering skills and competencies in water or wastewater process design, civil and structural know-how, some knowledge of mechanical and electrical engineering and project management skills.

Electronic engineering – also referred to as Control & Instrumentation or ‘ECI’ (Electrical and Control & Instrumentation) – brings many new opportunities but also less obvious challenges to traditional water and wastewater infrastructure projects. Risks can go undetected when working on sites with severe space limitations, younger designers that have not yet been involved with HAZOP studies and the like, understanding the interrelationships between all other disciplines but especially electrical and electronic engineering, poor scope definition, late design changes, reduced budgets for capex and opex and dispersed design teams.

In addition there are newer challenges that include increasing cost of electricity and the need for smart systems, 3D modelling, drone based survey and terrestrial laser scanning for generating 3D models, ICT systems and support, and increasingly complex Regulations.

The list of new skills required is accelerating at a rapid pace, and the risk of making fundamental errors, potentially “Classic Failures”, is increasing if clients and designers become captured by the features and benefits of electonic wizardry, but lose sight of the potential pitfalls.

Some risks may be ‘old hat’ to experienced civil engineers but, where less experienced design teams are not led by suitably experienced practitioners, they could easily cause Classic Failures that can be defined as “ignorance or disregard of basic engineering principles, or the disbelief that a certain event can occur despite what physics and mathematics predicts can and will happen”.

This paper outlines some of the risks that the lead engineer, usually a civil engineer, must be aware of in order to identify the risks that are associated with increasing electronic control and automation, and suggests some approaches on how to reduce or manage the risks.

INTRODUCTION Most water and wastewater treatment plants and pump stations that are over about 20 years old were controlled by electromechanical plant that used timers, relays and switches for automation of the processes. The wires and connections were such that electricians typically used screwdrivers and spanners to make electrical connections. Corrosion of steel components such as MCC cabinets has always been an issue, but copper was considered

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Figure 1: Example of a common microclimate: Cracks between plastic remainders and copper pins in combination with a low amount of H2S and relative humidity > 60% that led to creeping corrosion

an inert material and not needing much attention once it had been installed.

Civil engineers who specialise in water and wastewater projects need many skills including process design, hydraulic, structural and geotechnical engineering, as well as a working knowledge of mechanical and electrical engineering. Robust and reliable installations were developed with this set of traditional engineering skills.

However, electronic components in the form of PLCs (programmable logic controllers – essentially computers) gradually replaced the older traditional equipment to control a multitude of processes such as optimisation of water or effluent quality, minimisation of electrical energy, or providing safety features for the protection of personnel, plant and equipment, and environmental concerns. Electronics have become prevalent in all but the simplest of processes.

There is no doubt that electrical and control & instrumentation or ‘ECI’ provides many new opportunities and positive advantages for water and wastewater infrsastructure. However, ECI has brought with it many less obvious challenges, and the risks are often overlooked.

Risks can go unrecognised when projects are constrained due to insufficient space on sites, or architects’ unrealistic demands, or insufficient budget.

More experienced engineers take their own experience for granted, and they sometimes assume that their juniors will attend to the detail required to prevent ‘obvious’ failures. Sadly the downward pressure on designers’ fees has made it commonplace to delegate increasingly complex design tasks to younger designers, without sufficient oversight, before they have learned about attention to detail, workplace hazards and operability issues.

This paper focusses on the potential risks that the lead design engineer, usually a civil engineer, must be aware of so that he or she can make

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conscious and informed decisions when considering the electrical and electronic engineering components on water and wastewater projects.

RISKS THAT ARE SPECIFIC TO ELECTRONICS The risks that affect electrical and electronic systems include lightning strikes, power outages and surges, incorrectly installed cables in close proximity to MV or HV cables, lack of operator competence, hydrogen sulphide emissions in wastewater systems, and in some instances, commissioning not properly executed and documented.

The exposed parts of electronic connections and junctions operate at low voltages (< 24 volts) and typically carry low currents, commonly 4 to 20 mA. The crosssectional areas of copper wires for electronic components can be very small, where single core wires are as small as 0.32 mm diameter or even smaller. Copper tracks on PC board slots are very thin, typically in the order of 35 μm (35 microns).

Open circuits can occur in a matter of weeks due to the corrosive effect of fugitive gases such as hydrogen sulphide and chlorine on thin copper wires or PC board tracks and contacts, so the effects of copper corrosion can be devastating.

Silver coated wires and components are equally prone to the corrosive effects of hydrogen sulphide, as they can form dendrites that grow like microscopic trees and can cause short circuits between adjacent electrical pathways.

Electronic technicians are needed to repair or replace the failed components. If the operating environment has not been designed or managed properly, the costs for electronic replacement parts, highly skilled labour and operational down-time can affect the entire viability of the infrastructure.

Electrical and electronic installations are subject to many other risks, but none are as subtle nor as deveastating as the effects of gaseous and airborne chemicals.

Figure 2: Products of dry corrosion emerging from gaps and plated through holes

Figure 3: Silver sulphide (AgS) needle shaped crystals, providing evidence of a “short circuit” failure

APPROACHES TO REDUCE RISK Several levels of protection should always be considered, since it is wellknown that failures are seldom due to a single cause. Following is a selection of recommendations that should always be considered in the conceptual and preliminary design stages of water and wastewater infrastructure projects where electrical and electronic control components are to be installed.

Prevent water, sewage or process chemicals making direct contact with components • L ocate the MCC and the PLC enclosures well away from any high-pressure pipework or pumping components where a leak can spray water or chemicals directly onto the MCC or PLC (This risk should be obvious to an experienced designer, yet there are many installations where it is hard to believe that such a fundamental mistake could have been made) • Free water from the condenser coils of air conditioners must be captured in enclosed drip trays, and provided with adequately sized pipes so that free water can never drip or be blown onto electrical and electronic components.

Figure 4: Cross section of a corroded copper track after mixed gas test (H2S (2.11 ppm) + SO2 (10 ppm) + Cl2 (0.1 ppm), 21 days) showing the build-up of corrosion

Reduce H2S emissions

• H ydrogen sulphide (H2S) and other harmful gases are released by orders of magnitude higher under highly turbulent conditions when energy is released at sharp bends, hydraulic jumps and cascades, as compared to when flow regime is laminar or when the water surface is not broken • Cascading or plunging sewage and hydraulic jumps must be avoided • Incoming sewer velocities at pump stations and sewage treatment works should be minimised by designing the incoming sewers with flat grades, appropriately large diameters and sufficiently long approach lengths

Prevent harmful gases from getting in contact with the electronic components

Scrub off-gases to reduce fugitive gas concentrations

• T he corrosive effects of gases such as hydrogen sulphide are devastating when they come into contact with copper and silver components in electronic equipment • This source of damage is not always obvious because the corrosive effects are not generally understood or appreciated; that is, until an installation suffers significant damage and operations are compromised

• S everal types of scrubbers are available, all with their own advantages and disadvantages • Scrubbing is often used primarily for odour control in built-up environments because the rotten egg odour of hydrogen sulphide raises intense public displeasure, and the problem demands immediate and urgent attention

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Figure 5: Dry copper sulphide crystals emerging from a plated through-hole; no dendrite, no creeping

• T he protection of electronic equipment from fugitive gases can be considered in conjunction with odour control systems, but it requires careful ventilation design as well as other mitigating systems to effectively protect electronic equipment.

Figure 6: Electrical short circuit caused by creeping corrosion between two pins coated with Ni/Pd/Au

•

Position the PLC and MCC to avoid fugitive gases • T he PLC and MCC should always be positioned as far away, and upwind relative to the prevailing wind direction, from the discharge point of the fugitive gases • Specifically, MCC and PLC rooms must not have any openings where fugitive gases can pass into the MCC or PLC enclosures directly, such as through cable openings or ventilation ducts.

Proper design of ventilation systems • Separate ventilation systems should be used for the provision of – general fresh air, that is commonly specified as ‘changes of air per hour’ for areas such as pump rooms and screening chambers, and – clean / scrubbed air, where the quality of air should be specified for the PLC and MCC enclosures.

• If general fresh air and clean / scrubbed air systems are to be combined, then special attention must be paid to air flows and pressure balances so that fugitive gases cannot come into contact with electronic control equipment under all operating and fault conditions such as normally closed doors or openings being left open, or strong external winds or storms coming from directions that were not taken into account in the ventilation designs.

Provide clean air for PLC and MCC enclosures • T he PLC and MCC enclosures should use forced ventilation so that the rooms are under positive pressure at all times • The air should be filtered and scrubbed to specified levels of purity in terms of fugitive gases and particles such that there will be no long-term buildup of contaminants that can cause harm to the electronic components • Specifications such as ISO 14644-1 can be used to classify and specify the requirements for clean rooms • Temperature and humidity must be kept relatively constant • Double door systems with air locks to clean rooms should be provided • An alarm with corresponding automatic notifications via GSM or similar communication system should be sent to Operations and Management staff for urgent interventions

•

• •

the MCC (not PLC) to primary items of plant (e.g. valves and motors), has been specified by experienced and conservative engineers since the advent of PLCs Hard wiring allows operators to run the plant when the electronic functions of the PLC have failed; special attention must however be paid by the operator because all electronic protection is suspended when working in manual or remote mode Hard wires can be used during cold and dry commissioning to test that physical connections between the MCC and the components (e.g. valves and motors) are working, especially if teething problems are being experienced with the PLC The relatively low cost and many advantages of hard wiring cannot

be overemphasised Less experienced electronic engineers are prone to regard this requirement as “old school” and to argue for not including it in their technical requirements, but lead design engineers must be firm and insist that this is done.

CONCLUSIONS Some of the approaches to reduce the risk of failure of electronics in water and wastewater environments as described in this paper may seem to be extreme but, if they are taken into account early enough in the design and detailing stages, they do not necessarily add inordinate costs to a project. Net savings will almost always be achieved when life cycle costs are taken into account.

RECOMMENDATIONS The success and operability of otherwise well designed water and wastewater infrastructure can be ruined if the electronic equipment is not reliable due to one or more shortcomings in the design and / or detailing of a project.

Design engineers, usually civil engineers, therefore need to • Be aware of the vulnerability of electronic components in water and wastewater environments, and • Incorporate multiple mitigating and protective features into their designs, and • Incorporate protective features from the beginning of the conceptual design stage, so as to provide optimal protection, functionality and operability of the electronic components in municipal water and wastewater infrastructure.

REFERENCES G.Vogel, Creeping corrosion of copper on printed circuit board assemblies,

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Microelectronics Reliability (2016), http://dx.doi.org/10.1016/j.

• ‘Hard wiring’, which essentially comprises of dedicated control wires from

microrel.2016.07.043

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PAPER 7

Integrated Asset Management An effective way of increasing service reliability and overall business performance for service providers Authors: Dr Dinos Constantinides: Phd (Eng), Pr.Eng. Dr Petros Kolovopoulos: Phd (Eng), Pr.Eng. Hydro-Comp

ABSTRACT Service Providers are more than ever under pressure to improve their overall performance and cost efficiency. The sector is becoming increasingly regulated and at the same time it is becoming more and more difficult to secure funds. Service providers have no choice: they will have to improve at least the quality and reliability of their services and they will have to become considerably less dependent on third party funds by becoming financially sustainable.

The best way to face this challenge is the introduction of best practices in integrated asset management (ΙΑΜ), where IAM can be best defined as: “An integrated approach to monitoring, operating, maintaining, upgrading, and disposing of assets cost-effectively, while maintaining a desired level of service and is intended for improving the overall business performance.”

This paper looks at available technology, best-practices and a practical approach, applied within the ISO 55000 Standards framework, towards building capacity for IAM especially for water, sanitation and electricity service providers. All aspects of IAM are dealt with in a coherent and integrated manner leading to effective Business Planning.

Aspects dealt with include: 1. Policy on Asset Management & Levels of Service 2. Asset Register/ Data Management 3. Maintenance Management 4. Operations (Monitoring & Control) 5. Distribution Management (Technical & Commercial losses) 6. Asset Management/ Rehabilitation Planning (Reliability Centred AM Methodology) 7. Transmission/ Distribution Optimisation 8. Business Planning 9. Monitoring, Evaluation & Improvement

Introduction What is Asset Management Over the years, correction-based maintenance (addressing failure) changed to preventive maintenance based on condition and more recently to Reliability based maintenance striving for a balance between Risk, Performance and Cost.

More recent approaches however adopted a more integrated approach also addressing Asset and Utility performance as a whole, both in terms of overall Investment planning and Institutional strengthening, with a suitable definition – adopted in this document - been as follows: “An integrated approach to monitoring, operating, maintaining, upgrading, and disposing of assets cost-effectively, while maintaining a desired level of service and is intended for improving the overall business performance.”

Asset Management Standards - ISO 55000 and ISO 55001 In February 2014, the ISO55000 family of international standards for Asset Management (AM) were published. The International standard for AM comprises of three complimentary documents ISO 55000 – Overview, principles and terminology, ISO 55001 – Management System Requirements and ISO 55002 – Management systems – Guidelines for the application of ISO 55001. The standard is aimed at enabling an organisation achieve its objectives through the effective and efficient management of its assets.

ISO 55000 and ISO 55001 (ISO 55000, 55001, 55002, 2014) set Standards for Asset Management.

ISO 55001 is limited to specifying the requirements to those items that can be captured and documented in a Management system. It also has little or no reference to the actual Asset Management Activities the Utility should be carrying out but mainly focusses on Management principles of Implementing Asset Management and thereafter Monitoring its progress.

The Institute of Asset Management is a UK-based not-for-profit professional body for those involved in acquisition, operation and care of physical assets,

Figure 1: History of Asset Management

Figure 2: Life Cycle Management of Assets

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especially critical infrastructure. It was instrumental in the development of the international standard ISO 55000 for AM. The IAM in their “Anatomy” of Asset Management analysis (IAM, 2015) give a more detailed breakdown of the ISO 55001 standards, by re-grouping the standards under six main type of activities/ areas and introducing Asset Management Activities by the Utility (under the title Lifecycle Delivery). The breakdown is still quite generic though with little emphasis on Utility Industry Specific Asset Management practices and systems

Proposed Methodology Overview The proposed methodology includes a PROCEDURE for transforming the Utility, a MANUAL framework for Utility AM practices and the TOOLS (information systems) the Utility needs to carry out Asset Management.

The proposed methodology or “AM framework” is a comprehensive solution aimed towards achieving the objective set through the definition of AM, through an institutional strengthening project by implementing best-practices, all within the framework of ISO55000 family of international standards for Asset Management (AM). The proposed AM framework addresses all core business functions of the organisation relating to the asset life-cycle, including business functions under: (a) Corporate Management, (b) Data Management, (c) Operations and Maintenance, (d) Rehabilitation Planning and (e) Business Planning all briefly explained in this document.

The AM framework will be implemented through the assistance of an AM Consultant. Activities by the Consultant should be general to facilitate the AM framework and specific under each identified Business function. Infrastructure plans provide input to various AM functions but are usually covered under separate projects.

The proposed Methodology is broken up into four parts as follows: 1) Phase 1: Assessment & Strategic Planning Study for Asset Management: An initial evaluation stage followed by the formulation AM policies, Standards and a detailed Strategic Asset Management Plan (SAMP).

2) Phase 2: Implementation of Strategic Asset Management Plan (SAMP): This phase follows phase 1 and refers to the process of changing the Utility from its current status to that of a fully functional Utility with regard to Asset Management Practices and (optionally) to appropriate AM Accreditation in ISO standards.

3) Phase 3: Asset Management Practices: Phase 3 refers to the actual AM practices required by the modern Utility for effective AM, covering all required functions ranging from Senior Management Planning, Corporate Management, Data Management, Operations and Maintenance and Technical Planning.

4) Phase 4: Evaluation & Improvement: Continuously monitoring and evaluating performance both of the Utility as a whole and of the implementation of the Asset Management System (AMS) during all phases and taking Improvement measures through Corrective Action (for Non-conformity) Preventive Action and Pro-Active measures for Continual Improvement.

Phase 1: Assessment and Strategic Planning Review Includes review of AM Legislation Current Policies, Strategy & Objectives. It goes further to review current AM Practices taking into account organisational structures, People (adequacy and competency), Procedures and best practices used as well as Information Systems in place.

Data Analysis At the Assessment stage a basic evaluation of the Asset Register is required to establish completeness (missing elements, missing attributes) and condition records for the elements. It is also advisable to perform an overall water/ energy Audit, establishing main components of non-revenue water/ energy as these give a good idea to the extent and nature of the problems experienced by the Organisation.

Evaluation Once the review and basic data analysis has been carried out a general Gap Analysis is carried out to evaluate Current AM practices against the AM Standards (ISO 55001) and the Proposed AM model (Best-Practices).

Policies, Standards & SAMP The following should be established bearing in mind current best-practices in consultation with all relevant stakeholders.

1) Asset Management Policies: The AM Policy should state the principles and requirements through which the organisation would manage its assets.

2) Asset Management Information Standards: Information standards refer to the asset register information to be kept in terms of elements, their attributes and their hierarchical structure as well as the Asset Management Information Systems (AMIS) to be operated. Information Standards must comply with legislation where applicable and be in line with industry best practices.

3) Levels of Service (LOS) Standards: To enable planning activities LOS must be identified and defined. Such LOS should be comprehensive and cover all variables needed to enable (a) Demand Analysis, (b) Financial Asset Valuation and (c) Risk Assessment and Rehabilitation & Preventive Maintenance planning. LOS standards must comply with legislation where applicable and be in line with industry best practices.

4) AM Implementation Framework: The AM Implementation Framework is a step before the SAMP. It is basically the recommended SAMP prior to refinement and approval through workshops/ liaison with the major stakeholders.

5) Strategic Asset Management Plan (SAMP): The SAMP defines the Strategic objectives of the organisation as well as it sets down the manner in which AM practices would be deployed and monitored.

Figure 3: Proposed Methodology for Asset Management

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Phase 2: Implementation of Strategic AM Plan (SAMP) General Successful implementation of AM Practices/ Activities results in Effective Utility Management; for that to be achieved both distribution problems and institutional issues have to be addressed. The sections below describe the recommended Main Activities to achieve this.

outputs from management review, to improve the organisation’s asset management capability and to ensure that it is still applicable for the set objectives 11) Work Plan – a detailed work plan outlying all required resources, activities and required timeframes is formulated to achieve the set objectives within the budgetary and timeframe requirements.

Institutional Strengthening

Figure 4: Principles of effective AM Practices/ Utility Management

Project Management The proposed methodology employs a formal policy and procedures in managing and administrating Asset Management projects. The Policy for Project Management & Contract Administration serves as a workflow and responsibility guideline for Project Managers, Project Directors and people involved with project administration. The purpose of this policy is not only to provide clear distinction between the different levels of responsibility, but also to clarify the interaction between the Operator personnel, visiting experts as well senior members of the all companies taking part in the project.

The project management methodology takes the following into account: 1) Consistency – with the AM policy, with the other organisational policies and with the organisation’s overall strategic plan 2) Framework – sets out a framework, including decision-making criteria, to support the development of asset management objectives and practices (also referred to as AM System-AMS); 3) Stakeholder needs – addresses the requirements and expectations of stakeholders; 4) Change Management approach – performs gap analysis of current status with desired status and sets out an achievable path with minimum disruption to current operations.

5) Risk Management approach – defines critical factors for the successful implementation and sustainability of AM practices and remedial measures that can be taken to remedy problems arising.

6) Risk (of failure) Assessment approach – defines risk tolerability criteria and prioritises activities according to the criticality of the asset or activity and the level of risk associated with it; 7) Performance Assessment approach – defines performance tolerability criteria and activities that can measure such performance 8) Asset requirements – it identifies data attribute, functional, performance and condition requirements for the assets (both present and future), taking account of changes in demand and/or service levels; 9) Life cycle approach – it explicitly considers the life cycle of the assets and the interdependencies between each of the life cycle stages; It focuses in addressing all components of AM within the organisation as defined in Phase 3: Asset Management Practices/ Activities.

10) Continual improvement – it incorporates relevant feedback, including

Following the recommendations of the SAMP certain actions need to be taken with regard to building up capacity in the organisation to handle the prescribed AM activities of Phase 3.

Such actions will include: 1) Workshops: Workshops have a special role in Asset Management projects.

Workshops should cover Asset Management Policies, Planning and Control as well as Asset Management Best Practices and should be attended by all stakeholders as well as decision makers. Typical workshops to be carried out include: 2) Organisational Restructuring and Enhancement: The Utility organisational structure might have to be changed to be able to cope with the AM practices to follow. New job positions (with appropriate job descriptions) will have to be defined and matched with existing personnel. Where necessary additional personnel might have to be hired.

3) Implementation of Procedures & Best Practices: This is the bulk of the work and includes for every AM practice described in Phase 4: a. F ormulation of Business procedures, Business functions and roles, Job descriptions and Departmental Deliverables. b. R equirements definition and Gap Analysis (between current practices and best practices) and the formulation of an appropriate work plan and change management plan. c. Implementation of Business Processes in association with Asset Management Information systems (AMIS) (see next section) to support these processes d. Extensive training, both class-room and hands-on, in the use of the systems and procedures introduced. e. Implementation of Management reporting to ensure deliverables as well as information flow at all levels.

It should be noted that the proposed methodology employs a well-documented predefined range of Business Process Models for all aspects of Asset Management. These models are based on best practices and are instrumental in improving Utility performance and profitability. They are adjusted through gap analysis to suit the local environment, business practices and Information systems used.

4) Capacity Building (Data Management, O&M, Planning): Capacity building refers to providing support to the Utility personnel and divisions after implementation to enable them deliver expected outputs in a timely manner. Capacity building effort will lessen with time as Utility personnel become more proficient.

Asset Management Information Systems (AMIS) The Asset Management Information Systems should address all Utility departments and be implemented in an integrated environment both on a transaction and data model level. Data Integration (especially between the commercial and technical asset registers is important to enable demand analysis and water/ energy balancing.

The diagram below describes the different data entities in a municipal environment required for integration. The diagram that follows illustrates the various Business functions and corresponding information systems and their functionality within a Utility/ municipality.

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Figure 5: Required Data Integration for Asset Management

Figure 6: Business functions and Information systems in a Utility for Asset Management

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Data Studies 1) Asset Registry (Compilation and Validation): The compilation and maintenance of a validated asset register with geographical reference, stored in a robust geographical database is important for the purposes of Maintenance Management, Asset Management and Distribution Management.

The study will include evaluating the current register in detail for completeness and accuracy and initiate appropriate field investigations for its validation for correctness.

2) Commercial Data Validation (Billing Data Cleaning): The main objective of the study is the establishment of a validated and field-reconciled commercial database to be utilised by the Billing system in order to enable proper management and efficient operation of the revenue and customer services functions of the utility. In particular, the following objectives must be satisfied: a. Existing billing database: The current database needs to be evaluated and cleaned up of errors accumulated over the years b. Field Survey: Identify and record all properties and customers (actual, illegal and prospective) and characteristics pertaining to tenants, properties, connections and meters as well as establishing geographical reference through coordinates/ linking to geographical reference like plot, building, property databases. c. Matching and Billing data enhancement: Match Surveyed Properties to Commercial Database and update information d. Unmatched records: Create action requests in Billing system if required to (a) Investigate Connection/ Meter and (b) Investigate Customer details e. Reduction of Commercial Losses: Improved billing, addressing malfunctioning meters and identifying illegal/ unregistered connections will result in the Reduction of Commercial Losses f. Outstanding debt: The exercise will also address the problem of outstanding debt which has been attributed partially to a poor customer database. The field exercise should also validate high outstanding arrears on customer accounts and determine collectable and uncollectible debt on Customer Accounts.

Infrastructure Planning Infrastructure planning results in the formulation of the Upgrading Plan, the Master Plan, the Emergency Response Plan and the Shutdown & Outage Management Plan.

Prior to carrying out any of these plans detailed Demand analysis is required.

1) Demand Analysis: Both Actual and projected demands for both existing and future scenarios should be calculated, spatially distributed as per user location and taking into account non-revenue water/ energy (existing and projected) 2) Upgrading Plan: The Upgrading Plan addresses infrastructure performance issues ensuring proper service delivery under present conditions for the present supply area. One of the main outputs of the Upgrading Plan is the design of new District Management Areas (DMA) for effective distribution/ Non-Revenue water/ energy management.

3) DMA implementation and commissioning: Following the Upgrading Plan a project is carried out to implement the DMA in the field through rezoning/ remedial and other required work as well as the installation of bulk metering. Once the DMA are implemented they are handed over to the Utility for Distribution management.

4) Emergency Response Plan: The Emergency Response Plan, sets down operational rules (shutting/opening valves, etc.) to handle emergencies (contamination, large leaks, breakdowns, etc.)

5) Shutdown & Outage Management Plan: The Plan sets down operational

rules (shutting/ opening valves, etc.) to operate the network in the case of maintenance works or intermittent supply for demand conservation purposes.

6) Master Plan: The Master Plan looks at future capital requirements to ensure continuation of proper service delivery both in the existing areas (bulk supply) and new areas to be developed.

Phase 3: Asset Management Practices Asset Management Practices/ Activities are divided into 5 main functional groups as indicated in the adjacent table.

The following gives a brief description of each.

Group A: Investment & Business Planning The Business Plan and Model will assess the performance and sustainability of the Organisation based on its current condition and the effect of various interventions to be carried out through a proposed Investment Plan on its performance.

The model will allow sensitivity analysis through (i) tariff structure Scenarios, (ii) Required achievable Performance Target scenarios and (iii) inclusion of Investment Plan interventions. Once set up the model and Plan can be revised on a yearly basis.

Group B: Corporate Management Includes various activities usually carried out by the Financial/ Corporate Services departments.

1) Supply Chain Management: Procedures and systems used by the Organisation to ensure that all outsourced asset management activities/ assets are aligned with the asset management objectives of the organisation and to monitor the outcomes of these activities/ assets against these objectives.

2) Human Resources Management: Top Management commitment is for the successful implementation and sustainability of asset management. Organizational Roles, Responsibilities and Authorities throughout the organisational structure should be clearly defined for Asset Management purposes.

3) Financial Asset Valuation: The main objective of Financial Asset Valuation is to provide more meaningful financial reporting, to satisfy regulatory requirements and to provide meaningful input to maintenance and rehabilitation planning for improving asset reliability and extending asset useful life.

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Group C: Data Management 1) GIS/ Network Data Management: The asset register with geographical reference, stored in a robust geographical database is important for the purposes of Maintenance Management, Asset Management and Distribution Management. The division should maintain the asset register compiled and validated in Phase 2 and continuously improve its accuracy and completeness through pre-defined network data evaluation exercises.

2) Condition Assessment Surveys & Analysis: Condition Assessment surveys should be carried out on a regular basis using condition assessment categories and Asset defect and failures categories for recording asset condition. Condition Assessment Analysis is done using indicators for asset condition based on various inputs (field survey, maintenance records, age, material, soil conditions, etc.). Main output of Condition assessment is the useful life of an asset that forms the main input to Financial Asset Valuation.

3. Commercial Data Management: The analysis and identification of problems in the billing database, such as malfunctioning meters, non-paying or institutional consumers with high wastage and leakage as well as connections with wrong possible consumer category allocation should be done on a regular basis. For billing databases with geographical reference of connections (through a link to the cadastral data or coordinates) properties with possible illegal connections could also be identified. A cost in terms of lost revenue is identified for each problem and category of problems for prioritising actions. Addressing identified problems results in increased revenues.

Group D: Operations and Maintenance 1. Monitoring & Control: The purpose of Monitoring and Control is required for many of the Asset Management Activities. Main functions include: (a) Linking to Control Systems (telemetry, SCADA, etc.), (b) Metering/ Logs Management and (c) Data Analysis for reformatting and storage purposes in continuous records.

2. Call Centre: A proper Call/ Contact Centre is important to establish a two-way communication with Customers, the public and even Utility personnel through all possible communication media means. The CRM (Customer Relationship Management) implemented should integrate with the Utility’s Billing and Customer Services system as well as the Organisation’s Maintenance Management system to enable 2-way workflow.

3. Maintenance Management: The main purpose of maintenance management is the improvement of productivity and efficiency of the maintenance function, the improvement of service delivery (less breakdown time) and the collection of information for condition assessment needed for Asset Management (rehabilitation planning). People, Processes and Information systems must be improved to enable proper maintenance operations as per best practices in all aspects of Maintenance, including Routine/ Preventive/ Proactive with Reliability-driven maintenance programs, both for the networks and plants/ stations.

4. Plant Management: Plant Management includes various activities ranging from Monitoring and Control, Operations, Maintenance, Financial Asset Management and Water Quality Management. As with Maintenance Management People, Processes and Information systems should be addressed to ensure proper operation of all types of plants, including Water Treatment, Sewer Treatment as well as booster-pump stations.

5. Water Quality Management: The main purpose of the Water Quality Management system is to improve water service provision (quality) and ensure quick emergency action in case of contamination. An appropriate LIMS (Laboratory Information Management System) focusing on the competencies of the Analytical Laboratories and the traceability of data

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and leading to Laboratories accreditation, must be deployed. A monitoring system is also needed for quality analysis relating to local standards, related operations and reporting to ensure procedural measures as well as reporting for compliance with current and future legislation for water treatment works and wastewater treatment works.

6. Water Distribution Management: The main purpose of Distribution Management is (a) to ensure proper service delivery (quantity and pressure), (b) identify, localize and quantify system losses (leakage) and to ensure procedural measures as well as reporting for compliance with current and future legislation for proper distribution management (No Drop and RPMS (Regulatory Performance Measurement System)). The main output of distribution management is a Water Audit and a leakage Reduction Program. A water audit should be carried out per metered zone. In the absence of zones or meter records it should be carried out for the entire WSP. Water entering the zone should be divided as IWA (International Water Association) breakdown and even go further to include parameters such as Wastage and Internal leakage (W&IL) as well as Unpaid Authorised Consumption. The Water Audit identifies areas that exhibit high leakage and forms the basis for the Leakage reduction program, a proactive leakage detection and fixing program; bearing in mind that possible rezoning recommended by the Upgrading Plan might also result in high reduction of leakages. Note that if the network is not properly zoned (isolated zones) with bulk meters proper distribution management can’t be carried out and the WSP should consider embarking on the development of an Upgrading Plan as soon as possible.

7. Management Reporting: It is important to ensure effective management reporting at all levels both in terms of upwards flow of information via management reporting and performance indicators, and the downward flow of management control. An appropriate system is deployed at all departments with Asset Management functions both for reporting purposes and for performance evaluation (Phase 4).

Group E: Technical Planning 1) Maintenance & Rehabilitation Planning: Using information from (a) Condition Assessment surveys and studies as well as output from (b) Financial Asset Valuation, Risk Assessment is carried out with output in the form of two plans, (1) Rehabilitation Plan (replacement, refurbishing) & (2) a Preventive Maintenance plan. The main purpose of these plans is to minimise the risk of failure, minimise the cost of ownership of the existing assets, maintain required level of service and sustain the infrastructure in a proper working condition.

2) Infrastructure Planning: The Infrastructure plans formulated during the Implementation Phase (Phase 2) need to be updated on a regular basis as the need arises. More specifically: a. Demand Analysis: Preferably on a yearly basis b. Upgrading Plan: Never – The need should not arise again of AM practices are carried out. c. DMA implementation and commissioning: Never – Expansion of the supply area will result in new DMA that should be properly designed from the outset and handed over to Distribution Management d. Emergency Response Plan: Preferably on a yearly basis as demand variables change (e.g. fire risk areas or properties build) e. Shutdown & Outage Management Plan: Preferably on a yearly basis or as needed as demand variables or conservation policies change. f. Master Plan: Preferably on a 5-year basis the Master Plan should be re-visited and capital requirements reconsidered as requirements might change if projected demands (at time of the design) differ substantially from actual demands.

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Phase 4: Evaluation & Improvement As per the ISO standards performance evaluation implies three main activities: (a) Monitoring, Measurement, Analysis & Evaluation, (b) Internal Audit and (c) Management review.

1. Monitoring, Measurement, Analysis & Evaluation: The needs to be monitored and measured together with the methods of carrying out such monitoring and measurements as well as frequency of doing so are defined.

Methods of evaluating such results also have to be defined (benchmarking).

2. Internal Audit: An internal auditing system has to be set up and internal audits be carried out on a regular basis for the purpose of establishing whether the Asset Management System (AMS) conforms to the standards set and to verify the results of the evaluation with regard to Asset performance and performance of the Utility as a whole.

3. Management Review: Top management shall review the Utility’s AMS at regular intervals to ensure sustainability of the system. Management shall review (a) progress in developing of the AMS, (b) external and internal changes that might affect progress in the AMS, (c) information relating to all aspects of the system AMS, (d) opportunities for improvement and (e) changes in the profile of risks and opportunities.

Improvement comes about through (a) Nonconformity and Corrective Action, (b) Preventive Action and (c) Pro-Active Action for Continual Improvement. A properly designed and implemented Risk Management Plan (RMP) can be instrumental in minimizing the risk of failure and setting mechanisms for problem resolution.

Monitoring progress in the implementation of the AM practices in the Organisation can be expressed through appropriate KPI (Key-Performance-Indicators) which can also be instrumental in instigating appropriate improvement actions.

1) N onconformity and Corrective Action: Refers to actions taken to control and correct such conformities identified as well as any actions required to deal with any possible consequences. In certain cases, changing a component of AMS might be required. Management reporting (described under Phase 3) provides the main input for evaluation and identifying Nonconformity and Corrective Action.

2) Preventive Action: The Utility shall establish processes to proactively identify potential failures in the AMS and be ready for quick and effective action.

3) Continual Improvement: The Utility should strive for continuously improving the sustainability, adequacy and effectiveness of its AMS

CONCLUSIONS & Benefits of AM Practices The paper describes an integrated a comprehensive approach for Asset Management aimed towards monitoring, operating, maintaining, upgrading, and disposing of assets cost-effectively, while maintaining a desired level of service and is intended for improving the overall business performance. Benefits can be many including improved management, better service delivery, financial (increased revenues and decreased costs), higher creditworthiness and enhanced compliance and transparency for the organisation.

References ISO 55000:2014 Asset Management – Overview, principles and terminology ISO 55001:2014 Asset Management – Management systems – Requirements ISO 55002:2014 Asset management – Management systems – Guidelines on the application of ISO 55001 IAM, 2015, Anatomy of Asset Management, Version 3, December 2015, The Institute of Asset Management

Table 1: Benefits arising from implementing AM practices

Type

Benefit Accurate technical asset register Effective proactive and preventive maintenance Data and evidence-based decisions (job costs; budgeting, performance indicators) Risk based Rehabilitation and Maintenance planning

Improved management

Best Practice standards, procedures and workflows Integrated processes: Overcoming sectorial divisions and integrated collaboration Permanent change through use of operational systems Cost-effective investment and business planning Informed and strategic decision making though reports and Performance Indicators Improved customer services

Better services

Improved service delivery (pressures, quality, less breakdown time) Quicker maintenance response & more effective emergency & crisis management Increase customer satisfaction & Improve perceptions Increased revenues

Financial benefit

Reduced wastage and internal leakage Reduced leakage Reduced production and pumping costs Accurate balance sheet

Higher creditworthiness

Non-revenue audit reports Operational cost budget Capital cost requirements

Enhanced compliance and transparency

Reduced maintenance and rehabilitation costs Better planning for future investments Asset valuation

Improved financial performance Sustainable/ Profitable operations Attain grants and Loans

Reporting and performance indicators Easy assessment of regulative requirements

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PAPER 8

eThekwini Municipality’s Go! Durban brt programme AUTHOR: Santhani Pillay: eThekwini Municipality

ABSTRACT This is a case study of the experiences of Go! Durban in executing strategic phases of its Integrated Rapid Public Transport Network (IRPTN) plan within the eThekwini Municipality. Ethekwini Municipality aims to be the most liveable city in Africa by 2030. One of the measures is ensuring a more efficient transportation network system that minimises delays into and out of the city.

