1269
REPORT To
THE EXECUTIVE MAYOR
CITY OF CAPE TOWN Iisimo SASEKAPA I STAD KAAPSTAD
I
Me 47/06/09
1
ITEM NUMBER:
2
UTILITY SERVICES 2009/2010 SERVICE DELIVERY AND BUDGET
IMPLEMENTATION PLANS (SDBIPs) AND BUSINESS PLANS
NUTSDIENSTE SE DIENSLEWERINGS- EN
BEGROTINGSIMPLEMENTERINGSPLANNE (SDBIPs) EN SAKEPLANNE
VIR 2009/2010
IINKONZO EZILUNCEDO-2009/201 0 KUNYE NEZICWANGCISO
ZOKUMISELWA KWEBHAJETHI (SDBIPs) NEZICWANGCISO
ZOSHISHINO
The following amendments were proposed to Annexure "Au attached to the
report:
- on page 66 as per Annexure "Au attached to the report, the frequency for
the indicator regarding the service rate of informal settlement for sanitation
should be amended from quarterly to annually.
- on page 67 as per Annexure "A" attached to the report, the frequency for the
indicator regarding the service rate of informal settlement for water should
be amended from quarterly to annually.
3
RECOMMENDATION FROM UTILITY SERVICES PORTFOLIO
COMMITTEE HELD ON 01 JUNE 2009
RECOMMENDED that the Utility Services 2009/2010 Service Delivery and
Budget Implementation Plans and Business Plans be supported together with
the amendments.
AANBEVELING VAN DIE VERGADERING VAN DIE
PORTEFEULJEKOMITEE OOR NUTSDIENSTE GEHOU OP 01 JUNIE 2009
AANBEVEEL dat nutsdienste se dienslewerings- en
begrotingsimplementeringsplanne en sakeplanne vir 2009/2010 tesame met
die wysigings gesteun word.
ISINDULULO SEKOMITI YEMICIMBI YEENKONZO EZILUNCEDO
KWINTLANGANISO EYAYICHOTSHELWE NGOMHLA WE-01 JUNI2009
1270
KUNDULULWE ukuba makuxhaswe iziCwangciso zowama-2009/201 0
zokuNikezelwa kweeNkonzo nezokuMiselwa kweBhajethi neziCwangciso
zoShishino kunye nezilungiso zabeCandelo leeNkonzo eziluncedo.
1271
REPORT To
UTILITY SERVICES PORTFOLIO COMMITTEE
MAYCO
COUNCIL
1.
ITEM NUMBER:
2.
SUBJECT
UTS 06/06/09
CITY OF CAPE TOWN IISIXEKO SASEKAPA STAO KAAPSTAO
SUp;Jorl
(LSU - 8340)
UTILITY SERVICES 2009/2010 SERVICE DELIVERY AND
IMPLEMENTATION PLANS (SDBIPs) AND BUSINESS PLANS
2.
BUDGET
ISIHLOKO
IINKONZO
EZILUNCEDO-2009/2010
KUNYE
NEZICWANGCISO
ZOKUMISELWA KWEBHAJETHI (SDBIPs) NEZICWANGCISO ZOSHISHINO
2.
ONDERWERP
NUTSDIENSTE
SE
DIENSLEWERINGSEN
BEGROTINGSIMPLEMENTERINGSPLANNE (SDBIPs) EN SAKEPLANNE VIR
2009/2010
3.
.
PURPOSE
To submit to the Utility Services Portfolio Committee for their consideration and
recommendation, the 2009/2010 Directorate SDBIP information pack which
contain the:
• Directorate SDBI P
• Departmental Business Plans - narrative; and
• Departmental SDBIPs.
These documents underpin the 2009/2010 Corporate SDBIP that will be
submitted to the Executive Mayor for approval in terms of Section 53(1 )(c)(ii) and
69(3)(a) of Act No. 56 of 2003: Local Government: Municipal Finance
Management Act (MFMA).
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1272
4.
STRATEGIC INTENT
The SDBIP is a detailed plan for implementing the municipality's service delivery
as outlined in the Integrated Development Plan (lOP) and budget It includes the
service delivery targets and performance indicators for each quarter which should
be linked to the performance agreements for senior management.
The
performance criteria contained in the SDBIP are designed to achieve Good
Governance and Regulatory Reform, as well as facilitaling the accomplishment of
Council's other strategic focus areas i.e.
•
•
•
•
•
•
•
5.
Shared Economic Growth and Development
Sustainable Urban Infrastructure and Services
Energy Efficiency for a Sustainable Future
Public Transport Systems
Integrated Human Settlements
Safety and Security
Health, Social and Community Development
FOR DECISION BY
Utility Services Portfolio Committee, Mayco and Council.
6.
EXECUTIVE SUMMARY
The 2009/2010 Directorate and Departments SDBIPs contain the objectives,
indicators and quarterly targets by which progress will be measured during the
2009/2010 financial year. These are derived from the Integrated Development
Plan of the City, which serves before Council on 27 May 2009, and are an
elaboration of the Five Year Corporate Scorecard contained in the lOP. The
Departmental Business Plans provides the narrative to understanding the
SDBIPs.
The purpose of this report is to submit the 2009/2010 Directorate's SDBIP
information packs to the Utility Services Portfolio Committee for consideration and
recommendation to the Executive Mayor. The Directorate SDBIP information
pack is attached as Annexure A. The electronic versions will be placed on the
city website at www.capetown.gov.za/idp after it has been noted by Council.
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1273
7.
7.
7.
RECOMMENDATIONS
7.1.
That the Utility Services Portfolio Committee makes recommendation to
the Executive Mayor on the contents of the 2009/2010 Directorate Service
Delivery and Budget Implementation Plans and Business Plans.
7.2.
That the Mayoral Committee approves the Utility Services 2009/2010
Directorate Service Delivery and Budget Implementation Plans and
Business Plans.
7.3
That Council notes the Utility Services 2009/2010 Directorate Service
Delivery and Budget Implementation Plans and Business Plans.
ISINDULULO
7.1
Ukuba iKomiti yeMicimbi yeSebe leenkonzo eziluncedo yenze isindululo
kuSodolophu weSigqeba
ngokumalunga
neziqulatho zoNikezelo
IweeNkonzo lowama-2009/2010 kunye neziCwangciso zokuMiselwa
kweBhajethi neziCwangciso zoShishino.
7.2
Ukuba
iKomiti
kaSodolophu/yoLawulo
mayiphumeze iiNkonzo
eziluncedo IweCandelo 10Lawulo lowama-2009/2010 neziCwangciso
zokuMiselwa kweBhajethi kunye neziCwangciso zoShishino.
7.3
Ukuba iBhunga maliqaphele uNikezelo IweeNkonzo eziluncedo
IweCandelo 10Lawulo lowama-2009/2010 neziCwangciso zokuMiselwa
kweBhajethi kunye neziCwangciso zoShishino.
AANBEVELING
7.1
Dat die portefeuljekomitee oor nutsdienste aanbevelings by die
uitvoerende burgemeester maak oor die inhoud van die dienslewerings- en
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
7.2
Dat die burgemeesterskomitee nutsdienste se dienslewerings- en
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010 goedkeur.
7.3
Dat die raad kennis neem van nutsdienste se dienslewerings- en
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
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Page 30f6
.. ,
8.
..
,\0.
1274
DISCUSSION/CONTENTS
8.1.
Constitutional and Policy Implications
The process is driven by legislation.
8.2.
Environmental implications
Does your report result in any of the following:
No
t:8J
Yes
(if yes, please complete the section below by clicking on the relevant tick boxes)
Loss of or negative impact on natural space
and/or natural vegetation, rivers, vleis or
wetlands?
An increase in waste production or
concentration, pollution or water usage?
D
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
D
D
Development or any construction within
500m of the coastline?
D
Does your activity comply with the National Environmental Management Act (NEMA)?
(mark by clicking on the tick box)
Yes
D
No
D
Does your report complement and support the City's approved IMEP strategies?
(if yes, please select from list below by clicking on the relevant tick box)
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
Integrated Waste
Management Strategy
D
D
D
Coastal Zone
Management Strategy
Heritage Management
Strategy
Invasive Species Strategy
D
D
Energy and Climate
Change Strategy
Air Quality
Management Plan
D
D
Do the activities/actions arising from your report:
(if yes, please select from list below by clicking on the relevant tick box)
Enhance Cape Town's unique environmental
assets?
8.3.
D
Negatively impact on Cape Town's
unique environmental assets?
D
Legal Implications
The process of preparing a Service Delivery and Budget implementation
plans must inter alia, comply with:
Section 53 (1 )(c)(ii) and 69(3)(a) of Act No. 53 of 2003: Local Government:
Municipal Finance Management Act.
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1275
B.4.
Staff Implications
Does your report impact on staff resources or result in any additional staffing resources
being required?
B.S.
No
[8J
Yes
D
Risk Implications
Does this report and/or its recommendations expose the City to any risk?
(Le. does it have any adverse influence on service delivery?)
No
[8J
Yes
B.S.
D
Other Services Consulted
All relevant Directorates
ANNEXURES
Annexure A:
Utility Services Directorate and Department 2009/2010 Service Delivery
and Budget Implementation Plans and Departmental Business Plans
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1276
FOR FURTHER DETAILS CONTACT:
ME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
FILE REF No
SIGNATURE: DIRECTOR
CONTACT
ADDITIONAL
PERSONS
David Paulse
(021) 400 1936
David.