A challenge to overcome is managing the increasing number of single occupancy vehicles and mini bus taxis entering the city. In order to create a more sustainable transport network for the future that tackles both capacity issues as well as mobility, the eThekwini Transport Authority’s implementation arm – Go! Durban undertook an ambitious Bus Rapid Transit (BRT) implementation plan commencing in 2010. The planning yielded a public transport network that is an intricately woven scheme of various physical components that have been designed to function not only at their best as individual components, but also together, as a seamlessly integrated system.

The full network will comprise an integrated package of nine universally accessible routes namely one rail and eight rapid bus trunk routes with dedicated Right of Ways (ROW), feeder and complimentary services for public transport. Implementation of Phase 1 is currently underway, namely Corridor 1 from Bridge City to Durban Central Business District (CBD), Corridor 3 from Bridge City to Pinetown and New Germany via MR 577 and Corridor 9 from Bridge City to Umhlanga New Town Centre via Cornubia & Phoenix Highway.

Supported by National Government funding, where all major cities have been mandated to create and implement fully integrated public transport networks over the next 15 years, the BRT rollout is also aimed at creating jobs and skills development opportunities for marginalized communities – with women, youth and the disabled well represented in the project workforce through Contractors Participation Goal (CPG) and Local labour. In addition, the rollout of the Go! Durban BRT programme is presented as a model of partnership between a capacitated Organ of State and the Private Sector.

introduction This article aims to showcase the rollout of the Go! Durban BRT programme and will focus on the master plan, design, technical implementation for Phase 1, challenges, lessons learned and future rollout plan. Key infrastructure features constructed during Phase 1 is highlighted in this article.

BACKGROUND Sustainable public transport was identified by the South African Cities Network (SACN) as a priority theme for exchange and challenge between member cities in 2008. Public transport being highlighted as a key challenge was partly attributed to the priority service commitment for the 2010 FIFA World Cup as significantly more public funding resources were being directed to spur a major revolution in South Africa’s transport system and due to the 2008 Local Government Budgets and Expenditure Review which stated that “if improvements to existing roads and infrastructure and public transport challenges are not tackled in a robust way, municipalities will find that growth in the private-motor vehicle use will increasingly become a problem.”

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The key proposal for the integration of public transport to occur fluidly in South Africa, in terms of linkages between housing provision and transportation, was for the State to allow local government to have a greater autonomy to innovatively approach and improve service delivery within their nine cities. In the Sustainable Public Transport Overview Report for 2009, it was stated that “Public Transport is a key sector (along with human settlements and land use management) in the built environment suite of functions that should be clearly assigned to city administrations if we are to achieve urban integration policy objectives.” eThekwini Municipality was one of the twelve eligible cities to receive funding from the Public Transport Infrastructure System Grant (PTISG) for the implementation of Integrated Public Transport Networks (IRPTN). In February 2010, eThekwini Municipality appointed a consultant to undertake the planning of a priority public transportation network and the subsequent preliminary design of Phase 1 of such a network. The eThekwini’s IRPTN is aligned with the public transport integration requirements of Government, embracing a range of appropriate public transport modes, which include Rail Rapid Transit (RRT), Bus Rapid Transit (BRT), Quality Bus and Mini Bus Services.

This new system is a flexible, high performance range of public transport modes that combines a variety of physical, operational and systems elements into a permanently integrated system with a quality image and identity. eThekwini Municipality’s public transport network puts the traveller at the centre of everything by ensuring priority right of way along trunk public transport corridors, the integration between rail, road based public transport and non-motorised transport (NMT), traveller information systems and other intelligent transport systems to name a few. (Goba Engineering, 2012)

PLANNING The ultimate IRPTN plan for the municipality comprises some 250 km of trunk public transport corridors of which some 60km are rail based. The full IRPTN network will be within 800m (10-15 minute walk) for more than eighty-five percent of the Municipality’s population. The full network will comprise an integrated package of nine universally accessible routes namely one Rail Rapid Transit (RRT) Corridor and eight Bus Rapid Transit (BRT) trunk routes titled with dedicated Right of Ways (ROW), feeder and complimentary services for public transport. The trunk network configuration is shown in Figure 1: Trunk network configuration for eThekwini IRPTN. As stated in the preliminary design reports, the extent of the network undoubtedly required a phased implementation approach based on demand and ridership potential; physical constraint to infrastructure implementation; investment intensity; job creation; operational and subsidy cost implications; opportunity for densification / regeneration and creation of transit orientated development and opportunity to re-organise operators in an effective manner.

Phase 1 was packaged to integrate land-use proposals for Greenfield developments and public transport from the start. It aimed to create a critical mass with an immediate recognizable benefit, replace all existing Northern Area contracted Public Transport services of the municipality and include the mini-bus taxi industry into the supplementary feeder programs. (Goba Engineering, 2012) Utilizing the above considerations, four Corridors were identified for Phase

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• Control Centre Implementation of Phase 1 is currently underway, namely Corridor 1 (C1), Corridor 3 (C3) and Corridor 9 (C9). Corridor 2 (C2) has been postponed due to misalignment in implementation goals for the external stakeholders and the Go! Durban project programme. The Rail Rapid Transit (RRT) C2 will be included in the final roll out plan of the IRPTN network, not necessarily as part of Phase 1 implementation.

RIGHT OF WAY (ROW)

Figure 1: Trunk network configuration for eThekwini IRPTN (Goba Engineering)

1 of the IRPTN Implementation Strategy namely: • Corridor 1 – BRT from Bridge City to Durban Central Business District (CBD), • Corridor 2 – RRT from Bridge City to Durban Central Business District (CBD), • Corridor 3 – BRT from Bridge City to Pinetown and New Germany via MR 577 • Corridor 9 – BRT from Bridge City to Umhlanga New Town Centre via Cornubia & Phoenix Highway.

The specific objectives of preliminary design were to ensure that a technically viable infrastructure solution existed to support the public transportation system and its operational requirements. It was imperative that technical risks were identified, applicable mitigating measures developed and that appropriate definition to the required infrastructure was established to ensure the success of the IRPTN. To meet these objectives the appointed consultant, eThekwini Transport Authority (ETA), eThekwini Line Departments, Environmental and Universal Access consultants and KZN DoT met weekly to create the foundations for the municipalities “wall-to-wall” IRPTN plan.

The preliminary design was completed in 2012. A separate set of consultants were appointed to commence with the detailed design and implementation phases of the BRT trunk routes in 2012. The designs for Phase 1 were completed over 2014 and 2015.

IMPLEMENTATION The IRPTN branch dedicated to implementation in eThekwini Municipality was branded “Go! Durban” in 2012. The Go! Durban programme consists of eleven work streams that work collectively to achieve the successful implementation of the IRPTN in the municipality. The work streams are Infrastructure, Operations, ITS & IFMS, Planning, MRE & Law Enforcement, Skills Development, Marketing and Change Management, Sustainability, Integrated Corridor Development, Legal and Fleet.

This article concentrates on the Infrastructure work stream – the arm that provides the roll-out of the BRT building and civil works. The IRPTN infrastructure itself was viewed as a catalyst for urban regeneration and the framework around which land-use activity could be arranged taking into consideration universal access and green goals. The Infrastructure components of Phase 1 is the Bus Rapid Transit (BRT) Services supported by the road based feeder and complimentary services, comprising of: • Right of Way (dedicated busways and associated infrastructure), • Stations & Station Precincts, • Terminal Facilities & Depots • Information Communications Technology and Integrated Fare Management

The right of way work packages included the design of the three road routes for the BRT lanes for Phase 1 of the IRPTN project. The buses will use designated driving lanes, termed Right of Way (ROW) lanes that will operate independently from other traffic modes utilizing kerbs and barriers to create the lateral separation. The bus lanes will be constructed in the median of the roadway rather than alongside the outer edge of the road. The aim of dedicated lanes is to ensure the transport system will run systematically with scheduled times and routes. Key decisions for the design of the BRT trunk routes were to maintain or improve existing road capacity where possible; maintain level of service at intersections; pedestrian crossings to follow a staggered arrangement to improve safety; sidewalk widths to be 3m to promote foot traffic to and from stations; BRT Lane width to be 3.5m and kerbs utilized to separate traffic modes should be mountable in cases of emergency by the BRT. The construction of the right of way included widening of the trunk routes, whereby service relocation, land acquisition and pre-planning with all interested and affected parties is a requirement. These are factors that could potentially cripple the projects timeous delivery.

BRT CORRIDOR 1 (C1) Corridor 1 (C1) begins at Bridge City and terminates at Durban CBD. There are two C1 corridors, C1A which runs along Umgeni Road into the CBD and C1B which follows Alpine Road/Felix Dlamini Road before reaching the CBD. The route has been divided into seven smaller work packages of approximately 3km each. Commencement of construction began in 2018 for two work packages connecting the C3 route to C1 route, these packages traverse Inanda Road with the widening and realignment of Inanda Road and Umgeni Road.

BRT CORRIDOR 3 (C3) Construction of C3 trunk route and stations is nearing completion. This was the pioneering Corridor for the IRPTN in eThekwini Municipality connecting Bridge City in KwaMashu to Pinetown and New Germany via MR 577. The C3 Corridor has fourteen stations and the trunk route was divided into nine work packages.

BRT CORRIDOR 9 (C9) Implementation of Corridor 9 connecting the BRT from Bridge City in KwaMashu to Umhlanga Ridge via Cornubia & Phoenix Highway has commenced with two key linkages, M25 Bhejane Underpass and Cornubia Bridge, being completed. The C9 corridor is divided into ten work packages.

STATIONS & PRECINCT AREA A total of forty-three stations precincts were identified and designed during the preliminary design of the system. The designs included the design of the station structures, the transition areas and the linkages within the station precincts for pedestrian access and improvements to the public environment surrounding the stations. The improvements envisaged by Go! Durban was to create a more welcoming, vibrant streetscape by incorporating amenities such as landscaping, sidewalks, lighting, street furniture, and formal spaces for street vendors and public toilets if demanded.

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Each station node presents a unique context and has to be evaluated to ensure opportunities, which could be of benefit to customers, can be maximised. This may require a change to the zoning of the land around the stations to allow for retail opportunities or increased residential densities.

Complimentary and feeder stops were located close to the identified stations forming part of the precinct design. Park and ride facilities were not recommended for Phase 1. (Goba Engineering, 2012) The ROW required a holistic approach to incorporate the integration of the public and the open spaces surrounding the trunk route and the stations.

The inclusion of technical specialists from the Built Environment field such as town planners, architects, urban designers and landscape designers were essential to ensure the BRT Route compliments the scale and character of the surrounding area and harmonises with the communities they serve.

FEEDER FACILITY The feeder transfer facility is a transfer point between the feeder routes and the trunk. There are several feeder routes within an area. Feeder transfer facilities need to facilitate turning movements and short term storage for the different modes of transport over and above hosting safe pedestrian movement. Each feeder route starts and terminates at designated areas, and have stops along for the way for passengers to board/alight. The feeder transfer facilities are located at designated areas, based on passenger demands within the area.

The decision to proceed with two contracts for separate clients on the same site was possible only because of the cooperative engagement between all parties. The six-lane design, with different geometric requirements and pavement designs, placed immense pressure on the design team. It is testament to the dedication of the whole professional team.”

The MR577 was opened to the public in December 2017 due to the collaborative efforts of the two spheres of government, The KZN Department of Transport and eThekwini Municipality, and the private sector involvement.

The opening of the new North-South carriageway alleviated congestion along the M4, M12, R102 and N2 and provided an alternate route to King Shaka International Airport completely independent of the N2 thereby enabling the City to take a step closer in achieving the national transport goals mandated by the State in 2008. The alignment of goals for all parties involved allowed for the technical creativity, sound problem solving and project excellence realised in the completion of the MR577.

A portion of the MR577 is illustrated in Figure 2: MR577 6-lane dual-car-

go! durban key IMPLEMENTATION features Corridor 3 (C3) was the pilot trunk route for the Go! Durban project connecting Bridge City in KwaMashu to Pinetown and New Germany via MR577. It is approximately 85% complete with the last few major work packages nearing project completion in the next year. C3 has fourteen stations planned. Regent Station, located in Shepstone Road in Pinetown, was the prototype station completed in 2017. Being the initial trunk route, many encounters were a first for the newly formed Go! Durban team, however despite the setbacks the C3 corridor reflects the core vision of the IRPTN network implementation in the city. The construction of the MR577 link from Pinetown to KwaMashu, the M25/Bhejane Underpass and the Cornubia Bridge link from Umhlanga to KwaMashu, Regent Station in Pinetown – a state of the art architectural masterpiece and the significant urban renewal and mixed-land use promotion across the Pinetown CBD, are noteworthy features that depict the foundation of the imminent potential the completed IRPTN network will unlock in eThekwini Municipality. These key features are discussed in greater detail highlighting the three linkages, the station and station precinct development.

MR577 (DUMISANI MHAKAYE DRIVE) The culmination and dedication of the different spheres of government working together with the private industry was clearly evident in the brilliant construction of the 10km long road that provided a fifth main crossing over the Umgeni River. The result branded , “Durban’s best kept secret” was the MR577 (Dumisani Mhakaye Drive); a two-lane: four-lane, split-level dual carriageway, with the dedicated BRT lanes separated from general traffic by reinforced concrete traffic barriers.

The proposed MR577 route was an initiative planned by the KZN DoT over 20 years ago to provide critical access for local residents in the communities of Inanda, Ntuzuma and KwaMashu to jobs and commercial activity in New Germany and Pinetown. In 2003, construction commenced however with the governments IRPTN initiative and the PTISG funding, in 2013 it was deemed critical by eThekwini Municipality’s IRPTN planning team that the BRT traverse this new route. As stated by the sector engineer, “It would’ve been difficult and expensive to retrofit a BRT component into the project when it was completed and so the process of engagement began to stitch the two projects together.

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Figure 2: MR577 6-lane dual-carriageway, lateral separation between bus lane and other modes of transport. ROW Lanes separated by concrete barrier kerbs on KZN DoT roads (Tongaat Hulett website)

riageway, lateral separation between bus lane and other modes of transport.

ROW Lanes separated by concrete barrier kerbs on KZN DoT roads (Tongaat Hulett website).

M25/ BHEJANE ROAD UNDERPASS A link between Bridge City Precinct in KwaMashu and Phoenix Industrial Area was required as part of the IRPTN plan for Corridor 9. The M25/Bhejane Road Underpass Interchange was a critical linkage into Inanda, Ntuzuma and Kwamashu (INK) neighbourhoods and for the C9 route which runs to Umhlanga Ridge via Cornubia. This underpass carries the C3 Route over the new C9 route refer to Figure 3: M25 Bhejane Underpass linking the C9 Route from KwaMashu to Umhlanga (Go! Durban website).

The eThekwini Municipality was awarded the highly commended award in the category of technical excellence at the South African Institution of Civil Engineering (SAICE) regional awards held in June 2017 and the SAICE

Figure 3: M25 Bhejane Underpass linking the C9 Route from KwaMashu to Umhlanga (Go! Durban website)

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National Awards for Technical Excellence in October 2017. The internal design team, seconded from the City’s Engineering Unit Roads Provision Department, on the ETA managed Go! Durban project received the award for “pushing technical engineering limits to deliver high-quality infrastructure that is good value for money”. Construction of the bridge took approximately 12 months with the deck being cast in thirds and staged on conventional formwork. Pot bearings manufactured by Nova Bearings in Johannesburg, and a steel claw-type expansion joint was utilised. The underpass accommodates two BRT lanes of 3.6m widths. (Rowan & Agar, 2018) The Bhejane underpass is a landmark in the city illustrating the technical excellence and innovation that the eThekwini Municipality is capable off. The municipality aims to tackle engineering problems with excellent solutions.

CORNUBIA BRIDGE The Cornubia Bridge fulfils a number of functions for both IRPTN and the greater eThekwini Municipality. It is a key component for the Go! Durban network which crosses the N2 highway linking onto Umhlanga Ridge Boulevard and accommodates both the C8 and C9 networks from the airport and Bridge City respectively. It creates an access point to the new Cornubia Development – a development that exemplifies the ideals of the IRPTN vision through fully integrated mixed land-use and mixed modes of transport. The bridge is 125m long and 50m wide, carrying six mix-used traffic lanes, pedestrian sidewalks and two bus lanes. The bridge consist of three ramps, two attenuation ponds for stormwater management and one retaining wall on the N2 southbound side.

The resulting Cornubia Bridge, Figure 4: Cornubia Bridge linking C9 Route from KwaMashu to Umhlanga (Tongaat Hulett website), was the outcome of a private and public partnership that aligns with the cities Northern Urban Development Corridor. This alignment in planning and implementation along the IRPTN network once again illustrates the benefits of the Municipality taking ownership of change required in the City and embracing mutually beneficial partnerships to ensure the City prospers.

REGENT STATION Fourteen stations are planned for the C3 route, with ten stations completed to date and four currently under construction. Completion of the station construction is anticipated at the end of 2019.

Regent Station, the prototype station, located at the intersection of Regent Street and Qashana Khuzwayo Roads in New Germany was completed in December 2017(Figure 5: Regent Station - Go! Durban’s Prototype Station completed in 2017 (Skybox Media)). This new streamlined glass and steel framework creates iconic landmarks in the Pinetown CBD, fostering a more vibrant world-class atmosphere to the surrounding area. The architect involved in the design of the station for the entire IRPTN stated that the form of the station was inspired by movement, the dynamic design should uplift the image of public transport and be delivered at a high-quality and distributed in a democratic way across city, suburb and township. (SAIA-KZN Journal. 2018) To ensure commuters can travel reliably, safely and cost effectively, stations will have a fully integrated CCTV system and electronically controlled ticketing systems utilizing Muvo Cards. Muvo Cards are a safe and convenient fare system introduced to eliminate the need to carry cash and reduce crimes commonly associated with public transport. The Muvo Cards are currently being tested on some public transport around Durban. The City is also currently testing Wi-Fi on selected People Mover Buses ahead of the new Go! Durban system going operational in order to see patterns of usage. The results of this pilot system will determine the roll-out and availability of Wi-Fi in the new system. (Go! Durban, 2017) The Regent station was tested for compliance with Universal Accessibility (UA) with level boarding for people with disabilities such as hearing or visual impairments as well as wheelchairs and including elderly, people with prams or bicycles to ensure they will have ease of access into stations and buses.

Figure 4: Cornubia Bridge linking C9 Route from KwaMashu to Umhlanga (Tongaat Hulett website)

Catering for the needs of the people, tactile paving was introduced in the station precinct to indicate where the commuters need to walk. These can be found on the pavements leading into the stations and within the stations leading into the control entrances.

STATION PRECINCTS The implementation of the BRT through the densely populated region of Pinetown has improved the face of the CBD, as illustrated in Figure 6: ROW Lane on Josiah Gumede Avenue, Pinetown – running east, illustrating the station and station precinct visions of mixed land-use, integration of tactile paving, lateral separation of bus lanes and other traffic modes (Skybox Media). It has been noted that along the C3 route, upgrades of urban precinct nodes with new lighting, street furniture and landscaping have already begun to alter the way residents and business owners use the spaces available, making it a far safer and more user-friendly environment.

In addition, residents and business owners are taking the initiative to improve and upgrade home and shop frontages following the IRPTN’s precinct development model. This transformation highlights the success of the stations and station precinct implementation strategy formulated by the Go! Durban programme whereby the complimentary integration of public spaces and open spaces in the vicinity of the trunk routes was achieved.

Design and construction of stations in Pinetown have channelled a wide spectrum of benefits relating to the environment, economy, aesthetics, public

Figure 5: Regent Station - Go! Durban’s Prototype Station completed in 2017 (Skybox Media)

Figure 6: ROW Lane on Josiah Gumede Avenue, Pinetown – running east, illustrating the station and station precinct visions of mixed landuse, integration of tactile paving, lateral separation of bus lanes and other traffic modes (Skybox Media)

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health and safety, civil participation, good public spaces around the stations.

Go! Durban’s vision to provide well used community spaces and integration with Public Transport Planning and Land-Use planning capturing mutually-beneficial synergies has come to fruition.

The success of the C3 stations and precincts have boosted the Municipality’s internal departments’ interest in mixed-use development, concentrated development, complimentary land use and integrated land planning strategies.

Housing divisions, land use development and town planning divisions are creating frameworks along the trunk routes to subsidise businesses and promote densification. This is another aspect of private-public partnerships being promoted within the municipality.

The C9 route exemplifies the promotion of planning ahead between eThekwini Municipality and private developers. Cornubia, a fully integrated concept of mixed-use and mixed-income development in terms of industrial, commercial, residential and open space usage, is situated along the C9 Route. Cornubia’s Town centre will be designed to accommodate an array of transport types from vehicular to non-motorised transport and pedestrians, feeding into the IRPTN network vision. The C9 route implementation links directly to the planning and proposed time frames required for the Northern Urban Development Corridor (Cornubia and Northern Aqueduct Project), again illustrating the eThekwini’s spatial planning goals being achieved by the IRPTN.

CHALLENGES & LESSONS LEARNT Challenges the municipality are experiencing such as delays in regulatory approvals, construction running behind schedule, technical design difficulties, escalations in implementation cost and difficult negotiations with taxi organisations, bus companies and service providers are not unique to eThekwini Municipality. Through phased implementation of Phase 1, the City was forced to think on its feet and adapt to the change being enforced.

With the great successes highlighted, there was a trailing path of obstacles, challenges and risks that had to be overcome. The C3 corridors greatest challenge was implementation of a trunk route that was not designed. Due to the need and urgency to spend the PTISG yearly allocated budget, the Go! Durban team did not have sufficient time to plan the construction and detailed design effectively. Utilizing the preliminary designs, construction contracts were awarded in September 2013. Construction drawings were issued to the Contractor as and when it was ready by the consulting teams, notwithstanding the fact that this was a pilot trunk route with numerous unknown technical factors.

The delays in completion of the C3 route was attributed to the lack of a completed design for the entire works as the Contractor could not plan ahead. Despite the crippling conditions, the Go! Durban Team, consultant and contractor must be commended for producing the framework trunk route that pioneered the IRPTN in eThekwini Municipality.

In moving ahead with other packages on C3, the construction contracts were delayed to an extent to allow for the detailed designs to be completed timeously. For the roll-out of C1 and C9, it was imperative that the entire route was completed to detailed design stage prior to construction, whilst ensuring uniformity among corridors. The routes traverse through densely populated regions, to sparsely populated linkage areas with a variety of land use zones ranging from industrial, residential, open spaces etc. Ensuring consistency along routes through utilization of standards derived at the preliminary phase was imperative. The Municipality tendered the design of a potion these works to Consultants in 2013. The other portion of C9 and C1 are being designed by the internal Go! Durban design team.

A further hurdle encountered during implementation was the importance of service relocation and expropriation prior to commencement of the works. This was a severely underrated risk that posed numerous delays and challenges to all involved parties daily. Implementation of the BRT Route through Pinetown required widening of existing roads to accommodate the two new bus lanes

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and the 3m wide sidewalks aimed at promoting lateral separation of the BRT form other modes of transport and increasing pedestrian accessibility along the routes respectively. Expropriation was required for the complete C3. This process takes a minimum of eighteen months to complete, with preliminary design being completed in 2012, construction commencing in 2013 and detailed design completed in small portions, there was insufficient time and information to complete the process.

The C3 team engaged with owners through permission to occupy (PTO) agreements until the expropriations were concluded. This was a mammoth task, ensuring access, acceptance from the owner and ensuring the Contractor is not being delayed with the works. The service relocation is divided into two components – the external service providers and the internal departments.

The external service providers have proven somewhat easier to work with as opposed to certain internal departments. The new concept of BRT and the nationwide implementation required a fast paced urgent approach from internal service providers, gaining buy-in within the Municipality departments has been a challenge and is key to the efficient mutually beneficial implementation of the IRPTN. Learning form the service relocation and expropriation experience, C1 and C9 teams endeavoured to proactively engage with service providers and land owners prior to construction. The C1 route engaged with service providers and property owners notifying and seeking guidance to allow a smoother transition at construction phase. The planning of multi-disciplinary work was even more critical along the C9 route as the eThekwini Water and Sanitation’s Northern Aqueduct Augmentation project was also due to commence on the Phoenix Highway. Two large scale major eThekwini Municipality projects required access and delivery simultaneously on the same trunk route in order to meet the needs of the rapidly developing northern areas of the city. The C9 route implementation links directly to the planning and proposed time frames required for the Northern Urban Development Corridor The IRPTN implementation team was further challenged with the onslaught of business forums and taxi industry disruptions. Go! Durban’s approach was to ensure policy requirements were met by implementing the Empowerment Charter on all projects. The ETA were the first to implement the newly developed strategy which was proposed to be utilized across the Municipality. The aim of the charter was to create jobs and skills development within marginalized communities. Being in the trial phase and unchartered territory, both the municipality and the contractors had to learn and embrace the new empowerment charter system.

This specification was further developed by Go! Durban and titled the Go! Durban Radical Economic Transformation Specification (GRETS) which established the rules for the implementation of an empowerment strategy for the provision of goods and services on the Go! Durban IRPTN in 2017. The specification has three focus areas namely Contract participation Goals for Equity and sub-contracting, Skills Development and Socio-Economic Development.

(GRETS, 2017). This promoted local labour in surrounding communities and a means of up skilling emerging local construction companies. The GRETS also allowed larger contracting firms that were “stuck” at an intermediate CIDB grading the opportunity to create a joint venture with higher CIDB rated companies and scale themselves up through decent experience and exposure on larger projects. The GRETS further promoted the training and mentoring of graduates through an Aftercare Training Target, where the provision of employment for three years for newly qualified graduates was stipulated in the specification.

Dealing with business forums and disgruntled local groups is an ongoing challenge, however the GRETS aimed to bridge the gap of inequality and create meaningful opportunity for local communities, contractors and students entering the built environment industry. The GRETS illustrates proactive efforts by the municipality to create change and foster growth opportunities for all communities. Other key lessons learnt are summarised below:

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• K eep construction sites small (approximately 2.5km) thereby ensuring project completion on time and keeping construction costs low. This allows for more opportunity for contractors and up and coming enterprises to grow with the implementation of Go! Durban IRPTN. • Ensure a maintenance plan is in place due to the staggered nature of construction.

• Engagement and confirmed resolutions with all stakeholders prior to construction is a necessity to ensure project delivery and responsible project spend. Expropriations, service providers, interdepartmental units, taxi industry, business forums and all affected parties need to be included into the framework.

• Station construction requires concurrent programming for the platforms and superstructures to enable the timeously ordering of materials thereby reducing potential delays.

• The Go! Durban Programme should be the priority of the City and maintained at that level. The programme is a national key project, therefore similar attention, treatment, resources, respect and protection must be given and maintained. Prior to commencement of any project the availability of resources from the City must be determined (human resources, financial resources, stakeholder buy-in and support, management support, political support). City leadership and all the City’s stakeholders must recognise this. It is not justifiable that a programme of this magnitude receives similar attitude and attention to that of a small contract. Special committees are required at higher level in the municipality to deal with the magnitude of IRPTN. The Go! Durban branch was created to be the unit that spearheads the implementation of the IRPTN, however support from the larger City is lacking.

kerbs for bus docking at stations, tactile paving, Universal Access compliant stations and unique bridge designs to list a few.

• The partnerships between the different spheres of government, parastatal entities and the private sector have been the key driving force to ensure the public transport goals are met. Spatial transformation requires the large scale intervention from both public and private sector to propel infrastructure implementation in the City. The Bhejane Underpass and Cornubia Bridge were joint ventures between a private developer and eThekwini Municipality and the construction of the MR577 was a joint venture between two spheres of government, KZN DoT and eThekwini Municipality. This combination of goals was proactive planning by the Municipality with the public-private partnership and inter-governmental partnership in facilitating the creation of inclusive, compact urban precincts, linking people to opportunities and accelerating development to build a new mixed-used city centres in Cornubia and Pinetown.

Through innovative solutions, inclusion of the local communities, collaborative partnerships betwwen different spheres of government and private sector, and lastly complete support from all municipal departments – the challenges faced by Go! Durban can be overcome and the implementation of IRPTN can be a remarkable success for the eThekwini Municipality.

REFERENCES: Bannister S & Esteves C (2018). “Implementing Bus Rapid Transit in eThekwini: Challenges, Lessons and Opportunities’. Skills@Work Volume 8 eThekwini Municipality 2013. ‘Go!Durban Transport Strategy.’ eThekwini Transport Authority. Durban: eThekwini Municipality.

Goba Engineering 2012. Unpublished report prepared for eThekwini: Report 2.11-

CONCLUSION Whilst there has been tremendous set-backs to the proposed operational start dates of Go! Durban BRT, it must be recognised that challenges faced and resolved, the partnerships created and the imparting of skills and knowledge to the numerous people employed is justification of the future impact the final IRPTN plan can yield. The ultimate aim for the government’s plan for the IRPTN in all major cities was to facilitate subsidised public transport systems which would focus on reduced travel times, spatial transformation and addressing the apartheid geography.

This has been achieved and some of the successes of the IRPTN roll-out plan are: • Ten world-class stations completed on C3 Route with state of the art technology introduced. These stations provide iconic landmarks for the face of the City.

• Urban regeneration in the Pinetown CBD through the inclusion of the BRT traversing this densely populated area. The infrastructure of the BRT and the precinct area accommodates non-motorised transport modes, provides a safer environment and achieves urbanity. This has promoted a more liveable, easily accessible CBD indicating the potential the BRT has to transform the lives of commuters, business owners and the public. The positive impact on the economy is evident form the various economic opportunities created by the accessibility of the new infrastructure.

• World-class design of two major bridges (M25/Bhejane Underpass Bridge and Cornubia Bridge) linking the northern areas to the greater eThekwini Region. These bridges illustrate the capacity within the Municipality to tackle difficulties in rectifying the historic spatial plans through innovate linkages and partnerships to ensure service delivery. The internal municipality’s team involvement on the Bhejane Underpass is commendable illustrating the municipalities drive to strive for technical excellence.

• Staying current with changes or improvement in technologies is key to ensuring a world class system is delivered to the City– incorporating this into BRT implementation with the use of latest pavement technologies, Kassel

IRPTN Operational Plan /Business Plan (Final) in Integrated Rapid Public Transport network, Vol 2. Durban: Goba Engineering.

Go! Durban (2017, October 29). “Go! Durban Pilot station: Testing Universal Access’. Retrieved from: https://www.godurban.co.za/ godurban-pilot-station-testing-universal-access/ Go! Durban (2017, DECEMBER 4). ‘GO! Durban stations are world class.’ Retrieved from: https://www.godurban.co.za/godurban-stations-are-world-class/ Go! Durban (2017, NOVEMBER 21). ‘GO! Durban Construction scoops national accolades. ’Retrieved from: https://www.godurban.co.za/ godurban-construction-scoops-national-accolades/ Go! Durban Radical Economic Transformation Specification (GRETS) 2017.

Unpublished specification for the Go! Durban IRPTN Project: ’Go Durban Radical Economic Transformation Specification’. Ver1.0 9 October 2017 Infrastructure Dialogues, 2009. ‘Municipal Public Transport Briefing note to participants’. Infrastructure Dialogues: No 4, 29 October 2009 KZN DOT 2011. ‘Guidelines and Requirements: Public Transport Infrastructure and Systems Grant 2011-12’.

Naidoo B (2009, October 30). “Public Transport a key challenge for local government’. Retrieved from: https://www.engineeringnews.co.za/article/ public-transport-a-key-challenge-for-local-government-2009-10-30 Rowan A & Agar R 2018.’ Go! Durban BRT Bridges taking shape’, SAICE Civil Engineering Journal, Page 36-37 SAIA-KZN Journal 2018. ‘Zooming In’. Journal of the KwaZulu-Natal Region of the South Africa Institute of Architects. Issue 2. Page 5 South African Cities Network (SACN) 2009. ‘Sustainable Public Transport Overview Report 2009’.

Tongaat Hulett (2018, November 22). ‘Go! Durban N2 Bridge – stitching Cornubia into Umhlanga’. Retrieved from http://www.tongaat.com/ godurban-n2-bridge-stitching-cornubia-into-umhlanga/ Tongaat Hulett (2018, November 22), Walters J 2014. ‘Public transport policy implementation in South Africa: Quo Vadis?’

Journal of Transport and Supply Chain Management 8(1), Art#134, 10 Pages

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PAPER 9

Critical analysis of the legal compliance requirements of wastewater management within environmental legislation in the municipal sphere

AuthorS: Dr Mathys Vosloo: Environmental Management Divisional Lead, Zitholele Consulting (Pty) Ltd Leon Bredenhann: Director, IQS Environmental Nevin Rajasakran: Director, Zitholele Consulting (Pty) Ltd

ABSTRACT The state and performance of municipal wastewater treatment works in South Africa has been cause of national concern for many years, with many commentator’s, including the Department of Water and Sanitation, expressing their concern openly. It is no secret that wastewater treatment works in most municipalities are in a state of regression, further compounded by the fact that many plants are operating above their design capacity. The poor state of municipal wastewater treatment works inevitably leads to overloading of plants operating above design capacity ultimately leading to spillages.

The consequent impacts are well documented and range from a deterioration in the quality and usability of the national water resource and in some instances loss of life. Spillages also occur from certain wastewater treatment works sometimes for extended periods of time, or otherwise once off. However, whether the pollution has resulted from prolonged or from a once off spillage, the consequences remain dire.

Much attention has been given to the state of municipal wastewater treatment works and their impacts on the national water resource. However, the consequences for and liability to municipal officials responsible for the management, maintenance and operation of plants not complying to relevant environmental legislation are generally not commented on. The protection of the environment is entrenched in Section 24 the Bill of Rights in the Constitution of the Republic of South Africa, while the National Environmental Management Act, No. 107 of 1998 (NEMA) is the primary statute which gives effect to Section 24 of the Constitution. NEMA furthermore provide the basis for Specific Environmental Management Acts (SEMA), in this case the National Water Act and Waste Act, which governs activities that may adversely affect specific aspects of the environment.

NEMA requires all organs of state to comply with a number of national environmental management principles, which include the principle of Duty of Care. NEMA not only requires responsible persons to act to control incidents adversely affecting the environment and emergency incidents, but also provide for the prosecution of liable natural and/or juristic persons who has committed an offence in terms of this Act. This paper takes a closer look at the legal requirements related to the operation and maintenance of municipal wastewater treatment works, including duties and liability of the persons responsible for management and control of these works.

INTRODUCTION The state and performance of municipal wastewater treatment works in South Africa has been cause of national concern for many years. Taking cognisance of this concern, the Department of Water and Sanitation (DWS) published the

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National Water and Sanitation Master Plan (NW&SMP) in 2018, in which it assessed the critical challenges and priorities that required action by the water sector and defined all actions and interventions identified within the NW&SMP into annual measurable outcomes inclusive of roles and responsibilities, time frames and associated estimated costs. The NW&SMP therefore represents an action plan that must be implemented to overcome the challenges in the water and wastewater sector. Selective drivers from the NW&SMP encompass as follows: • Water Quality Management – Policies, Legislation and Strategies • Grey areas in responsibility and accountability • Institutional arrangements are fragmented among a large number of water boards, catchment management agencies and municipalities.

• Poor alignment of policies and strategies between various government departments and spheres of government • Lack of policy and legislative integration between DWS, DAFF and the Department of Mineral Resources • Inadequate maintenance and control of effluent from wastewater treatment by Municipalities.

According to statistics provided in the NW&SMP (Department of Water and Sanitation 2018), approximately 56% of the over 1 150 Wastewater Treatment Works (WwTW) are in a poor or critical condition and in need of urgent rehabilitation. In 2006, Snyman et al. undertook a national survey evaluating 51 wastewater treatment plants of different sizes and using different treatment technologies in order to understand the extent of the challenges facing WwTWs in South Africa. The survey concluded that the majority of micro, small and medium size wastewater treatment plants in South Africa do not comply with the regulatory standards. In fact, Snyman et al. concluded that if the DWS’s general requirement that a 95 percentile compliance with the conditions stipulated in every plants Environmental Authorisation (EA), licence or permits are strictly enforced, only 4% of the surveyed plants are adequately operated and maintained (Snyman et al. 2006). The South African Water Caucus (SAWC) recently launched its Report (published on the FSE website on 3 May 2018) on the State of the Department of Water and Sanitation.

The Foundation of Sustainable Environment (FSE) is part of the network of the SAWC and contributed to the Report. In brief, the central challenges facing the department, outlined in the report, relate to the following: • Considerable policy and legislative uncertainty related to inter alia the proposed Water Master Plan, proposed Water and Sanitation Bill and the proposed National Water Resources and Services and Sanitation Strategy; • Deterioration in wastewater treatment works and infrastructure due to lack of maintenance and investment, with initial findings of the 2014 Green Drop report indicating that 212 wastewater treatment plants fall within a “Critical Risk” categorisation. These plants pose serious risks of untreated sewage entering rivers, streams and dams. This has dire impacts on water quality and human health including enhancing the spread of E.coli in the water resources and infections such as hepatitis A and diarrhoea; • Significant deficiencies in compliance monitoring and enforcement.

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Key challenges plaguing the sustainable management and operation of WwTWs across municipalities in South Africa include limitations in the availability of trained and competent process controllers, skilled maintenance crews, the lack of technical skills and institutional capacity, the lack in maintenance of aging infrastructure, and capital funding limitations and cutbacks. Maintenance challenges are further compounded as the national infrastructure grant funding mechanisms incentivise the building of new infrastructure, rather than the maintenance of existing infrastructure (Department of Water and Sanitation 2018, Snyman et al. 2006). In addition, the nature of internal decision-making systems and procedures in municipalities also often make it difficult for responsible managers to respond effectively to the need to provide reliable wastewater treatment services. These systems are informed, inter alia, by the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (Department of Water and Sanitation 2018, Snyman et al. 2006). It is, however, worth noting that despite the challenges faced by a large proportion of WwTW operators and managers, many WwTWs are well managed, especially in larger municipalities and metros.

Despite the fact that the composition of various industrial and domestic wastewaters, and its physical, biological and chemical characteristics, differ considerably depending on the origin of the wastewater (Bwapwa 2019 and references cited therein), the consequences of poor wastewater treatment management could have significant implications for the environment and public health. Wastewater spillages, for example, contribute suspended solids to aquatic ecosystems, resultantly impeding proper respiration in benthic and watercolumn fauna and flora (Bwapwa 2019, and references cited within).

Furthermore, decomposition of proteins and nutrients in aquatic ecosystems result in the release of ammonia, which has constantly shown to be extremely toxic to aquatic organisms, as well as the depletion of dissolved oxygen, which in extreme cases results in mass fish kills and mortality in aquatic life (Bwapwa 2019, and references cited therein).

Perhaps the most concerning aspect of the impact of poor wastewater treatment and infrastructure management is the impact on public health. Water sources contaminated with wastewater poses a significant risk to the health of humans, especially from both bacterial and viral infections contracted from a contaminated water source. Gastrointestinal problems are the most common ailment associated with wastewater contaminated water sources, especially in water sources with high coliform counts (Igbinosa et al. 2011). In extreme cases wastewater contamination can result in human mortality. A striking example of this was the tragic deaths of three infants from severe diarrhoea in the town of Bloemhof, Northwest in 2014. The cause of these deaths was believed to be the result of sewage contamination of the municipality’s water supply, due to a broken sewage pipe (Centre for Environmental Rights Media Release, 4 June 2014). This incident was extensively covered in the media and attracted much attention from government bodies, civil rights groups and the affected communities, many of whom were calling for the responsible parties to be brought to justice.

In the aftermath of this tragedy, the Centre for Environmental Right (CER), amongst other civil and environmental right groups, lobbied the SAPS Provincial Commissioner to commence an urgent investigation into possible criminal prosecution of the parties involved. CER further called for the Northwest Provincial Director of Public Prosecutions to assist the SAPS Provincial Commissioner in finalising a criminal docket for prosecution (Centre for Environmental Rights Media Release, 4 June 2014). In considering the potential liability to stakeholders involved in the incident, CER stated in its media release that “the investigation considers the potential criminal liability of the Municipal Manager, the contractor allegedly engaged to fix the broken sewage pipe, any municipal employees whose responsibility it was to oversee the work of the contractor,

and any party who had a legal duty to notify residents of proper measures to be taken to avoid becoming ill”.

Considering the large number of poorly performing wastewater treatment works in South African municipalities, as well as the inherent risk of sewage spills and pollution of water resources, it has become paramount that the respective managers in control of such works, and municipal officials and persons performing designated duties associated with such plants understand the risks, liabilities and potential consequences of acting negligently, failing to perform their duties in a responsible manner, or failing to act or exercise the necessary duty of care.

This paper provides some insights into some of the legal requirements, duties and liabilities to parties performing a function associated with the management and operation of a municipal wastewater treatment work, including some recommendations and best practice principles to manage risks associated with the management and operation of a municipal WwTW.

WWTW INFRASTRUCTURE Environmental risks associated with the management and operation of a municipal WwTW are inherently linked to the WwTW infrastructure, and subsequently the operation and management of such. Therefore, in order to understand associated environmental risks, the basic infrastructure layout of a typical WwTW must be considered. A typical wastewater treatment process employed in many WwTWs in South Africa is represented by the biological nutrient removal activated sludge (BNRAS) wastewater treatment process. Infrastructure associated with the BNRAS treatment process include: 1. Head of Works including screening and degritting infrastructure 2. Primary Sedimentation Tanks 3. Balancing Tanks for flow and load balancing 4. BNRAS Reactor 5. Secondary Clarifiers 6. Chlorine Disinfection Tanks 7. Waste Activated Sludge (WAS) Thickeners 8. Anaerobic Digestors 9. Digested Sludge Dewatering by Belt Filter Presses (BFP’s) 10. Lime Dosing Installation to treat Sludge Liquors 11. Sludge Drying / Composting beds The BNRAS treatment process include two distinct processes: a Liquid Stream Treatment Process (Figure 1: Liquid Stream Treatment Process Flow Diagram) and a Sludge and Bio Solids Stream Treatment Process (Figure 2: Sludge and Bio Solids Stream Treatment Process Flow Diagram). The liquid stream treatment process represent a base case treatment process for the main liquid stream based on preliminary treatment, primary sedimentation, biological nutrient removal, secondary sedimentation and disinfection, while the sludge and bio solids stream treatment process deal with the waste sludge and scum streams produced by the mainstream liquid treatment process. The sludge and bio solids stream treatment process involve anaerobic digestion, digested sludge dewatering, lime dosing of dewatered liquors, and sludge drying / composting.

A 3-dimensional drawing showing the proximity of a BNRAS WwTW to a watercourse is shown in Figure 3. WwTWs are, more often than not, located in close proximity to a watercourse due to the need to release appropriately treated effluent back into a natural watercourse. Proximity to a watercourse however increase the risk of untreated or partially treated sewage spilling into the nearby watercourse.

Mechanical infrastructure, such as pumps, that are poorly maintained pose a severe risk to overflowing of linked sumps and ultimately gravitating as surface flow to nearby watercourses. Routine surveillance of the key identified infrastructure within the WwTW is therefore critical as minor incidences such as blocked pipelines can lead to dire consequences like overflowing of upstream manholes, and due to the topography of most WwWTs, gravitate overland to the nearest watercourse.

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Figure 1: Liquid Stream Treatment Process Flow Diagram

One the other hand, flooding of the nearby watercourse may also increase the risk of spillages from the WwTW due to the close proximity of the WwTW infrastructure to the watercourse. The impact of flooding, and resultant pollution of downstream watercourses, are of greater concern in older plants that still operate, or have waste management infrastructure, such as historic unlined sludge drying beds, within the confines of the WwTW. Some risks to the surrounding environment are in some cases associated with the design criteria of WwTWs. In order to minimise capital, operating and maintenance costs related to WwTWs, most treatment units are designed to handle the Average Dry Weather Flows (ADWF), which means that Peak Dry Weather Flow (PDWF) entering the WwTW may pose a risk of spillage if not appropriately managed. Provision therefore must be made to balance the PDWF by capturing it in appropriately lined dams and slowly releasing it into the plant treatment processes. Accordingly, Peak Wet Weather Flow (PWWF) need to be handled in a similar manner. This prevents seasonal spillages during wet months.

IMPACTS AND RISKS ASSOCIATED WITH WWTWS Risks and potential impacts associated with the operation of an existing WwTW mainly include the potential contamination of surface and groundwater resources resulting from the release of effluent not conforming to the specified discharge standard, or spillage of untreated or partially treated sewage directly into a watercourse. These impacts can inadvertently result in a number of secondary impacts such as the deterioration of downstream water quality, adverse impacts on aquatic fauna and flora, impacts on wetland functioning and adverse impacts on human health that in extreme cases can result in human mortality such as the infant deaths in Bloemhof on 2014. Other impacts include the risk of sedimentation and erosion of the watercourse, especially where the release of spillage enter the watercourse.

In instances where upgrading of deteriorating or defunct wastewater treatment infrastructure is commissioned, additional impacts must be considered

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and managed. These include impacts related to physical disturbance such as undertaking construction activities within a watercourse, associated riparian zone or wetland, within 32m of a watercourse or within 500m of a wetland.

Construction activities could also result in potential contamination of surface or groundwater resources, which could include contamination resulting from hydrocarbon spills or inappropriate handling of cement or concrete during construction. These activities have the potential to severely impact the health and functioning of potentially impacted wetlands or watercourses, which in turn may result in further secondary impacts on biota inhabiting these ecosystems.

SOUTH AFRICAN LEGISLATION IN RESPECT OF MUNICIPAL WWTWS Acknowledging the fact that South Africa is a water-scarce country, economic and social development in South Africa is perilously dependent on an acceptable quality of our limited water resources. Water demand will increase as South Africa develops economically and its population increases. This purpose of this section is not to critically analyse the relevant legislation but to succinctly demonstrate that South African law is not deficient in providing for appropriate measures to ensure that municipal wastewater treatment works are compliant, albeit that this law in instances are complex to interpret and tends to overlap inter-departmentally and institutionally.

Broadly speaking, insufficient environmental enforcement could be singled out as the dominant contributor to South Africa’s deteriorating water quality also in the context of the performance of municipal WwTWs. As will be seen from the brief overview on the relevant legislation pertaining to municipal WwTWs, a spectrum of legal instruments is available for enforcement. These instruments, if fittingly implemented, can instil a new compliance culture to create the necessary impetus, even if embryonic in the beginning, towards improved compliance levels and reduced risks to water users.

These instruments can be broadly summarised as:

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Figure 2: Sludge and Bio Solids Stream Treatment Process Flow Diagram

• C

ommand and Control (permits, licences and environmental authorisations).

• Acts that gives effect to sections 32 and 33 of the Constitution, e.g. Promotion of Access to Information Act, 2000 (Act No. 2 of 2000) and Access to Information Act, 2000 (Act No. 2 of 2000) (PAIA) respectively.

• Planning instruments (Catchment Management Plans, Integrated Water Waste Management Plans).

• National Water Resource Strategy 2 (2013). It has the objective to “ensure that national water resources are managed towards achieving South Africa’s growth, development and socio-economic priorities in an equitable and sustainable manner over the next five to 10 years.”

• General duty of care it provides for both the prevention and remediation of water pollution and is imposed on every person who causes, has caused or may cause significant water pollution.

• Strategic framework for water services.

• Norms and standards coupled with water use registrations.

• Receiving water quality objectives general standards and special standards as relevant to discharges.

• Common law provisions (personal, sufficient and direct loss or damage to have been suffered must be demonstrated; direct impact public interest does not qualify).

• Directives, directions and compliance notices.

• Locus Standi (Environmental rights in South Africa has been elevated to the level of constitutional protection).

• Economic instruments (Water pricing strategy based on polluter pays principle).

A summary of South African legislation applicable to the management, operation and maintenance of a WwTW is provided in Table 1: South African legislation applicable to the operation and maintenance of municipal WwTWs. Specific legislation governing the protection of the receiving environment such as the National Environmental Management Act (Act 107 of 1998) (NEMA), National Environmental Management: Waste Act (Act 59

Figure 3: 3D drawing of conceptual BNRAS WwTW next to a watercourse

of 2008) (NEMWA) and National water Act (Act 36 of 1998) (NWA) require authorisations, permits and licences for any construction and operational activities that may trigger the activities and thresholds specified. In general, WwTWs require an Environmental Authorisation (EA) in terms of the NEMA EIA Regulations (GN R.983 and 984 of 4 December 2014), as amended, and Water Use Licence (WUL) in terms of National Water Act (Act 36 of 1998) (NWA) to legally construct and operate a WwTW.

MUNICIPAL WWTW ORGANISATIONAL STRUCTURE AND LEGAL LIABILITY The key to a well operated and maintained WwTW is suitably qualified and experienced plant personnel. The operational management of a typical WwTW is generally led by a Works Manager dedicated to wastewater operations, as indicated in the organogram in Figure 4. The Works Manager should be qualified for a Class A Works and manages all aspects of the WwTW operations. The Process Manager and Maintenance Manager represent the second level of management hierarchy. The Process Manager, qualified as a Class V Process Controller, will be directly responsible for the WwTW operations and

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Table 1: South African legislation applicable to the operation and maintenance of municipal WwTWs

Law

Applicable sections

Duties and responsibilities of managers

Constitution of the Republic of South Africa, 1996

Section 24 of the Constitution of the Republic of Section 24 and 27 ensures protection of South Africa, 1996 (18 December 1996) provides the environment water for human needs that “everyone has the right to an environment that of acceptable quality and quantity. The is not harmful to their health or well – being, and Constitution therefore impose a duty on all to have the environment protected for the benefit of parties that may act in a management or present and future generations through reasonable operational capacity at a municipal WwTW to ensure no adverse impacts affect the health legislative and other measures.

Section 27 of the Constitution further ensures the and well-being of our natural environment or the people that live in it. right to access to sufficient water.

National Environmental Management Act (Act 107 of 1998) (NEMA)

Chapter 1 of NEMA sets out environmental principles designed to guide the actions of persons and all organs of state to prevent significant harm to the environment. Principles applicable to the management and operation include the Polluter Pays principle, Precautionary principle, and the principles of Sustainable Development and Environmental Justice.

Section 28(1) NEMA stipulates the responsibilities associated with duty of care and remediation of environmental damage, where responsible persons must take reasonable measures to prevent pollution from occurring, continuing or recurring.

It is therefore the duty of every person or manager performing duties at a municipal WwTW to prevent any pollution from a WwTW, or to take reasonable measures to remedy pollution that has occurred.

Section 28(1A), stipulates that not only does the duty defined in Section 28(1) apply to possible or actual pollution, caused by the actual polluter, that may occur or has occurred in the present or future, but also significant environmental pollution and degradation that occurred before the commencement of NEMA.

In terms of NEMA, a natural or juristic person commits an offence if he/she, amongst other, fails to comply with a condition of an Environmental Authorisation (EA) or negligently commits any act, or fail to act on an incident, which causes significant pollution or degradation of the environment or people. A person convicted may face penalties as severe as a fine not exceeding R10m or imprisonment up to 10 years.

National Water Act (Act 36 of 1998) (NWA)

Section 19(1) of the NWA makes provision for the general duty of care and states that an owner of land, a person in control of land or a person who occupies or used the land on which any activity or process is or was undertaken, which causes, has caused or is likely to cause pollution of a water resource, must take all reasonable measures to prevent any such pollution from occurring, continuing or recurring.

In terms of Section 151 of the NWA, any Section 19 of the NWA legally impose a person who, amongst other provisions, duty of care on the owner, operator and/or intentionally or negligently causes pollution manager of a municipal WwTW to take all reasonable measures to prevent any pollution of a water resources, or fail to perform his from occurring, continuing or recurring. This designated duties, which includes acting and duty becomes further legally binding once remedying pollution caused, is guilty of an a water use, as defined in Section 24 of the offence and liable to a fine or imprisonment NWA, is licenced. for up to five years, or both, on first conviction, or a fine or imprisonment up to ten years, or both, on second conviction.

Water Service Act (Act 108 1997) (WSA)

Section 3 of the Water Service Act (Act 108 1997) (WSA) stipulates the right of access to basic water supply and basic sanitation

The WSA works in conjunction NWA to implement its objectives. In terms of Section 6 or 7 of the Act the water service authority must give approval to a person to dispose industrial effluent in any manner approved by the service authority.

National Health Act (Act 63 of 1977) (NHA)

Section 20(1) of the NHA provides that “every local authority shall take all lawful, necessary and reasonably practicable measures to avoid any nuisance, unhygienic condition, or any offensive condition. The local authority must furthermore prevent the pollution of any water intended for the use by its inhabitants, irrespective of whether such water is obtained from sources within or outside its district, or must purify such polluted water.

The NHA impose a duty on local authority, In terms of Section 57 of this Act any person who contravenes or fails to comply with any and by extension, responsible managers to provision take all lawful, necessary and reasonable practicable measures to prevent the of this Act, shall be guilty of an offence. pollution of any water intended for the use of These vary from a fine not exceeding R500 the inhabitants. or 6 months imprisonment on first conviction up to R1 500 or imprisonment not exceeding 2 years for third conviction.

Local Government: Municipal Structures Act (Act 117 of 1998)

Section 84(1) of the Local Government: Municipal Structures Act (Act 117 of 1998) sets out the division of functions and powers between district and local municipalities. In terms of sections 84(1) a district municipality’s functions and powers include management of domestic wastewater and sewage disposal systems.

There is however a shared responsibility of powers and functions as described in the Structures Act to be exercised between the Local and District Municipality. The municipal manager is inter alia responsible and accountable for all income and expenditure which would be required to implement his/her functional areas.

It appears as if no direct provision for penalties is provided excepting for crosscutting functions with similar municipal acts in which instances the penalties on offences of those specific acts apply.

Local Government: Municipal Systems Act (Act 32 of 2000)

Section 55(1) of the Local Government: Municipal Systems Act (Act 32 of 2000) indicates that the municipal manager as head of administration is, subject to the policy directions of the municipal council, responsible and accountable for provision of services to the local community in a sustainable and equitable manner.

Core services to be provided by municipalities include as the provision of clean drinking water, sanitation, clean drinking water, waste removal et cetera.

In terms of this Act a councillor who attempts to influence the municipal manager or an agent of a municipality not to enforce an obligation in terms of this Act, any other applicable legislation or any by-law is guilty of an offence and on conviction liable to a fine or to imprisonment for up to two years.

will manage all operational staff. Additionally, the Maintenance Manager is directly responsible for all maintenance activities and works of the WwTW. Municipal WwTW are owned and operated by structures of the relevant municipality, therefore liability associated with significant pollution, degradation or loss of life resulting from the municipal WwTW is furthermore transferred to Municipal Manager of the said municipality. Municipal Managers must therefore understand and implement the principles of Duty of Care, Precautionary principle, Polluter pays and Environmental Justice in the day-to-day management of the municipalities they serve.

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Consequences of non-compliance The framework to enforce Section 24 of the Constitution is provided by the National Environmental Management Act (Act 107 of 1998). A person convicted of an offence in terms of the provisions of NEMA may face penalties as severe as a fine not exceeding R10m or imprisonment up to 10 years.

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Fines and imprisonment in conjunction with Section 151 of the NWA.

CONCLUSIONS South Africa has excelled in the provision of legislation and supporting legal instruments, not to mention the elevation of water quality and quantity to constitutional level and the provision of locus standi in both the Constitution and NEMA. It is therefore in our long-term and national interest that such contraventions should be uncovered and corrected. This is a challenge and responsibility that all of us must face and live up to. Considering the duties prescribed for designated responsible entities, offences and associated consequences of non-compliance with the principles and provisions of NEMA and

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Figure 4: Organisational structure for a typical municipal WwTW

the NWA, specifically, it is critical to understand that liability associated with past, potential, existing or future pollution does not end with the juristic person. Consequently, managers and persons in control of a plant, process, activity or action can, and will, be held liable for significant pollution, degradation or loss of life in their personal capacity, which can in extreme cases result in criminal prosecution and possibly imprisonment.

Managers and persons in control of a process or activity associated with the management and operation of a municipal WwTW is therefore urged to make themselves knowledgeable with the environmental legislation applicable to WwTWs in South Africa. Understanding the duties and responsibilities bestowed upon them by the legislation briefly discussed in Table 1: South African legislation applicable to the operation and maintenance of municipal WwTWs, and implementing the environmental principles must become part of day-today management of all aspects of a municipal WwTW.

RECOMMENDATIONS Best practice guidelines and recommendations to assist managers and responsible persons with compliance with environmental legislation in South Africa include: 1. Status Quo assessment of all municipal WwTWs within each municipality in South Africa should be undertaken, if not already done, to identify problematic works, failing infrastructure and equipment, associated environmental risks and maintenance needs. Such WwTWs must be prioritised for improvements.

2. Refurbishment and expansion of existing municipal WwTW often result in a number of acts, regulations and policies being triggered, which may result in the need for an Environmental Authorisation (EA), licence or permit to be obtained from the relevant authority. It is recommended, as a first course of action, for managers of municipal WwTWs to undertake or commission an environmental legal risk assessment. Such an assessment must confirm the status of any existing authorisations, permits or licences; must identify activities or infrastructure in operation that is not licenced; and identify all environmental risks associated with the WwTW in question.

3. The status quo assessment and/or refurbishment and expansion programmes could then be translated into a compliance strategy with well prioritised actions and funding for implementation and also auspices of a specific municipal manager and in consultation with the relevant Competent Authorities.

4. Continuous development and capacitation of managers and responsible persons in integrated environmental management, environmental legislation and implementation of NEMA environmental principles is strongly recommended. This can take the form of formal training, attendance at environmental management workshops and conferences such as the annual International Associated for Impact Assessment South Africa (IAIAsa)Â conference.

5. The cleaning of infrastructure or equipment, such as the removal of screenings from a works, and management of the resultant waste must be undertaken within the ambit of the relevant environmental legislation, authorisation, permit or licence. It should never be buried on site or stored in an area or within infrastructure not designed for this purpose.

6. A knowledgeable and responsible person must be designated, or employed, within the municipal WwTW and respective municipality to monitor environmental risks and compliance with environmental legislation on a day-to-day basis. This responsible person will therefore also be liable in the event of significant pollution and must therefore act accordingly, or assist in remedying such pollution promptly.

7. Maintenance of municipal WwTWs are critical to reduce the risk of environmental pollution and degradation. The state of WwTWs in a poor state of repair must be properly documented and escalated in priority within the municipal framework.

8. Surface water, groundwater and bio-monitoring, although generally stipulations of a municipal WwTWs authorisation or licence, must be prioritised. Regular monitoring will identify this risk early thus allowing sufficient time to implement management actions.

9. An appropriate emergency response plan that sets out the procedures to deal with spillages and contamination events must be implemented for municipal WwTWs. Such plan should include containment and corrective actions to take in the event of a sewage spill, measurement and monitoring requirements subsequent to the pollution event, and appropriate reporting procedures. Designated WwTW staff must be undergo environmental awareness training and be conversant with the content of the emergency response plan.

10. Employment contracts of all WwTW staff should be performance based and therefore tied to measurable and achievable key performance indicators. This approach provide focus on the service provided by WwTWs and reduce treatment costs by promoting efficient and effective operation.

REFERENCES Bwapwa JK 2019. Analysis on Industrial and Domestic Wastewater in South Africa as a Water-Scarce Country. International Journal of Applied Engineering Research 14(7): 1474-1483.

Department of Water and Sanitation 2018. National Water and Sanitation Master Plan. Republic of South Africa, 31 October 2018.

Igbinosa EO, Obi CL & Okoh AI 2011. Seasonal abundance and distribution of Vibrio species in the treated effluent of wastewater treatment facilities in suburban and urban communities of Eastern Cape Province, South Africa. The Journal of Microbiology 49(2): 224-232.

Snyman H, Van Niekerk AM & Rajasakran N 2006. Sustainable wastewater treatmentâ&#x20AC;&#x201C;what has gone wrong and how do we get back on track? In Proc.

WISA 2006 Conference. Water Institute of Southern Africa, Midrand, SA.

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PAPER 10

Forecast early warning system:

Operational engineering to manage disasters Author: Natasha Ramdass: eThekwini Municipality BSc Civil Engineering; Member of SAICE and WomEng SA

ABSTRACT Early warning systems are used to effectively plan and manage predictable events. Predicting impacts of weather events well in advance, allows disaster management practitioners ample time to manage their already limited emergency services to where they need to be and at what time. Weather related disasters such as Durban’s October 2017 storm event claimed 13 lives and caused infrastructure damages to an estimated R213 million within the eThekwini region. The residual damage to communities’ quality of life, livelihood, personal assets, health and business is, in some instances irreversible. The eThekwini Municipality and surrounding areas are prone to flood and coastal related disasters which have increased in intensity and frequency in recent years.

In an effort to proactively prepare and mitigate for the forecasted impacts of weather related disasters and fulfil the responsibility of developing disaster risk reduction and management activities, the eThekwini Municipality undertook the development of a Forecast Early Warning System (FEWS). FEWS currently includes an operational flood forecasting module with plans to roll out a coastal forecasting module by the end of 2019. The system is supported by an open source data management platform that can be tailored for each user organisation. The components of the system include a configuration, instrumentation and a modelling team. By integrating hydraulic models with forecasted rainfall, provided by the South African Weather Service, the FEWS team identified and classified possible river levels that trigger different warning categories along with their impacts. This information is disseminated to the relevant stakeholders in a format that can be interpreted by the reader.

Having no point of reference on how to develop a cost effective yet purpose driven forecasting system, many a lesson was learned along the way.

This paper outlines the challenges and learnings of eThekwini Municipality’s roll out of an operational early warning system in consideration to human resources, cost, collaboration with internal and external entities and warning dissemination for internal and public response. The challenge of skills deficit was met with a concerted effort by management to identify and up-skill willing and dedicated technical staff. Freeware software were used as the FEWS team was conscious of costs and the design and development of the system. The purpose of this project required a large effort into how impact based warnings were issued to public considering format and South African Weather Service (SAWS) approval. Collaborations with key role players such as SAWS and eThekwini Disaster Management Unit were invaluable in fulfilling eThekwini’s purpose of getting Impact Based Warning out in the right format, to the right people, at the right time.

INTRODUCTION Early warning systems are used to effectively plan and manage predictable events. Predicting impacts of weather events well in advance, allows disaster management practitioners ample time to manage their already limited emergency services to where they need to be and at what time. International

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organisations such a World Economic Forum and World Meteorological Organisation have realised the impact of climate change and the devastation it can create without disaster risk reduction methods such as early warning systems.

Established Early Warning Systems such as European Flood Awareness System; the European Hydrological Predictions for the Environment Model; the Australian Flood Forecasting and Warning Service; the U.S Hydrologic Ensemble Forecast Service; Global Flood Awareness System and Global Flood Forecasting Information System has seen the benefit of reduced loss of life since its existence. The eThekwini Municipality has experienced the effect of climate change in the intensity of rainfall events and coastal surges.

In an effort to proactively prepare and mitigate for the forecasted impacts of weather related disasters and fulfil the responsibility of developing disaster risk reduction and management activities, the eThekwini Municipality undertook the development of a Forecast Early Warning System (FEWS). FEWS currently includes an operational flood forecasting module with plans to roll out a coastal forecasting module by the end of 2019.

The development of the eThekwini Forecast Early Warning System was the first of its kind in South Africa and Africa. Being pioneers with no point of local reference, eThekwini faced a number of challenges including skills deficit, creating a cost effective yet value driven system, acquiring the information required to run the system efficiently and disseminating warnings effectively.

Some challenges unique to a third world country like South Africa included something as simple as getting the warnings out to people in a way they best interpreted it. These challenges were addressed with investment in up-skilling internal staff, investigating freeware software, collaborating with internal and external entities to acquire the right information by promoting mutual benefit and understanding how to deliver the right message to the right people, in the right format and at the right time.

EARLY WARNING SYSTEMS ‘The paradigm shift from post disaster response to a proactive risk reduction approach requires meteorological, hydrological and climate services to support science-based risk management decisions, as well as investments in early warning systems’ (WMO 2018). The United Nations Sendai Framework for Disaster Risk Reduction (SFDRR) as well direct national, local, regional and global disaster risk reduction by underlining four priorities for action i.e. ‘(1) Understanding disaster risk. (2) Strengthening disaster risk governance to manage disaster risk.

(3) Investing in DRR for resilience. (4) Enhancing disaster preparedness for effective response and to “Build Back Better” in recovery, rehabilitation and reconstruction’ (UNISDR 2015). In response to these priorities, early warning systems are being invested in for a proactive approach to disaster risk reduction.

Early warning systems for weather related disasters such as flooding, have been developed and tailored over the past decades across the world. First world countries have invested time and resources on tailoring their early warning systems for their respective application, climatic conditions and data availability. Extreme weather events, natural disasters and failure of climate change mitigation and adaptation have ranked in the top five global risks by likelihood and impact for this year by the World Economic Forum (2019). Climate change, although a highly debated topic, is most certainly taking centre

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stage in recent years. Floods have affected more lives in the world than any other disaster (CRED 2019). In 2018 alone 50% of lives affected by natural disasters were attributed to flooding (CRED 2019). That being said, in 2015, the World Meteorological Organisation reported that although economic losses caused by hydrometeorological events had increased by 50 times over 50 years, loss of life however, had reduced by a factor of 10 over the same period (WMO 2015). This is attributed to the presence of early warning systems.

Hydrometeorological early warning systems and the like are therefore becoming a higher priority to mitigate against loss of life and infrastructure. This section describes some of the existing early warning systems in the world and then looks at how the operational processes and purpose of the systems compare to the operational needs of South Africa and eThekwini in particular.

Global and Continental Scale Early Warning Systems Dynamically improving numerical weather prediction models allows operational centres to input better meteorological data into their hydrological models to produce improved forecasted flood levels (Emerton et. al. 2016).

Figure 1 describes basic hydro-meteorological integration required to produce flood forecasts.

Some global and continental scale examples of hydrometeorological operational forecasting centres, include the European Flood Awareness System; the European Hydrological Predictions for the Environment Model; the Australian Flood Forecasting and Warning Service; the U.S Hydrologic Ensemble Forecast Service; Global Flood Awareness System and Global Flood Forecasting Information System. Most of the modelling tools used to determine these systems flood inundation are geospatial in nature of a relatively courser scale.

Models such as Lisflood, HYPE and HydroSHEDS are some examples of the rainfall-runoff and routing models being used to forecast between 10 -15 days (Emerton et.al. 2016).

The information generated from these models are then compared to preset thresholds that determine the warning level that is required to be reported. This is the information dissemination process of the system. Information (warnings) are disseminated primarily through websites where or automated platforms, however in some instances fax, email and telephone are also used as in the Australian system. Currently, the Australian Flood Forecasting and Warning Service is the only system that includes manual forecast verification conducted by designated forecasters (Emerton et.al. 2016).

Climate Change Impacts While the National Climate Change Adaptation Strategy describes positive trends in the increase of rainfall in parts of South Africa and negative trends in others (Environmental Affairs 2017), the Durban Climate Change Strategy highlights a positive increase of 500mm in aggregated rainfall for Durban between 2065 and 2100 (eThekwini Municipality 2014). In addition to that, average temperatures are expected to rise by between 1.5 and 2.5 degrees Celsius by 2065 along with heat waves and higher intensity rainfall events among others. In response to these alarming climate changes, the South African Department of Environmental Affairs has raised national priorities for human settlements disaster risk reduction and management provisions and expanding of early warning networks for disaster management (Environmental Affairs 2017). The following section will detail how the eThekwini Municipality (eThekwini) has invested in a Forecast Early Warning System to address these priorities in an operational approach to engineering for disaster management.

ETHEKWINI FORECAST EARLY WARNING SYSTEM Background Initially intended for flood early warnings, as time progressed, eThekwini saw

Figure 1: Basic Integration of Meteorological and Hydrological/ Hydraulic Components of Flood Early Warning Systems

greater potential to apply this system to other early warnings such as water quality, risk assessments, coastal and real time data management (Chrystal 2015). Hence, Flood Early Warning System evolved into Forecast Early Warning System (FEWS). Driven by an open source data management platform.

The system is built on tailored processes that fit the needs of eThekwini. Similarly, no two platforms are built for the exact same purpose in the world.

The eThekwini Forecast Early Warning System is developed and managed by the Coastal Stormwater and Catchment Management (CSCM) Department since its inception in 2011.

2011 -2013 CSCM was first introduced to this system and its capabilities in 2011, after which feasibility investigations had commenced to apply it in a South African context. After realising its benefits in over 35 countries worldwide (Chrystal 2015), there was no doubt that a proof of concept existed with an established user community to draw learnings from. This time was also used to interrogate the skills requirements and shortage the municipality had to supplement. Being the first in South Africa and in Africa to embark on this kind of system, there was no similar point of reference aside from those of 1st world applications.

2013 – 2014 As a starting point, CSCM embarked on a pilot study Forecast Early Warning System that involved an operational flood hydraulic model forced by a U.S numerical weather prediction model called Global Forecast System (GFS) and the City’s existing telemetry system for verification (Chrystal 2015). The success of this pilot study would serve as the basis for approval to extend the system to the rest of the City. The challenge in any foreign system is how to substantiate its value for money. Because of this, the FEWS team was always conscious of costs during design and development of the system. The data management platform and the hydraulic design software are both freeware and GFS was chosen as it’s also freely available to eliminate licensing costs.

Internal staff were up-skilled instead of outsourcing development and management of the system entirely. Although the pilot study focused on the flood early warning module, a coastal and water quality early warning test study was also incorporated into FEWS which would later be expanded on.

2014 – 2015 A consulting and support contract was initiated and approved between eThekwini and the host developer for a period of three years. The scope of the contract included consultation on configuration and design software; IT support (registered repository and backup systems) and infrastructure and training. The collaboration would open resources to the City from the bank of

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experience the host developer had gained around the world.

To address the skills gap identified, three FEWS team members attended a week training and attendance at the international user days in the Netherlands. This equipped the team in building and managing the processes required within the data management platform. The team was able to atFigure 2: eThekwini FEWS Team Structure tend training seminars and presentations by other established configuration managers as well as present on the South African application of the system. The second most important outcome of the trip was the relationships that were established with global users and the host developer team.

The three year contract included training for the configuration of the system and training of IT support being the City’s Information Management Unit (IMU). The host developer travelled to South Africa and conducted initial five day training for both configuration managers and IMU staff. Collaboration with eThekwini’s IMU team would be seen as one of the most important relationships for the success of the system.