Paulse(JiJ.ca{)etown.
qov.. za
..
..
Utility Services
SectlBPlan &SDBIP 200912010
Db aJ'o. __ 'Nqobi/e Damane
Solid Waste Manag~e!'t SDBIP / SWM Sector Plan
Jannie Wagener / Barry Coetzee
Tel:
(021) 4005236/(021) 400 2992
Email: Jannie. Wagener@.ca{2etown.gov.za /
Barry. Coetzee(JiJ.ca{2etown. gov. za
Water & Sanitation SDBIP / Water Serv Development Plan
Masande Goniwe / Jaco De Bruyn
Tel:
(021) 590 1612/(021) 590 1424
Email: Masande. Goniwe@ca{2etown.gov.za /
Jaco.deBruvn@ca{2etown.gov.za
Electricity Services SDBJP and Business Plan
Donovan Leeuwendaal
(021) 446 1925
Email: Donovan. Leeuwendaal@caoetown.aov.za
I Tel:
i
o
t1Ji2-----
LEGAL COMPLIANCE
D
REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES. BY-LAws
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
NON-COMPLIANT
(Author to obtain signature before submission to
Executive Support)
COMMENT:
DATE
~OR
Comment:
[Compulsory to Insert name]
(Author to obtain signature before submission to
Executive Support)
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... 1277
CITY OF CAPE TOWN
ISIXEKO SA.SEKAPA
ANNEXURE A
I STAB KAAPSTAD
THIS CITY WORKS FOR YOU
2009/2010 Service Delivery
and Budget Implementation
Plans and Business Plans
Directorate:
Utility Services
1278
SDBIP Information Pack
Index
1. UTILITY SERVICES DIRECTORATE SDBIP
2. SOLID WASTE MANAGEMENT:
2.1 Departmental SDBIP
2.2 Solid Waste Management Sector Plan
3. WATER AND SANITATION:
3.1 Departmental SDBIP
3.2 Departmental Business Plan
4. ELECTRICITY SERVICES:
4.1 Departmental SDBIP
4.2 Departmental Business Plan
ID
2009 I 2010 UTILITY SERVICES DIRECTORATE SDBIP
":,...
-' Ii
AUGNMENT TO lOP
SFA 1
-'"c=....
~i
q
i.
~!
SOl
SWM
Elec
W&S
0-
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No
:Jo
lA.4
.!E
Objective
Indicator
(To include unit or measure)
1A. Create an enabling environment Number of job opportunities created
(or the economy to grow and become through the expanded Public Works
globally competitive.
Programme (EPWP). to contribute to
the reduction of poverty and
TARGETS
Baseline
(08109
Target In
brackets)
Annual Target
2009/2010
Frequency
New
To be determined
Quart
100% Electricity
reinforcement
completed
Quart
30 Sept 2009
31 Dac 2009
General
Comment
30 June 2010
31 March 2010
To be determined ro.bedetemlined r .. be determined To be delermlned
unemployment
Unit of measure' Number
i<l~-
r-sFAl
f--5'0,- -----Sec
DlrObj 1.8
1B Preparations for hosting the FIFA
2010 World Cup In Cape Town in
accordance With FIFA's requirements
and the City's deyelopmental
objectives
".
Adherence to the work stream
61.33% Electricity
objectlves and programmes of the
Reinforcement
City's 2010 Business Plan Electricity
completed
Rc-inforcement project
1(J()OA. Electricity
completed
100,¥> Elecf(icity
reinforcement
completed
Quart
98.95%
99%
99.05%
- -1)9.1%
Quart
73.98%
76.16%
78.35%
80.5%
90% Electrici!y
reinforcement
reinforcement
completed
100% Electrtclty
reinforcement
completed
Unit of measure: % completion
r-sF~
-;---
2A.1
OirObl2.1
ruwlty
ServIces
W&S~ 2A. Universal access to basic
services
Percentage of households with
access to basic levels of sanitation
(NKPI)
~5%J
991%
Nt
Unit of measure % and number of
-
N1
Based on an updated tlOusenold
count estlmaled at 902 278 (source
SDI&GIS Oept analysis of StatsSA
2001 Census and the more recent 2007
Community Survey)
HH's
.
09110 target 894 157 HH's:(estimalet
SFA 2
OifObj21
r---sF;;;;z-
--'-
Utility
W&S
Services
2A Universal access to basic
services
Percentage of Informal households
with access to basic levelS of
sanitation
New
80.5%
~
N
-.J
Unit of measure: % and number of
HH's
-
.~
DlfObj21
-uiiIitY t-W&S
2A UniVersal access to basic
Services
services
Ratio-of Informal households per toilet
:.c
6.2:1
[6.6:1J
6,8:1
Quart
6.6:1
6.4:1
6,2:1
.2
N/A
2
100%
100%
I
Unit of measure: Ratio
--
-~
-SFA2
Oir Obj 2.1
W&S
2A. Universal access to basic
services
Service rate of Informal Settlement
New
B;::;;;;;;;;;aI'~
2
NlA
Target equates to 23-000 tOilets in
Informal sett/ements by 30 June 2010
(142783 Informal HH),
--
.
sanitation
Unit of measure number/WOO
customers
SFA 2
OlfObj21
2A2
Utility
W&S
Services
2A.
Universal access to basic
services
~, ""' "ay: of households w~h
access to
[100%J
100%
Nl
Quart
100%
100%
.
level of water (NKPI)
Unit of measure; % and number of
HH's
..
-
SFA 2
Oir ObJ 2.1
Utility C---WSS-
Services
2A Universal access to baSIC
services
Percentage of Informal households
New
100%
Qu~
[11.7:1)
12.7.1
Quart
New
2.8
Bi·Annual
H1
. Based on an updated household
count esllmated at 902 278 (source
SDI&GIS Dept analySiS of StatsSA
2001 Census and the more recent 200;
Community Survey)
09/10 target: 902278 HH's (estimate)
.:'.
100%
100%
100%
100%
13.1:1
13.0;1
12.9:1
12.7:1
N/A
2.8
N/A
2.8
with access to basic level of water
Unit Of measure: % and number of
HH's
SFA2
OJ[ Obj 2.1
WI',:S
2A Universal access to basic
Ralio of informal households per tap
.
'.
services
Unit of measure: Ratio
SFA 2
Olf Obj 2.1
, - -r-~ 2A
Universal access to basic
services
Service rate of Infonnal Settlement
water
Unit or measure: numberJ1000
customers
-
-
ITarget equates to 10 Soo.taps in
informal settlements by 30 June 2010
(142 783 Informal HH) Rallo of 1 tap
per 25 HH already exceeded.
IE:]
2009 I 2010 UTILITY SERVICES OIRECTORATE SOBIP
"ji..
ALIGNMENT TO lOP
- c
l~
..cD.
It:t!
..
0-
-'"
SFA&
Corporate
Scorecard
Directorate
Objectlve No. Indicator No
SFA 2
Dir Obi 21
.. di'
:is:;;
... f!
c:Ie
2A_3
Utility
Services
Elee
i
ObJective
2A, Universal access to basic
services
Indicator
(To Include unIt of measurel
Percentage of households with
access to b,,,ie levels of ElectriCIty
(NKPI)
TARGETS
Baseline
(08109
Annual Target
Target in
brackets)
200912010
[90_83%)
90.46%
Nl
Fl1IIquency
30 Sept 2008
31 Dec 2009
31 March 2010
30 June 2010
89.72%
89.97%
90.22%
90.46%
Quart
Unit of measure· % and number of
_HH's
General
Comment
Nl
• Based an an updated household
count estimated at 902 278 (souroe
SDI&GIS Dept analysis of StatsSA
2001 Census and the more lecent 2007
Community Survey)
09/10 target: 771435 HH's (estimate·
excludes non·electriflable HH's)
Utihty"
SFA 2
DirObj 2_1
r
W&S
Services
'LA Universal access to basic
s?rvices
Percontage of !nformal households
wIth access to basic levels of
electricity
[60 87%J
62.43%
Quart
61.12%
61.66%
62.10%
62.43%
[3502J
3330
Quart
995
1890
2835
3330
[7011J
6506
Quart
1615
3318
5163
6506
[99%J
99%Nl
Quart
99%
99%
99%
99%
Unit of measure' % and number of
HH's
Elcc
SFA?
DirObJ 2_1
2A. Universal access to basiC
services
Number of subsidised connections
(informal only)
Unit of measure: Number
r-
SFA 2
DI[ ObJ 21
SFA 2
DirObj 21
--
Elee
lA. Universal ac..cess to basic
services
21',.4
Utility
SWM
2ATlniversai access to basic
services
Services
i
Unit of measure. Numuer
Percentage of households with
access to basic levels of solid waste
removal
Unit of measure: % and number of
Nl
• Based on an updated household
count estimated at 902 278 (source
SDI&GIS Dept analYSIS of StatsSA
2001 Census and the more recent 2007
Commullily Survey)
HH's
.--
SFA 2
DirObj 2_1
Total number of subSidised
connections. {informal and formal}
09/10 target 893 255
based on known HH's
growth)
--SWM
2A Universal access to baSIC
services
Percentage of informal settlements in
the Cape Metropolitan area with an
Integrated area cleaning and door to
[99%]
99%
Quart
99%
...