From the valuable knowledge gained, the team realised that in order to bring in as much information into the catchments (watersheds) as possible, the City’s Survey and Land Information Department had to be engaged. Geographical Information Systems (GIS) specialist within this sister department was able to generate maps of permeable vs impermeable areas and higher resolution terrain information. This also highlighted the benefit of a GIS specialist within the team.

To avoid dependence on the host developers, eThekwini began up skilling internal employees and duplicating roles to manage and build the system inhouse thereby compounding resilience within the system. At the initial stages these employees volunteered to the training with the understanding that the responsibilities that came with being a FEWS team member far exceeded usual expectations. The pilot study was completed with a coarse operational forecast river model setup, triggering warning levels at strategic points along the river, based on pre-set thresholds.

The system was run twice a day using an automated scheduler. At this point the team structure was established as Figure 2.

Data Acquisition and Management – ‘Delivery of good data to the system’ This Team is is responsible for ensuring good data is supplied to the system by: 1. Identifying gaps in data collection 2. Acquisition of data / instruments (via Tender procurement) 3.

Overseeing installations or consultancies awarded projects to install instruments 4. Ensuring procedures are followed to ensure data is uploaded to the correct Web Servers, in the requried formats and quality checked.

5. Setting the required Config for Importing Data via webservers and FTPs to the FEWS Data Server.

6. Monitoring of data feeds and quality checks 7. Setting up export systems for data displays of instrument management

Numerical Modelling – ‘Confidence in all forecast operations’ This Team is is responsible for ensuring the forecasted warnings from the hydraulic models are within accepted confidence levels. For example, a

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flood warning can only be issued if there is confidence in the model outputs. This role encompasses the following functions: 1. Setting up hydraulic models 2.

Collection and management of model input data (Surveys, River level data etc.)

3. Calibration and validation of hydraulic models 4. Ensuring configuration is setup to execute models, importing required data sets, manipulating if necessary and exporting in the correct format.

5. Identifying gaps in models and rectifying 6.

Updating existing models and necessary works to improve models where required 7. Integrating models from consultants including vetting models received 8. Ensuring outputs are configured correctly for decision makers and displayed correctly on the web pages

Configuration Operations – ‘Ensuring data exchanges function for the execution of FEWS tasks’ 1. Routinely check the health of the Server system via the web portal and: a. Maintain and repair server system if required. b. Liaise with IT and host developer if and when required 2.

Ensure Web Display outputs are concurrent with latest info and timestamps a. If not, rectify as required. Check data flow path for any errors b. Update any info as required from the Models or new Data coming in. c. Liaise and run contracts with web developers to continue growth of system 3. Configure updates and manage relationship with IT as required.

4. Support other divisions with config when necessary.

5. Oversee config management and Operator Client for system.

6. Liaise with host developer on config issues for FEWS Team.

7. Assist and implement Python scripts when needed for FEWS Team

2015 – 2016 The FEWS setup was extended for all rivers within eThekwini including far west of the boundary tracing the rivers to their farthest upstream points. The inflows for all rivers at their point of entry into the municipal boundary had to be accounted for. Risk zones were collated from the City’s flood complaint database, disaster management database and essential services departments such as Electricity and Water Departments were engaged for their priority infrastructure. Risk zones included informal settlements, flood prone areas along rivers, electricity substations, sewer substations, water treatment works and economic priority nodes. These were mapped with threshold levels (Safe, Alert, Watch, Warning). The eThekwini Municipal area was then divided into 3 hydro meteorological models (North, Central and South) that were run on the latest GFS data twice a day on an automated scheduler.

Any thresholds crossed by forecasted hydrographs were configured to be emailed to the configuration managers who then vetted the results.

The team had an approved budget for procuring IT infrastructure to support the early warning system. This budget was discussed in collaboration with IMU to a) procure the correct infrastructure and b) provide support and maintenance of the same.

2016 –2017 Upon realising the value of the system the team had then began building a relationship with the eThekwini Disaster Management Unit for information and the benefit of sharing the results. The system, still in its infancy and new to disaster management practitioners, the concept and team faced challenges gaining credibility. In parallel to this the FEWS team and the Survey and

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Land Information Department investigated options to improve the terrain and land use data that represent the hydraulic catchments. LiDAR (Light Detection and Ranging) was introduced and found to improve catchment terrain by replacing the 2m contours with a high resolution (0.3m x 0.3m pixel) digital elevation model. The challenge the system then faced was the computational time required to run large higher resolution models. The solution to this was further subdividing the hydraulic models into 7 major river systems and its relative catchments. Hydraulic design consultants were appointed for each model to extend available design capacity in vetting these new models to verifying river crossings, threshold elevations, catchment parameters and merging existing work done on the catchments. The consultants were supplied with the models and rainfall data for testing. This allowed the consultants to also develop their skills in modelling operational hydraulic models. The models continued to be updated and refined as more accurate information became available over the years.

In April 2017, three FEWS members attended meetings with the Australian Bureau of Meteorology to gain insight and knowledge on how to manage and operate a national scale early warning system using the same data management platform. While attending meetings with each division of the Australian Flood Forecasting and Warning Service, the team also attended a 2 day User Days workshop where a number of Australian organisations presented on how they had tailored the system for their specific purpose.

The outputs generated from the early warning system interface was relatively technical to interpret for decision makers. In the effort of getting the right information in the right format to the right people, the FEWS team initiated a website development (referred to as FEWS technical website) that would be accessible only by eThekwini internal decision makers such as disaster management practitioners and heads of effected infrastructure departments. The alerts generated from the early warning interface is pushed to the ‘FEWS technical website’ and registered users would be alerted by means of push notifications on their device. An intermediate vetting stage of the warning notifications was later built in for the FEWS team to insure the integrity of each alert notification.

2017 – 2018 A rain gauge network is not enough to account for rainfall within gaps between gauges by simple interpolation as rainfall is not always unified over a geographic area. As a supplement to the rain gauge network eThekwini procured and commissioned an X-band rain radar with a 50km radius of coverage. The radar is located along the coast in a centralized position enough to cover all of eThekwini and off the coast.

The team had engaged with the South African Weather Service (SAWS) to acquire a more refined rainfall forecast specific to South African conditions.

After understanding the benefit the system has on a local and national scale, SAWS had agreed to provide a trail period of data to eThekwini during the rainy season (August – March). This was an informal arrangement preceding a formal Memorandum of Understanding between the two organisations.

EThekwini had to be sensitive in the use of the data as SAWS is the mandated body to issue weather warnings in South Africa. The model configuration for meteorology inputs were then adjusted to accept both the SAWS and GFS gridded rainfall data. This allowed some ensemble forecasting. Meteorology is not an exact science therefore building in for parallel checks improves the credibility of the outputs.

The team subsequently contacted the local SAWS office to collaborate in this effort. Each province is set up with a local SAWS office of forecasters that develop the local warnings to feed back to the national office. This forms another fundamental relationship for the success of the early warning system.

The SAWS forecasters are expert meteorologists that advise on the integrity

of the input data into the system whereas the FEWS team comprises of hydraulic engineers that are experts in designing the hydraulic models that respond to the met data.

The FEWS team realised the potential to duplicate this system for the rest of South Africa. The team engaged with the eThekwini Municipal Institute of Learning (MILE) to assist in setting up a national workshop that introduced the system and its capabilities to other South African public organisations that would benefit in early warnings. A three day hands on workshop was set up, 1st-3rd August 2017, (CPD accredited) for all local, district and metro municipalities; universities; National/Provincial/Local Disaster Management Units; SAWS; Council for Scientific and Industrial Research and internal eThekwini Departments. The benefit of creating a South African community of early warning system developers encourages a bank of skills that can be expanded to other realms of early warnings such as traffic; fisheries; agriculture etc.

In October 2017 Durban was hit with a severe storm which provided a testing ground for FEWS. The team had picked up on the storm and alerted eThekwini Disaster Management Unit. At this point in the FEWS development, there was no official standard operating procedure developed in communicating the impending disaster. Nonetheless, an accidental text message alerting an eThekwini Municipality employee of storm had leaked through social media and within a matter of a few hours had spread to most communities in the City. This is when the power of social media was realised. In the midst of the disaster, FEWS had gained credibility with disaster management practitioners. During disaster operations the FEWS team were requested to advise the Disaster Operations Centre (DOC) of the progress of the storm. This was yet another fundamental relationship for the success of the system. Disaster management practitioners are responsible for the action of disaster forecast information the system generates. It is for this reason that the team worked closely with the eThekwini Municipality Disaster Management Unit in developing the ‘Technical FEWS Website’ interface. Each risk zone was prepopulated with general disaster responses that would later be refined with finer detail.

The first experience during disaster operations on the 10th of October 2017 identified the expectations of the early warning team attending the DOC. The information disaster management practitioners required for the management of the City’s emergency resources was a) where is the storm headed? b) what is the impact of the storm? and c) when will it end? The effective communication of this information requires at least two members of the team including one to monitor and interpret model forecasts and one to track live data from the instrument network. A third person, if available, would be a management official to report to the DOC. The FEWS Technical Website assisted in providing a visual representation of the FEWS geographical network to the rest of the DOC.

Some learnings from the DOC experience: • T he need to expand the City’s instrument network for real time data. This was addressed by appointing an instrumentation contractor to develop and install new and replace old gauging locations that would eventually provide the City with a more realistic network coverage.

• An approved operating procedure before, during and after a disaster event for FEWS. Figure 3 describes the role of each key stakeholder in a standard operating procedure.

2018 – 2019 EThekwini initiated a second contract with the host developer however this contract largely focuses on the development of an operational coastal and water quality early warning that will be added to FEWS. The team then

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the users, which allows eThekwini to push notifications to the users. The website is to be launched into the public realm, with the design lending it to be used on a daily basis with access to news, activities in the city, social media surrounding eThekwini activities, weekly weather forecasts etc.

The website will feature SAWS warnings as well as eThekwini impact based warnings that would supplement the former. This initiative will create a platform for eThekwini to get the right information to the right people, in the right format, in the right time.

CONCLUSION Recent effects of climate change have impacted world at large. While first world organisations in Europe, Australia, the United States and the like have invested resources in getting early warning right, third world countries like South Africa are lagging behind with challenges unique to its environment and people. Disaster response in South Africa is still predominantly reactive rather than proactive in the absence of early warning systems. The journey of eThekwini’s Forecast Early Warning System development set the precedent for other similar entities. It has created a platform for proactive disaster risk reduction initiatives that can be duplicated across the country. EThekwini has evolved in its culture of knowledge sharing and in turn receiving the required knowledge at the minimum cost. Challenges in its development were resolved by consistent collaboration and up-skilling.

Collaboration is key! There should never be a silo mentality in addressing disaster management because DISASTER MANAGEMENT IS EVERYONE’S PROBLEM!!

REFERENCES Figure 3: Flowchart of Operating Procedures for Forecast Early Warning

CRED (Centre for Research on the Epidemiology of Disasters) 2019. CRED Crunch

began discussions with coastal divisions from CSIR and SAWS for a collaborative effort in approaching the system. CSIR had shown keen interest in using a similar early warning system for a national coastal monitoring system and requested a workshop on how to set up a coastal early warning system.

FEWS configuration managers developed training material in conjunction with the host developer and conducted a successful two day hands on workshop for a group of scientists from CSIR and the South African Department of Environmental Affairs (DEA).

CSIR and eThekwini then initiated a Memorandum of Understanding (MOU) between both parties for the exchange of skills. CSIR being established in coastal modelling would assist in up-skilling FEWS and FEWS would assist in configuration support to CSIR. Additional research opportunities that would develop through the collaboration would be managed under the MOU. SAWS intends to move their method of forecasting to impact based. This means the warnings produced by SAWS will no longer just detail the kind of weather to expect but also the impact of the weather to the region. SAWS reports on weather conditions for each province and municipal region however SAWS produces these warnings based on general impacts across the region. FEWS produces impacts for specific locations within the region and therefore is able to supplement the warnings issued by SAWS without contravening the South African Weather Service Act of 2001. With reference to the Figure 3, both parties are aware of the forecasted met data and a channel of communication is opened to agree on the integrity of the forecast before processing and publishing warnings.

EThekwini was then able to initiate the development of a public website (still in development) that would educate and inform the general public of weather related news. The website can be integrated into home screens of

Chrystal C 2015. Development Of A Flood Early Warning System – Getting Ahead

54 - Disasters 2018 : Year in Review. Available at: https://www.emdat.be/ publications (Accessed 10 May 2019)

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of Disasters. Institute of Municipal Engineers Southern Africa Conference 2015. Available at: https://www.imesa.org.za/wp-content/uploads/2015/11/ Paper-11-Development-of-a-flood-early-warning-system-Getting-ahead-ofdisasters-Clinton-Chrystal.pdf (Accessed 25 April 2019) eThekwini Municipality 2014. Durban Climate Change Strategy. Available at : http://www.durban.gov.za/City_Services/energyoffice/Documents/DCCS_ Final.pdf (Accessed 18 May 2019) Emerton RE, Stephens EM, Pappenberger F, Pagano TC, Weerts AH, Wood AW, Salamon P, Brown JD, Hjerdt N, Donnelly C, Baugh CA & Cloke HL 2016.

Continental and Global Scale Flood Forecasting Systems. WIRE’s Water 2016, 3:391-418. Doi: 10.1002/wat2.1137 Environmental Affairs 2017. National Climate Change Adaptation Strategy – Republic of South Africa. Available at : https://www.environment.gov.za/sites/ default/files/reports/themeC_vulnerabilities_risks.pdf (Accessed 18 May 2019) UNISDR (United Nations International Strategy for Disaster Reduction) 2015.

Sendai framework for disaster risk reduction 2015-2030. Available at : https:// link.springer.com/content/pdf/10.1007%2Fs13753-016-0081-x.pdf (Accessed 18 May 2019) World Economic Forum 2019. The Global Risks Report 2019 14th Edition. Available at: http://www3.weforum.org/docs/WEF_Global_Risks_Report_2019.pdf (Accessed 1 May 2019) WMO (World Meteorological Organisation) 2015. Multi-Hazard Early Warning Systems (MHEWS). Available at : http://www.wmo.int/pages/prog/drr/ projects/Thematic/MHEWS/MHEWS_en.html (Accessed 11 May 2019) WMO (World Meteorological Organisation) 2018. WMO Disaster Risk Reduction Activities. Available at : http://www.wmo.int/pages/prog/drr/ (Accessed 11 May 2019)

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PAPER 11

Using dynamic modelling to rethink wastewater treatment plant designs and augmentations Author: Sibusisiwe Nxumalo: Bosch Projects BSc Engineering (Chemical)

ABSTRACT Population growth is on the rise. As a result, there is an increase in the development of urban housing and related infrastructure to meet the population demands, and subsequently, an increase in the wastewater (industrial effluent and sewage) generated, that would require treatment. As a result, municipalities are seeking to augment their treatment capacity, and often this is done through erecting a carbon copy of the existing plant, in an effort to double the treatment capabilities of the plant.

This is not always the optimal solution.

The Integrated Regulatory Information System (IRIS), for 2019, issued by The Department of Water and Sanitation (DWS), revealed that nationally, only 69% of the wastewater treatment plants in South Africa adhere to the effluent discharge limits pertaining to microbiological composition; 69% adhere to the effluent discharge limits pertaining to the chemical composition and only 78% comply in terms of the physical composition of the discharged effluent.

The Green Drop Assessment reports suggests that a significant number of the treatment plants have “inefficient treatment processes”. If in such circumstances, the plant is merely doubled in capacity, the municipality would have increased the plant inefficiencies twofold.

To increase a plant’s treatment capacity, the current plant would require a comprehensive assessment in terms of hydraulic and process design, operation and maintenance regimes, the legislated effluent limits, conditional assessment of existing ageing infrastructure and plant footprint layout for future expansion. As part of the optimization process it may be concluded that the best way to cater for the need for augmented treatment is not to create a carbon copy of the existing infrastructure, but to rather be innovative with respect to technology and biological treatment processes.

A dynamic treatment model considers the current influent to the plant both in terms of composition and volume; the kinetic parameters and behaviour of the various microorganisms that degrade the influent biological matter, and from this information, key process components are able to be designed. The dynamic model provides a microscopic view into the activated sludge process and this tool is also used to troubleshoot any inefficiencies within the plant and provide an optimised design of the plant. The merit in using such a tool, is that a solution that requires a reduced capital cost may be found.

Introduction The state of wastewater and sanitation infrastructure in South Africa has been in a critical state in recent times. This is evidenced by reports from the Department of Water and Sanitation, and the latest Integrated Regulatory Information System results pertaining to the Green Drop status of treatment works in all nine provinces.

The Green Drop report of 2013, which was the last report to be published and made public knowledge, showed that 30.1% of the treatment works assessed nationally were in a critical state and in need of an intervention and an additional 19.5% of sites assessed nationally were generally in a poor condition. It was found that only 7% of the treatment works assessed were granted a Green drop certification (Toxopeus, 2019). The 2019 preliminary results show an improved national functionality of the treatment works but, upon further investigation, some treatment works are still in a critical state and achieving only 25% compliance with the Green Drop requirements in terms of effluent quality.

Coupled with poor Green Drop results, an increase in the number of pollution incidents as a result of wastewater effluent discharges were noted. This prompted a case study by Mema (2010), to investigate four of the incidents and the factors that contributed to water body contamination, groundwater contamination and the resultant health issues that were reported in the areas of study.

The areas and plants investigated were Kieskammahoek treatment plant in the Eastern Cape, treatment plants in Buffalo City and Nkokobe municipalities also located in the Eastern Cape, Zandvliet and Cape Flats wastewater treatment plants in the Western Cape, and a study of the effluent quality that is received by the Mhlathuze River in Kwa-Zulu Natal.

The results from the case study indicated that three out of the four incidents of the poor-quality effluent discharge were due to inefficient treatment works, two out of the four were due to poor planning in terms of catering for projected developments, and three out of the four had limited skilled personnel, (Mema, 2010).

Aging infrastructure, the increase in demand for plants that have a higher treatment capacity due to industrial and population growth, and the need to meet effluent discharge regulations and improve the operation of treatment plants, presents itself as an opportunity to not only troubleshoot and mend current inefficiencies, but also to introduce innovative thinking into the design, augmentation and operation of treatment works.

Dynamic modelling allows for the identification of bottlenecks within a treatment plant and improve operation, it allows for what-if scenarios where a plants response to variations in biological and hydraulic loads may be modelled, and it is able to play a huge role part in optimizing plant designs.

1. Dynamic modelling The mathematical modelling and simulation of the activated sludge process, which is the main unit operation in wastewater treatment, has been a complex study area for decades, with the mathematical representation of the treatment reactions being studied as early as about 1967 (Henze et al., 2015).

In 1985, the International Water Association (IWA) formed a Task Group which was tasked with creating a common model for treatment processes, that was less complex than the available models at the time. From this, the Activated Sludge Model No.1 (ASM1) was created.

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The basic mass balance equation for any component in a defined system is defined as: Accumulation= Input- Output + Reaction

(1)

If the changes in the concentration of particulate biodegradable organic nitrogen were computed using the ASM1 matrix shown in Table 1 below, the derived mass balance would be: (2) And the computation of the particulate products arising from biomass decay being: (3) Where, - particulate biodegradable organic nitrogen - process rate 7 in the matrix - slowly biodegradable substrate - mass of nitrogen/ mass of COD in biomass - fraction of biomass leading to particulate products - mass of nitrogen/ mass of COD in products from biomass - decay coefficient for autotrophic biomass - active autotrophic biomass - decay coefficient of heterotrophic biomass - active heterotrophic biomass - particulate products arising from biomass decay The rest of the processes are modelled similarly. These processes occurring in the activated sludge process, as shown in the various matrices, form the basis for the dynamic simulation tools.

Table 1: The kinetics and stoichiometry of the ASM1 model (Henze et al. , 2015)

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The ASM1 model presents, in matrix form, the kinetic and stoichiometric data for the various processes that occur in the carbon oxidation, nitrification and denitrification processes in an activated sludge unit (Henze et al., 2015).

As an extension to the ASM1 model, further models were developed to create more comprehensive modelling tools. These are: • The ASM2 model is able to simulate nitrogen, chemical oxygen demand (COD) and phosphorus removal; • The ASM2d model which is a development of the ASM2 model but accounts for denitrification by phosphorus accumulating organisms (PAOs) • The ASM3 model being the main model that is used as it was developed to overcome the limitations that were present in the ASM1 model, (Henze et al., 2015).

The intention of dynamic modelling of the activated sludge process is to obtain a real-time understanding and behavior of the processes and constituents of wastewater, so as to optimize and better operate the plant.

The ASM suite is used in mass balances.

1.2 The simulation model Whilst taking cognizance of the commercially available simulation programmes, the research team created an in-house simulation tool with the intention of using dynamic modelling to offer prospective clients optimal designs for the treatment of wastewater.

Similar to the available simulation programmes as shown in Table 1, the in-house tool is modelled after the ASM suite of reaction kinetics, stoichiometry and processes occurring in the activated sludge unit. The tool is designed to account for the various process variations that are present in biological treatment and has both a steady-state and dynamic environment. The dynamic model was created using Scilab, an open-source, numerically-based software that is used for programming.

The ordinary differential equations arising from the ASM suite were coded into Scilab from first-principles to generate a representation of the processes. Due to the complexity of the equations and the simulation environment, several user-friendly tools were employed to allow for the easy navigation and use of the programme. To simulate a treatment plant, the initial step is to determine or obtain the influent stream constituents and data. The characterization and fractionation of the influent

1.1 Dynamic simulation tools in the market A variety of software has become available commercially for the dynamic simulation of wastewater treatment plants. Such modelling software is inclusive of BioWin, SIMBA, STOAT, WEST etc. The similarity in all the simulation tools is that they are developed with the ASM suite being the core tool, with additional features that have been added for competitive advantage. The differences and similarities between the available simulation packs are illustrated in Table 2 below: Noting the subtle differences that are present in the simulation tools, and that one may not be able to make changes to the background intelligence and operation of the simulators; and noting further that the simulation programmes are based on the ASM suite. The research team set out to create an in-house simulation programme that would be unique.

Figure 1: The graphic user interface for the input of influent characteristics using the in-house model

Table 2: The features of the different simulation packs that are commercially available. Table extracted from Makinia, 2010

Feature

BioWin

SIMBA

STOAT

WEST

Activated Sludge Models

ASM suite

ASM suite, ASM3P

ASM suite and own model using a BOD balance

ASM suite, ASM3P, TUDP (Technical University Delft Phosphorus) model

Reactor hydrodynamic model

Continuously-stirred tank reactor (CSTRs) or a series of CSTRs

Petersen matrix editor

Yes

Yes

No

Yes

Input data

Directly on the program or excel

Directly in the program, excel, text files or data bases

Directly on the program or excel

Directly on the program, excel or data bases

Chemical Phosphorus precipitation

Model based on chemical equilibrium

ASM2

ASM2

ASM2

Anaerobic digestion

General biokinetic model and ADM1

Two simplified models and ADM1

Simple and more complex models for mesophilic digestion

Three kinds including ADM1

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has different inflow constituents, the kinetic information would have to be calibrated to suit the wastewater plant being simulated.

After the kinetic and stoichiometric data input, the actual reactor environment where the interaction and relationship between one component and another is represented using the differential equations.

Having simulated the environment, the programme is then coded to provide the concentrations of the components in the effluent streams. The programme is coded to provide the parametisation of the components against important design variables so as to determine the parameters that are optimal to the operation of the plant. These design variables may be inclusive of the activated sludge recycle ratios (return activated sludge or internal reFigure 2: Typical plant data input that may be used in the simulation cycles), the sludge retention times etc.

The output from the parametisation and optimisation of the plant is provided through the user-interface and the is important as the user is able to determine information such as the bioutput may also be exported to Microsoft Excel. The various sections of odegradability of wastewater, determine the relevant fractions of comthe modelling tool are shown in Figures 2-5. ponents that assist in selecting the optimal process route, i.e. is the ratio The most crucial step in the dynamic modelling of treatment works, of COD to total phosphorus sufficient for phosphorus removal?. Having obtained the relevant information, this is entered in the model using the is that each plant behaves differently and it warrants a unique study graphic user interface or it may be entered through importing the data of the influent and kinetic parameters. To better model a plant, a clear from Microsoft Excel, similar to the simulators in Table 2. The graphic user understanding of the actual behaviour in the treatment is required. This allows the model to better predict various scenarios that may be testinterface is shown in Figure 1.

The data loaded is received in the background where the relevant pro- ed, i.e. would the plant be able to accommodate a variation in biological load and still produce a regulatory compliant effluent? Would the plant cesses in the ASM suite have been coded.

The simulation environment is broken up to different sections. It begins be able to acccommodate the industrial effluent from Company X? If the with the fractionation and input of the wastewater received by the plant. plant influent were increased by 1.5 Mℓ/day due to developments, would The default ASM kinetic data and stochiometry follow as they will be the existing infrastructure be able to cope?

The process of obtaining the plants’ unique characteristics and using used in the ordinary differential equations. The kinetic and stoichiometric data is set at default values but as each plant behaves different and these in the model for better predictions, is called calibration. The process of calibration may be done through a series of experiments where the various process parameters that are specific to the plant may be measured, used in the model and the model output is then compared to the actual plant outputs to test how closely the data sets correlate. In a well-defined and controlled calibration procedure, the differences between the data sets and the model outputs should be minimal (Makinia, 2010).

Having calibrated the model, the data would have to be validated and the model structure is then usable for the intended study. The model may be used to optimise process performance, it may be used during the expansion of existing treatment works, or the design of new treatment works.

1.3 Use of dynamic modelling in municipal treatment works Figure 3: Typical kinetic and stoichiometric data of the plant, default ASM values used

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Using dynamic modelling in municipal wastewater treatments has proven meritorious as was shown in the simulation of the Marianridge

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module of the Umhlathuze wastewater treatment plant by Mhlanga, 2008.

The need for a dynamic simulation of the Marianridge plant arose due to the plant receiving industrial effluent whose effect on the treatment works had to be determined to ascertain that the effluent discharged to the receiving water bodies would still be compliant with regulations.

The modelling of the treatment works was done using the WEST simulator and ASM3 of the ASM suite was used, (Mhlanga, 2008). The wastewater influent was characterized and fractionated into components as required

by ASM3, i.e. the COD is classified into readily biodegradable COD, slowly biodegradable COD, the inert fraction etc. Thereafter, experiments were conducted in an effort to calibrate the model for increased accuracy. During the calibration, difference between the experimentally-obtained kinetic data and the default ASM3 values were noted, however the difference was minimal. After the calibration of the model, the data obtained from the model output was validated against the plants’ historic data. The results from the calibration, and validation step showed that the simulation was accurate enough to be used further in dynamic studies of the plant.

The steps taken towards the simulation of the plant show that it is a massive undertaking to correctly simulate a treatment plant and that the deployment of the correct people, tools, knowledge of the plant and simulators to perform this task is imperative.

Municipalities need to be aware of the presence of dynamic simulators and the fact that municipal treatment plants can be augmented optimally and not through a method of doubling up on existing infrastructure without initially interrogating the system. If the plants investigated by Vusimzi Mema in 2010 had to be augmented and doubled-up to meet rising capacity, the current inefficiencies, groundwater pollution, water body pollution and the resultant health issues reported by residents, all reported incidents would be increased and intensified two-fold.

Erecting bigger but non-functional treatment plants is not the only answer to South Africa’s sanitation issues. Consulting firms and municipalities jointly have to rethink the approach to wastewater treatment.

conclusion A concerted effort towards improving the state of sanitation in South Africa needs to be made Dynamic modelling offers a platform that takes the conceptual design and representation of wastewater treatment processes, and makes it a possible reality that could potentially result in an optimized plant with an effluent discharge that is able to comfortably meet the General and Special discharge limits, that is easily operable and where, if plant disturbances occur, there is comfort in the knowledge that the plant would be able to accommodate these.

The benefits to using dynamic simulation tools is the improvement in everyday operation which may result in a reduction in operational costs. If the tool is used for the augmentation of existing works, it may result in a reduction in capital expenditure as a simulation study may conclude that a reduced volume than initially anticipated may be required. In addition, simulation models are ultimately decision-making tools that may assist in determining the plants’ response to uncertainties such as variations in the feed that may result from emerging industries, and the surrounding community.

The key to conquering municipal challenges, is to have an in-depth understanding of the challenges in order to determine the most appropriate solution to the problem.

Figure 4: Illustrating the coding of the ASM1 processes and simulation of the reactor environment

references Henze, M., Gujer, W., Mino, T. and van Loosedrecht, M. (2015). Activated Sludge Models ASM1, ASM2, ASM2d and ASM3. Water Intelligence Online, 5(0), pp.9781780402369-9781780402369.

Makinia, J. (2010). Mathematical modelling and computer simulation of activated sludge systems.

IWA Publishing.

Mema, V. (2010). Impact of poorly maintained wastewater and sewage treatment plants: lessons from South Africa. Built Environment, Council for Scientific and Industrial Research (CSIR) Mhlanga, F. (2008). Modelling of the Marianridge Wastewater Treatment Plant. University of KwaZulu-Natal Toxopeus, M. (2019). The State of Sanitation and Wastewater Treatment Services in South Africa

Figure 5: The solution output given the plant data input

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PAPER 12

Operating and maintaining a forgotten system: The story of nmbm’s bulk water maintenance

Author: Chandre Barnard Deputy Director, Nelson Mandela Bay Municipality

ABSTRACT The city of Port Elizabeth started developing in 1820 but until 1880 no resident had water on tap unless they could afford rain water tanks or source natural water in the area. The Van Stadens River works was the first major water project, which the city desperately needed to secure its development into what it is today. Many capital projects followed and the bulk water treatment works have been on a well-planned refurbishment plan for many years, however the pipelines that convey this water from the outreaches of the city consist of mostly the same components as were installed some more than 100 years ago. The Bulk Supply System has seen little to no proactive maintenance in the last 10 years.

This paper will highlight the problems which cause these situations to occur, the problem identification process and how the Municipality addressed these challenges. It will also highlight case studies that prove simple maintenance to infrastructure can often be a cheaper source of increased water supply than the augmentation of new water sources. Teams were left leaderless after vacancies were left unfilled for many years, this caused all processes to disappear over time leaving maintenance teams unacquainted with their required routine. Teams were mobilised and a back to basics approach was used. Pipeline inspectors had to ask simple questions while inspecting the pipelines and the answers to these questions resulted in a comprehensive condition assessment.

This condition assessment then forms the basis of work packages which included access control, bush clearing and refurbishment. This information was recorded in spread sheets that make it easier to prioritise certain sections, which allow each point of interest on the pipe to be geographically referenced as well as hyperlinked to photos, clearly showing condition. This information was further imported into Nelson Mandela Bay Municipality (NMBM) water management system which allows the creation of automated maintenance schedules as well as updates the asset management system.

Figure 1: NMBM Bulk water resource map

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The paper will further indicate how the Municipality went from a lack of systems to futurism, using tools, like automation, to improve the way the bulk supply system operates with all this information still feeding into the maintenance schedules.

1. INTRODUCTION The Nelson Mandela Bay Municipality (NMBM) is a Category A Municipality with a population of 1 343 911. Current potable water production is approximately 280Mℓ per day, reduced from a peak of 340Mℓ per day through a comprehensive water demand management program. The NMBM’s water assets consist of the following: • 8 dams • 8 water treatment works • 74 reservoir sites • 36 pump stations • More than 50 staff houses • 4 766km total length of water mains, including 700km of bulk mains Water management and Bulk supply resides within the Infrastructure and engineering directorate and is mandated with the responsibility of water resource management, catchment management and the operational and maintenance aspects of Bulk water assets.

The bulk supply pipelines have an estimated value of well over R5.5 billion. The pipelines are up to 100 years old, vary in size from 225mm to 1 400mm in diameter and consist of a number of different pipe materials. These pipelines are crucial to the supply of water to residents and businesses in the NMBM as well as the neighbouring Kouga municipality.

1.1 RESOURCES 1.1.1 Organogram Since the formation of the NMB Metro in 2000, there has been no review of the institutional arrangements of the organization. The environment has changed significantly in terms of water demand and geographical extent

Figure 2: Repairs and maintenance budgets for all Bulk Water Assets for the last 10 years

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Figure 3: Before and after photo of the Linton store, inventory management, crucial to maintenance

but due to a moratorium on filling of vacancies, the staff compliment of the Bulk Water Supply Division has dwindled overtime. The death, retirement and high turnaround of staff due to natural attrition and better opportunities has also contributed to the decline in staff since 2000.

The approved organogram dated June 2005 indicates that there are 211 positions approved and 98 vacant posts in the Bulk Water Supply section.

This represents a 46% vacancy rate in the section. However, even at 100% occupancy, the organogram will not be able to satisfy the needs of the current system. A work study will have to be undertaken to establish future requirements as the current organogram has no scientific significance.

1.1.2 Budget Repairs are executed via the Operating and Maintenance budget. Figure 2 indicates the total budget available for Repairs & Maintenance to all bulk water assets including WTW and Dams. As can be seen there were periods where competing priorities trumped the importance of maintenance and funds were relocated. During the 2016/17 financial year, the Bulk Pipeline Maintenance vote had R2.178 mil available for maintaining the 700 km of pipeline. With the cleaning up of budgets and prioritisation, the 2018/19 budget for maintenance to pipelines is more than R9.5 mil. This is a tremendous improvement but still inadequate to eradicate the backlog. CIDB created maintenance budgeting guidelines in terms of National Government’s infrastructure maintenance strategy, these recommend that NMBM should have an annual maintenance budget of at least R220 mil for bulk water pipelines.

1.1.3 Fleet The Bulk Water Supply section relies on a corporate fleet for the supply of vehicles, plant and equipment. Due to old age and challenges in the corporate fleet, the fleet related needs are not always met and this results in service delivery challenges. This is a clear indication of the silo mentality problem municipalities face, discussed in more detail in the latter part of the paper.

1.2 MAIN PROBLEM STATEMENT Many factors contribute to the systematic failure of a maintenance unit or ultimately failure of the infrastructure itself. Ironically a lack of systems is a large contributor. This was certainly the case in NMBM. The Linton Grange pipe yard is the main storage site for all Bulk supply materials. The storage building was however found to be in a state of utter neglect, used mainly as a place to discard unwanted clutter. This indicated a clear lack of system implementation, the storage space should indicate flow ability of work. A neglected storage space means that repair materials

are presumably only purchased when needed if not found after a long search through the clutter. This delays repairs, which in turn increases the frustrations felt by consumers experiencing a disruption in supply.

Firstly the historic documentation was collected and put into archive, scrap and rubbish was removed and the entire space cleaned. A stock list was created based on repair methods of each pipe type under the division’s responsibility and sufficient stock levels were procured for a minimum of at least two repairs for every pipeline at any given time. This ensures that repairs can be done almost instantly as there are no waiting times for materials. Repairs are also executed in a less stressful environment.

One would ask why there were no systems implemented and that someone should surely be responsible for this task. The answer, in short, is that the majority of the problems experienced stem from a single place; 1st level management.

The previous incumbent was a hard worker with a firm awareness of responsibility. Problems would be sorted out without involvement from senior management. The processes were in place to ensure adequate resources for maintenance teams to perform duties, even routine ones. This position became vacant in 2008, with subordinates taking over in a rotational acting capacity. Senior management became used to a well operating maintenance system with little needed involvement. This is a dangerous comfort that easily beguiles a manager already besieged by a heavy workload due to the outdated organogram and high vacancy rate. The acting incumbent’s were left to assume full responsibility, however their performance was never tracked. Teams had no direction in terms of any process or daily routine. The recruitment process for this vacancy is currently underway.