. 99%
99%
99%
<=>
Unit of measure: %
SWM
2A. Universal access to basic
services
Kilometres of (oad covered by Area
Cleaning programme for Sandy
Disadvantaged Formal Suburbs
L
I ......
N
00
door refuse collection service
'--' SFA 2
DtrObj21
(estimate
. [5372 KmJ
5372 kin
5372 kin
5372 km
5372 krn
Quart
<1.3
<1.3
<1.3
<1.3
27%
Quart
21l3%
26.1%
265%
27%
188%
Quart
18.8%
18.6%
18.7%
lR8%
(61 71.0 000 kI)
(62 040 000 kl)
5312 km
Quart
«1.3)
<1_3
[21.5%]
[18.6%J
The km distance will remain the same
untll the budget is increased
UnIt of measure' Kilometres
Eiec- 2A- u-niversal access to bastc
SFA 2
OirObj2.1
services
-
SAIFI (System Average Interruption
Frequency Index): indicates how
often the average customer
connected experiences a sustained
power interruption per annum
Unit of measure: SAIFI Index
SFA 2
Dir Obi 2.3
?8.1
Utility
W&S
2B. Conservation of natural
resources
W&S
/8. Conservation of natural
resources
Services
Percentage reduction in
unconstrained water demand
Unit of measure: %
SF-A 2
Dir Obi 2.3
Percentage unaccounted for water
Unit of measure' %
(62 040 000 kl)
(52 040 000 kl)
.
-
. (61 ~O 000 kl)
--
--
[I:J
2009/2010 UTILITY SERVICES DIRECTORATE SDBIP
ALIGNMENT TO lOP
,,!.!t!..
is
~~
!! :!
SFA 2
DlC Obj 2.3
282
SFA2
Dir Obj 2.3
28.4-
SFA2
Dir Obj 2.3
28.5
Ia.£"
...S.ae
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
.... ..a.
;3C
TARGETS
Baseline
(08109
Target In
braCkets)
Annual Target
200912010
Frequency
[83%J
87%
[70%J
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
Quart
63%
84%
85%
87%
70%
Annual
NIA
N/A
N/A
70%
[15%J
15.5%
Quart
15.2%
15.3%
15.4%
15.5%
[50% Complete]
55%
Quart
45%
48%
52%
55%
5%
15%
Quart
7,5%
10%
12,5%
15%
General
Comment
G: c"
Ut.lity
Services
,
Objective
indicator
(To Include unit of measure)
W&S
28. Conservation of natural
resources
Percentage compliance with 4 critical
DWAF effluent standards (e·col.
count, Ammonia content, Oxygen
demanding substances, total
suspe.nded solids)
Unit of measure: %
.....•.
SDI
[---SWM
2B Conservation of natura!
resources
Cleanliness of the City (Metropolltan
Cle,nliness I Photographic index)
SWM
26. Conservation of natural
Percentage of airspace saved in
retation to the vulume Of waste
SDI cross-cutting indicator shared with
Parks, Roads & Stmmwater, Housing
Unit of measure· % Index
.
Utility
Services
resources
-
generated
Unit of measure %
--
SFA2
Dlr Obj 2.7
·~W~ ~"
..
-
2C. Effective management of City's
Infrastruclure and Resources
Percentage completIon of key
prOjects to ensure augmentation Of
bulk water resources: Desalinlsation
Plant
Unit of measure: %
_.
SFA 2
Dir Obi 2.7
SWM
2C Effective management of City's
Infrastructure and Resources
Phased percentage progress wrth
the development of RogionallandflU
sites
SFA2
Drr Obj 2.8
2C.1
-
SiA 3
air Obj 3.1
3A 1
Transp
2C Effective management of City's
Services RdS & Storm Infrastructure and Resources
Elec
W&S
SWM
U1H.ty
~,i
-".
Phased completion of an integ.ated
Infrastructure Asset Management
Programme in respect of Transport,
Roads & Stormwater, Electricity,
Water, Sanitation and Solid Waste
Management
[75% completion of Electricity:
established Asset Medium Voltage
Management
• Phases 2 & 3
register for Major
Infrastructure
depts.]
Annual
NIA
NlA
NlA
Water & Sanrtation
I
Solid Waste
Fleet
• Phases 1, 2 & 3
ElectriCity:
Medium. Voltage
'Pha~es 2 & 3
Waler&
Sanitation
Sewer Pump
Stations
• Phases 1,2&3
Sewer Pump
Sfations
• Phases 1, 2 & 3
.
.......
-
l':>
00
I-'-
Solid Waste
Fleet
• Phases 1, 2 & 3
..
"
Unit of measure Completion of
,
Phases
3A Reduction in energy consumption Re~duction of "10°/0 in energy
In the Cape Metropol.!an Area below consumption" below projected
projected unconstrained energy
unconstrained energy consumption
consumption
=-····~-.c..,-
.consumption"
Ibelow projected
unconstrained
consumption
["""
,~
Reduction of "10% MaTntain reduction
in energy
of "10% In energy
energy
~.
the
,
Phase 1 Completed Asset Register
Phasa2 Completed Evaluation
Phase 3· Completed Condition
Assessments
Phase 4 Commence implementalron
of lAMP
Unit of measure GWh per the
I
o~
favourable RoD by 30/0612909.
Unit of measure: %
C--
These targets are based
assumption that the Ministar will issu~ a
Quart
~.
2880
5528
8094
10885
consumption"
below projected
unconstrained
energy
consumption
Electlicrty
Elechicity
consumption target: consumption
10317
target:
10855
....
I
~
Page 30t5
---~-
fD
200912010 UTILITY SERVICES DIRECTORATE SDBIP
11 ..
!If
ALIGNMENT TO lOP
-55"
02
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No
SFA 5
Dir Obj 5.5
58.2
SFAS
SA 2
... I!
IHSS
..-1. 5
-;-
..gJ!..
.!g.
Objective
Indicator
(To Include unit of measure)
TARGETS
Baseline
(08109
Target in
brackets)
Annual Target
2009/2010
30 Sapt2OO9
5B. Dehvery of hoUSing opportunities Implementation of Informal
SWM
Elec
W&S
SR&L
PMU
SA Ensuring enhanced service
delivery with efficient institutional
arrangements
SWM
!:'Iee
W&S
SR&L
PMU
8A Ensuring enhanced service
delivery with efficient institutional
arrangements
SWM
Elac
W&S
SR&1
PMU
SA Ensuring enhanced service
delivery with efficient Institutional
arrangements
SWM
Elee
W&S
SR&L
PMU
BA Ensuring enhanced service
delivery with efficient institutional
arrangements
Settlements Upgrade programme
(UISP and EHP)
31 March 2010
31 Dec 2009
30 June 2010
.
Q
SWM
Elee
W&S
General
Comment
Frequency
[100% compliance
with plan
specifications]
100% compliance
with plan
speCifications
Quart
100% compliance 100% compliance 100% compliance 100% compliance
with plan
with plan
with plan
with plan
specifications
specillcations
speclflcations
speclfleations
5 to S% overAll
turnover
Quart
5 10 8% overall
tumo_
5 to 8% overall
turnover
5 to 8% overall
rumover
5 to 8% overall
Quart
8 to 12% within
skiHed calegories
8 to 12% wilhin
8 to 12% within
e to~12% within
Unit of measure: %
--
Sf'A 8
SFA 8
r--- SFA 8
r--sFA8
-CS
es
8.A3
8AA
CS
8AS-
SA.e-
es
~'Si5I
Retention of Skills as measured by %
staff turnover
UnIt of measure, %
Staff availability as measured by %
absenteeism
New
- 8 to 12% within
New
skilled categories
:s; 4 % average tor
New
skilled categories skHled categories
NlA
NlA
30%
60%
90%
N/A
NlA
31% Corporately
(Directorate &
Departmental
targets wiilonly be
available once
the l:Urrent survey
has been
completed)
90%
Quart
10%
31% Corporately
(Directorale &
Departmental
targets will only be
available once the
current survey has
been completed)
Annual
NlA
85% N2
Quart
[90%J
skilled categories
NlA
,,; 4% average for
the penod 1 July
2009 to 30 June
2010
the peliod 1 July
2009 to 30 June
2010
Unit of measure: %
Percentage budget spent on
implementation of WSP
Annual
turnover
Unit of measure; %
Porcentage improvement in the
positive employee climate as per
annual Culture Climate Survey
Unit of measure: %
swtvi- rsAEnSuring enhanced service
Elec
W&S
delivery With efficient institutional
arrangements
C S C----SWM
Elee
W&S
SR&L
PMU
8A Ensuring enhanced service
delivery wlfh efficient institutlonal
arrangements
Percentage of capital projects
meeting ong.nal planned milestonns
[28%)
- 80%.=-N:o!
."
85% N2
85%N2
85%N2
85%
N2
,_.
.....
l'.:)
ex)
l'.:)
Capital Projects exceeding R200
N2 _
000
Unit of measure: %
SFA 8
8AJ
I
~~' jmpro~ement in the tirne Baseline to be
taken to
notifications In terms of determined on
the Corporate WOlks Management
30.6.09
process
12%-ffiduction In
time taken to close
notificattons
{measured against
the baseline)
~~Qualt
3% naductiorr on
200812009
baseline
1'\%. reduction on
200812009
9% reduction on
12% naduction in
200812009
lime laken to
baSeline
baseline
dose notifications
(measured agains
the baseline)
Unrt of measure: %
SFA 8
SFA 8
-"Firl
88.3
Fin
8B.4
SWM
Elee
W&S
SR&L
8B_~ Management of key financial
areas such as income control, cash
flow" Indigent support. alternative
income opportunities, asset
management and risk management
SWM
Elec
W&S
SR&L
PMU
8B. Management of kny financial
areas such as income control, cash
fiow, indigent support, alternative
income opportunities, asset
management and risk management
SWM
Elec
W&S
88. Management of key financial
Percentage of Directorate's CapHal
budgel spent (NKPI)
95%
[96%J
Quart
SFAS
SB.6
I
Fin
SWM
!:'Iee
W&S
areas such as income control, cash
flow. indigent support, alternative
income opportunities, asset
management and fisk management
88. Management of key financial
areas such as income control,
r.ashflow, indlgont support,
alternative income opportunities,
asset management and fisk
25%
45%
95%
95-100%ofYTD
95%-100%
....
Unit of moasure" %
Percentage of Directorate's operating
budget spent
[95-100% of YTD)
95-100%
Quart
95·100% of YTD
95-100% Of YTD
Unit of measure' %
'.
--
SFA8
10%
Percentage expenditure on
[95-100% of YTO]
DIrectorate's operational maintenance
budget
--~--
95-100%
Quart
95'100% of YTD
95-100",(, of YTD
95-100% Of YTD
95%·100%
95%
Quart
95%ofYTD
95%OfYTD
95%ofYTD
95%
Unit of measure: %
Revenue collected as a percentage
of billed amount
[96% of year to
date]
Unit of measure' %
--
~
Page 4 of 5
.
,-
0
2009/2010 UTILITY SERVICES DIRECTORATE SDBIP
ALIGNMENT TO lOP
....
Till!!
-'
SFA&
Corporate
Directorate Scorecard
Objective No. Indicator No
SFA 8
SFA8
86.7
~
"Su
~
.. !!
:SiS
Audit
.!~
:21:
U
"" ..
r>:2l
Objective
Indicator
(To Include unit of measure)
"-
SWM
Eloc
W&S
SR&L
PMU
"JJ1"
Eloc
W&S
SR&L
PMU
8 B Management of key financ.al and
governance areas such as income
control. cash flow, indigent support,
alternative income opportunltles,
asset and risk management
Percentage reduction in the number
of recur ring findings emanating from
Internal Audit
TARGETS
BaHIIne
(08109
Target In
bracketsl
Annual Target
2009/2010
Frequency
[60%]
70%
[100% by 31 May
100%
30 Sept2009
31 Dec 2009
31 March 2010
30 June 2010
Quart
70%
70%
70%
70%
Annual
N/A
N/A
N/A
100%
General
Comment
Unit of measure %
8 B Management of key financial and Percentage annual asset verification
governance areas such a!; income
process completed
control, cash flow, indigent support,
alternative income opportunities,
Unit of measure' %
asset and risk management
2009J
--
--
......
N
c:x:>
c,....:,
Page 5 Of 5
!ill
2009/2010 SOLID WASTE MANAGEMENT DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
TARGETS
~~
"
siJ
-" e
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
SFA 1
QI
Objectlve
c-
Indicator
(To include unit of measure)
:JO
1A.4
SDI
1A. Create an enabling
environment for the
economy to grow and
become globally
competitive,
Number of job opportunities created
through the expanded Public Works
Programme (EPWP), to contribute to
the reduction of poverty and
unemployment
Baseline
(08/09
Target in
brackets)
New
>u
Annual Target
(by June 2010)
To be
determined
c
QI
General Comments
::J
!
"-
Quart
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
To be detennined To be determined To be determined To be detennined
I
I
Unit of measure: Number
i
~.
SFA2
Dir Obj 2,1
2A.4
Utility 2A, Universal access to
Services basic services
Percentage of households with access
to basic levels of solid waste removal
[99%]
99%
NI
Quart
99%
99%
99%
99%
Quart
99%
99%
99%
99%
Unit of measure: % and number of
HH's
-
SFA2
Dir Obj 21
Utility
2A, Universal access to
Services basic services
Percentage of informal settlements in
the Cape Metropolitan area with an
integrated area cleaning and door to
door refuse collection service
[99%J
99%
NI
- Based on an
I
updated household
count estimated at 902
278 (source SDI&GIS
Dept analysis of
StatsSA 2001 Census
and the more recent
2007 Community
Survey)
·
··
......
-
.:
NJ
'~
w;;;..
Unit of measure: %
SFA2
Dir ObI 2,1
Utility
2A, Universal access to
Services basic services
SFA2
Dir Obj 2.1
2A. Universal access to
basic services
Kilometres of road covered by Area
Cleaning programme for Sandy
Disadvantaged Formal Suburbs
No of additional drop-offs
[5372 km]
5372 km
Quart
5372km
5372km
5372km
5372km
[2]
To be
determined
Annual
NIA
NIA
N/A
To be detennined
[70%]
70%
Annual
NIA
NIA
N/A
70%
[15%J
15.5%
Quart
15.2%
15.3%
15.4%
15.5%
[1401
140
Annual
N/A
N/A
NlA
140
The km distance will
remain the same until
the budget is
increased.
Unit of measure: Number
SFA2
Dir Obj 2.3
2BA
SDI
2B. Conservation of
natural resources
Cleanliness of the City (Metropolitan
Cleanliness I Photographic index)
Unit of measure: % Index
SFA2
DirObj 2.3
2S-:S- -UtiiiiY 28. Conservation of
Services natural resources
Percentage of airspace saved in
relation to the volume of waste
generated
SOl cross-cutting
indicator shared with
Parks, Roads &
Stormwater, Housing
Unit of measure %
I- --- -
SFA2
DirObj 2.3
28. Conservation of
natural resources
No. of schools incorporated into Waste
Wise awareness programme for
schools
Unit of measure: Number
-
Page 1 of 5
0
2009/2010 SOLID WASTE MANAGEMENT DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
TARGETS
'0 GO
5f
oS
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
... u
...
f
c-
Objective
Indicator
(To Include unit of measure)
::JC
>u
Baseline
(08/09
Target in
brackets)
Annual Target
(by June 2010)
c
GO
:l
C"
General Comments
f
"-
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
SFA2
Dir Ob) 2.7
2C. Effective management Phased percentage progress with the
of City's Infrastructure and development of Regional Landfill sites
Resources
Unit of measure: %
[50%]
15%
Quart
7.5%
10%
12.5%
15%
SFA2
Dir Obi 2.7
2C. Effective management Development of Transfer Stations:
of City's Infrastructure and Tygerberg design
Resources
Unit of measure: %
[80%]
100%
Quart
55%
65%
80%
100%
SFA 2
Dir Obi 2.l
2C. Effective management Development of Transfer Stations
of City's Infrastructure and Oostenberg develop
Resources
Unit of measure: %
[30%]
60%
Quart
35.0%
40%
60.0%
60%
2C. Effective management Development of Transfer Stations'
of City's Infrastructure and Helderberg Site Design
Resources
Unit of measure: %
New
15%
Quart
0%
5%
10%
15%
,....
._.
SFA2
Dir Obi 2.l
SFA2
Dir Obi 2.7
_
SFA2
Dir Obi 2.7
2C. Effective management Provision of airspace to accommodate
of City's Infrastructure and waste
Resources
Unit of measure: %
[100%J
100%
Quart
100%
100%
100%
100%
2C. Effective management Closure & remediation of landfills:
of City's Infrastructure and Design (Faure, Gordons Bay, Table
Resources
View & Swartklip)
[80%]
100%
Quart
85%
90%
95%
100%
30%
Quart
10%
20%
25%
30%
Unit of measure: %
... _.
_.
2C. Effective management Closure & remediation of landfills:
of City's Infrastructure and Develop (Faure, Gardons Bay, Table
Resources
View & Swartklip)
Unit of measure: %
. .,,
..
.-
......
~
-_.
I--SFA2
Dir Obj 2.7
These targets are
based on the
assumption that the
Minister will issue a
favourable RoD by
30/06/2009
[30%]
00
C..rt
-
0
2009/2010 SOLID WASTE MANAGEMENT DEPARTMENTAL SDBIP
ALIGNMENT TO IDP
TARGETS
is
!1 I!
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
SFA2
Dir Obj 2.B
2C.l
oS
...
u
Objective
... e
1:-
:::i c
Indicator
(To include unit of measure)
Utility
2C. Effective management Phased completion of an integrated
Services of City's Infrastructure and Infrastructure Asset Management
Resources
Programme in respect of Transport,
Roads & Stormwater, Electricity,
Water, Sanitation and Solid Waste
Management
Baseline
(08109
Target in
brackets)
""
u
Annual Target
(by June 2010)
[75% completion
of established
Asset
Management
register for Major
Infrastructure
depts.J
Solid Waste
Fleet
• Phases 1, 2 &
3
I:
011
..