Often these problems start small. Two people that are unwilling to have a mutual discussion end up in a group grievance which requires senior management’s involvement to resolve. Too often management end up treating the symptoms and not the causes, which snowball into a dysfunctional unit within the municipality.

2. LETS START WHERE WE LEFT OFF 10 YEARS AGO Where does one start fixing a system that has been completely reactive in their operations? With a maintenance backlog in surplus of 10 years it could seem like a daunting task of restoring glory to these precious lifelines, some have been serving the city for more than a hundred years. Maintenance teams would have routine duties, like meter readings and inspections, however, spades would only hit the ground once reaction has called upon it. Pipe bursts and disruptions to supply were the alarms for duty.

Similarly to the majority of municipal infrastructure in South Africa, very little was replaced proactively (CSIR, cidb, 2007), before the component

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Figure 4: Condition assessment sheet of Sand and Bulk River pipelines

ultimately failed. A corroded bolt only becomes a problem once you have to remove it. Shutdown periods are prolonged because bolts can no longer be removed the traditional way. This makes repairs more expensive, also increases safety risks.

The easiest place to start was at the beginning. Often the words ‘back to basics’ are used but followed by an intricate program. NMBM’s philosophy was very simple. Pipeline Inspectors were once again mobilized and had to ask simple questions while inspecting the pipelines. The answers to these questions resulted in a comprehensive external condition assessment.

• Can you access the servitude?

• Can you drive on the servitude road?

• Is the chamber locked?

• Are there visible leaks?

• Any corrosion of pipe, valve or fittings?

• Does it function?

3. PROBLEM IDENTIFICATION Problem identification is a crucial step in engineering. Once we have the

information we can manipulate it in any way necessary. Certain elements can be abstracted and grouped together. For instance if the assessment shows a recurring problem it can be highlighted and prioritized. Documenting standard procedures assist in preventing problems from repeating themselves. Pipeline Inspectors carry a file in their vehicle containing many important documents, schematic plans and condition assessment sheets.

As mentioned previously, these sheets are very basic, a tick list. Too much writing would create extra challenges with staff that already have low morale. A simple yes or no to the right questions will give more than enough information to have a detailed idea of the current condition of the asset in question. There is an added benefit when technical staff accompany the inspectors, more often than not they are in possession of a smart phone with the ability to pin point locations of chambers or problems as well as photographically documenting what is observed. The technical staff also assist in the capturing and sorting of this information once the assessment is completed.

With such a big backlog in maintenance, the answer to the first question often prevents you from continuing with the assessment. Can you

Figure 5: Excel gives one the ability to sort information effortlessly

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access the servitude? When the answer is “no”, then a project needs to be initiated to secure access. How can someone maintain something they cannot access?

Once this has been dealt with the assessment can continue, all one has to do is visually inspect and answer the questions on the sheet.

Figure 4 is from one of the most successful assessments done on a NMBM Bulk supply system to date. The Sand River pipeline officially opened in December 1905 is still in use today. Many components that reached Port Elizabeth via ship from England, during construction, are still currently functioning elements of the pipeline. This pipeline in conjunction with the Bulk River pipeline transport raw water to the Linton water treatment works which is situated right at the end of the pipeline with many consumers and a small WTW along the way. The works has a design production of approximately 15 Mℓ/day, however it was only possible to produce 6 Mℓ at the works each day without disrupting the supply to consumers. The upgrade of this system became one of the recent drought interventions as every drop produced from it resulted in a direct saving from the drought stricken western sources. The assessment of the pipeline was essential to determine where the restriction occurred.

As seen above each point is well detailed as well as hyperlinked to a photograph. This gives the user the ability to sort the information or manipulate it in any way necessary. The spreadsheet is prepared beforehand and is based on the schematic drawing of the pipeline. One benefit of transient mains is that they are usually in a straight line, for most parts, so chambers are easily found if not buried.

The assessment was carried out, with the entire section of 23.9km having to be done on foot as there was no vehicular access to the pipeline servitude. It was evident that the pipeline was not in a favourable condition.

Severe corrosion, leaks, old meter and erosion were some of the comments noted. Access in terms of bush clearing had been well managed by the maintenance team. The ultimate recommendation arising from the investigation was that all air valves required replacement, as a majority of them were not properly functioning and causing frequent bursts. There were also low points identified without scour valves, on a raw water pipeline this can create problems as water contains more sediment.

The assessment also exposed that the majority of meters on the pipeline were much older than the recommended replacement age of billing meters. Figure 5 is a clear example of how the sort function within Excel easily grouped the metered connections together. This can then be handed over to the Municipality’s meter workshop to execute the replacement of these meters, without having difficulties locating or identifying the meters. The identification of illegal connections was actioned by their immediate disconnection.

The successful implementation of the recommendations stemming from the assessment resulted in an increased flow of 3Mℓ/day minimum. The project cost was approximately R3 mil which included the replacement of 70 air valves, 5 isolating valves, the rehabilitation of 2 river crossings and installation of a scour valve. At a million rand per Mℓ it was by far the cheapest option of supply source augmentation available.

Figure 6: The chamber on the left indicates pipeline location, almost disappearing in the bushes

Although access is essential, it must also be regulated. Vandals will strip valves and chambers of any metal they can. Servitudes as well as chambers must be locked at all times. Investigations indicated a large problem with open chambers, which required refurbishment contracts as per figure 7 and 8.

The assessment, for instance, might indicate that all the air valves on a pipeline must be replaced. This is a costly exercise and understandably not always affordable to action at once. However, this information enables the manager to plan these repairs proactively by splitting them in more manageable tasks, before they become reactive maintenance. When a large capital refurbishment contract is not available one should for instance budget to replace 5 air valves a year until complete.

Figure 9 not only indicates neglected fittings but also a neglected chamber. The valve is badly corroded and the balls being “down” indicates that the valve is isolated and not performing its required function. The pipe is in danger. Wind erosion has damaged the chamber and undergrowth displays a lack of maintenance. Figure 10 indicates a newly replaced air valve, teams must now focus on maintaining this valve and chamber. Many

4. PROBLEM SOLUTIONS As previously mentioned the assessment can be put on hold depending on the access conditions. Certain sections of pipeline track have not seen a vehicle in almost 20 years. It is a wonder how these essential lifelines have been able to vitally serve the city whilst being completely forgotten about.

Triennial bush clearing contracts are needed to bring the alien vegetation back to a manageable state, where maintenance teams can use basic equipment to keep the servitude clean.

Figure 7: Repairing a broken chamber

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Figure 9: Air valve chamber

Figure 10: Newly replaced air valve

can give the engineer performing a desktop study the feeling of being on site as entire external condition is captured and visible.

Another additional benefit NMBM gained from this exercise was the ability to now generate maintenance management reports. These automated job cards are predefined and will ensure that the pipeline receives routine maintenance and does not return to the state it had been before this project.

The asset values and existing useful life of the pipeline could also be updated, all valuable information for the maintenance manager.

Figure 8: Raising a chamber submerged by a sand dune

examples can be shown as above, but the fundamental ideology is that NMBM uses the assessment information to develop work packages, which are actioned internally as well as with maintenance contractors, to ultimately satisfy the recommendations from the assessments.

5. ASSET MANAGEMENT The water management system, also known as EDAMS (Engineering, Design and Management System) and has been used since 2005. EDAMS supply the data necessary for input into the SDBIP, RPMS, WSDP and IDP, data on costing of different capital and maintenance work and links the GIS and the billing system. EDAMS provide the information required for annual audits, questionnaires, complaints statistics, Council reports, asset management as well as Blue Drop, Green Drop and No Drop requirements.

All interventions feed into the EDAMS system.

The system possessed the functionality and now the assessment provided the only thing lacking, information. This was all captured and transformed into a network data modelling system through the association of element topology and zoning characteristics. The difference can clearly be seen when comparing figure 11 with figure 12. This detailed information

Figure 11: Before information was captured, only the pipeline location was available

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6. ADDITIONAL PROBLEMS 6.1 Loss of intellectual assets One of the largest contributing factors to a lack of maintenance is the loss of intellectual assets, better known as skilled individuals. As highlighted in the main problem statement when these positions remain vacant or are filled by less qualified individuals, it leads to a breakdown in services. The consequences of the departure of experienced staff is a loss of mentors, skills and institutional memory, the latter is critical when it comes to water infrastructure as pipelines are mostly buried and bad record keeping of plans could see the pipeline location lost. This is often exacerbated by no career path or succession planning which results in low staff morale.

6.2 Silo approach in municipality This is one of the most frustrating issues to a municipal engineer as he is aware of the problem but lacks the ability to fix it. Major inefficiency is witnessed in the overall operations of the municipality when this constriction in information exists, as different divisions are working with completely different understandings of project outcomes.

For instance consumer billing has a large effect on Non-revenue water

Figure 12: After capturing, pipeline is filled with detailed data including links to photographs

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(D Raymer, J Tsatsire 2018), however this function usually resides in the financial department. Financial managers have no NRW KPI’s linked to their job descriptions and therefore have no obligation to report on figures such as estimates, billed volumes or volumes written off. This leaves technical departments solely responsible but not completely in control, negatively affecting morale to continue with projects as one bad billing month could skew interpretations of physical victories.

6.3 Budget In South Africa, Operating budgets are usually the biggest cause of financial distress. It is relatively easy for municipalities to acquire capital funding however operational issues cannot be rectified with national government funds.

NMBM submitted a drought emergency business plan to National treasury to seek funding assistance for the recent drought. Ultimately, more than R300 mil was allocated to the Metro for the augmentation of new groundwater sources and R20.6 mil for optimization of reservoirs. Of the total amount NMBM applied for, a shortfall of R80.4 million was requested for the betterment of operational aspects, this would in turn have a great saving to water loss. Unfortunately, no funds were granted for these items.

Sadly the political landscape in South Africa rather sees the expenditure of funds on investment than pushing resources into recurring expenditure.

(L Boshoff, S Peters 2014/15) The launching of new infrastructure is very attractive to voters.

In the 2018 budget review National treasury indicated that R118.2 billion would be spent on water and sanitation alone over the next 3 years. A large portion of this will be new infrastructure that will be handed over to municipalities who simply cannot afford to maintain these assets. Larger municipalities have the ability to generate revenue however smaller rural municipalities often have to rely on equitable share. This is linked to population size which also does not count in their favour. After examining the budgets of rural municipalities it was noted that over 75% of their income comes from national grants and subsidies. (CSIR/ CIDB, 2007) In the last 10 years, the Nooitgedagt Low level water project alone has increased NMBM’s bulk water assets by R1.1 billion, without a corresponding increase in its maintenance budget (Figure 1). Financial managers usually set maintenance allocations as a percentage of the operating budget which is an unsound method as it does not consider the current condition of assets or what is needed for the asset to achieve its expected useful life (L Boshoff, S Peters 2014/15).

6.4 Procurement During the 2013 IMESA conference the local organising committee prepared a questionnaire, which was used to facilitate the panel discussion. Interestingly, municipal engineers indicated that supply chain management was their number 1 issue when it came to executing their duties. Abnormal amounts of queries and a lack of responsibility can easily see formal contracts taking more than a year to be awarded.

Project managers are sent from pillar to post when systems like signatory or procurement requirements regularly change. This requires that technical staff start executing nonsensical administrative duties to simply process a payment. This is a large contributor to the underspending of budgets.

6.5 Vandalism Assets are vandalised for various reasons, majority of the time metal is stolen for resale at a scrap dealer. A R250 000 valve becomes useless once the spindle’s head has been sawn off. Hard work for a small reward. The Motherwell Chelsea pipeline, which is mentioned later in paper, was hit the hardest with vandals attacking the pipe while not pressurised. Top slabs of

chambers were moved and complete air valve installations were removed.

This ultimately led to the pipeline’s 10-year dormancy.

The chambers that were not closed were used to discard rubbish in and then set alight, completely ruining the corrosion protection on metals.

Other instances were pure malevolence where chamber lids were lifted and dropped into the chambers by community members, staying along the servitude. These actions ultimately led to the loss of life when a child fell into the chamber.

7. FROM A LACK OF SYSTEMS TO FUTURISM 7.1 Internal condition assessment/Non-intrusive surveys The budget is depleted by the obvious maintenance requirements, which leaves little to no money for the underlying, unforeseen issues that these technologies help expose. They can assist in identifying weak spots, which could be repaired, proactively, as well as budgeted for. In the case off NMBM, it was that plus more.

The Motherwell Chelsea pipeline is a large system that transfers water from the northern side of NMBM to the west, ultimately feeding the largest distribution system in the city. It consists of various pipelines ranging from 450mm dia Fibre cement to 800mm dia steel. Part of this was a section of 500mm dia steel pipeline that had been laying dormant for approximately 10 years. With pressures reaching close to 20 bar less than 20m away from RDP housing, it was viable to commission these inspections to understand what the risks were of pressurising this dormant line. DCVG, soil resistivity, chemical analysis was implemented and certain spots were highlighted where point repairs were carried out. These were spots that had corroded through and would have led to a serious leakage if pressurised. The pipeline was successfully commissioned and has improved flow conditions drastically, as well as increased redundancy.

7.2 Telemetry/SCADA With maintenance teams constantly facing reactive duties, it becomes a disturbance to repeatedly react to the operations of a dynamic system as well. A clever control system can sometimes assist when faced with a lack of human resources.

The Chatty pump station is a relatively low lift pump station that transfers water from a reservoir to a tower. The pump station and the tower are 880m apart. Before commissioning the Chatty pump station, the tower was supplied directly from a bulk water supply line. The increasing demand on the bulk water system resulted in the tower frequently being starved due to recurrent pressure loss. The tower has a capacity of approximately 1Mℓ, which supplies an area with an average demand of 4Mℓ/day. This relates to a storage duration of approximately 6 hours, which is severely unpredictable and stemmed unrest in the community.

Therefore, one of the primary objectives of the pump station was to ensure high reliability with minimal human interaction. The high reliability ensured that the consumer’s demands were met and the minimal human interaction permitted the workforce to focus on other essential services.

The objective was achieved by implementing an automated control system with smart instrumentation solutions. The instrumentation provided the opportunity to create algorithms that verified and cross-examined the performance of the equipment. This ensured that the control system protected all infrastructure and allowed the system to automatically reset non-critical faults, when suitable system conditions resumed, without the need for human intervention.

The control system continually supervises and monitors the pump station and provides the information to the control room SCADA via

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Figure 13: Bulk water balancing diagram of the Churchill system

a fibre optic network and telemetry network. The SCADA ensures that the process controller is alerted to critical events and alarms, while continuously storing all data historically for reporting and management purposes.

NMBM executes most of its monitoring and operating functions of all reservoirs and pump stations via the control room SCADA server, situated at a water treatment works, where a process controller monitors it constantly.

For the most part the system functions reactively, upgrades are required for increased functionality. A link has been created between the water management system and the SCADA system, which creates the ability to generate a wide variety of reports.

7.3 Bulk Metering A Task Team was set up to expedite the installation of bulk meters. These are used to establish losses on the bulk supply systems and for developing water balances. The water balance compares the treatment works output volumes with the volume entering the Metro’s main supply reservoirs taking into account the usage of all consumers and storage on route. This calculation determines the volume of unaccounted water between the Treatment Works and the Metro’s distribution system. Initial balances indicate losses of about 5.5% with a target of 3%.

Work is still ongoing and the number of meters currently in operation is 85 out of 107. With more metering, problem sections can be pin pointed and prioritised for maintenance. A specific problem section was identified on the Loerie bulk water system, this initiated a condition assessment which in turn raised a number of concerns, ranging from illegal connections, faulty meters and leaks.

NMBM has shown that simple methods can be used to achieve great results by using internal work force. However, it is essential to obtain a stable workforce by retaining skills and having clear career paths. Succession planning is crucial, policy makes this difficult as a position can only be advertised once vacant.

To maintain an asset requires the buy in from all departments within a municipality, goals should be united.

Inventory management, record keeping and document management should be done according to an approved quality management system such as the ISO:9001. Municipalities must harness the 4th industrial evolution in water network management and control. NMBM’s organogram has been unable to keep up with technology. Last updated when the Nokia 3310 was released, todays smart phones will attest the stagnant growth of the municipalities technical and technological capabilities.

Communities all over South Africa that have been forgotten are increasingly turning to violent protesting to get their voices heard, similarly these pipelines will continue to protest with bursts and disruptions, reminding us that we have forgotten them for too long.

9. REFERENCES Boshoff L & Peters S (2014/15). Challenges, constraints and best practises in rehabilitating water and electricity distribution infrastructure. Submission for the 2014/15 Division of Revenue.

CSIR & cidb lead by Dr K Wall (2007). The state of Municipal Infrastructure in South Africa and its Operation and Maintenance; an overview Kenton W (2019). Silo Mentality. Retrieved from https://www.investopedia. com/terms/s/silo-mentality.asp Planning & Research, NMBM (2019). Institutional challenges, progress and

8. CONCLUSION It is evident that a large Maintenance backlog exists in South Africa. National Government is focused on expanding infrastructure and services. This becomes a burden for smaller municipalities that are required to achieve expected useful life out of the asset, with little assistance in terms of maintenance. National Government launched the National Infrastructure maintenance strategy in 2008, however the effects of this strategy cannot be felt by personal on the ground or consumers.

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low budget expenditure report. Unpublished data Public Works, CSIR, cidb (2007). The National infrastructure maintenance strategy.

Raymer D & Tsatsire J (2018). The impact of consumer billing on non-revenue water, IMESA conference, Port Elizabeth 2018 Wall K 2005. Research on the municipal responsibility to sustainably manage services infrastructure assets. CSIR

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PAPER 13

Advantages of two-dimensional hydraulic modelling for quantifying flood risk in complex urban drainage systems Author: MB Wiese, IF Malherbe & TS Hotchkiss AECOM SA (Pty) Ltd

ABSTRACT In South Africa, floods can be considered one of the most catastrophic natural hazards impacting on built-up areas. Even though flood risk associated with a specific urban area is assessed and quantified prior to the development, the frequency and magnitude of floods may increase over time as a result of changes in the natural flow patterns caused by urbanisation, encroachment of development on floodplains and climate change.

Quantifying flood risks associated with an urban environment should be a priority for local authorities in terms of disaster management.

Two-dimensional hydraulic modelling is particularly suitable to provide a realistic representation of the complex flow conditions associated with urban drainage systems, braided river systems, off-channel flows and defining flood risk in flood prone areas. The results from these models can also be used to inform and optimise flood disaster risk management programmes. Two-dimensional hydraulic modelling has considerable advantages over conventional one-dimensional hydraulic modelling in quantifying flood risk in complex urban drainage systems.

As a case study, a two-dimensional hydraulic model of the lower reaches of the Kuils River in Cape Town was compiled to quantify the flood risk associated with a development along this section of the river. Quantifying flood risk in the lower Kuils River has posed a significant challenge as a result of the nature of the river in this area, the impact of major developments along the major drainage systems, bridge structures, as well as the flat topography resulting in off-channel flow. The hydraulic analysis extent included three major drainage systems, i.e. the Kuils River, Eerste River and Kleinvlei Canal, encompassing a total modelled area of approximately 36Â km2.

Two-dimensional hydraulic modelling allowed for a clear understanding of the flow regime, associated flow dynamics and flood risk at the confluence of the Kleinvlei Canal, Kuils River and Eerste River systems.

INTRODUCTION Flooding in urban areas is a significant challenge faced by municipal engineers in South Africa. Major urban flood events often result in loss of life and significant damage to infrastructure and property. Furthermore, smaller, more frequent flooding events can cause direct and indirect economic impacts that are unacceptably high given the current challenges facing South Africa such as poverty and lack of economic growth.

Local municipalities are mandated in Schedule 4 Part B of the South African Constitution (Republic of South Africa, 1996) to manage stormwater systems in built up areas. In addition, the National Water Act (Republic of South Africa, 1998) states that those people who may be affected by flood hazard are made aware of the risks by indicating the extent of 100-year

floodplains on development layouts. Identifying flood risk is also critical for disaster management, a key competency of municipalities in terms of the Disaster Management Act (Republic of South Africa, 2002).

Many of the impacts of flooding could be avoided with a better understanding of flood risk, and measures put in place to mitigate these risks. A key step to achieving this is the development of stormwater management models which represent the real-life characteristics of runoff and corresponding floodwaters occurring given certain input conditions (e.g. rainfall, imperviousness of catchment, infiltration parameters, etc.) (Pinos & Timbe, 2019). The hydraulic component of such models simulate the flow characteristics of floodwaters via watercourse channels, stormwater systems and overland routes within the floodplain. Key outputs of the model include the extent of flooding and the depth and velocity of flow (Robinson, 2018).

ONE-DIMENSIONAL VS TWO-DIMENSIONAL HYDRAULIC MODELS In the past, South African municipalities and consulting engineers mostly had to rely on one-dimensional (1D) hydraulic models such as the United States Army Corps of Engineersâ&#x20AC;&#x2122; (USACE) Hydraulic Engineering Centre River Analysis System (HEC-RAS) to assess flood risk along watercourses. A 1D modelling approach is based on the fundamental assumption that water flows perpendicular to a predetermined cross section and that all flow at a given cross section is flowing uniformly in the same direction (USACE, 2016a). This implies that the modeller needs to decide on the flow direction. Flow conditions where the fundamental assumptions of a 1D modelling approach would be violated (e.g. branched flow or splitting of flow) require assumptions and modelling judgement.

Although two-dimensional (2D) hydraulic modelling has been used for over 25 years, the requirements for survey data, computing capability, software licensing, and an experienced modeller, made the use of 2D hydraulic models too expensive and time consuming in most cases (Robinson, 2018).

However, with the availability of Light Detection and Ranging (LiDAR) survey data increasing, and advances in hardware and software technology, 2D hydraulic modelling, or 2D modelling coupled with 1D components, has been growing in popularity in the last decade (Teng et al, 2017). In complex flow conditions within built up areas, 2D hydraulic modelling has significant advantages over conventional 1D hydraulic modelling.

The 2D modelling approach is based on a mesh or grid, comprising of depth averaged cells, to represent the topography of the channels and floodplains. This approach allows flow to move in various directions and flowpaths and to change at various depths without being predetermined, resulting in a more accurate distribution of flow volumes, velocities and depths across a floodplain and ultimately significantly reduced assumptions and modelling judgement required regarding flow direction. The

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Figure 1: Flow regime of the Kuils River

2D modelling approach also accounts for the effect of cross-momentum at flow splits, which occur at road intersections and confluences of watercourses, and losses due to secondary 2D flow directions, e.g. at bends or diverging flow (Engineers Australia, 2012).

The visual representation of complex hydraulic conditions and flowpaths emanating from a 2D hydraulic modelling approach enhances communication with stakeholders.

Even though 2D modelling has significant advantages over the 1D modelling approach, 2D modelling does require more survey data, more computational time and the possibility of a trade-off between computational time and model detail (or cell size) (Engineers Australia, 2012).

It should also be noted that 2D modelling does not take into consideration any vertical distribution of flow but rather assumes depth-averaged hydraulic conditions.

DEFINING FLOOD RISK IN URBAN AREAS It is widely accepted that risk can be defined as the product of hazard and consequences. Kron (2005) expands this definition to include three variables, as shown in the following formula: Flood Risk = Hazard x Exposure x Vulnerability • H azard is the threatening natural event including its probability of occurrence. For example, during a storm with a 50-year recurrence interval, flood waters inundate an area to a depth of 1m. An accurate determination of the flood hazard is the essential first step in defining flood risk in a given area. It is therefore crucial that a suitable stormwater management model, backed up by adequate data, is developed by a competent person to get a good understanding of the flood hazard.

The model should firstly determine the extent of flooding for a range of probabilities. This would typically be in the form of “floodlines”, and defined by a recurrence interval (or return period), e.g. 100-year floodlines. 100year floodlines would be the estimated extent of flooding that might occur, on average, once every 100 years. Put differently, there is a 1% chance of this event taking place in any given year.

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In addition to floodlines, factors that need to be determined using the model include depth, velocity and direction of flow, rate of floodwater rise, and duration of inundation.

• Exposure relates to the people, property and assets that are present at the location of the hazard. The higher the number of people and value of the property and assets, the higher the exposure.

• Vulnerability relates to the lack of resistance to damaging/destructive forces. For example, some informal settlements are extremely vulnerable since people living there are often unaware of the risk of flooding and do not know how to react in the event of a flood. Furthermore, informal dwellings typically cannot withstand the effects of a flood event, and it’s often difficult for emergency vehicles to access areas affecting by flooding.

Based on the above flood risk definition, it is noted that an improvement in the modelling approach would ensure a more accurate quantification of the flood hazard.

CASE STUDY: ASSESSMENT OF FLOOD RISK ALONG THE LOWER KUILS RIVER, CAPE TOWN Project Background and Flow Regime of the Lower Reaches of the Kuils River A flood level assessment was undertaken for a development located in close proximity to the Kuils River and Kleinvlei Canal, indicated in Figure 1.

The historical natural flow regime of the lower reaches of the Kuils River was a seasonal, braided river which dried up during the dry season resulting in a series of small ponds or “kuils”. During the winter months, surface water flowed in torrents over windblown sands (The Environmental Partnership, 2005). This system comprised of extensive seasonal braided channels and wetlands, which are still features of the lower reaches. Most of the above-mentioned seasonal wetlands have been lost due to largescale manipulation of ground levels associated with developments. Nutrient-enriched water and an elevated water table have further resulted in the degradation of the complex diversity of habitats that used to occur, which have since been replaced by extensive stands of bulrush that also impacts on the hydraulics conveyance capacity of the river system.

The historical understanding of the flow regime of the lower Kuils River was based on the results from previous studies commissioned by the City of Cape Town, which mainly included 1D hydraulic modelling. The 1D modelling approach required extensive modelling assumptions to simplify the complex flow regime associated with the lower sections of the Kuils River.

Flow discharged into the lower section of the Kuils River is controlled by the Driftsands Dam, a flood detention dam located to the northwest of the National Route 2 (N2) and Regional Route 300 (R300) interchange, with a catchment area of approximately 177km2. The Dam Safety report compiled during 2011 (City of Cape Town, 2011) highlighted the risk of extreme floods bypassing the embankment along the eastern edge of the dam.

As illustrated in Figure 1, the Kuils River immediately downstream of the Driftsands Dam flows in a south easterly direction, conveyed through the

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Old Faure Road bridge towards the N2 bridge. Flow conveyed through the N2 bridge meanders in a general south-easterly to easterly direction along the northern edge of Khayelitsha and flow in excess of the N2 bridge’s capacity is conveyed along the north of the N2 in a general south easterly direction through a wetland area.

The Kleinvlei Canal, conveying flow in a southerly direction converge with the Kuils River at appoint close to the N2 / Baden Powell Drive intersection.

The flow in the Kuils River main channel is conveyed across Baden Powell Drive south of the N2 and further in a south-easterly direction where it converges with the Eerste River and flows in a general south-easterly direction.

Figure 2: 1 in 100 year storm hydrographs for the various drainage systems

Hydraulic modelling approach

Modelling Geometry Configuration

The hydraulic model included an approximately 15km section of the Kuils River from the Driftsands Dam to the Macassar Road Bridge, an approximately 3.5 km section of the Kleinvlei Canal and a 2.5km section of the Eerste River. Major drainage structures along the flow paths included six bridge and major culvert structures along the Kuils River, four along the Kleinvlei Canal and one along the Eerste River. The catchment areas and peak runoff rates for the 1 in 50 (2% annual probability) and 1 in 100 year (1% annual probability) storm events are provided in Table 1.

The availability of accurate, high-resolution survey data for the areas being modelled is an essential component in reducing model uncertainties (Anees et al, 2017). Digital terrain data used to generate the ground and river bed surface in the model were based on the City of Cape Town’s available LiDAR survey information, surveyed during January 2014. The digital terrain model (DTM) generated from the LiDAR survey were verified with a detailed survey of the proposed development site, which correlated very well.

One of the limitations of the LiDAR survey information is the ability to penetrate water surfaces and densely vegetated areas, such as the wetlands associated with the Kuils River. These errors in the survey were deemed acceptable considering the insignificant effective conveyance of flow through areas of permanent ponding and high density vegetation.

For a large study area such as this using a relatively coarse mesh to determine flood extent and peak flood levels is considered acceptable best practiced. Channels, flow paths, storage areas, controls and major topographical changes were refined with a finer grid to accurately model the flow routing through the study area.

Hydraulic structures, which includes bridges, culverts, and roadways (modelled as weirs), were included in the model as 1D components. Data on these hydraulic structures and other features which might impact on the hydrodynamics of the flood conditions were obtained from previous hydraulic analyses and site investigations.

Table 1: Peak runoff rates

Location

Catchment area (km2)

Peak runoff rate (m3/s) 1 in 50 year

1 in 100 year

Driftsands Dam

177

236

275

Eerste River at the confluence with the Kuils River

345

506

630

Kleinvlei canal at confluence with the Kuils River

30

72

86

Modelling Software The introduction of the freely available HEC-RAS 2D software in 2016 made 2D hydraulic modelling more accessible and affordable to simulate complex open surface flow conditions and was used for the hydraulic analysis (Version 5.0.3). HEC-RAS is widely used in South Africa, and the 2D component of the software is intuitive to use and compares very well to other well-known software packages in terms of performance (Lintott, CM, 2017; USACE, 2018). The software is also fully capable of running models in steady and unsteady flow conditions.

The 2D component of HEC-RAS expanded the software’s abilities to model 1D, 2D, and integrated 1D-2D conditions, and is designed to use a uniform, structured grid, as well as non-uniform, unstructured meshes to define the 2D domain of the hydraulic model. The software uses an implicit finite volume algorithm for 2D unsteady flow equations, which allows for larger computational time steps, and supports multiple processors on a computer (USACE, 2016b). It should be noted that HECRAS’s functionality does not take into account any morphological changes in the river system due to sediment transport.

Figure 3: Sensitivity analysis results

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Land use data and aerial imagery obtained from the City of Cape Town were used to ascribe hydraulic roughness categories to the model surface. Roughness values assumed in the model were based on the recommended Manning ‘n’ values sourced from the HEC-RAS Hydraulic Reference Manual (USACE, 2016c).

Modelling Boundary Conditions

Figure 4: Flood hazard map

As a result of the complex nature of the stormwater system associated with the developed catchments, flood hydrographs for the Kuils and Eerste Rivers were obtained from the City of Cape Town’s stormwater management models. Flood hydrographs for the Kleinvlei Canal were obtained from the rainfall runoff model compiled specifically as part of this assessment. The inflow hydrographs are provided in Figure 2. Downstream boundary conditions were based on normal flow depths in the main river channel.

Modelling Verification

�Figure 5: Braided flow conditions upstream of the N2 bridge

Adequately recorded rainfall and associated flood level information of the Kuils River was not available for calibration purposes; however, various previous flood records were used to assist with the verification of the model results, which included photographs of flooding in the vicinity of the confluence of the Kleinvlei Canal, Eerste and Kuils Rivers during 2013. In addition, information was obtained from the Driftsands Dam Safety Report (City of Cape Town, 2011), stating that surface water would bypass the dam in the case of extreme floods.

Furthermore, sensitivity analyses were conducted which included a significant increase in the roughness parameters for the wetland areas, and routing an extreme, constant flow through the hydraulic model. The results from these sensitivity analyses are provided in Figure 3. The model compiled for the flood level assessment was used as a base model.

As illustrated in Figure 3, an increase in the roughness coefficients of the wetlands and increased peak flows had very little impact on the flood levels in the vicinity of the site as a result of the flat topography and large areas inundated during extreme flood events.

Modelling Results

Figure 6: Confluence of the Kuils and Eerste Rivers

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From the results of the hydraulic analysis, illustrated in Figure 4, it is evident that the flow dynamics in the study area can be characterised by braided flows, off-channel flows, and extensive ponding in various areas. The results further confirmed the findings of the Driftsands Dam Safety Report that floodwater attenuated in the Driftsands Dam will bypass the embankment along the eastern edge of the dam during extreme flood events.

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Figure 5 illustrates the braided flow conditions associated with flow in excess of the main river channel immediately upstream of the N2 bridge, and Figure 6 illustrates the flow regime associated with the confluence of the Kuils and Eerste Rivers. The modelling results clearly indicate the advantages of using a 2D hydraulic model to develop a good understanding of the complex flow conditions prevalent in the study area, and underscores the limitations of 1D models in such instances.

CONSIDERATIONS FOR ADOPTING A 2D MODELLING APPROACH Important considerations for adopting a 2D modelling approach are as follows:

Topographical information The resolution and accuracy of the DTM used for the compilation of a 2D model could have a significant impact on the detail and accuracy of the hydraulic model. Inaccuracies in the geometric data of the 2D model could result in modelling errors.

the assumptions and modelling judgement required. Furthermore, the 2D modelling approach results in an accurate visual representation of complex hydraulic conditions and flowpaths which is a significant advantage when engaging with interested and affected parties.

It is recommended that the following be taken into consideration when adopting a 2D hydraulic modelling approach: • Detailed topographical survey of the entire 2D domain of the model extent, typically a LiDAR survey, is required.

• A clear understanding of a specific software’s modelling approach, assumptions, limitations and capabilities is required to select the most appropriate software package.

• Allowing sufficient computational time for the level of detail required in the hydraulic model.

• Sufficient processing and data storage availability.

• Making provision for a third party peer review, in line with international best practice for hydraulic modelling.

REFERENCES Anees, MT; Abdullah, K; Nordin, MNM; Rahman, NNNA; Syakir, MI; Kadir, MOA. 2017. One- and Two-Dimensional Hydrological Modelling and

Modelling software

Their Uncertainties. DOI: 10.5772/intechopen.68924. Available from:

A clear understanding of a specific software’s modelling approach, assumptions, limitations and capabilities is required to select the most appropriate software package.

https://www.intechopen.com/books/flood-risk-management/ one-and-two-dimensional-hydrological-modelling-and-their-uncertainties City of Cape Town. 2011. Report on the Fourth Safety Inspection of Driftsands Stormwater Retention Dam. Report compiled by Aurecon for the City of Cape

Modification of input data

Town in January 2011.

Modifications to the topographical survey information and DTM might be required to ensure model stability and accurate simulation of the stormwater system, which could be time consuming.

Engineers Australia. 2012. Australian Rainfall and Runoff Revision Project 15: Two

Cell size vs computational time

Lintott, CM. 2017. HEC-RAS 2D - An Accessible and Capable Modelling Tool. Published

Dimensional Modelling in Urban and Rural Floodplains. Barton ACT. Kron, W. 2005. Flood Risk = Hazard • Values • Vulnerability. IWRA, Water International, Volume 30, Number 1, March 2005.

As mentioned previously, one of the disadvantages of 2D models are the computational time required to run a simulation. Typically, to analyse a specific area in a higher level of detail, a smaller mesh resolution is required; however, a decrease in mesh resolution would typically require an increase in computational time to ensure model stability. In addition, with the modelling of larger areas, the simulation time step is dependent on the smallest cell size in the 2D mesh. Applying a time step which is too large could result in model instabilities.

as proceedings of Water New Zealand’s 2017 Stormwater Conference.

Pinos, J; Timbe, L. 2019. Performance Assessment of Two-Dimensional hydraulic Models for Generation of flood Inundation Maps in mountain River Basins. Water Science and Engineering 2019, 12(1): 11e18.