General Comments
::J
r:I'
"-
""
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
Annual
N/A
N/A
NIA
Solid Waste
Fleet
• Phases 1, 2 & 3
Phase 1: Compleled Asset Register
Phase 2: Completed Evaluation
Phase 3: Completed Condition
Assessments
Phase 4' Commence implementation
of lAMP
.
Unit of measure: Completion of
Phases
-
SFA5
Dir Obj 5.5
5B.2
IHSS
5B. Delivery of housing
opportunities
Implementation of Informal
Settlements Upgrade programme
(UISP and EHP)
[100%
compliance with
plan
specifications J
100%
compliance with
plan
specifications
Quart
.....
100% compliance 100% compliance 100% compliance 100% compliance
with plan
with plan
with pl,m
with plan
speCifications
specifications
specifications
specifications
~
t:X)
c::n
'.
Unit of measure: %
'-
--
0
604 Improve law
SFA6
Dir Obj 604
enforcement (traffic
policing, and general law
enforcement) through
more visible actions
Percentage adherence to solid waste
by-law enforcement precinct plan
[100%J
10%·' '.
Quart
30%
20%
25%
Unit of measure: %
I
SFA 8
BA.2
es SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
SFA 8
SFAB
8.A3
BAA
,f"'"
CS
CS
SA Ensuring enhanced
Retention of Skills as measured by %
staff turnover
Unit of measure: %
Staff availability as measured by %
absenteeism
efficientd.","
institutional
""
arrangements
Unit of measure: %
SA Ensuring enhanced
service delivery with
Percentage budget spent on
implementation of WSP
arrangements
Unit of measure: %
_Jff<"'" 'o""wloo"
This working
methodology is
changing so that the
Officers will only be
undertaking the plan
for a percentage of the
time in future.
30%
,
New
5 to B% overall
turnover
Quart
5 to 8% overall
turnover
5 t08% overall
turnover.
5 to 8% overall
tumover
5108% overall
turnover
New
8 to 12% within
skilled
categories
Quart
8 to 12% within
B 1012% within ., S 1012% within '. 8 to 12% within
skllledcategqries skilled categories skilled categories skilled categories
New
s 4% average Annual
for the period 1
July 2009 to 30
June 2010
'.
[90%]
---
90%
~-
Page 3 of 5
......
~---- ....
N/A
N/A
·.··10",1.. ,
(or based on
DirlDept.
projected cash
flow)
30%
(or based on
Dir/Depl.
projected cash
flow)
60%
(or based on
DirlDept.
projected cash
flow)
,
Quart
-
N/A
-
~-
---~-
s 4% average for
the period 1 July
2009 to 30 June
2010
90%
L_
Subject to finalisalion
of the 09110 draft
budget.
- - --
--
- - - -...
[ill
2009/2010 SOLID WASTE MANAGEMENT DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
.....
.?j ~
"g
.Btl
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
SFAS
4>
Objective
'"
!
c:-
Indicator
(To include unit of measure)
::Jc
SA.S
CS
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
Baseline
(08109
Target In
brackets)
---
8A.6
SOl
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
CS 8A Ensuring enhanced
~~ r---sA.7
service delivery with
efficient institutional
arrangements
Annual Target
(by June 2010)
..
c:
General Comments
:::I
1:1"
I!!
IL
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
31%
Corporately
(Directorate &
Departmental
targets will only
be avai/able
once the curren
survey has
been
completed)
S5% N2
Annual
N/A
N/A
N/A
31% Corporately
(Directorate &
Departmental
targets will only be
available once
the current survey
has been
completed)
Quart
85% N2
B5%N2
Percentage improvement in the time
SaselinetcitJe 12% reduction
taken to close notifications in terms of detemnined on
in time taken to
the Corporate Works Management
30.6.09
close
process
notifications
(measured
Unit of measure: %
against the
baseline)
Quart
Percentage improvement in the
positive employee climate as per
annual Culture Climate Survey
[28%]
Unit of measure: %
SFAS
TARGETS
....0
Percentage of capital projects meeting
original planned milestones
-80% N2
B5%
N2
85%
N2
Capital Projects
exceeding R200 000.
N? _
Unit of measure: %
3% reduction on
200812009
baseline
6% reduction on
2008/2009
baseline
9% reduction on
200B/2009
baseline
.
12% reduction in
time taken to
close notifications
(measured agains
the baseline)
..
.....
f'-:I
00-.l
-
SFAB
BB.3
'
f----SFA 8
SFA8
-
,
BBA
Fin
SS. Management of key
Percentage of Department's Capital
financial areas such as
budget spent (NKPI)
income control, cash How,
indigent support,
Unit of measure: %
alternative income
opportunities, asset
management and risk
management
Fin
[96%]
95%
Quart
Based on
Dif/Dept.
projected cash
flow
Based on
Ok/Dept.
projected cash
flow
Based on
OirlDept.
prOjected cash
flow
95%
8B, Management of key
Percentage of Department's operating
financial areas such as
budget spent
income contrOl, cash flow,
indigent support,
Unit of measure: %
alternative income
opportunities, asset
management and risk
management
[95-100% of
YTD]
95·100%
Quart
95-100% of YTO
95-100% of YTD
95-100% of YTD
95-100%
8B. Management of key
financial areas such as
income control, cash flow,
indigent support,
alternative Income
opportunities, asset
management and risk
management
[95·100% of
YTD]
95·100%
Quart
95-1000/. of YTD
95-100% of YTD
95-100% orYTD
95-100%
-
Percentage expenditure on
Department's operational maintenance
budget
.
Unit of measure. %
-
_
0
.......... _.-
2009/2010 SOLID WASTE MANAGEMENT DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
TARGETS
"is
.. f
...IS
$I ..,
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
Objective
...
f
c-
Indicator
(To include unit of measure)
:JQ
Baseline
(08/09
Target in
brackets)
Annual Target
(by June 2010)
i:i'
c:
..
General Comments
::s
cr
f
IL
30 sept 2009
31 Dec 2009
31 March 2010
30 June 2010
I
SFA8
B8.6
Fin
88. Management of key
financial areas such as
income control. cash flow,
indigent support,
alternative income
opportunities. asset
management and risk
management
r-"
SFAB
.-
r-----sS.7
88.10
SFA8
'--
--..
Audit
Fin
8 B Management of key
financial and governance
areas such as income
control, cash flow, indigent
support, alternative
income opportunities,
asset and risk
management
SW Revenue collected as a
percentage of billed amount
[96% of revenue
to date]
95%
Quart
[95% of revenue
to date]
[95% of revenue
to date]
[95% of revenue
to date)
95%
[60%J
70%
Quart
70%
70%
70%
70%
Unit of measure: %
Percentage reduction in the number of
recurring findings emanating from
Internal Audit
.
Unit of measure: %
8 B Management of key
Percentage annual asset verification
financial and governance process completed
areas such as income
control. cash flow, indigent Unit of measure: %
support, alternative
income opportunities,
asset and [lsk
management
,
[100% by 31
100%
May 2009J
Annual
NIA
N/A
N/A
100%
-
......
r-.,:)
<:::X'J
CIa
-
Page 5 of 5
2.2
." 1289
City of Cape Town
Solid Waste Management q~p!
Waste Management Sector Plan 2009/10
Introduction
The Waste Management Sector Plan for the City of Cape Town consists of
operational and support strategies and an Integrated Waste Management (IWM) Plan
that contains a schedule of projects and activities to give effect to the strategies, to
manage and minimise waste and to ensure sustainable and affordable services.
The initial draft IWM Plan was preceded by a thorough status quo assessment
conducted by a team consisting of expert waste management consultants, Council
staff and staff from the Western Cape Dept of Environment and Development
Planning (D:EA&DP). It was put through an extensive series of public meetings in
July and August 2004 as part of the statutory public participation process that
determined public input and needs for the plan.
This is the third review of the plan since the original was finalised and adopted by the
Executive Mayoral Committee together with the Council's IWM Policy in May 2006
(resolution MC 08/05/06). It is herewith presented for inclusion in the Council's
reviewed lOP for 2009/10, per Section 5 of the Municipal Systems Act (MSA).
Principles and information about waste management, service standards and levels
are contained in the IWM policy. The overarching policy objectives are to ensure
basic waste management services, to minimise waste that is landfiUed or is illegally
dumped, to conserve resources and the environment, and to reduce the human and
environmental health, and socio-economic impacts of waste. Tariff information is
contained in the Council's Tariff Schedule, which is reviewed and adopted by Council
at the same time as the Integrated Development Plan (lOP).
Council's draft IWM by-law for the regulation of waste management activities is
aligned with the national imperatives, and was consulted on in the public realm in
2008. It was recommended to Council on 18 February 2009 and is currently being
finalised for promulgation as part of the institutional and legal framework for waste
management in the municipality, as defined by the National Waste Management Bill.
National/Provincial Legislative Requirements
The SA Constitution, Schedule 5B requires municipalities to provide cleaning and
cleansing, waste collection and disposal services and related infrastructure. The
National Waste Management Strategy, and the White Paper on Integrated Pollution
and Waste Management for South Africa (informed by the statutory principles
affecting environmental management and conservation), are the national policy and
regulatory instruments that define an integrated waste management approach,
focusing on waste minimisation and service delivery.