Robinson, D. 2018. Benefits of 2D Modeling for River Hydraulics. Published online at https://www.ayresassociates.com/benefits-of-2d-modeling-for-riverhydraulics/. Accessed on 20 May 2019.

State of Queensland. 2017. Brisbane River Catchment Flood Study Technical Summary Report : Hydrological and Hydraulic Assessments. Report compiled by

Hardware requirements

BMT WBM (Pty) Ltd for the State of Queensland during February 2017.

When reference is made to 2D models and hardware requirement to process these models, the focus is mainly on the processing capabilities. However, input files required, such as the DTM and output files from the simulation is quite large in comparison to that of 1D models. Sufficient storage capacity is required to store model results.

Teng, J; Jakeman, AJ; Vaze, J; Croke, BFW; Dutta, D; Kim, S. 2017. Flood inundation

Third party peer review

The Republic of South Africa. 1996. Constitution of the Republic of South Africa, 1996.

For the review and approval of 2D models, it is recommended that a third party peer review be conducted, similar to the best practices associated with other hydraulic models.

The Republic of South Africa. 1998. The National Water Act. No. 36 of 1998.

CONCLUSIONS AND RECOMMENDATIONS

US Army Corps of Engineers (USACE). 2016b. HEC-RAS River Analysis System – 2D

modelling: A review of methods, recent advances and uncertainty analysis.

Environmental Modelling and Software.

The Environmental Partnership. 2005. Dreamworld Film City : Assessment of Potential Impact Associated with Various Design Layouts. Report compiled by Freshwater Consulting Group for The Environmental Partnership in April 2005.

The Republic of South Africa. 2002. Disaster Management Act. No. 57 of 2002.

US Army Corps of Engineers (USACE). 2016a. HEC-RAS River Analysis System – User’s Manual. Version 5.0. Davis, California.

The availability and affordability of 2D modelling software has created the opportunity to quantify flood risk more accurately. 1D models are ideally applied for in-channel flows, whereas 2D hydraulic modelling is preferred for complex flow conditions such as braided river systems, off-channel flows and defining flood risk in flood prone areas by significantly reducing

Modelling User’s Manual. Version 5.0. Davis, California.

US Army Corps of Engineers (USACE). 2016c. HEC-RAS River Analysis System – Hydraulic Reference Manual. Version 5.0. Davis, California.

US Army Corps of Engineers (USACE). 2018. Benchmarking of the HEC-RAS TwoDimensional Hydraulic Modelling Capabilities. Davis, California.

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PAPER 14

Augmentation of Markman main sewer phase 3: diversion at Grit Chamber and pipeline to Fish Water Flats

Author: Thomas Jachens: AfriCoast Consulting Engineers: Technical Director BSc, Pr. Eng.

ABSTRACT The Augmentation of Markman Main Sewer Phase 3 entails the construction of a 1 000 mm diameter HDPE lined reinforced concrete sewerage pipe from just beyond Settlers Bridge, the N2 crossing of the Swartkops River, to the Fish Water Flats Wastewater Treatment Works (WWTW). Phase 1 and Phase 2 of the augmentation project have been completed before through earlier construction projects.

Phase 1 of the augmentation entailed the construction of a 1 000mm diameter GRP sewer main from the Grit Chamber in Blue Water Bay to Settlers Bridge and an 800mm diameter pipe crossing of the bridge. Phase 2 entailed the lowering of stormwater pipes in the vicinity of the Grit Chamber to allow the completion of the new 1 000mm diameter pipe at this location.

The current and future sewage flow in the Markman Main Sewer exceeds the capacity of the existing sewer from the Grit Chamber in Blue Water Bay to the Fish Water Flats Wastewater Treatment Works. The project aims to alleviate this problem by providing a new sewer with the capacity to convey the full current and future peak flow in this section of the Markman Sewer, whilst retaining the existing sewer to serve as backup. A bypass chamber at the Grit Chamber will be constructed to divert the sewage flow into either the new or the existing main sewer from the Grit Chamber to the treatment works. This will reduce the risk of sewage spillage into the environmentally sensitive Swartkops River Estuary, by providing adequate conveyance capacity and a diversion sewer to convey the flow when maintenance to either of the two sewers is required.

Phase 3 consists of the following: • G rit Chamber Bypass Structures, Sluice Gates, Dealing with Sewage flows whilst connecting into the existing pipework or grit chamber • Investigations for the Functionality and Condition of the Grit Chamber.

• Connecting and access chamber into existing pipe.

• Dealing with shoring & traffic accommodation & steep embankment & slope protection along the N2 National Road, for the confined installation of the 120m RC Pipe along embankment.

• 120m 1 000mm dia RC Class 100D HDPe lined RC Pipe along embankment & steep grade.

• Hydraulic Jump Chamber – the purpose of the chamber is to force the sewerage hydraulic grade line to form hydraulic jump to facilitate the flow downstream of the structure. An alternative considered was to utilize a high drop structure to step off the N2 embankment.

• 2.2km long 1 000mm dia RC Class 100D HDPe lined pipe flat grade confined working space, dewatering and shoring, either in trench condition (up to 5m deep) and pipe fill embankment conditions.

• Crossing of live 900mm dia Sewer pump main cannot be decommissioned, shoring and protection, over a 30m section of pipe installation

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• C onnection to existing pipework at Fishwater Flats WWTW, including structure and flow metering.

• Hydraulic Design and Flow Regime Parameters, steep grade conversion to flat grade, inclusion of hydraulic jump chamber, for the control of hydraulic grade line.

• Dealing with Environmental Constraints, including restricted working space, transportation and placement of construction materials, specific planting requirements, and monitoring of water pollution by taking water sampling and analysing, in terms of the WULA approval.

• Compliance with Health and Safety requirements, including safety of trench excavations, shoring, traffic accommodation.

• Inclusion, Management and Training of EME Sub Contractor’s as part of the construction process, a total of 11 EME’s were deployed from Ward and Metro.

• The contractual administration and construction monitoring posed specific challenges

INTRODUCTION The paper covers the planning and construction of Phase 3 of the Markman Collector Gravity Bulk Sewer, consisting of 2.2km of 1 000mm dia Pipeline, from an existing Grit Chamber, via an existing 1 000mm dia GRP pipeline section to the Settlers Bridge over the Swartkops River, to traverse along the edge of the Swartkops Estuary to connect into the FWF WWTW. The design of the sewer proved to be challenging in many respects, such as difficult ground and high water table, restricted working space, selection of the most suitable pipe materials, design of pipeline route including longitudinal profile, given the restrictive levels, hydraulic and environmental constraints, construction of various structures including manholes, connections and tie in structures, as well as the employment of EME subcontractors.

TECHNICAL DETAILS Overall Purpose & Scope of Project: i. The Markman Sewer drains the catchment of Motherwell’s some 10 000 residents, Coega IDC. The existing Markman Sewer traverses from Markman Industrial Area to Grit Chamber, crosses the N2 and then runs along the N2 before traversing over the Swartkops River estuary to the Fishwater Flats Waste Water Treatment Works (FWF).

The new Markman Sewer was implemented to cater for future growth and increase in wastewater flows from the catchment area. The design allows for operation of the two (old and new) pipelines simultaneously, if required.

Either of the pipelines can be operated independently for maintenance purposes by diverting flow at the division chamber. This will also allow for refurbishment of the existing sewer. ii. The Markman Sewer has/is being upgraded in 3 Phases from 2010 to 2019, namely: • Phase 1: The construction of a 1km long 1 000mm dia GRP from the Grit Chamber traversing along the N2 road reserve and installation of a 300m long 1 000mm dia GRP pipe over the N2 Bridge over the Swartkops

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Figure 1: Sewer Locality Plan

River. Phase 1 was completed in 2012.

• Phase 2: The diversion of stormwater infrastructure at the grit chamber, to allow for the imminent relay of the new sewer. Phase 2 was completed in 2015.

• Phase 3: The construction of a 2.2km long 1 000mm dia RC HDPe lined pipeline from the N2 bridge pipe crossing to FWF, with connections into the existing GRP pipelines at the Grit Chamber and N2 bridge, and FWF. Phase 3 construction commenced in February 2018, and expected completion October 2019. iii. This paper covers the planning and implementation of Phase 3. iv. Markman Sewer Phase 3 scope of work consists of the construction of 2.2km long 1 000 mm dia RC HDPe lined pipe, Grit Chamber Bypass with 4 connections namely Grit Chamber pipework, N2 Bridge GRP pipe crossing, and connection to FWF.

Pipeline: Pipe Route: The pipe route traverses from the grit chamber along/within the N2 road reserve connecting into the existing 1 000 dia GRP pipeline at the grit chamber, and connecting into the existing 1 000 dia GRP pipeline, and along the edge of the road embankment down to the base of the embankment to the hydraulic jump chamber, at a vertical gradient of 1:50, from the grit chamber to the hydraulic jump chamber. From the hydraulic jump chamber, the pipe traverses along the edge of environmentally sensitive river estuary/plain of the Swartkops River, to connect into FWF, at a vertical alignment of 1:720.

The route and construction working space was restricted to less 15m, due to the limitations of space along the road embankment, environmental authorization corridor due to proximity of the Swartkops Estuary, existing sewer and close proximity of other existing services.

Crossing the estuary, the pipeline is below the 1:100 floodline. The trench excavation was subject to tidal flooding due to proximity to the sea tidal zone, and therefore extensive dewatering and pumping was required.

Dewatering was carried out on the length of the pipeline, using a well-pointing system. Shoring was required along the entire length of the pipeline, due to confinement of working space, fine silty soil conditions, deep trench excavations up to 5m, method of pipe installation as well as the high ground water conditions, with high rate of water infiltration, all which made the trench excavations unstable.

Hydraulics: The pipeline is designed for a Peak Dry Weather Flow of 553ℓ/s and Peak Wet Weather Flow of 1 107ℓ/s, based on the future growth of the Markman Sewer catchments, for 2020. The pipe vertical gradient consisted of a relatively steep gradient of 1:50 from the grit chamber, over the N2 bridge pipe crossing, to the base of the N2 road embankment. From the base of the N2 road embankment, the vertical gradient is flat at 1:720 to the connection at FWF. The gradient was fixed by the entry level at the grit chamber and the connection into the existing sewer at FWF, as well as the ground profile, resulted in a significant change in gradient.

As a result of the high flow velocity (4 m/s) of the steeper gradient, and the

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Figure 2: AKS HDPe Lining Prior to Casting into

Figure 3: RC Pipe with AKS Lining

need to maintain a minimum low flow velocity (1m/s) due to the flat gradient, and given the change of flow regime from PDWF to PWWF, a hydraulic jump would form. This hydraulic jump would move upstream or downstream, depending on the pipe flow, resulting in a reduction of the discharge capacity of the pipeline, and possible overflow at manholes.

Investigation was carried out on an energy dissipation structure, either in the form of drop type structure positioned at the exit of the bridge crossing, or provision of hydraulic jump facility. Ultimately a hydraulic jump structure was decided on. Details of the hydraulic jump structure is given below.

A pipe materials investigation was carried out of the alternative pipeline materials namely Structured Wall HDPE, Glass Fibre Reinforced Polyester (GRP), Solid Wall HDPE, Steel Reinforced HDPE, Reinforced Concrete and HDPE Lined Reinforced Concrete (RC). The investigation concluded that the most suitable pipe for this project is the HDPe lined reinforced concrete pipe.

HDPE Lined RC Pipes are manufactured in Port Elizabeth by Rocla. Anchor Knob System (AKS) high density polyethylene sheeting is cast into the inside of the concrete pipe to form an HDPE lining acting as an integral part of the pipe.

Due to the high salinity of the ground conditions, PFA was specified in the concrete mix design for the pipes. The use of PFA increases the durability of the concrete to withstand chloride attack. The resultant pipe provides the advantages and corrosion resistance of HDPE on the inside and the rigidity and strength of reinforced concrete on the outside.

The weight and relatively short pipe lengths of individual pipe sections are a relative drawback, but the rigidity, forgiving nature, high strength and longevity of the reinforced concrete pipe offers strong advantages. A concern is the continuation of the HDPE lining through joints and access points to manhole chambers. The 1 000mm diameter Markman sewer would however allow man-entry and the manufacturer’s solution is the welding of a 200mm wide strip on the inside to cover each joint to ensure continuity of the HDPE lining throughout the system. Access to pipes may be allowed through 600 x 700mm openings in the top of pipes with the lined manhole ring shaft constructed over the opening.

continuous during the trench excavation and pipe is bedded, backfilled and installed), installation of shoring to support trench excavations, installation of U24 Bidim to trench bottom, installation of 7mm stone bedding on top of U24 trench floor to 200mm thick, installation of 1 000mm dia Reinforced Concrete Pipe on top of 200mm stone layer, and connect by means of the spigot and socket joint to the next pipe, installation of 7mm stone bedding to half way up pipe diameter on either side and compact to 90% MOD AASHTO DENSITY, wrapping the U24 Bidim over pipe both ways to wrap and contain the stone bedding, installation of selected fill( sand) bedding on top of U24 Bidim half way up diameter to 300mm on top of pipe soffit, and compact 90% MOD AASHTO DENSITY, removal of well pointing and shoring and backfilling the pipe from top of selected fill bedding to ground level.

The jointing of the pipe sections was external sealed with rubber seal of the RC pipe spigot/socket joint, and internally a 200mm wide HDPe strip welded to the pipe integral HDPe liner, over 360º of the pipe.

The pipeline was installed in a trench embankment condition to max 2.5m below ground, as well as embankment condition with pipe 1m above ground, requiring the earth berm constructed over the pipe from surplus excavated materials from site as well as imported G7 material, compacted 90% MOD AASHTO DENSITY. The pipeline was installed along the edge of the N2 road raised embankment, requiring careful restricted excavation and backfill due to steep grade, over a 120m section.

The pipeline is situated in the floodplain of the Swartkops River. The 1:50 floodline was obtained, requiring that cover levels of all manholes located in the floodplain be 300mm above the floodline. A pipe buoyancy calculation based on the floodline, pipe type and backfill material was carried out to determine pipe flotation restraints requirements.

Strict adherence to traffic accommodation specifically for the construction over 300m section within the N2 road reserve, and limitations for the offloading and transport of pipes and materials along fixed corridors instead from the N2, required careful logistical planning by the Contractor’s operations.

Pipe installation permissible tolerances is on SANS LD, and is to be within 12mm of the design invert level at each manhole and allows for a maximum of 10% fall less than design gradient between two successive manholes. Levels of each pipe installed was taken to ensure quality of workmanship.

Pipeline Installation:

Pipeline Structures:

Pipeline Materials:

The pipeline traverses along the Swartkops Estuary, consisting of loose silty loose sand, with a high groundwater table.

The pipe installation consisted of site clearance over 15m strip within allowed 15m working construction width, removal and stockpiling of top soil, insert well pointing before commencing trench excavation to lower the groundwater table to reduce presence of water in the trench( well pointing

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Manholes: Manholes are installed every 170m, as well as the start and end of each radial curves. Manholes comprised Precast integral HDPe Lined RC pipes with straight short section with access opening were manufactured by ROCLA. A shaft consisting of 1.6m dia RC precast manhole sections was installed

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Figure 4: Installation of Pipeline (Dry conditions)

Figure 5: Leveling of pipes

Figure 6: High Water Table at the FWF WWTW Tie-in (also existing 900Â mm RE pipe to be crossed)

Figure 7: De-watering System being Installed

Figure 8: Trench Filling up as a Result of Tidal Flow from Swartkops River

Figure 9: Difficult Wet Working Conditions

on top of the manhole pipe, integrally cast together with in situ concrete.

Bends consist of precast integral HDPe Lined RC pipes also manufactured

by ROCLA.

Other structures: FWF Tie in Structure, consisting of 3.6m x 3.7m x 4.5m deep reinforced concrete structure, purpose is for the connecting up the RC pipe to the existing GRP pipeline at the FWF Works. A concrete/GRP Extended VJ coupling flanged with 316 Stainless Steel bolts, was used for connecting up the Concrete RC pipeline to the GRP pipeline. A flow meter is installed at the connection, consisting of a velocity flow sensor and ball valve, together with an additional pressure transmitter to provide the hydrostatic height of the water in the pipe for times when the pipe is flowing partially full. Flows are recorded and information relayed to a central flow recording databank for all incoming sewer flows at FWF Treatment Works.

Pipe Bridge Crossing consisting of the construction of a temporary steel bridge 20m long comprising girders 0.45m deep, together with shoring, to support an existing 900mm dia return effluent concrete pipeline which had to be kept in operation, required for the construction of the Markman Sewer underneath the return effluent pipeline.

The Grit Chamber at the head of the Markman Sewer consists of a 20m x 3.5m x 2.5m deep RC structure, purpose of which is for the capturing sediments and grit, reducing the volume of grit flowing downstream into the existing and new Markman Sewer. The existing and new Markman sewer tie into the Grit Chamber, and with new sluice gates installed, flows can be diverted into either the existing or new Markman Sewer. A Grit Chamber Bypass Pipeline, together with valves and new sluice gates, is under construction as part of the project, for the diversion of flows around the grit chamber, to facilitate easier access and maintenance of the grit chamber.

N2 Bridge Tie In Structure consisting of a connecting the existing GRP

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is conducted 24 hours after application, using a small hammer, to ensure bonding of the lining application to the structure. Guniting/Spraying seamless coating to prevent water ingress.

±180 ±5740 900 mm concret

EME (Emerging Management Enterprises) Top of pipe

±3000

1000 mm concret

SPILLWAY

1815

SILL

APRON 2350

2110

190

4650

Figure 10: Section through Drop Structure giving Internal Dimensions (not to scale)

30% of the value of the Contract was allocated in the form of 11 Packages of R650 000 each, to EME Contractor’s. EME Contractor’s were nominated from the City Council and Ward lists. The deployment and social facilitation was carried out by a Social Facilitator, and on site by the EME Construction Manager. Each EME Contractor was employed for 3 weeks, 2 weeks of which was for Training (of the specific operations, and compliance with Health, Safety and Construction Regulations, and 1 week was deployed on site, specifically integrated with the Contractor’s team involved with the pipe laying operations.

Environmental Considerations & Compliance Inlet pipe 900mm

SPILLWAY

±1400

APRON

1000

S I L L

Outlet pipe 1000mm

Figure 11: Sectional Plan through Drop Structure with Roof Removed (not to scale)

pipeline, previously installed on the N2 bridge Swartkops River Crossing, by use of VJ Coupling, and Reinforced Concrete Structure. Construction took place under confined space between the edge of the road embankment, bridge structure and N2 roadway, and required temporary safety barriers.

Hydraulic Jump/Drop Structure consists of a 10m long x 1m wide x 3m deep Reinforced Concrete Structure, consisting of a spillway, apron and sill.

The drop structure has been designed for a 900 mm diameter sewer at the required PWWF capacity of 1 107ℓ/sec when flowing at a depth/diameter ratio of 41.0 % in the upstream pipe and at depth/diameter ratio of 100% in the 1 000mm downstream pipe. The spillway profile and the sill are sized for the maximum flow.

The flow channel through this structure is kept the same width as the downstream pipe diameter to ensure that there are self-cleansing velocities downstream of the hydraulic jump at low flows. The sill is needed to ensure that a stable hydraulic jump will occur within the structure at low flows.

The sill has a sloping surface to assist with the washing out of silt that could occur at low flows. The spillway, apron and sill are to be rectangular in section with a width of 1 000mm and the walls must be higher than that maximum energy level downstream of the jump (1 400mm). (Goyns, 2018) Details of the hydraulic jump/drop structure are indicated in Figures 10 and 11.

Corrosion Protection of Structures Investigation was carried out of alternative corrosion protection measures inter alia in-situ HDPE lining, Epochem RA500M Epoxy Coating, Sikagard 720 Epocem and Sikagard 63N three layered system and Sewpercoat (CAC product).

Based on the various considerations including costs, application times and practicalities, SewperCoat is being applied to internal of all structures and manholes. The application of the SewperCoat to the concrete surface consists of the cleaning and chipping of the existing surface to ensure adhesion, high pressure wash, checking pH of the substrate, pre-wetting and applying of the SewperCoat using a Putzmeister worm pump. Bonding test

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As the pipeline traverses through an environmental sensitive estuary of the Swartkops River, which is regulated by the Swartkops Environmental Trust, the Environmental Authorization issued by the Department of Environmental Affairs and Tourism issued strict adherence to environmental authorization compliance.

The piping material proposed for the Markman Main Sewer upgrade is high density polyethelene lined reinforced concrete (HDPE lined RC). An investigation of the most appropriate piping material arose because the existing Motherwell GRP Sewer Pipe, has recently burst at a number of different locations, resulting is serious sewage spills into the Swartkops estuary. Due to these failures of the Motherwell GRP sewer piping, concern was expressed by various stakeholders including Zwartkops Conservancy regarding the use of GRP which was initially proposed. In the light of the above concerns, two reports which investigated the most suitable pipe material was completed. The failures of GRP pipelines referred to by the Zwartkops Conservancy can be attributed to poor construction methods and inadequate bedding material. There appear to be no inherent problems associated with using GRP piping for this project and this material is considered highly suitable for transporting corrosive fluids (sewage) within the corrosive salt marsh environment.

However, due to the fact that sub-contracting inexperienced EME Contractors to construct the pipeline is a policy decision strictly enforced by the Municipality, it was accepted that the integrity of GRP piping will be placed at risk if high construction standards and strict specifications for laying the pipes are not adhered to. It was also recognized that it is unlikely that the EME Contractors will be able to meet the required construction standards. These issues as well as the robustness and strength of the various piping material, concluded that the choice of piping material for this project HDPe lined RC pipe.

Two alternative pipe routes that could be used for the proposed sewer from Settlers Bridge to the inlet works at the FFWWTW was considered.

As the pipeline has to traverse a section of very sensitive and important estuarine salt marsh, it is critical to consider the potential impacts of the alternative routes. Option 1 (N2 Route) is from Settlers Bridge south parallel to and about. 2-5m west of the N2 road reserve for 1.25km and then turning west along the northern edge of the FFWWTW site towards the inlet works. This route avoids the very sensitive intertidal areas of the Swartkops estuary salt marsh and is largely confined to previously-disturbed supratidal areas near the N2 and along the edge of the raised FFWWTW site.

Initially consideration is for the route traversing parallel to the existing old 600mm and 1 000mm dia sewer pipelines from Settlers Bridge to the inlet works of the FFWWTW, to cross diagonally over the intertidal areas

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of the estuarine salt marsh as it goes diagonally across the salt marsh, and is the shortest route. A large tidal inlet is encountered about halfway along the Salt Marsh Route pipeline route between Settlers Bridge and the FFWWTW. Estuarine water inundates the pipeline route during high tide at this point, which not only highlights the environmental sensitivity of this locality, but will ensure very difficult working conditions during pipeline construction.

The high water table and tidal fluctuations will inundate excavations for the pipeline trench and the wet, soft substrate will make access for machinery and vehicles very problematic. To enable vehicular access south of this tidal inlet along the existing pipeline route, it will be necessary to make a new access track leading off the existing old haul road. This old haul road running roughly parallel to the N2 is slightly elevated above natural ground level and has a firm hard surface. This is to be used as an access road for machinery during the construction of the pipeline.

Based on the comparative sensitivity and ecological importance of the habitats traversed by the two alternative routes, concluded that Option 1 (N2 Route) poses a significantly lower risk to the estuarine environment during both the construction and operational phases of the project, compared to Option 2 (Saltmarsh Route).

The necessary Water Use Licence Application or WULA approval was obtained from the Department of Water Affairs, which was based on the Baseline Botanical Assessment.

A specialist estuarine botanist was appointed to conduct a plant survey. Based on this study, the vegetation type in the Study Area, namely Swartkops River Salt Marsh, has been classified as Critically Endangered in a recent conservation assessment and plan for the Municipality. In addition, the Study Area falls within a designated Critical Biodiversity Area due to the presence of critically endangered habitats and because the locality functions as an ecological process area.

The recommended land use for the Swartkops River Salt Marsh ecosystem is that this critical ecosystem process area should not undergo further loss through disturbance and development. In addition, before site clearance took place, a “Search and Rescue” operation to identify and transplant all plants of concern present along or near the pipeline route was necessary, before commencement of construction of the pipeline, to mitigate negative impacts on salt marsh vegetation and birdlife Most of the above concerns associated with and dependent on the construction methods to be employed by the contractor and the conduct of the contractor and his construction workers, as well as the concerns regarding destruction of plant species and disturbance of birdlife, was addressed in the construction environmental management plan (CEMPr).

The CEMPr will specify the construction methods to be employed and the appropriate mitigation to be undertaken in order to avoid or reduce the potential impacts on vegetation and birdlife to acceptable levels. These include a search and rescue operation prior to construction and replanting of the vegetation soon after backfilling of the various sections of the pipeline trench is complete. In addition, adherence to the conditions as set out in the construction CEMPr is regularly audited and strictly enforced.

The risk of water pollution during construction, and appropriate mitigation to prevent water pollution during the construction phase of the project are given in the CEMPr. Water sampling was carried out before and after dewatering/pumping of water from the trench, and point of disposal of water, after pumping of water. The chemical constituents in the water is not be altered from pre – to post trench excavation.

An environmental control officer (ECO) was appointed to conduct regular audits to ensure compliance by the contractors to the environmental specifications listed in any authorization granted by DEDEAT.

Figure 12: Water Samples Taken for Testing

Health & Safety Compliance A Health & Safety Officer was appointed to work directly with the Contractor to ensure compliance by the Contractor with the provisions of the Occupational Health and Safety Act, 1993 (Act 85 of 1993).

The Health and Safety Plan and Health and Safety File, as well Construction Works Permit issued by the Department of Labour and approved by the Municipality, was required before Contractor commenced Works Operations.

Regular monthly audits was completed by the Health and Safety Officer, which inter alia included audits of administrative and legal requirements (OHS Programme/Plan, Induction/Safety Training regarding difficult construction operations of trench excavations and pipe laying, risk assessments, cranes and lifting equipment, PPE), education and training (General OHS and induction training), public safety, security measures & emergency preparedness and traffic accommodation, and appointments in terms of H & S Regulations.

CONCLUSIONS • M any factors and considerations were allowed for in the technical design of the pipeline including routes, environmental and practical constraints, poor ground conditions, extensive groundwater, tight gradients, hydraulic designs given the high flow rate, steep and flat gradient necessary for the placement of a hydraulic jump facility, restricted working space, crossing of existing services and maintaining these in operations during the crossings, pipe material suitability investigations, as well as for the various structures at the tie ins and manholes, environmental constraints and compliance with health and safety regulations, marked this project quite unique and challenging.

• The construction of the pipeline was completed some 9 months ahead of schedule, and given the difficult conditions, it is a unique construction, client and professional team accomplishment to have completed the project, with a high quality of workmanship.

• The innovative and holistic approach to the design and construction of the pipeline and associated structures which was carried out, ultimately resulted in the successful construction and completion of the pipeline, given the severe conditions on site and other restraints.

ACKNOWLEDGEMENTS We hereby acknowledge the inputs provided by Ms Nolu Mabangula, Ms Z Nyila and Mr L Pieterse of be Nelson Mandela Bay Municipality, the inputs of Mr C Ferreira of SJW JV Civils, as well as the inputs of Mr Alaster Goyns of Pipeline Installation and Professional Engineering Services.

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PAPER 15

Energy saving and environmentally friendly desalination technology, remix water Author: Sydney Masha: Civil Engineer: eThekwini Water and Sanitation

ABSTRACT EThekwini Water and Sanitation (EWS) has recently engaged on a feasibility study to find out whether it is financially viable to implement desalination as a solution to the water challenges that the city is currently facing. Current studies underway by EWS to assess Inner City Water Demands indicate a demand of approximately 65ML/day. This demand outstrips the supply of 50ML/d and thus the need to augment the supply by 15ML/d by 2020. In response to this, EWS is investigating desalination technologies available to implement in the city, one of them being the Remix WaterTM System, an energy-saving and environmentally friendly desalination technology.

A remix water system consists of a combination of seawater desalination and reuse of effluent from a wastewater treatment that is treated with membrane bioreactor technology (MBR) and brackish water reverse osmosis (BWRO). The reject water from the BRWO process unit is used to dilute the seawater before the Sea Water Reverse Osmosis (SWRO) process to decrease the salinity. Furthermore, decreasing the salinity decreases the osmotic pressure. This reduces the energy consumption by 40% compared to conventional SWRO desalination plants. SWRO conventional desalination plants, depending on the intake water quality, consume an average of 3.8 kWh/m3 and the Remix Water System consumes an average of 2.6 kWh/m3. This leads to a significant reduction in the operational costs of implementing Remix Water compared to SWRO desalination.

The first Remix Water desalination plant commenced operations in December 2010 at Kita Kyushu, Japan. The current plant capacity is about 1.4ML/d and currently supplies process water to Kyushu Electric Power Company in Japan. EWS, Hitachi and NEDO have collaborated to build and operate a 6 250m3/d Remix Demonstration Plant at eThekwini’s Central Wastewater Treatment Works. The Central Wastewater Treatment Works has been identified as the ideal location of the remix demonstration plant due its close proximity to the sea and the plant will utilize the existing infrastructure such as the sea outfall and the primary settling tanks.

The purpose of the demonstration plant is to test the technology, prove its ability to reliably produce potable water quality and to optimize the design, in order for the technology to be considered for larger commercial-scale implementation. The implementation of the demonstration plant will compromise of a 300 m3/d containerized unit and a 6 250m3/d demonstration plant. The demonstration plant will be commissioned in November 2019 and will operate for 12 months thereafter.

1. INTRODUCTION The eThekwini Metropolitan Municipality is one of the main economic contributors within the KwaZulu-Natal (KZN) province. In order to maintain its significance and realise its future growth potential, this region needs to be supported by a sustainable long-term supply of water. The responsibility for the planning, constructing, operating of the required water resource,

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and water supply infrastructure rests with the Department of Water and Sanitation, Umgeni Water and the relevant Water Service Authorities.

A study was conducted to review the water demand in the eThekwini region and was found that the water demand will exceed the water supply in 2020. The situation is worsened by current climate change conditions that are being experienced countrywide which is producing lower dam yields and thus putting pressure on the current water supply system.

The growing demand of water supply and the climate conditions would require a sustainable solution to address the water supply issues. In response to this, EWS is investigating technologies available to implement in the city, one of them being the Remix Water System, an energy-saving and environmentally friendly desalination technology.

A Remix Water system consists of a combination of seawater desalination and wastewater reuse. The Central Wastewater Treatment Works (WWTW) has been identified as the ideal location of the remix treatment plant because of its close proximity to the sea. A demonstration treatment plant with the capacity of 6.25ML/day has been planned to be constructed at the site to test the technology.

2. WATER DEMAND AND SUPPLY IN THE ETHEKWINI MUNICIPALITY The average water demand in the eThekwini Municipality is 905ML/day and is supplied from 10 potable water treatment plants. The Municipality purchases majority of its water from Umgeni Water and a small portion the water is supplied from water treatment plants that are owned by the Municipality. However, erratic climate conditions had a negative effect on the eThekwini’s current water supply to the extent that water restrictions were imposed across the municipality during the 2015/16 drought season.

This reduced the water demand to 875ML/day due to various drought intervention measures.

Current studies underway by EWS to assess Inner City Water Demands indicate a demand of approximately 65 ML/day. This demand outstrips the supply of 50 ML/d and thus the need to augment the supply by 15 ML/d by 2020.

Therefore, the Municipality seeks to secure its water supply from other resources. This dire need is emphasized in two pertinent documents, EWS Security of Water Supply, which had been adopted by Council on the 1st August 2017, and the KZN Reconciliation Strategy. The Reconciliation Strategy is in response to the current economic growth, improved waters supply services, urbanization of the population and associated expansion of residential and other developments being implemented. The trend is expected to continue over the medium term as reflected in planned new urban developments.

The area along the coast between the Tongati and the Thukela Rivers, within the iLembe District Municipality (DM,) is experiencing developments of large residential estates and industries which require additional water resources for the North Coast supply area. In addition, the development of the Dube Trade Port, which includes the King Shaka Airport and the commercial and residential development that the trade port will attract in the vicinity of La Mercy, will also result in increasing water demands.

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Therefore, further augmentation of the water supply system is required and there a number of projects to do so. These currently include the Lower Thukela Scheme, Lower Umkhomazi Scheme, uMkhomazi-Mgeni Transfer Scheme (known as the uMkhomazi Water Project Phase 1 - Smithsfield Dam), eThekwini’s desalination plant at Central WWTW, potable reuse plants at various WWTWs and Umgeni’s north and south coast desalination plants.

Reuse of wastewater is identified in the KZN Reconciliation Strategy as an intervention to mitigate against the deficit in the water supply/demand curve based on the projected future water demands. Therefore, the Municipality is implementing direct reuse projects as a mitigation measure. The proposed construction of two new reuse plants at Northern and KwaMashu WWTWs, 50MLD each, will cater for the increased water demands based on the proposed residential and commercial developments within this catchment.

In addition, Umgeni Water has conducted a feasibility study for the implementation of two 150ML/day desalination plants in the North and South of the eThekwini region. The site of the North plant is adjacent to the southern banks of the Lovu River Estuary and the south plant is located at Lovu. Both sites are ideally located as they are close to Umgeni Water’s existing bulk water supply infrastructure. EThekwini Municipality is also investigating the implementation of emergency desalination schemes to supply water to the Municipality during severe drought conditions. The locations of these temporary desalination plants are the Durban Harbour, Southern and Gennazano WWTWs.

continuous development with the emergence of nano-technology and biomimetic RO membranes which are capable of revolutionizing the membrane based desalination processes (Shenvi & Isloor, 2015). The specific energy consumption (SEC) of SWRO trains have decreased over the past few years as indicated in figure 1 below.

Despite the improvements in SWRO desalination processes, the energy consumption of SWRO plants remains relatively high as compared to surface water treatment plants. This is due to the power required to drive the high pressure pump(s) and is typically the largest component of the operating cost of SWRO plants. Table 1 below, illustrates the specific energy consumption of desalination schemes around the world.

3. CHALLENGES OF IMPLEMENTING LARGE-SCALE DESALINATION PLANTS

3.2 Brine Disposal

In the past, desalination of seawater was not considered as an economically viable water source due to the availability of less costly surface and groundwater resources to meet water demands. However, due climate change, population growth, economic growth and increased levels of service, desalination is now being considered a long-term solution to overcome future water shortages in coastal cities (Blersch, 2014). There are obvious limitations in implementing large-scale desalination plants. These include the relatively high costs of operating desalination plants, as the electricity consumption is still relatively high as compared to the treatment of surface water and groundwater. Furthermore, the brine from the desalination process must be disposed in an environmentally friendly manner.

The implementation of emergency desalination schemes during a drought season must be carefully planned. This is to ensure long-term sustainability of these schemes. For instance, Australia suffered a decade long drought between 2000 and 2009, which prompted the implementation of large-scale emergency desalination schemes (Blersch, 2014). However, the drought ended after the desalination plants were commissioned and the country was left with a high financial burden due to the long-term financial implications.

3.1 Energy Consumption of Seawater Reverse Osmosis (SWRO) Desalination Plants The first commercial seawater reverse osmosis desalination plant was commissioned in the late 1970’s (Wang et al, 2011) and due to the lack of energy recovery systems and inefficient membranes, the energy consumption was as high as 10 kWh/m3. In early 1980s, the Pelton wheel and energy recovery pumps were utilized to improve the efficiency of the reverse osmosis process and the specific energy consumption was reduced to 6 kWh/m3 (Dashtpour & AL-Zubaidy, 2012).