The National Environmental Management: Waste Management Bill, No 39 of 2007
was approved by Parliament in November 2008 and is awaiting promulgation. It will
become the framework legislation for the regulation of waste management activities
in South Africa including in local authorities when Signed into law.
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The Local Government Municipal Systems Act, S.11 requires a Council to formulate
policies for which the Integrated Waste Management Policy was developed in 2006.
In terms of S.12 of the Waste Management Bill, a municipality must formulate an
IWM Plan as a means of minimizing waste disposal, providing services, preserving
and extending the use of landfill sites and protecting the health and the environment.
The most important legislative requirements for these objectives are contained in the
following statutes and national policies:
1. The SA Constitution (S.24: Right to a safe and healthy environment);
2. The National Envi'ronmental Management Act (Act 167 of 1998) (NEMA);
3. The Environment Conservation Act (ECA) (Act 73 of 1989, amended relevant sections not repealed yet);
4. National Environmental Management: Waste Management Bill, No 39 of 2007
- overarching waste management legislation once promulgated;
5. White Paper on Integrated Pollution and Waste Management for South Africa
(Government Gazette 20978, 17 March 2000) - DEAT national waste
management policy;
6. National Waste Management Strategy (DEAT, 1999);
7. The National Water Act (Act 36 of 1998);
8. The Hazardous Substances Act (Act 15 of 1973) & Regulations;
9. The National Health Act (Act 63 of 1977);
10. The Occupational Health and Safety Act (Act 85 of 1993) and Regulations;
11. The Road Traffic Act (Act 29 of 1989);
12. The Local Government Municipal Systems Act (Act 32 of 2000);
13. The Local Government Municipal Structures Act (Act 117 of 1998);
14. The Local Government Municipal Finance Management Act (Act 56 of 2003);
15. Local Agenda 21 (Sustainable Development principles at a local government
level- SA is a signatory to the United Nation's Agenda 21).
This Waste Management Sector Plan, incorporating the IWM Plan, is aimed at
complying with statutory requirements for local government waste and environmental
management (in particular Chapter 3 of NEMA), as well as achieving service delivery
targets and maintaining standards that are defined in the Council's IWM Policy and
Plan. The policy aligns waste management activities in Cape Town with current
national, provincial and Council priorities.
SOLID WASTE MANAGEMENT SECTOR: CITY OF CAPE TOWN
Vision for Waste Management in Cape Town
Compared with experiences in countries like New Zealand (a pioneer in waste
minimisation since 1995) and many countries in Europe, it is likely to take ten years
and longer to establish sustainable recycling as an integral part of the Cape Town,
the regional and the national economy. Much national support and development is
necessary, as waste minimisation and recycling activities are not limited to Cape
Town and involve the processing and manufacturing sectors on a national scale.
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It will require a country-wide approach in terms of planning, infrastructure, facilities,
incentives and disincentives to drive out economies of scale that will make this
sustainable and economically viable. The pending legislation does provide for the
formulation of Industry Waste Management Plans, the declaration of "priority waste",
the submission of waste information and regulations that the Minister of DEAT has
the power to make. These are key influences on achieving the long terms waste
management vision and objectives set by the Dept.
The long-term vision for the Cape Town waste management sector is •
•
•
•
•
•
to improve access to basic services for residents to as close to 100% as
possible within the constraints of available funds and unplanned growth;
to develop multiple integrated initiatives that will reduce waste and the
associated impacts substantially as well as contribute to and support
economic development;
to generate other sources of funding for integrated waste management
through Public-Private Partnerships within the Cape Town municipal area.
to improve the income generated by the Council's waste services;
to optimise the utilisation of the Council's resources and capital; and
to regulate waste and the associated services that will ensure sustainability
and prevent impact or harm to people and the environment.
Synopsis of Situation Analysis of Waste Management in City of Cape Town
Population Growth and Development Profiles: City of Cape Town
The City of Cape Town's Solid Waste Management (SWM) Dept is the service
authority and regulator of waste management activities in Cape Town, per the
system of delegations and the municipality's executive powers conferred on it in law.
It is also one of the providers of services in the metropolitan municipal area of approx
2
2400 km with approx 3.2 million people Waste management services are required
by 909 391 households (2006 estimate), which are either provided directly by the
Dept. or via a contracted~in services that includes community based contracts.
Almost one-third of the population lives in approx. 222 informal settlements
consisting of an estimated 190 000 households. The informal areas are where
growth and demand for services occurs mostly on an unplanned basis.
Current population growth averages between 1.6% and 2% p.a. Tourism to the
greater Cape Town area is a key success factor for economic development.
Projected figures almost double the current visitor numbers to Cape Town to 3 million
per annum by 2010.
The Council derives income by billing for services per its annually revised Tariff
schedule, unless a household is deemed "indigent", based on a household income
threshold. Services to indigent households are deemed "free basic services".
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Commerce is serviced by either the Sold Waste Management Dept or private sector
companies, while the industrial sector, which also generates special and hazardous
waste, is serviced exclusively by the private sector.
Economic Development and Waste Growth Profiles
Tourism growth to Cape Town is expected to increase from 1,7-million to 3-million by
2010 according to the tourism authorities and will have a significant impact on waste
generation. Along with this, waste generation is expected to increase, but planning
for the FIFATM 2010 event is aimed at leveraging the opportunity to implement
several initiatives for the event and beyond aimed at mitigating waste and stimulating
the recycling economy.
The property development sector is another strong economic activity that contributes
to waste generation. Demolition and construction rubble makes up an estimated
35% of the city's waste. Recovery for processing and reuse is fairly successful. A
number of demolition companies operate mobile crushing/ processing plants, and the
City also has a tender running for these activities at three sites to increase the
diversion of this waste from landfill.
Without minimisation or other effects such as the global economic crisis, the
projected waste growth rate is approx 7% p.a., which is notably higher than the
expected population growth. Waste minimisation partnerships that will provide
alternate technology solutions that will improve environmental performance is a
strategic focus in the medium to long-term.
High-grade composting activities in the city are small scale in relation to the need.
The SWM Dept decommissioned a mixed waste composting plant (Radnor) due to
unsustainable operating conditions. This presents a potential partnership opportunity
in future, and should receive priority attention, as it is estimated to make up approx
30% of the city's waste.
A number of key industries and business sectors related to the production,
consumption and processing of packaging materials in or near Cape Town feature
prominently in terms of a city-wide recycling and waste reduction strategy that could
link with provincial and national initiatives. One of two major glass manufacturing
factories in SA is located in the city. The plastics industry has a scattered presence,
and despite the lack of processing capacity for recycled materials, there are
apparently plans by some companies in the plastics sector to establish a factory.
The paper/cardboard industry has limited pulping capacity in Cape Town, but the
major companies have infrastructure in place for some processing (mills), and the
sorting and baling of different types of paper that is still needs to be shipped away for
treatment and final processing. Currently there is a reasonably strong demand for
recovered paper and cardboard due to fires in the plantations that affected raw
material supplies.
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The metals industry is well represented by many small scrap metal dealers and some
large processors. An unfortunate consequence of metals recovery is the unlawful
recovery of especially copper and aluminium cable, and steel and cast iron street
furniture that creates negative knock-on effects in the general economy and many
times induces hazardous conditions.
There is currently a lack of local capacity to deal with problem wastes such as tyres,
household chemicals, e-waste (electronic, computer and white goods), etc. This
often results in dumping practices with unnecessary cost and cleanup effort.
It is anticipated that further alignment in the private and public waste management
sector will be required once the IWM By-law and the new Act have been
promulgated. Breaches of the terms and conditions of Council two refuse collection
contracts that included separate collection of recyclables were experienced by the
SWM Dept in 2007/08. This is symptomatic of further changes and turbulence that
can be expected. It is also anticipated that the severe downturn in the economy will
affect the plans and joint industry initiatives for waste minimisation.
Quantities and waste type in the City of Cape Town
A waste categorisation study was commissioned in 2007 to update the data
generated for the draft IWM Plan in 2003/04. This entails evaluating the types of
waste that are generated in defined areas. This data will be used in years to come to
plan further initiatives and schedule services as part of creating efficiencies and
improve the effectiveness of the City's waste management system.
The split between waste from residential areas and industrial and commercial areas
is approx 40:60. Analyses is complex for a variety of reasons, and will become more
complex in future due to densification strategies and the nature of land use in central
business districts, which are being developed more and more with a residential
component in mind.
Demolition and construction (or builder's) rubble and garden waste (greens) together
constitute approx 65% of the total waste stream. Other significant fractions make up
what is referred to as "packaging waste" that represents between 6% and 10%, while
the remainder consists of a variety of organic waste, hazardous materials, e-waste,
tyres sand, etc.
Organic fractions tend to be higher in informal areas, whilst packaging waste is quite
high in formal areas, especially in high income areas.
In 2007/08, approx 2.1 million tonnes of general waste was landfilled in three
permitted landfills in the municipal area. This was less than the projected growth
figure that was achieved through various mechanisms that include the composting of
garden greens, the crushing and reuse of builder's rubble, and diverting glass, paper,
cardboard, certain plastics and cans from landfill, as well as a slowing economy.