By the late 1990’s, isobaric energy recovery systems were utilized to further reduce the energy consumption. The technology is undergoing

Table 1: Energy consumption of desalination schemes (Source: Dashtpour & AL-Zubaidy, 2012) Plant Name

Country

Product Flow Rate (m3/day)

SEC (kWh/m3)

Ashkelon

Israel

330 000

4

Taweelah

UAE

227 000

4

Carlsbad

USA

189 000

3.6

Fujairah

UAE

170 000

3.8

Kwinana – Perth

Australia

140 000

3.7

Tuas

Singapore

136 000

4.1

Tugun Queensland

Australia

133 000

3.6

Discharge of the concentrated brine from desalination plants has been a major concern and may result in an adverse effect on the receiving environment’s eco-system. All marine species have a tolerance range of salinity.

At first consideration, one often tends to ignore the fact that the concentrate (which can be several times more saline than the feed - depending on the application) needs to be disposed of in an appropriate and environmentally friendly manner. However, quite often this unavoidable consequence of the desalination process can contribute to a major portion of the overall project cost.

There’s a method to overcome the issue of discharging concentrated brine into the receiving environment. For example, the brine from the Fukuoka desalination plant (located in Japan), is pumped and mixed with the treated effluent from a nearby wastewater treatment plant. Therefore, it reduces the salinity of the discharged brine and has a lower environmental impact. This method requires that the distance between the desalination and wastewater treatment plants must be relatively low for it to be feasible.

14 12

SEC (kWh/m3)

10 8 6 4 2 0

1970

1980

1990

2000

2006

Figure 1: SEC of SWRO trains (Source: Aurecon 2016)

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Figure 2: Remix Water Process Diagram (Source: Hitachi Ltd)

4. REMIX WATER DESALINATION TECHNOLOGY

process diagram above, Figure 2: Remix Water Process Diagram, illustrates the process design of the Remix Water system.

The system is a blend of seawater desalination and wastewater effluent 4.1 Remix Water Process Design reuse.

The reject (or brine) from the BRWO process is mixed with the UF The Remix Water process was developed by Hitachi Ltd. to address chalseawater permeate in a mixing tank. This dilutes the seawater and reduclenges of implementing large-scale desalination plants. The simplified es the TDS thus reducing the osmotic pressure required to pass through the SWRO. The product water from both the BRWO and SWRO processes are then combined for tertiary treatment (stabilisation and chlorination).

The salinity of the brine is similar to the receiving environment, and thus has a lower environmental impact in comparison to conventional SWROÂ processes.

The first remix desalination plant commenced operations in December Figure 3: Kita Kyushu Remix Water Process Flow (Source: Hitachi Ltd.) 2010 at Kita Kyushu, Japan. The current plant capacity is about 1.7ML/d and currently supplies process water to Kyushu Electric Power Company in Japan as illustrated in Figures 3 and 4.

Using a membrane process allows for a continuous supply of stable water quality. Although this process has been developed fairly recently, the ability to continuously operate this Figure 4: Kita Kyushu Remix Water Plant (Source: Hitachi Ltd.)

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Figure 5: Remix Water Process Flow (Source: Hitachi Ltd)

system for over 3 years has been verified at the Kita Kyushu remix plant.

Utilizing this system allows pump power energy efficiency to be maximized by reducing the amount of sewage treatment water and salt concentration in the SWRO raw water.

4.2 Energy Consumption of the Remix Water Process As mentioned, the dilution of the seawater reduces the required feed pressure to pass through the SWRO membrane. Therefore, the power required to drive the high-pressure pump(s) is significantly reduced compared to a conventional SWRO process. This is illustrated in the Figure 4 and Table 2 below.

Table 2: TDS Concentration in mg/L (Source: Hitachi Ltd) Intake BWRO

1100

SWRO 39 252

UF Permeate Mixing tank RO Permeate 1100 39 252

20 670

RO Brine

50

3550

< 300

41 038

The BRWO process utilises ultra-low pressure spiral wound membranes with a feed pressure of 10 bar. Furthermore, due to the dilution of the seawater UF permeate, the required feed pressure for the SWRO is between 30 – 40 bar which is significantly lower than a conventional SWRO process with a required a feed pressure of over 60 bar. The Remix Water system also utilises a PX Pressure Exchanger energy recovery device to increase the efficiency of the system.

The energy recovery device facilitates pressure transfer from the high-pressure SWRO brine reject stream to the low-pressure SWRO feed stream. Therefore, the estimated maximum SEC of the BRWO and SWRO process is 0.38 kWh/m3 and 2.26 kWh/m3 respectively.

5. DEMONSTRATION PLANT IN SOUTH AFRICA In line with eThekwini Municipality’s long-term strategy to investigate the feasibility of implementing a large-scale desalination plant to further supplement the water supply, the Municipality partnered with the New Energy and Industrial Technology Development Organisation (NEDO) for a demonstration project. The purpose of the demonstration project is to test the Remix Water technology to assess whether it can reliably produce potable water and to optimise the design and operation in order for the technology to be considered for a large-scale desalination scheme.

The proposed Remix Water demonstration project requires a combination of seawater desalination and wastewater reuse. As a result, a

wastewater treatment plant located within a reasonable distance from the sea is required. Four alternative site locations were identified, namely; Central, Southern, Phoenix, KwaMashu WWTWs. These sites were compared using a matrix approach to select a preferred site.

The exercise was based with the following criteria: • Existing wastewater treatment processes • Availability of space on the site • Inflow Volume • Source of inflow (domestic or industrial) • Distance from the sea • Distance from distribution area Based on the above-mentioned criteria, the Central WWTW was selected as the preferred site for the implementation of a Remix Water Plant.

Subsequent to the completion of feasibility studies, NEDO is providing grant funding for a Remix Water Demonstration Plant to be implemented

by Hitachi Ltd. EThekwini signed a Memorandum of Understanding with NEDO and also a Implementing Document with Hitachi. The implementation of the demonstration plant will compromise of a 300m3/d containerized unit and a 6 250m3/d demonstration plant. The project is currently on schedule as all parties are meeting their obligations. The construction of the Demonstration Plant commenced in October 2018 and will finish in November 2019. Thereafter the demonstration plant will run for a period of 12 months.

5.1 Project Site The project site is located at eThekwini existing Central WWTW positioned along the KwaZulu-Natal coastline in Durban as illustrated in figure 6.

Central WWTW is designed to treat up to 133ML/day of mostly domestic wastewater. The treated wastewater effluent is discharged via an existing 3.2km long outfall pipeline. This is an ideal site as the demonstration plant will utilise some of the existing infrastructure and therefore reducing the project cost.

The feed water contains dissolved gases, dissolved and suspended inorganic solids, dissolved and suspended organic matter and suspended microorganisms. During the desalination process, the concentration of these components can effect various forms of scale formation and other inhibitive contamination of the desalination equipment.

As such, continuous scaling and/or fouling can be one of the most crippling side effects of desalination processes. A well-designed desalination

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Figure 6: Site Location (Source: Aurecon, 2016)

plant always incorporates a well-designed and appropriate pre-treatment system to minimise fouling.

The feed water for the BWRO process is extracted from one of the existing PSTs and is treated in a MBR unit. An MBR unit is required in this project, as feed wastewater needs to undergo biological treatment. This is to ensure that the feed water quality is ideal for the BRWO process and to reduce the risk of scaling and fouling. The SWRO process requires seawater intake point.

Three options were considered for the demonstration plant including the off-shore intake, harbour intake and a beach well intake point. The selection of the preferred intake point was based on the desired water quality and quantity to be abstracted, costs associated with the construction of the intake works, and the environmental regulations.

The harbour intake point, as illustrated in Figure 7 is preferred for the following reasons; • Significantly less construction risk • Ease of maintenance as it is less weather dependent compared to an offshore intake • Water quantity is guaranteed The brine from the SWRO process will be discharged via the existing outfall pipeline at Central WWTW. The Department of Environmental Affairs, Oceans and Coasts granted a Coastal Water Discharge Permit (CWDP) to utilise the existing outfall pipeline.

The CWDP requires constant monitoring of the feed water quality and the brine discharge quantity and quality.

The permeate water from the SWRO and BRWO processes is combined in a mixing tank to undergo further treatment. Firstly, the product water is passed through an advanced oxidation process (AOP) were the product water is dosed with hydrogen peroxide and exposed to UV light.

The reactive OH- radicals attack the EDC’s and thus improving the water quality. The water is then stabilised and chlorinated. However, during the demonstration phase of the project, the product water is tested and discharged to sea via the existing outfall line. The aim of the Remix Water demonstration plant is to produce potable water, which is compliant to SANS 241 standards.

Figure 7: Intake Location (Source: Aurecon, 2016)

building strategy document is to facilitate the capacity building process for the next 4 years of the project. This is to ensure that the Municipal staff is properly capacitated during the implementation of the project. This is achieved through various ways such as design workshops and technical tours in Japan.

The first capacity building workshop was held in November 2017 were over 30 EWS engineers, technologists and technicians attended the basic design workshop. Several workshops are in the pipeline, covering every aspect of the project including the commissioning and operation of the demonstration plant.

6. CONCLUSION The Municipality is facing challenges in securing its future water supply due to climate change, population growth, economic growth and increased water service levels. Therefore, the municipality is currently evaluating the implementation of large-scale reuse and desalination plants as alternative water resources.

The Remix Water demonstration plant and the sub-unit will be operated for 12 months to assess the viability of the desalination plant by testing the water quality of the product water. The success of the Remix Water demonstration project will provide the Municipality with an option to upgrade the demonstration plant and pump the product water into the nearby water reticulation network. The lessons learnt will guide the implementation of the larger-scale project.

7. REFERENCES Blersch, C. (2014). Planning for Seawater Desalination in the Context of the Western Cape Water Supply System. Cape Town: Stellenbosch University.

Dashtpour, R., & AL-Zubaidy, S. (2012). Energy Efficient Reverse Osmosis Desalination Process. International Journal of Environmental Science and Development.

Shenvi, S., & Isloor, A. (2015). A review of RO membrane technology:

5.2 Capacity Building As required in the agreements, a Capacity Building Strategy Document was developed and completed in July 2017. The aim of the capacity

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Developments and Challenges. Desalination Journal.

Wang, L. K., Wang, L. K., Chen, J. P., & Shammas, N. K. (2011). Membrane Desalination Technologies. Humana Press.

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PAPER 16

Latest achievements in microtunnelling: Progress by experience and innovation

Author: Swen Weiner Area Sales Executive: Middle East & Africa, Herrenknecht AG

ABSTRACT Trenchless technology is in a constant process of gaining importance due to rising ecological and economical awareness and restricted conditions on the surface. Growing cities and industrial zones need innovative sewerage and drainage systems, including deep tunnels and shaft structures. In order to build-up sustainable underground infrastructure with minimal disruption on the surface, trenchless methods have been further developed and improved during more than 30 years of Microtunnelling worldwide. Limitations of trenchless applications are continuously shifted to open-up new opportunities. Technical innovations and contractor´s expertise set new milestones on an international scale. Long-distance drives of up to more than 2km, tight curve drives and the ability to handle high groundwater pressures provide more flexibility in the design stage of microtunnel alignments. Early consideration of technological possibilities can even reduce overall costs of microtunnelling projects.

Within the construction of deep sewer systems for example, mechanized shaft sinking with VSM presents an economical alternative with rising depth and groundwater level. Since 2006, a total of 83 shafts in up to 115m depth have been sunk using the Vertical Shaft Sinking Machine (VSM).

This paper highlights the latest innovations and microtunnelling achievements in international projects and presents recent case studies for special applications, e.g. Pipe Arch and Cross passage construction.

the only choice. The different machine types available provide trenchless solutions for all ground conditions, and even below groundwater tables.

The advantages of trenchless technology are manifold. Municipalities realise direct cost savings by leaving existing roads undamaged and reducing excavation and back-filling. Furthermore, tunnelling avoids lowering the ground water table and delays due to geological conditions.

It is also more reliable in terms of schedule and budget. Indirect cost savings include: no interruption on surface (maintain traffic and opening of stores), reduced maintenance due to high quality tunnel, and reduced emission and noise (Figure 1).

Furthermore, using trenchless leads to a reduced risk of settlement of roads and buildings. By avoiding backfilling, a pipe that has been laid using trenchless technology has no punctual loads, even after multiple years past installation. This not only reduces settlements on the surface but also has a positive effect on the longevity of the pipe itself. Still, today many project owners opt to use conventional open-trench methods when tendering a project. At a first glance, trusted open-trench solutions often seem cheaper than investing in tunnelling equipment. However, with a rising number of projects executed with trenchless technology, clients and consultants become more and more aware of trenchless possibilities and their huge benefits considering lifetime costs and impacts.

INTRODUCTION With a growing world population and increasing urbanization, the need to lay services underground is on the rise, especially in large cities. Today, water shortages are widespread and cities around the world are meeting the fresh water needs by building desalination plants, dams and large transfer schemes. At the same time, the volumes of sewage are increasing, particularly in growing urban areas, which requires larger capacities in sewage transport and treatment. The systems built decades ago need to be modernized extended or replaced to ensure healthy and sustainable water and wastewater management. To build such infrastructure, we need tunnels of all diameters.

1. ADVANCED MICROTUNNELLING Trenchless Technology is the collective term for all kinds of trenchless construction methods to install utility tunnels underground for services, such as sewage, water, cables, oil and gas. In Microtunnelling a remote-controlled tunnelling machine is used to construct a tunnel.

Generally, trenchless technology is used whenever conditions on the surface are restricted or when ecological and economic reasons require an environmentally friendly installation method. Often, trenchless technology is utilized in urban areas or in places where barriers have to be overcome.

For passing obstacles like railway tracks, roads and waterways, it is often

Figure 1: Advantages of Trenchless Technology. Comparison of 1.000m of DNÂ 2Â 000 pipe installation at a depth of 12m

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Figure 2: General pipe jacking jobsite layout with AVN machine

Figure 3: Volume-controlled bentonite lubrication for different geological sections along the tunnel route

Innovative concepts in process and machinery and continuous further development enable a very flexible planning in microtunnel alignments enabling longer drives, tighter curve radii, higher groundwater pressures and more difficult geological requirements.

1.1. Long-distance pipe jacking In pipe jacked microtunnelling powerful hydraulic jacks are used to push the jacking pipes through the ground. At the same time, excavation at the tunnel face is taking place within a steerable shield. The remote-controlled microtunnelling machines are operated from a control panel in a container which is located on surface next to the launch shaft. This is an advantage regarding safety regulations, because no staff has to work in the tunnel during construction. The position of the remote-controlled machine is supervised by a guidance system. A typical Pipe Jacking jobsite overview can be seen in Figure 2.

The typical maximum drive lengths ten years ago with larger microtunnelling machines (> DN 1 500) was in a range of 600 to 800m. Today, the developed tunnelling technique enables the realization of long distance advances, also in difficult ground conditions. It is meanwhile usual to discuss pipe jacking projects of max. drives of 1.200 to 1.400m and even longer. Of course, the availability of appropriate lubrication technology is a key factor for a successful execution of long drives and is absolutely essential in this context. Furthermore, to include the right interjacking equipment into the plannings is mandatory to minimize potential risks. The following tunnelling equipment and features reduce friction and jacking forces.

Automatic Bentonite Lubrication During the pipe jacking process the whole pipeline is pushed through the ground. Rising friction forces between the surrounding ground and the pipe string lead to increasing jacking forces. However the maximum jacking force is strictly limited by the maximum permissible pipe load. To reduce friction, the pipeline should be lubricated continuously. Bentonite suspensions act as lubricants during the pipe jacking process. They are mixed in bentonite plants at the job site and are pumped into the tunnel via hoses or pipes. Through injection nozzles within the jacking pipes, the lubricant is squeezed into the annular gap between the pipeline and the surrounding ground. Thus, the jacking forces can be reduced considerably.

Reduced jacking forces optimize the performance of the pipe jacking process in terms of lower pipe loads and thus longer jacking distances.

A new generation of Herrenknecht’s bentonite lubrication system enables the optimal adjusted automatic distribution of bentonite suspensions along the alignment by controlling the injected bentonite volumes along each pipe at the same time. It allows to select and to adjust the desired bentonite volume of each meter along the tunnel route, also considering changes in geology (see Figure 3). Monitoring, control and recording of

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Figure 4: Monitoring display in control container

relevant data, such as bentonite volumes, pressures and friction forces, is done in the control container where the machine operator supervises the pipe jacking process (see Figure 4).

Intermediate Jacking Station Another, mostly additional possibility to handle jacking forces in difficult ground or long drive lengths, is the use of intermediate jacking stations.

The interjacking stations are installed in steel pipes (see Figure 5) used in determined distances in the pipeline and serve to separately advance the pipeline in sections. In general, it is not foreseen to operate the intermediate jacking stations continuously, but in case the pipeline has not been moved for a while (e.g. due to maintenance reasons) it is much more safer to re-start pushing by single sections than jacking the complete pipeline from the launch shaft. This allows to avoid extremely high jacking forces at the rear pipes. Also, sudden heavy raise of push forces indicates the risk of a blockage along the pipeline. In order to locate the critical area and to take measures it is recommendable to push the pipeline in sections by use of the intermediate jacking stations. An interjacking station in operation is shown in Figure 6.

In order to achieve long drive lengths, all process factors have to be carefully analyzed and adapted. The equipment has to fulfill the project requirements which mainly includes the cutterhead design according to the project geology. In addition, the quality of the bentonite and a smart lubrication along the tunnel route are decisive factors to reduce friction forces. The worldwide pipe jacking distance record was set in 1994 on the Europipe project in Germany where a tunnel length of 2.5km has been achieved (OD 3 800). In a smaller diameter of OD 3 200 a new record was

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Figure 5: Interjacking station installed in pipe

Figure 6: Interjacking station in operation.

Figure 7: Application fields of sea outfalls, intakes and landfalls

Figure 8: Function principle of Pipe Jacking marine outfall technology

set in 2018 in Mexico, where a 2,246m long pipeline casing outfall tunnel has been installed using the pipe jacking technology.

from the outside skin of the recovery module. After complete installation of the tunnel, the seaside end of the pipeline is mostly closed with a bulkhead equipped with a valve.

In most cases the tunneling equipment has to be recovered and lifted up to the surface. Therefore, the jacking machine is equipped with lifting eyes on its upper side. There are two ways to lift the tunnelling machine:

1.2. Sea Outfalls, Intakes and Landfalls In the construction of utility infrastructures in coastal areas or in river regions, trenchless Outfalls, Intakes and Landfalls are an effective and sustainable method. With the help of sea outfalls wastewater can be transported away from the coastline and discharged at locations where diffusion, dispersion and decomposition are enhanced. The municipal wastewater may be fully treated, pre-treated or untreated. Sea Water intakes are required to supply fresh water for desalination or cooling water to power plants. If no beach or sandy floor exists near the plant location, or if the site conditions are inadequate for infiltration, a tunnelled offshore intake system is the ideal choice. The worldwide growing demand for oil and gas makes the construction of pipelines on and offshore necessary. Pipeline landfalls, the section to connect offshore and onshore installations, is one of the key elements of large-scale pipeline projects. With the growing amount of offshore windparks cable shore approaches in tunnels or steel pipe casings are also gaining importance.

When a Sea Outfall tunnel is built using Pipe jacking technology, the machine is installed in a launch shaft on the landside and is then pushed through the ground to a target point on the seabed.

1. A barge with a crane is moored at the position from which the jacking machine shall be recovered. To be more independent from the sea, a jack-up platform with crane can be installed which is able to lift higher weights than a floating barge. The crane is connected to the lifting eyes of the jacking machine by means of a spreader beam. The connection has to be carried out with the help of divers. The jacking machine is lifted to surface by the crane.

2. Another possibility to lift the machine from seabed to water surface is the application of airbags. These are fixed by divers to the lifting eyes of the machine. A compressor installed on a ship or barge on the surface inflates the number of airbags needed to lift the weight of the machine.

Water level fluctuations caused by ebb and flood may be considered to reduce the lifting height. The barge or a ship transports the jacking machine to the next harbour, where it can be taken out of the water by a high-capacity crane.

Machine Recovery

1.3. Retractable machine concepts

Tunnelling machines to be used for Sea Outfalls are equipped with an additional recovery module, consisting of a steel can with bulkhead to close the machine and hydraulic cylinders to separate tunnel and machine. The supply of hydraulic oil for these cylinders is done by divers and connected

Retractable tunneling machines generally operate according to the pipe jacking method where the pipe jacking machine cannot be recovered in the reception shaft or by subsea recovery, but instead is pulled back to the launch shaft. This pullback is not reversible, meaning that once the

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Figure 9: Machine is uncovered by special suction system or excavator

Figure 10: Divers fix the crane to lifting eyes

Figure 11: Recovery of tunnelling machine via airbags, lifting by crane in harbor

machine is retracted, it cannot be brought back to its initial position. For pulling the machine through the pipeline back to the launch shaft, the TBM shield is designed with a double skin, where the inner shield is connected to the outer one by means of couplings. The cutter head can either be folded up or it consists of an outer cutting ring and an inner cutting ring. In the last case, the outer cutting ring stays in the ground together with the outer skin of the machine shield.

Prior to pulling back the machine, the supply lines will have to be disconnected from the machine and pulled back separately through the tunnel.

During a second stage the cutter head will either be folded up or separated from its outer ring. The inner shield of the machine will be disconnected from the outer shield and the machine will be pulled back by the adapted jacking frame. Figure 12 shows the pullback of a retractable AVN800 and its foldable cutterhead (Figure 13).

navigation system. A precise steering is also mandatory where a constant gradient of gravity lines, for example sewage tunnels, is required.

In the past, various pipe jacking projects have also been realized successfully going uphill with high slope. Here, some adaptations are required to maintain a functioning supply of the machine components, such as the hydraulic fluids. Furthermore, higher pump capacities are needed to overcome the height difference between the launch point and the machine position in a higher position.

1.5 Cross passages technology The general approach to connect two underground structures by a cross passage is not new. The technical approach is very similar to standard pipe jacking, where two shafts serve as launch and reception structures for the tunnelling equipment. The following figure gives an overview about different cross passage concepts.

1.4. Curved and inclined alignments The technical standard of modern microtunnelling machines enables curved and inclined tunnel alignments. Curved alignments can help to optimize planning for example to avoid existing lines underground, foundations or buildings or for river crossings. Furthermore, the number of shafts can be reduced. Regarding the respective curve radius, the length of the machine sections and pipes is a decisive factor. The smaller the radius, the shorter the machine sections and pipes. In addition, a stable geology helps to maintain a precise steering of the machine by the operator and the

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Shaft to tunnel Currently, the most common application field for cross passages is the link of a shaft and a tunnel. When emergency exits have to be installed to existing traffic tunnels, this can be realized by a conventional or a mechanized approach. The shaft, at the same time, can serve as a final structure for safety or ventilation. For a mechanized approach pipe jacking can be considered as the preferred technology, also assuring construction safety and installing the final lining. In this case, a tunnel boring machine starts

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Figure 12: Retraction of AVN800 in testing in workshops Schwanau, Germany

Figure 13: Foldable cutterhead of retractable AVN800

excavation in the shaft and then breaks through in the tunnel, where it is dismantled and transported back to surface.

In Spain, a total of nine shafts have been built by a mechanized shaft sinking equipment (VSM) to add the required emergency exits and ventilation to the express train route from Montcada to Trinitat. The shafts are up to 57m deep and have been linked to the tunnel using conventional excavation methods.

Tunnel to tunnel The application more in the focus for cross passage concepts is the link between two tunnels for rescue purposes. In general, twin traffic tunnels have to be connected to fulfill the necessary safety standards. The concept and design of the mechanized approach depends on whether one or both tunnels are still under construction, in operation or already finished and fully accessible.

Shaft towards tunnel – Blind hole In some cases, the tunnel has to remain unaffected by the construction of the cross passage for as much as possible. Here exists a mechanized solution using a retractable machine concept that allows the construction of the cross passage without interruption of the traffic in the tunnel or without affecting logistics when the tunnel is still under construction.

The tunnelling machine excavates the cross passage until the predetermined end position close to the tunnel. Then, it can be retracted to the launch shaft or dismantled, according to the machine concept and the project conditions. In the last step, the connection between cross passage and tunnel can be made, mostly by means of a grout block, at a time when disruption to the tunnel can be minimised.

For mechanized cross passage construction different machine concepts and lining methods can be considered according to the geology and groundwater conditions. In unstable ground with groundwater pipe jacking will be the chosen lining process. Only in dry and stable conditions conventional lining can be considered as a real alternative. Figure 16 shows the pipe jacking cross passage installation concept with AVN3000 linking two traffic tunnels in Hongkong, where a total of 46 cross passages of approximately 14 meters have been installed simultaneously to the main tunnel construction.

Figure 14: View in tunnel (ID 2 000) with curve radius of 110 m constructed in France

Figure 15: Different cross passage concepts

2. MECHANIZED SHAFT SINKING - VSM Almost all tunnelling projects require shafts, either as start and reception shafts for the tunnelling process or for inspection, ventilation and rescue purposes (see Figure 17). Also, a current trend towards infrastructure installations in growing depths can be observed. It is driven, among other things,

by deep sewer construction projects that aim to avoid pumping stations as well as the need to build new installations below existing infrastructure.

The Vertical Shaft Sinking Machine (VSM) was originally developed

by Herrenknecht for the mechanized construction of deep launch and

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Figure 16: Cross passage installation simultaneous to tunnel construction

reception shafts for microtunnelling. After starting design and testing in early 2004, the first Herrenknecht VSM equipment went into operation in Kuwait and Saudi Arabia in 2006. The machine concept, fully remotecontrolled from the surface, as well as its implementation on site proved to be an efficient solution right from the start for the safe and fast realization of shafts especially in difficult, inner-city environments without lowering the groundwater table.

To date, approx. 83 shafts have been successfully installed worldwide with the Herrenknecht VSM technology, reaching depths of up to 115m. They serve today, for example, as ventilation shafts for metro systems, maintenance or collector shafts for sewage, or as temporary microtunnelling shafts (Figure 17).

VSM machine components The VSM consists of two main components (Figure 18): the excavation unit and the lowering unit. The excavation unit systematically cuts and excavates the soil and consists of a cutting drum attached to a telescopic boom that allows excavation of a determined overcut. The lowering unit on the surface stabilizes the entire shaft construction against uncontrolled sinking by holding the total shaft weight with steel strands and hydraulic jacks. When one excavation cycle is completed, the complete lining can be lowered uniformly and precisely.

A slurry discharge system removes the excavated soil and a submerged slurry pump is located directly on the cutting drum casing. It transports the water and soil mixture through a slurry line to a separation plant on the surface. The whole operation takes place from the surface and is controlled by the operator from the control container on the surface. All machine functions are remote-controlled without the necessity to view the shaft bottom or the machine. Power supply for the submerged VSM is secured by the energy chain. After reaching its final depth, the VSM is lifted out of the shaft by the recovery winches and the jobsite crane.

Figure 18: VSM machinery installation and components

3. CONCLUSION Over the last years, boundaries of microtunnelling have continuously been shifted. Further development of existing technologies as well as the development of new methods and technical features opened up new possibilities in terms of project feasibility and planning approach. Public interest is increasing due to environmental and quality of life issues, where trenchless technologies prove out their benefits. Nevertheless, acceptance and level of utilization of trenchless solutions strongly depend on the region or country under consideration. In some North African Countries like Egypt, Algeria or Morocco, trenchless technology is already quite common whereas other regions of Africa still have to be informed and trained to get the technologies and its wide range of application into the minds of planners and consultants.

Milestone projects like the “Kpone Independent Power Project” in Tema, Ghana, where an AVND 2000 tunnelling machine installed a total of 4 drives with lengths of up to 1,100 meters in difficult rock conditions make the public aware of what can be achieved with trenchless technology. For this reason, the presentation will show the state-of-theart microtunnelling technology with some relevant milestone projects.

4. REFERENCES A Ulkan, 2014. Special application fields of microtunnelling equipment.

International No-Dig Conference, Madrid, Spain U Breig, 2018. Trenchless solutions for marine outfalls and landfalls. International No-Dig Conference, Capetown, South Africa S Frey, P Schmäh, 2018. The role of mechanized Shaft Sinking in international tunnelling projects. Tunnels et Espace Souterrain no. 265. Page 75-80

Figure 17: Overview of VSM applications, from left to right: ventilation / emergency shaft, microtunnelling shaft, sewage collector shaft, U-Park® shaft

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STANDBY PAPER 1

Tackling the preferential procurement regulations, 2017 SMME subcontracting challenge Author:

INTRODUCTION AND LEGISLATION

Lize Smit: Civil Engineer, GIBB (Pty) Ltd

The need to provide for a mechanism to empower targeted categories, called SMMEs, through procurement was an outcome of social dialogue on the New Growth Path wherein a Local Procurement Accord was signed on 31 October 2011 between the government and social partners (South Africa, 2017c). SMMEs are also classified as Exempted Micro Enterprises (EMEs) or Qualifying Small Enterprises (QSEs), Co-operatives, Township and Rural enterprises (South Africa, 2017c).

The revision of the Preferential Procurement Regulations (PPRs), 2011, initially promulgated in 2001, was initiated by this need. The revised PPRs, 2017 is therefore the second revision and it aims to promote socio-economic transformation and develop and empower SMMEs through the use of public procurement (South Africa, 2017c).

The revised regulations also adheres to the pronouncement of the President in his 2015 State of the Nation Address that “government will set-aside 30% of appropriate categories of State procurement for purchasing from SMMEs, Co-operatives as well as Township and Rural enterprises” (South Africa, 2017c).

The PPRs, 2017 requires the following as a condition of tender: “If feasible to subcontract for a contract above R30 million, an organ of state must apply subcontracting to advance designated groups” (South Africa, 2017b:27).

This requirement takes into account that tenders with a value of R30 million and above are usually awarded to larger, established companies with the capacity to execute the works and smaller, upcoming businesses do not get the opportunities. The revised regulations now require all those companies who are awarded the larger tenders to subcontract to the targeted categories in aid of the aspiring businesses (South Africa, 2017c).

Although the regulations do not make subcontracting compulsory, the PPRs, 2017 do require that if an organ of state deems it feasible to subcontract and “if an organ of state applies subcontracting… the organ of state must advertise the tender with a specific tendering condition that the successful tenderer must subcontract a minimum of 30% of the value of the contract” (South Africa, 2017b:27) to SMMEs. The goal of the revised PPRs, 2017 is therefore to, where it is feasible, apply subcontracting to SMMEs to a minimum of 30% of the contract value, to contracts above R30 million. A need arose out of the requirements of the revised PPRs, 2017 for a suitable strategy to achieve these subcontracting and procurement goals.

ABSTRACT The revised Preferential Procurement Regulations, 2017 aims to promote socio-economic transformation and develop and empower targeted categories, called Small Medium and Micro Enterprises (SMMEs), through procurement.

A need arose for a strategy to achieve the procurement goals which require organs of state, where it is feasible, to apply subcontracting to SMMEs to a minimum of 30% of the contract value, to contracts above R30 million.

To adhere to the revised regulations two strategies have been identified for SMME procurement. Both strategies firstly require determining if it is feasible to subcontract by conducting an objective analysis which provides facts to substantiate the decision. The first strategy entails that the tenderer submit proof of subcontracting arrangements with SMMEs from the Central Supplier Database (CSD) with the tender.

The responsibility of subcontracting a minimum of 30% of the contract value to competent and capable subcontractors remains fully with the main contractor. In the second strategy the responsibility of implementing the requirements of subcontracting to SMMEs is shared between the employer and the main contractor.

This strategy entails that the employer, with the aid of the employer’s agent, compiles pre-determined SMME work packages to an agreed percentage of the required 30% of the contract value and procure SMMEs for these packages before the tender period. These SMMEs will be provided to the tenderer as selected subcontractors.

The tenderer then submits proof of additional subcontracting arrangements with SMMEs from the CSD with the tender to achieve the minimum of 30% of the contract value.

The first strategy’s advantages are a normal tender period and a less costly process. A disadvantage of this strategy is that the tenderer needs only to comply by selecting SMMEs from the CSD without necessarily favouring local enterprises. This may lead to the risk of the community rejecting the project.

Furthermore, the SMMEs could be susceptible to exploitation. The second strategy’s advantages are that SMMEs can submit competitive prices, local enterprises can be favoured and SMMEs can be trained in tendering procedures.

The second strategy’s disadvantages are that it requires a longer timeframe and is more costly.

Both strategies have their advantages and disadvantages and all parties to the process must be aware of these when entering into a contract so as to provide sufficient budgets and to allow for adequate planning and risk management to achieve the desired goals.

CHALLENGES IN ACHIEVING THE SUBCONTRACTING GOALS In order to develop a strategy to implement the new regulations of subcontracting as a condition of tender, it is necessary to understand the requirements and challenges.

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The PPRs, 2017 specifically include the term “if feasible to subcontract”, recognising that in some tenders it may not be possible to subcontract due to the type of tender and the scope of works (South Africa, 2017a:15).

The inclusion of this term implies that the feasibility of subcontracting must be determined for all tenders above R30 million.

The responsibility of determining the feasibility of subcontracting rests with the employer.

An objective analysis is required which provides facts to substantiate the decision, since this requirement cannot be dismissed purely on the basis that it is not feasible without providing proof.

Previously the employer did not have to consider the feasibility of subcontracting. This is now an additional requirement which necessitates additional time and budget to execute.

In some cases a tender is straight forward and determining if it is feasible to subcontract is fairly easy. For example, the supply of one large piece of machinery may not be feasible to subcontract (South Africa, 2017a:15).

Construction tenders, however, are mostly intricate and require an in depth analysis since one tender can consist of divergent types of work. Every section of work needs to be investigated in terms of which items can be subcontracted, can the items be made up into packages, how many subcontracts are required, what the values of the subcontracts are and if the values add up to the requirement of 30% of the contract value. This investigation will take time to complete as well as additional budget.

When an organ of state has determined that it is feasible to subcontract the organ of state is responsible for including a compulsory subcontracting clause in the tender and the tender must be advertised with the specific tendering condition (South Africa, 2017a:16). The tender must also make it clear that tenderers who fail to meet the requirements will be disqualified.

Not only is it necessary to determine if it is feasible to subcontract, it is also necessary to determine if there are sufficient SMMEs eligible for subcontracting. The employer is required to conduct market and industry research to determine the availability of eligible SMMEs (South Africa, 2017a:15). This too requires additional time and budget.

Furthermore, although the regulations do not limit the area from which SMMEs may be sourced, it is to the benefit of the community to source local SMMEs. This means that the employer needs to conduct investigations and consult with the local communities in order to determine the number of eligible local SMMEs as well as their capabilities, resulting in an even longer timeframe and additional budget. Small communities located in remote areas might not have sufficient SMMEs capable of conducting the work.

SMMEs will then need to be sourced from wider areas which will not benefit the local community. If the employer decides to include an additional requirement which favours local SMMEs, the specific criteria needs to be stipulated clearly in the tender documentation.

An addition to the functionality clause in the tender can be used to favour tenderers who subcontract with local SMMEs. The CSD provides a search function with additional filters, such as location, which can be used to identify local SMMEs (South Africa, 2017a:16).

The organ of state must make the list of suppliers registered on the CSD, who can provide the services or goods, available to tenderers for selection (South Africa, 2017a:17). Where it is a tendering condition the tenderer must submit proof of subcontracting arrangements between the main tenderer and the subcontractor (South Africa, 2017a:7).