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The figure that constitutes an airspace saving due to waste being diverted for
recovery to process, recycle and reuse, currently translates to approx 17.5% by
volume of waste not being landfilled, which exceeds the target for 2011/12 that was
set at 16.5%. The airspace saving achieved is approx 3% more than the previous
year. This takes into account the complex dynamics of population growth and
economic development (with major property development and tourism growth) over
the past decade, which has slowed down waste generation due to the economic
downturn.
Persons not receiving Waste Management Services
It is estimated that 99% of the 909 931 households in the city receive a weekly refuse
collection service with occasional area cleaning as the basic service level defined in
the IWM Policy, and per the available budget, resources, etc. The remaining 1%
arises due to the unplanned growth of informal settlements. These newlyestablished households do, however, receive an emergency service that is temporary
until the standard basic weekly door-to-door service can be implemented.
Key Strategic Issues and Challenges in Cape Town
In the short term, waste management and the imperative to minimise waste presents
the following issues and challenges in the city:
•
•
•
•
•
•
•
•
•
•
•
The continued reduction of Basic Service backlogs (residential waste
collection) through available funds that are impacted by unplanned population
growth;
The trend in waste generated that outstrips population growth by almost 5%;
A solution is needed to service "backyarders" on a sustainable basis;
Service provision during the FIFA 2010 event that will ensure minimal impact
on normal services;
Upsets in the commercial waste management sector due to current economic
conditions that may put residential service delivery contracts at risk;
Waste management infrastructure creation is inadequate for expanding
services to prevent health and environmental degradation, due to the
projected growth in the city and funding constraints;
Capital required for upgrade and replacement of compactor fleet to improve
equipment condition, availability and age (more than eight years average age);
Integration of multiple activities where clustered waste management
infrastructure is being developed, such as at new integrated transfer stations;
The future replacement or the establishment of additional infrastructure will be
hampered by the inadequate income generated from tariff or rates provisions;
A longer delay in the issuing of a Record of Decision for the establishment of a
new landfill to replace almost full landfills will have major impacts;
Mitigation of landfill gas to reduce climate change and environmental impacts;
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•
•
•
•
•
•
•
External funding is required to reduce the onerous financial implications of
implementing various waste minimisation initiatives per the IWM Plan,
especially where there is private sector economic benefits;
The development of strategic partnerships, both financial and non-financial,
with business, industry and other sectors of society to commission large scale
waste minimisation initiatives;
Attention to detail regarding Conditions of Service for new tenders, and
timeous, successful completion and adjudication of tenders, and the
subsequent management of contracts;
Remodeling of tariffs that wi" make allowances for future recycling incentives;
The finalisation of an organisational structure below managerial level and the
appointment of key staff at all levels is needed to reduce skills and capacity
shortages, especially at supervisory level needed to instill the required
discipline to improve service delivery and revenue levels;
Streamlining of Council HR policies for shift work is needed to allow utilisation
of staff and infrastructure where service and private sector needs require this;
Completion of the Municipal Systems Act S.78 investigation and decisions
regarding community partnerships and Public-Private Partnerships as
alternate service mechanisms to aid job creation, local economic and SMME
development, and to alleviate poverty, whilst improving general cleanliness
conditions in the city.
Solid Waste Management Dept's Strategy for Integrated Waste Management
and Service Delivery
The SWM Dept's overarching long-term integrated waste management strategy and
support strategies are contained in detail in an IWM Plan activity schedule that sets
out projects, activities and timelines. Together with the Sector Plan for, it is the
implementation vehicle for the Council's IWM Policy. The key aim is to turn the
traditional waste management and service delivery approach around to increase
waste minimisation and reduce the socio-economic and environmental impacts. The
strategiesl plans that make up the overarching IWM Strategy are summarised below,
and provide an overview of various goals and objectives.
1) Service Authority Strategy: Institute measures that will enable the Council's
waste management Service Authority roles and responsibilities when
engaging alternate service provision mechanisms.
2) Municipal Area Waste Regulator Strategy: Institute measures that will
enable the Council's waste management regulatory roles and responsibilities
- completing and getting the By-law promulgated is the keyenabler.
3) Intergovernmental Strategy: Clarify roles and responsibilities of different
spheres, engage DEAT regarding waste minimisation focus areas that need
specific support at a national level and lobby National Treasury for increased
funding for integrated waste management at the municipal level. Interact
vigorously with the Green Scorpions to combat illegal activities involving
waste.
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-------------------4) Lobbying Strategy: Lobby the relevant legislators for the necessary changes
that must enable EPR, CP&SC, materials recovery and recycling.
5) Labour Utilisation Strategy: Create an acceptable, flexible staffing
arrangement at strategic infrastructure facilities that will improve asset
utilisation and reduce illegal dumping.
6) Service Delivery Strategy: Improve service levels to ensure equitable,
effective and affordable services, focusing on containerisation (whee lie bins)
in all formal residential areas where geography does not constrain this, and
continue to provide an integrated, community-based collection and area
cleaning service for all informal settlements (deemed national best practice).
7) 2010 Football World Cup Service Delivery Strategy: Roll out marked dual
public litter bins for dry and wet waste separation purposes in the FIFA event
footprint area and areas where the 2010 event is likely to have an impact,
ensure that contracts for the hiring-in of services and equipment are structured
and ready for tender in time well before the 2010 kick-off on 11 June 2010,
prepare education and awareness material in conjunction with the media and
communication plan.
8) Recycling and Waste Minimisation Strategy: Develop strategic PublicPrivate Partnerships specifically aimed at developing sustainable materials
recovery and recycling industries that will add value to the economic growth
objectives of the city and the region as well as minimise green house gasses
(GHG's).
9) Stakeholder Communication, Education and Awareness Strategy:
Prepare appropriate campaigns and materials to improve stakeholder attitudes
and participation as a base for recycling, and educate people regarding best
practical options.
10)Service Growth Strategy: Continue with community-based service provision
to stimulate job growth, and generate private sector contracts that are not
possible to service in growth areas via with the Council'S current resources.
11 )Law Enforcement Strategy: Implement the IWM by-law and ensure sufficient
capacity is available to enforce the Council's waste management by-laws and
national and provincial statutes applicable related to waste management.
12)Revenue Strategy: Implement contracts, monitoring and reporting measures,
combined with billing and debt collection initiatives to improve cost recovery
and revenue completeness. Implement weighbridge and information systems
at landfills to improve revenue generated by landfill disposal fees. Complete
tariff remodeling to improve sustainability of services.
13)Funding Strategy: Procure non-government funds and earmark revenue
generated through the Council'S waste management activities to improve
SWM sustainability and minimise future tariff increases.
14)Fixed Asset Strategy: Create the necessary bulk infrastructure (regional
landfill site, transfer stations, community drop-offs) on a planned, informed
basis to prevent a waste management crisis.
15) Infrastructure Asset Management Strategy: Develop Infrastructure Asset
Management Plans for Solid Waste Management Dept, and capacitate the
Department to implement and manage plans, with a focus on Fleet
Management, as part of a corporate strategy resolved by the Executive
Management Team.
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16)Mobile Asset Strategy: Improve the Council's fleet age either through a
combination of capital replacement and refurbishment programme, augmented
by a full-maintenance leasing (FML) programme.
17)Management Information Strategy: Develop and implement systems,
technology and procedures that will produce specific information on waste,
resources and assets for improved decision-making, billing and revenue
generation, integrated waste management planning and statutory reporting.
18)Performance Management Strategy: implement systems and manage and
improve the Council's personnel and waste management service delivery
performance, as well as the waste management sector performance through
regular monitoring and evaluation.
Strategic Programmes Goals & Objectives with Key Deliverablesl Outcomes
Priorities and objectives are influenced by the strategic issues and challenges listed
above. A summary of strategic programmes, projects and initiatives for waste
minimisation and service delivery in the short to medium term is set out below. It
includes capital and operational programmes adjusted according to the available
budget. The activity details contained in the IWM Plan will be updated accordingly
for the period starting 2009/10. The aim of the SWM Dept is to ensure the long-term
sustainability through effective, efficient, economical and affordable waste
management service delivery to the city's residents, and to regulate waste
management activities across the waste spectrum in the City of Cape Town.
a. Improve access to basic waste management services (cleaning, collection and
disposal), minimise (reduce and divert) waste to landfill.
b. Complete an IWM By-law for promulgation and implementation.
c. Implement a Waste Information System.
d. Key projects and initiatives:
i. Construct and commission a new Northern region landfill site to provide
landfill airspace for closed landfills by 2011/12 (more critical than a year
ago since the delay caused by objections to the site after a Record of
Decision was issued);
ii. Rehabilitate old landfill sites (ongoing permit and MFMA requirements).
iii. Establish 3 new integrated waste management facilities:
1. Oostenberg project started 2007/08 (two years till commisSioning);
2. Tygerberg, commences 2008/09 (three years till commissioning);
3. Helderberg commences 2009/10 (three years till commissioning).
iv. Roll-out of two mini-MRF's (material recovery facilities) - a 2010 initiative;
v. Implementing a split bin litter system in strategic areas - a 2010 initiative;
vi. Continue with contract services via community-based organisations for
integrated area cleaning and waste collection in informal areas;
vii. Implement contracts for sandy areas clean-up programmes in
disadvantaged communities via community-based organisations;
viii. Continue to monitor and evaluate efficacy of a residential split-bag waste
collection pilot project in 5 areas (130 000 households) that gives effect to
the separation-at-source principle, already started in Aug 2007;
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Solid Waste Management·Dept
•. Waste Management Sector Plan 2009/10
ix. Continue with public education and awareness programmes regarding
waste management and waste minimisation (part of WasteWise project).
x. Institute aggressive waste management, minimisation and re-use of
demolition and construction rubble by facilitating the establishment of
rubble crushing plants - contract already awarded and implemented at
three sites, with more to come;
xi. Complete a comprehensive MSA S.78(3) assessment into alternate service
delivery mechanisms, particularly focused on changes to the Council's
waste management system to incorporate large scale waste minimisation.
xii. Establish an alternative-technology disposal facility by 2009/10;
xiii. Implement a landfill gas mitigation project;
xiv. Implement by-law once adopted and promulgated for enforcement;
xv. Realign depots, staff and implement flexible working hours to achieve
improved service efficiencies, to provide an equitable and predictable
service, and to improve asset utilisation, access and use by the public;
xvi. Establish an integrated infrastructure asset management programme for
SWM fixed and movable assets, plant, equipment, infrastructure and
superstructure to optimise asset use and service delivery, focusing on
waste management fleet as a priority.