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It remains the responsibility of the main tenderer to select and subcontract with subcontractors who are capable and competent and who meet the tender requirements (South Africa, 2017a:16). The main contractor will remain liable for performance in terms of contractual obligations since the contract will be concluded between the employer and the main contractor and not between the employer and the subcontractor directly. (South Africa, 2017a:16).

The main contractor will therefore remain responsible for the quality of work and the performance of the subcontractors. The tenderer needs to price the tender accordingly to allow for a built in management fee as well as a budget for training of the SMMEs. This will increase the overall cost of the project.

Although it is a requirement that tenders are not to be subcontracted in such a way that main contractors have no incentive to tender (South Africa, 2017a:8), subcontracting 30% of the value of the contract has the potential to activate this risk. For example, 10% to 20% of the value of a contract is normally in the preliminary and general items, therefore only about 80% of the value of the contract could be classified as actual work items. If a further 30% of the value of the contract is subcontracted, only 50% of actual work items remains for the main contractor.

This percentage may be acceptable, however, some contracts require specialist work which could make up another 10% to 20%, leaving only 30% of the value of the contract to the main contractor in terms of actual work items.

This begs the question if there is still incentive for an established contractor to tender or if it leans towards a contractor who mainly specialises in contract management and who has little or no expertise to ensure quality work.

Since the regulations do not specify that local SMMEs are to be used or that the SMMEs are to have specific Construction Industry Development Board (CIDB) contractor grading levels, the tenderer has full say over who is subcontracted, provided that the subcontractor is on the CSD, what is subcontracted and how the subcontracts are set up. The tenderer can thus negotiate the terms which might lead to exploitation of the subcontractor.

If an organ of state therefore decides to add additional requirements, such as favouring local SMMEs or using an SMME with a specific CIDB contractor grading level, and if they want to limit the potential exploitation of the SMMEs, additional work and documentation is required which prolongs the tendering period and increases the cost of the project.

So now the question arises: do we leave it up to the contractor to fulfil the subcontracting requirements or does the organ of state intervene?

PROPOSED SMME PROCUREMENT STRATEGIES Two strategies have been identified for procuring SMMEs to adhere to the revised regulations for subcontracting as a condition of tender. The proposed options are not exhaustive and other possibilities should be investigated. However, these options highlight the issues that need to be taken into account when addressing the requirements of the revised regulations.

The two strategies differ according to the level of intervention by the organ of state. However, both strategies firstly require determining if it is feasible to subcontract by conducting an objective analysis which provides facts to substantiate the decision as described in the previous section.

Once it has been determined that it is feasible to subcontract, the first strategy entails that the organ of state includes the compulsory subcontracting clause which requires the tenderer to subcontract a minimum

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of 30% of the value of the contract, in the tender. The tender is advertised with the specific condition of tender. The tenderer then fulfils the subcontracting requirements as set out in the regulations by submitting proof of subcontracting arrangements with SMMEs from the CSD with the tender.

The tenderers are responsible for negotiating the subcontracts with the subcontractors during tendering and the tenderers who fail to meet the requirements are to be disqualified.

The responsibility of subcontracting a minimum of 30% of the contract value to competent and capable subcontractors remains fully with the main contractor.

In the second strategy the responsibility of implementing the requirements of subcontracting to SMMEs is shared between the employer and the main contractor. This strategy entails that the employer, with the aid of the employer’s agent, compiles pre-determined SMME work packages from the actual work items in the main tender, to an agreed percentage of the required 30% of the contract value.

SMMEs are procured for these work packages before the tender period through an agreed procurement process involving consultations and meetings with the community and SMMEs as well as a request for quotation process.

These SMMEs are provided to the tenderers as selected subcontractors. The organ of state includes a special compulsory subcontracting clause in the tender describing the shared responsibility procedures and the tender is advertised with this special condition of tender.

The tenderers are then required to submit, with the tenders, proof of the subcontracting arrangements with the selected subcontractors as well as proof of additional subcontracting arrangements with SMMEs chosen from the CSD to achieve the minimum of 30% of the contract value.

The tenderers who fail to meet the requirements are to be disqualified.

ADVANTAGES AND DISADVANTAGES OF PROPOSED SMME PROCUREMENT STRATEGIES The first strategy has the advantage that the tender period is not prolonged by an additional SMME procurement process. This normal tender procedure is a less costly process and the overall project costs are kept to a minimum.

A disadvantage of the first strategy is that the tenderer needs only to comply by selecting SMMEs from the CSD without necessarily favouring local enterprises. The local community may therefore not benefit from the SMME subcontracts as expected, which may lead to the risk of the community rejecting the project.

Furthermore, SMMEs who are not from local wards can have a socio-economic impact on the community, whether negative or positive.

The community might not approve of SMMEs from other areas entering the community, thus resulting in them rejecting the project. This risk can cause a major delay to the project and unwantedly prolong the installation of basic, necessary services. This will also increase the overall project cost.

Another disadvantage is that the tenderer directly negotiates the subcontracts with the SMMEs and the organ of state has no input into the subcontractors chosen by the tenderer from the CSD, which work items are subcontracted, if the prices are fair or how many subcontractors are employed.

The SMMEs could therefore be susceptible to exploitation. The organ of state might, however, still choose to include a preferred locality from which the subcontractors are to be sourced in the tender. This could be

done as an additional requirement in the test for functionality which will favour subcontracting to local SMMEs. The questions arising from the first strategy are firstly, what benefit does the SMMEs as well as the community actually obtain from the subcontracts or are they just exploited and secondly, what input can the employer have on the chosen subcontracts to ensure a benefit to the community and the SMMEs? The second strategy has therefore been developed which might address these questions and issues to some extent.

The second strategy’s advantages are that the organ of state has a greater input into the SMME subcontracts. During the consultation and request for quotation processes the SMMEs can submit competitive prices and therefore they will not be exploited. This strategy will also target local enterprises which will benefit the community.

Furthermore, the SMMEs can be trained in tendering procedures during this process to enable them to correctly tender or negotiate fair prices in future.

The first disadvantage of the second strategy is, however, that it requires a longer timeframe to implement. The SMME procurement process is estimated to take up to six months to complete.

This prolonged project completion timeframe delays the installation of the required services which negatively impacts the community. This may lead to the risk of the community negatively reacting against the slow progress of the project.

The second disadvantage is that it is a more costly exercise for the employer. It is estimated that it will increase the project cost between 10% and 25% and the costs incurred by tax payers will therefore increase as a result.

THE WAY FORWARD Both proposed strategies have their advantages and disadvantages and all parties to the process must be aware of these when entering into a contract, so as to provide sufficient budgets and to allow for adequate planning and risk management to achieve the desired goals.

Only by further investigation and implementation of the proposed strategies will it be determined if the SMMEs are actually benefitting from the process as expected and if there is still incentive for established contractors to tender.

It is, however clear that the employer must be specific about targeting local enterprises and furthermore, timeframes and budgets must be taken into account to include adequate provisions for procurement of and subcontracting to SMMEs during the whole project.

From the outcomes of implementing the proposed strategies, further solutions need to be developed that will benefit SMMEs without hindering the main contractor or resulting in poor quality work and which will minimise the increase in the cost to the employer and tax payers.

REFERENCES South Africa. National Treasury. 2017a. Implementation Guide: Preferential Procurement regulations, 2017 Pertaining to the Preferential Procurement Policy Framework Act (Act No. 5 of 2000). March.

South Africa. National Treasury. 2017b. Preferential Procurement Policy Framework Act, 2000 (Act No. 5 of 2000): Preferential Procurement Regulations, 2017. Government Gazette No. 40553, Notice R.32, 20 January (Regulation Gazette No. 10684) Pretoria: Government Printing Works.

South Africa. National Treasury. 2017c. Revised Preferential Procurement Regulations, 2017. Media Statement. 23 January. Available at: http://www. treasury.gov.za/comm_media/press/2017/2017012301%20-%20Media%20 Statement%20revised%20PPR.pdf (Accessed: 8 April 2019)

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Standby PAPER 2

Bicycle sharing scheme feasibility study Author: T Mangane, NJW Van Zyl, S Leeuw and J Rambuda Royal HaskoningDHV (Pty) Ltd, Building No. 5 Country Club Estate, 21 Woodlands Drive, Mazars House, 54 Glenhove Road, Melrose Estate, Johannesburg, 2196 Gautrain Management Agency, 44 Grand Central Blvd, Grand Central, Midrand, 1682

ABSTRACT This paper report on the outcome of the Bicycle Sharing Scheme Feasibility Study that was undertaken for the Gautrain Management Agency.

The objective of this study is to investigate the technical and financial feasibility of a bicycle sharing scheme within a five (5) kilometre radius from the Gautrain Hatfield station. Bicycle sharing has become very popular internationally, and it offers an affordable and sustainable mode to travel to and from Gautrain stations over distances less than approximately 5km.

Positive factors are the large number of high-demand nodes around the Hatfield Gautrain station, and particularly the University of Pretoria, as well as the cycling coverage, geography and topography. However, there is a lack of cycling lanes, and bicycle facilities at the Hatfield station will have to be upgraded and expanded to accommodate a bicycle sharing scheme.

In this paper the literature review of local and international best practice is summarised, and particularly the challenges experienced when planning the Bicycle sharing scheme. An evaluation of publicly available information and plans to gain an understanding of the level of existing bicycle usage in the City of Tshwane is also investigated. A summary of characteristics of the Gautrain Hatfield station area is provided (5km radius) including demographic factors, population density, geographic factors and land use. The focus of the paper then moves to an assessment of travel demand and identification of key demand points around the Hatfield Gautrain station. Subsequently, the financial feasibility of providing a bike share scheme at Hatfield Gautrain station is discussed, providing brief results of testing various types and sizes of bike share schemes using a spreadsheet model that was developed. Finally, the Paper provides conclusions and recommendations on the best way in which the GMA can provide a bike share scheme at Gautrain stations.

1. INTRODUCTION Gautrain is an 80km commuter rail system in Gauteng, South Africa, which links Johannesburg, Pretoria, Ekurhuleni and O. R. Tambo International Airport. A system such as Gautrain provide an opportunity for bikeshare to be integrated into the larger transportation system, such as BRT station in Hatfield and other public transport and non-motorised (NMT) modes. While this may or may not translate into increased ridership, integration between transit and bikeshare would contribute to a better, more seamless transportation network.

The Gautrain Management Agency (GMA) has appointed Royal HaskoningDHV (RHDHV) and specialist partners Mazars Berenschot

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(financial & management consultants), the University of Pretoria (UP) via Enterprises UP to develop a First and Last Mile (feeder-distributor) Master Plan for the Gautrain rail system as well as a Bicycle Sharing Scheme Feasibility Study. Bicycle sharing is potentially an important component of the overall feeder-distributer system for Gautrain.

Bikeshare has taken many forms over the past decade, from free bikes distributed throughout a community for all to use, to stations where bike rental was managed manually by an attendant, to the more technologically advanced and secure systems we see in most cities today, as indicated by the Bikeshare Planning Guide published by the Institute for Transportation Development Policy (ITDP, 2018).

The ITDP defines the goal of a feasibility study as a way to inform planning decisions that will yield the most successful bikeshare system possible. It further states that a successful bikeshare system should be: • Safe, reliable, affordable and accessible to all potential users; • Flexible and adaptable to changes in technology, trends, and operating models; • Thoughtfully connected to public transit and other modes; • Able to leverage and generate expanded investments and land use dedicated to cycling; and • A tool to help meet broader sustainability goals set by the city.

This paper reports on the outcome of the the Bicycle Sharing Scheme Feasibility Study. The objective of this study is to investigate the technical and financial feasibility of a bicycle sharing scheme within a 5km radius from the Gautrain Hatfield station. Bicycle sharing has become very popular internationally, and it offers an affordable and sustainable mode to travel to and from Gautrain stations over distances less than approximately 5km.

This paper addressees the following topics: • A literature review of local and international best practice with a particular focus on the challenges experienced when planning the Bicycle sharing scheme; • An evaluation of publicly available information and plans to gain an understanding of the level of existing bicycle usage in the City of Tshwane; • A summary of the characteristics of the Gautrain Hatfield station area (5km radius) including demographic factors, population density, geographic factors and land use; • An assessment of travel demand and identification of key demand points around the Hatfield Gautrain station; • The financial feasibility of providing a bike share scheme at Hatfield Gautrain station, providing brief results of testing various types and sizes of bike share schemes using a spreadsheet model that was developed; and • Conclusions and recommendations on the best way in which the GMA can provide a bike share scheme at Gautrain stations.

2. LITERATURE REVIEW OF LOCAL AND INTERNATIONAL BEST PRACTICE Apart from international research and schemes, there seems to be active interest in bike sharing schemes in South Africa, as indicated by

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various feasibility studies and a few schemes that were implemented on limited scale or as a pilot. A few notable examples are studies in Johannesburg (de Beer, 2015), in Cape Town (Jennings, 2014), a pilot operated at the Nelson Mandela University (Uyiloebike, 2019), a pilot scheme tested at the University of Pretoria (City of Tshwane, 2018), and a small scheme operating in Sandton by a private company (Green Cycles, 2018).

The key lessons learned from a wide body of literature on bike sharing are indicated below: • I f a bike share system needs to be financially viable and promotes the quality and brand of a high-quality system, it needs to be located in an affluent area. On the other hand, staff-serviced rental schemes, located in middle- and low-income areas, need to be publicly financed and complemented by significant investment, to be feasible.

• There is limited local data that could be used to support assumptions on the demand for a feasible bicycle share scheme. Safety and Security could hinder the successful implementation of a bicycle share scheme.

• A bicycle sharing system requires an integrated approach of transportation, inventory and facility costs as well as service quality.

Sign-up to the system should be on the spot and automated. Communication with current and potential users should focus on simple messages based on the mobility benefits afforded by public bikes.

• Bike share schemes are more utilised in areas where there are dedicated cycle lanes than to share the road with cars. Trips by electric bikes, e-bikes, are shown to have a wider variety of trip purposes than regular bicycle trips. Considering that most e-bike trips are displacing walking trips in the campus environment, e-bike sharing greatly expands user mobility, although it may perhaps not have a strong positive influence on reduced environmental impacts of the transportation system. Making the bike share program simple and cheap increases the chance of its success; and • Keeping to “old technology”, i.e. without using modern technology to automate the process, but use staff at stations, will be beneficial in terms of job creation, and may be more affordable. Bike share could work in South Africa, provided the design is geared to address the needs and risks of the target market.

Figure 1: Modal split for all trips

Figure 2: Mode of travel to work

3. EXISTING BICYCLE USAGE IN THE CITY OF TSHWANE 3.1 Mode Choice in City of Tshwane The City of Tshwane (CoT) Comprehensive Integrated Transport Plan (CITP) 2015 was used to source mode choice and utilisation information. As shown in Figure 1: Modal split for all trips, there is a high proportion of walking trips (29% in total), for all trips within Tshwane. The high proportion of walking within the city provide a high possiblity of

Figure 3: Mode of travel to educational facilities

Table 3.1: Mode usage per income group

Main Mode of Work - % Commuters Income Group

Train

Bus

Taxi

Car

Walk/ Cycle

Other

Up to R500

3.0

7.0

20.5

4.4

57.9

7.2

R501 – R1 000

6.6

10.5

29.0

6.6

39.5

7.8

R1 001 – R2 000

10.4

12.4

37.9

13.8

19.4

6.2

R2 001 – R3 000

8.9

11.1

31.3

28.5

13.7

6.4

>R3 000

6.2

5.5

26.6

2.7

24.6

5.7

RSA

6.2

9.2

26.6

2.7

24.6

5.7

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Figure 4: Extract from Tshwane NMT Framework – Targeted Intervention Strategy

having a successful bikeshare scheme. The cycling trips are captured as part of “other” and could account for 0.8% modal share within the City.

In areas where there are few cycle lanes, you expect the number of cycling trips to be low.

The “travel to work” data revealed that people in the CoT prefer to use a private car (46%) as well as public transport (42%). Non-motorised transport shows low percentages, e.g. walking (9%), indicated in Figure 2: Mode of travel to work.

With specific reference to this project, Figure 3: Mode of travel to educational facilities shows that scholars / students in Tshwane mainly walk to educational facilities (51%) versus using public transport (29%) or using a private car (19%) as a means of transport. The use of the bicycle is less than 1%, even for educational trips, which is a traditional stronger market for cycling. This implies a significant potential for increasing the share of cycling.

The effect of income on the choice of travel mode is shown in Table 3.1.

The income group with the highest people walking or cycling to work is people with a low income with 58 percent followed by people earning between R501 – R1 000 and >R3 000 with 40 and 25% respectively.

In view of the sustainability goals of the GMA and the CoT, Bicycle Sharing Scheme at Hatfield station will not only demonstrate sustainable transport but also remove the stigma that bicycle transport is only for the poor and that all income group levels can use it for transport.

3.2 City of Tshwane’s NMT Policy and NMT Master Plan • • • • • •

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The NMT Goals and Policy Statements CITP (2015) are listed below: Providing Accessibility and Ensuring Equity Promoting Development through Green Economy Measures Public transport Integration Improving Safety of NMT Users in Tshwane Creating Sustainability by Investing in Greener Modes R aising Awareness through the Promotion of NMT

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• E nhancing Institutional Capacity for NMT Implementation The First and Last Mile project is in line with, and promote, the City’s NMT Goals and Policy Statements.

In 2010 the CoT developed a Non-Motorised Transport (NMT) Master Plan, also referred to as the City’s Shova Kalula Bicycle Project.

The following is an extract from the 2010 Master Plan: “ The City of Tshwane with this NMT master plan commits itself to transform NMT within the city. The City undertakes to make available the necessary resources, both in terms of funding, manpower and equipment, to provide a service which is of such a standard that the City can confidently market it to current users, as well as people currently using other modes of transport.”

3.3 The City of Tshwane’s Draft NMT Strategic Framework, 2013 The CoT Draft NMT Strategic Framework was developed in November 2013. As part of the framework, the CoT aims for the change in mode choice indicated in Table 2 aiming at a transport system based on strong NMT & Public Transport programmes.

It states that the shifts deemed possible and achievable over the medium term, 15-20 year horizon.

Table 2: City of Tshwane possible future modal split targets

Main Mode of Travel

% of Person KM Current

Future

Walk

13%

12%

Cycle

1%

11%

P.T.

47%

48%

Car

39%

30%

TOTAL

100%

100%

A targeted intervention strategy was proposed as part of the framework and this is illustrated in Figure 4: Extract from Tshwane NMT Framework – Targeted Intervention Strategy.

A Bicycle Sharing Scheme initiated by the GMA will assist the City to achieve its aim for a change in modal split as well as support the intervention strategy.

International best practice indicates, that as more success is realised, larger cities are expanding bike sharing into lower density and lower income areas and new, smaller settlements/cities are entering the bike share market.

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4. DEMOGRAPHIC CHARACTERISTICS AND LAND USE IN THE HATFIELD STATION AREA 4.1 Population Density Population density of the Hatfield area is shown in Figure 5.

The following three population areas are shown within the 5 km area: • Groenkloof, Groenkloof Nature Reserve, Waterkloof Area, CSIR and Innovation Hub with less than 500 persons per square kilometre • Hatfield, Brooklyn and Moot areas with 1,500 – 3,000 persons per square kilometre • Central Pretoria with more than 10,000 persons per square kilometre

4.2 Land Use The land use map shown in Figure 6: Hatfield land use map depicts concentrations of land use within the 5km study radius.

One can deduce possible types and characteristics of users (such as office workers, students and government workers) that are able to comfortably access the locations surrounding the station.

Bike share systems are most successful where there is a mix of land uses and where trip-making occurs throughout the day. In Hatfield, bike sharing would provide an additional mobility option for: • Local residents, who live, work and recreate in the area covered by the bike share program; • Students going to the University of Pretoria, student residence in the area or the University sports campus, LC de Villiers sports grounds; • Visitors or tourist going to sports events hosted at Loftus Versfeld Stadium; and • Commuters travelling to the service area via the Gautrain or other transportation.

– In this way the system can: 1. Offer a “last mile” option for existing transit services.

2. Extend the reach of transit into areas that are currently underserved and /or do not currently warrant bus services, or area covered via the feeder and distribution buses.

5. FACTORS INFLUENCING THE DEMAND FOR BIKE SHARE A public perception study conducted by the Hatfield City Improvement District (CID) provides some insight into the factors impacting on the demand for bicycle usage.

The Hatfield CID is a non-profit organisation who is funded by the 26 property owners within the area. According to the Hatfield CID website (http://www.hatfieldcid.co.za) the CID embarked on a “Spatial and Institutional Development and Management Framework for the Hatfield Campus Village” in 2016.

Figure 5: Population density

According to the perception survey conducted in 2015, the majority of people in three sub-areas, Arcadia, UP Students, and Burnett, do feel safe to walk in the area, varying between 71% and 79% in the three sub-areas. Some 69% of people in Arcadia and UP consider traffic to be a problem, compared to 38% of people in the Burnett area.

Stakeholder discussions revealed that security challenges do exist.

The built environment is shaped by high walls and electrified fences.

Out of caution, many people prefer to drive and park adjacent to their destinations rather than walk and the result is streets that, even in the during the day, are often devoid of pedestrians or other activity.

The social response was that dedicated walkways and cycle tracks must be provided, along with recreational, sport and shower facilities on the Village Campus for staff and workers choosing to walk, run or cycle to and from campus. Strategic thrusts, such as a walking and cycling trails with appropriate and aesthetically pleasing signage, connecting the various neighbourhoods, are proposed. Street lighting in all the busy and concentrated areas should be a high priority. The vulnerable areas include the road from Lynwood Road in a western direction to Jorissen Street – many students, also females, walk this road late at night from campus or the library and certain areas, from Walton Jameson where Lynwood becomes Jorissen, are very dark and unsafe.

A decent, safe and extended walking and cycling trail network should be designed and implemented, based on students’ expressed needs and also current patterns. A preliminary study tracking students’ walking patterns in Hatfield produced the map.

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of the bikeshare pilot project, 437 bookings of conventional bikes (347 large and 89 small) and 414 electric bicycles were made. On average, between 16 June and 30 November, there were 14 bookings per day, with the maximum number of bookings being 40, for 2 and 16 November.

The analysis of the tracking data shows bright spots around the Lunnon Street entrance of UP’s Hatfield campus, as well as around the Field’s centre and Hatfield Plaza shopping centre. These centres contain fast food restaurants, gyms and retail stores. The Lunnon Street entrance of the Hatfield campus is also the closest entrance to the main campus from LC de Villiers.

6. FINANCIAL FEASIBILITY OF ALTERNATIVE BIKE SHARE SCHEMES The financial model was developed on a spreadsheet platform to assess the financial feasibility of the bike sharing scheme.

The financial model includes an analysis of the following: • Capital investment requirements; • Operating costs; and • Revenue estimates.

Figure 6: Hatfield land use map

While this is based on too small a sample to be representative of all students, it is clear that strong desire lines exist along Burnett, Lunnon, and South Streets (West of Duncan), which connect men and women’s residences to the campus.

The Hatfield Campus Village report concluded with objectives, strategies, guidelines, projects and programmes in support of goals identified as follows: • In various CIDs, specific efforts are being made to create historical tours, an ‘urban art hike’ and bicycle and photography tours to stimulate tourism and attract visitors to the area.

• A dedicated, well-designed cycle/pedestrian path with sufficient bicycle stands should be developed to provide convenient access and movement for cyclists and pedestrians. This initiative should also include a public bicycle renting system for students and workers.

• With regards to student preferences for alternative modes of transport, it was indicated that they preferred a fare-free bus system in combination with their current mode of transport. Other modes that yielded relatively high levels of preference were pedestrian routes and a hop-on/hop-off campus bus.

• Bicycle lanes were least preferred, probably because of perceived inconvenience, the car-oriented road networks and a concern for safety.

– With regards to bikeshare pilot project implemented by City of Tshwane Metropolitan Municipality (CoT) through a research grant via the Tirelo Bosha- Public Service Improvement Facility. By the end

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To estimate the potential costs the following sources of information were consulted: • I nternet research on the cost of other systems implemented internationally; • Cost associated with the bikeshare pilot study in the City of Tshwane; • Discussion with technology providers; and • Discussion with operators of existing bike sharing schemes in South Africa.

Various scenarios were developed to understand how different parameters affect the feasibility of establishing the bike sharing scheme, described below. The financial model has the following worksheets: • Inputs • Discounted Cash Flows (DCF) • Outputs The input sheet captured all the assumptions relating to the bike sharing scheme. It served as a basis for all the calculations relating to capital investment, operating costs, revenue and profits.

6.1 Scenarios Tested For the purposes of testing the sensitivity of a number of the input variables, 18 scenarios were tested. The sensititivity of the following variables was tested: • Scenario A1, A2 and A3: Two satellite stations and 40 bikes, testing the impact of e-Bikes vs Manual bikes for dockless systems: – A1 including 20 eBikes and 20 Manual bikes; – A2 40 eBikes and 0 manual bikes; and – A3: 0 eBikes and 40 Manual Bikes .

Standby Papers

Table 3: Summary of financial model results of scenarios with advertising revenue

Scenario

Description*

ZAR Million Capital Investment

Total Revenue

Percentage Total Operation Costs

Total EBITDA

EBITDA

Operating cost Subsidy

A1

2 (S), 20 (EB), 20 (MB), D/L

1.19

6.19

8.70

-2.51

-40%

29%

A2

2 (S), 40 (EB), 0 (MB), D/L

1.68

6.19

10.24

-4.05

-65%

40%

A3

2 (S), 0 (EB), 40 (MB), D/L

0.69

6.19

7.10

-0.91

-15%

13%

B1

2 (S), 40 (EB), 60 (MB), D/L

2.22

9.6

11.9

-2.34

-24%

20%

B2

2 (S), 100 (EB), 0 (MB), D/L

3.72

9.6

16.7

-7.14

-74%

43%

B3

2 (S), 0 (EB), 100 (MB), D/L

1.22

9.6

8.7

0.86

9%

C1

4 (S), 40 (EB), 60 (MB), D/L

2.24

12.01

12.37

-0.36

-3%

3%

C2

4 (S), 100 (EB), 0 (MB), D/L

3.74

12.01

17.16

-5.16

-43%

30%

C3

4 (S), 0 (EB), 100 (MB), D/L

1.24

12.01

9.17

2.84

24%

D1

5 (S), 40 (EB), 60 (MB), D/L

2.27

13.21

12.66

0.55

4%

D2

5 (S), 100 (EB), 0 (MB), D/L

3.77

13.21

17.46

-4.25

-32%

D3

5 (S), 0 (EB), 100 (MB), D/L

1.27

13.21

9.46

3.75

28%

E1

6 (S), 40 (EB), 60 (MB), D/L

2.30

14.42

13.01

1.41

10%

E2

6 (S), 100 (EB), 0 (MB), D/L

3.80

14.42

17.81

-3.39

-24%

E3

6 (S), 0 (EB), 100 (MB), D/L

1.30

14.42

9.82

4.61

32%

F1

6 (S), 40 (EB), 60 (MB), No D/L

2.41

14.42

41.46

-27.04

-188%

65%

F2

6 (S), 100 (EB), 0 (MB), No D/L

3.91

14.42

46.26

-31.84

-221%

69%

F3

6 (S), 0 (EB), 100 (MB), No D/L

1.41

14.42

38.27

-23.84

-165%

62%

24%

19%

*S = number of satellite stations, EB = number of electric bikes, MB = number of manual bikes, D/L = dockless system

• S cenario B1, B2 and B3: Testing the impact of an increased number of bikes, from 40 to 100, with same number of stations than in A, two satellite stations: – B1: 40 eBikes and 60 manual bikes; – B2: 100 eBikes and 0 manual bikes; and – B3: 0 eBikes and 100 manual bikes.

• Scenario C to E: Testing the impact of additional satellite stations (4, 5 and 6 stations, respectively), with same number of bikes as in Scenario B, i.e. 100 bikes: – C1, D1 and E1: 40 eBikes and 60 manual bikes; – C2, D2 and E2: 100 eBikes and 0 manual bikes; and – C3, D3 and E3: 0 eBikes and 100 manual bikes.

• Scenario F: Testing the impact of manual docking, compared to Scenario E with automatic docking, with 6 satellite stations and 100 bikes: – F1: 40 eBikes and 60 manual bikes; – F2: 100 eBikes and 0 manual bikes; and – F3: 0 eBikes and 100 manual bikes.

6.2 Financial Results with advertising revenue Table 3: Summary of financial model results of scenarios with advertising revenue presents a summary of the Financial Model results over ten years, including advertising revenue. Key highlights are: • Despite the financial model yielding negative profitability ratios, the scenarios highlighted in grey (B3, C3, D1, D3 and E1) will over the 10year period cover the operating cost of the business. Therefore they

do not require regular subsidy to cover the operating costs.

• T he estimated required investment for the scenarios that do not require subsidies for operating costs ranges between ZAR1,2 million and ZAR2,3 million.

• Positive results are achieved when the largest proportion of bikes are manual.

6.3 Financial Results with no advertising revenue Table 4 shows the financial results of the three best schemes without any advertising revenue.

The financial results highlight the following: • With no advertising revenue, not even the best scenarios are feasible.

• None of the bike sharing schemes will recover the initial investment without any advertising revenue.

• The scheme would require between 67% to 69% subsidy depending on the selected scenario.

7. CONCLUSIONS AND RECOMMENDATIONS The main conclusions from the Bicycle Share Feasibility Study are as follows: The literature review indicated that bike share schemes have become very popular internationally, but the success of a scheme depends on a wide range of factors. Although it is concluded that bike share schemes could be implemented successfully in South Africa, limited local data and applications are available to support assumptions about the demand for such schemes. A review of the land use, transport

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Table 4: Summary of financial model results of best schemes with no advertising revenue

Scenario

Description*

ZAR Million

Percentage

Capital Investment

Total Revenue

Total Operation Costs

Total EBITDA

EBITDA

Operating cost Subsidy

C3

4 (S), 0 (EB), 100 (MB), D/L

1.24

3.03

9.17

-6.14

-203%

67%

D3

5 (S), 0 (EB), 100 (MB), D/L

1.27

3.03

9.46

-6.44

-213%

68%

E3

6 (S), 0 (EB), 100 (MB), D/L

1.3

3.03

9.82

-6.79

-224%

69%

*S = number of satellite stations, EB = number of electric bikes, MB = number of manual bikes, D/L = dockless system

demand and supply patterns in the Hatfield node, the road and NMT infrastructure, NMT planning and policies of the City of Tshwane, indicated that there are many factors that would make a bike share scheme in Hatfield viable.

Positive factors are the large number of high-demand nodes around the Hatfield Gautrain station, and particularly the University of Pretoria, as well as the cycling coverage, geography and topography. However, there is a lack of cycling lanes, and bicycle facilities at the Hatfield station will have to be upgraded and expanded to accommodate a bicycle sharing scheme.

The CoT policy and planning supports and promotes the increased use of cycling as a mode of transport. The Hatfield CID also indicated the need for dedicated bicycle infrastructure.

A financial model was developed on a spreadsheet platform which was used to evaluate the financial feasibility of bicycle share schemes.

A wide range of scenarios have been tested, and these indicated that a bike sharing scheme is not feasible without alternative revenue, such as advertising revenue, in addition to the bike rental income. With advertising revenue, the scheme is only feasible when there are 100 bikes, mostly manual bikes, which are much cheaper than e-bikes, more than four satellite stations, and with automatic docking, to save the cost of kiosk attendants.

In view of the results of the scenario testing, a realistic bike sharing system was proposed for the Hatfield node and tested with the financial model. A scheme using 100 bikes, 20 e-bikes, six bike stations, with automatic docking and advertising revenue, is shown to be financially viable.

A critical factor that is still uncertain, is the demand for such a scheme, due to lack of local data to support assumptions made. The CoT implemented a small pilot bike share scheme in Hatfield with only one station and 20 bikes, which indicated adequate demand to conclude that a more extensive pilot would be warranted.

Various management options have been identified which the GMA could use to implement a bike share scheme. Options are operating a scheme as an extension of current services, as a separate legal entity or a completely outsourced business. The choice should be based on the risks and benefits expected from each management structure.

The following recommendations are made: • GMA should pursue further initiatives to move towards the implementation of a bike share scheme in Hatfield and in Sandton.

• GMA should co-operate with the City of Tshwane and the University of Pretoria to implement a pilot bike share scheme in Hatfield serving the Hatfield Gautrain station, the UP Campus, and other high-demand nodes. The first action should be to share and discuss the studies conducted by both parties and then to agree on a joint way forward.

• In view of the fact that the City of Johannesburg (CoJ) is also busy with an initiative to implement some form of bike share scheme in

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Sandton, the GMA should continue to consult with the CoJ to identify joint opportunities, as well as relevant property owners who would be willing to support such schemes.

8. REFERENCES Leonie Mervis, BicycleCapeTown.org 2014, http://www.bicyclecapetown. org/2014/04/bike-friendly-uct/ C4DLab, University of Nairobi, 2016, http://bikeshare.c4dlab.ac.ke/ City of Tshwane 2018, Testing an ICT-Driven E-Bike Project to Improve Municipal Transport Service Delivery – Close Out Report De Beer, Lize, 2017. “A’re Vaye Jozi City of Johannesburg Cycle Pilot Project: Draft Report.” Report prepared for United Nations Industrial Development Organization, March. Johannesburg De Beer, Lize, and D Valjarevic. 2015. “Bike Sharing in Johannesburg - Trendy Idea But Is It Financially Feasible?” In Proceedings of the 34th Southern African Transport Conference (SATC). Pretoria Institute for Transportation Development Policy (ITDP) 2018, The Bikeshare Planning Guide (New York) Jennings, Gail 2011, “A Challenge Shared: Is South Africa Ready for a Public Bicycle System?” In Proceedings of the 30th Southern African Transport Conference (SATC 2011), 14 Jennings, Gail 2015, ‘Finding our balance: Considering the opportunities for public bicycle systems in Cape Town, South Africa’, Research in Transportation Business & Management, 15: 6-14 Joyride Changing Mobility, Winter 2018, The Global Mobility Platform Langford, Brian, Christopher Cherry, Taekwan Yoon, Stacy Worley, and David Smith 2013, ‘North America’s first E-Bikeshare: a year of experience’, Transportation Research Record: Journal of the Transportation Research Board: 120-28 Moon-Miklaucic, Christopher, Anna Bray Sharpin, Iván De La Lanza, Azra Khan, Luca Lo Re, and Anne Maassen 2018, “The Evolution of Bike Sharing: 10 Questions on the Emergence of New Technologies, Opportunities, and Risks.” In. Working Paper. Washington, DC: World Resources Institute.

Available online at http://www.wri.org/publication/evolution-bike-sharing Shaheen, Susan, Stacey Guzman, and Hua Zhang. 2010. ‘Bikesharing in Europe, the Americas, and Asia: past, present, and future’, Transportation Research Record: Journal of the Transportation Research Board: 159-67 Stellenbosch University, 2019 http://www0.sun.ac.za/sustainability/pages/ services/transport/bicycles/what-is-a-matie-bike.php Uyiloebike 2019, http://uyiloebike.nmmu.ac.za/User/Ebike_Tutorial Van Heeke, Tom, Elise Sullivan, and Phineas Baxandall 2014, A New Course: how innovative university programs are reducing driving on campus and creating new models for transportation (United States Public Interest Research Group Education Fund, Denver, Colorado) Website 2019, http://www.greencycles.co.za

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