Resources available to achieve planned Outcomes (next MTREF period)
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Critical Success Factors
a. Adequate capacity for service delivery in terms of staffing, resource allocation,
expenditure and procurement approvals;
b. Realistic adjustment to tariffs for services provided to ensure that increasing
capital and operating requirements can be funded sustainably;
c. Accurate and complete billing;
d. Management of all contracts to ensure performance and delivery;
e. Public private partnerships or alternate funding mechanisms for alternate
technologies to landfill to provide for growing capital and operational waste
management needs and develop capacity to minimize waste to landfills.
f. Legislation that can be used to enforce waste minimisation initiatives needed to
meet policy and national targets.
Financial figures per 2009/10 draft budget estimates (unapproved, not finalised) at 5.1 % parameter
which may change due to future Council resolutions when adopting the final budget.
Figure reflects actual staffing complement as at February 2009, and do not include critical vacancies
or scarce skills shortages needed for service delivery. A marked drop of approx 500 staff who left the
Council's service in the past year.
1
~rowth,
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1
.
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Milestones, Targets and Key Performance Indicators, with benchmarks
The Key Performance Indicators for waste management are contained in the Service
Delivery Business Implementation Plans (SDBIP's) approved by Council for the next
three-year MTREF period and 5-year term-of-office lOP starting 2007/08. The
achievement and measuring of targets are in line with SDBIP's, and are reflected at
the high level as follows:
1. Increase/maintain basic service access to 99% (impacted by city economic,
planned and unplanned population growth);
2. Demand Management plan (waste minimisation): Improve landfill airspace
savings above 16.5% by 2011/12;
3. Area cleanliness (as measured per a photometric index) to be increased to
67% on the photometric index (as benchmarked in the IWM Policy).
4. Implement capital projects per the approved schedule for three-year MTREF
period starting 2009/10;
5. Promulgate a new City of Cape Town IWM By-law by June 2009 to align
waste management law enforcement with national imperatives and repeal all
previous by-laws (SWM Dept's contribution to the Council's law reform and
assuming that the Waste Management Bill has been enacted);
6. Implement a Waste Information System by end-2009 (dependent on
finalisation of the Western Cape Province DEA&DP and the national Dept of
Environment and Tourism's system roll-out).
PERFORMANCE AGAINST PLAN
Per the milestones and targets set out above, the Solid waste Management Dept of
the City of Cape Town has achieved the following during the past year:
1. Basic Services: 99% target achieved and maintained.
2. Area cleanliness: target of 67% achieved.
3.
4. Current airspace savings target for 2011/2012 has already been achieved17.48% achieved to date.
5. Landfills surveyed and ground water monitoring completed as per permit
conditions.
6. Design of Oostenberg integrated waste management facility complete for
construction, concept design being finalised for Tygerberg integrated waste
management facility.
7. Rehabilitation of disused landfills continuing per schedule.
8. Landfill gas mitigation baseline and feasibility study completed by Central
Energy Fund and report with recommendations submitted for Council approval
to continue with implementation.
9. Community-based contracts in informal settlements implemented and being
monitored (ongoing).
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10. Residential split bag pilot project: two tenders awarded to cover areas where
previous contracts failed due to contractors reneging on contract - this is
based on a successful system of employing previously unemployed persons.
11. Draft City of Cape Town Integrated Waste Management By-law taken through
public participation process in 2008 - already recommended to Executive
Mayoral Committee by Utility Services Portfolio Committee for adoption by
Council and promulgation.
12. Council approval in terms of MSA S.78(2) to continue with a S.78(3)
assessment of alternate service delivery mechanisms after completion of
S. 78(1) status quo assessment and recommendation by consultant.
13. Planning for FIFA 2010 event waste management and minimisation amended
in line with national LOC decisions and Executive Mayco resolutions regarding
available budget.
14. Continued engagement with spheres of government and members of industry,
especially the packaging industry, with the aim to increase infrastructure and
provide job opportunities to improve the recovery of materials for recycling and
reuse.
15. Successful completion of workshops with a variety of industrial and
commercial sectors regarding waste minimisation.
16.IWEX website completed to provide a free exchange platform for recyclable
materials.
17. Continued roll-out of weighbridge systems.
Major Achievements of a Strategic Nature (Dec 2000 to Feb 2009)
Prior to and since the adoption of an lWM Plan in 2006, the SWM Department has
successfully completed a number of notable initiatives and projects to meet the
objective of more efficient, effective, sustainable and economically viable waste
management services. For 2007/08, the Dept expended almost 100% of its budget.
•
Tariffs, revenue:
Revenue collection: Increased during 2007 to 100.95%;
Bin audit project: Pilot phase in 2007 has already ensured significant
correction of billing problems and addition of sites not on billing system that
will have a marked effect on income levels;
Tariff convergence: Adopted new tariff structure in 2002/03, duly amended
every year since then. The uniform tariff structure defines the cost of a
fully tariff-funded collections service according to afford ability criteria and
service rebates. Further amendments will be aimed at discouraging the
disposal of certain waste types as part of the waste minimisation strategy.
•
Sustainability, Waste Minimisation and Recycling:
Cost modeling of the provisions and implications of the draft Integrated
Waste Management By-law was completed by the Stellenbosch University
Sustainability Institute with DANIDA funding.
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Key input on the Sustainability Institute's UNDP-funded report and
modeling of waste management (Project title: Integrated Resources
Management for Urban Development, UNF/UNFIP Project ID: UND-SAF03-303);
Completion of Compact Fluorescent Light responsible disposal project in
partnership with Eskom, the lighting industry and other role players,
including a proposed implementation model and guidelines;
Held second workshop on alternate technologies to landfill in 2007;
Hosted the Cape Town Waste Minimisation Summit in April 2007 involving
key industry sectors aimed at instituting recycling and minimisation
partnerships;
Established partnerships with major retailers for waste minimisation;
Implementation of the "Think Twice" dual bag collection pilot project in five
areas across the City for the diversion of recyclable waste - varying
success and lessons learnt for future roll-outs;
Free-of-charge disposal of builder's rubble at landfills (approx 826 999
tonnes that includes material set aside for capping purposes);
Successful diversion from landfill and chipping and composting of most of
the City's garden waste (2007/08 est. airspace saving approx 521 129 m3 ,
up from 483 000 m3 from the previous year);
Commencement of a pilot project for the diversion, crushing and recyclingl
reuse of demolition waste, with three sites coming on stream at Coastal
Park, Bellville South and Gordon's Bay;
Continued successes with the Waste Wise campaign - Festive Season
campaign commended by the public media and political leadership;
Opening of the Resource Centre at the Athlone Refuse Transfer Station in
February 2009 that will be used for community and schools education and
visitor communication purposes.
Establishment of a Waste Exchange Website, currently being upgraded,
and an Information Centre at the Civic Centre in the Cape Town CBD.
•
Standardisation of Services across Metro by e.g.
- Once a week refuse collection throughout the year implemented for all
areas, and basic levels of service maintained at 99% during 2007;
Full implementation of a community-based integrated area cleaning and
refuse collection system in informal areas;
Ongoing phasing out of weekly skip services in informal areas - only
provided as an emergency measure in newly-established settlements.
Continued roll-out of containerisation plan for all formal households, with
ongoing repairs and replacement implemented in 2006/07.
Equitable garden refuse collection options and twenty community drop off
sites successfully implemented across the City, each with an average
captive area with a 7 km radius;
Agreed standard compactor vehicle crew size: Driver plus 4 workers.
2,2 _ City of Cape Town Waste Management Sector Plan 2009.doc
Page 13 of 14
J ,
,~
City of Cape Town
. .. .
"
Solid Waste Management'Dept 1
Waste Management Se~tor Plan 2009/10
------------------------~-------------------------------
302
•
Capital and Infrastructure Management:
Record of Decision (RoD) received in 2007 from the MEC for D:EA&DP for
a landfill site to be established between Atlantis and Duinefontein was
appealed - being reviewed (February 2009);
Successful applications to Western Cape Dept of Environment &
Development Planning with RoD's for extensions of Bellville South, Coastal
Park and Vissershok landfill sites;
RoD's issued by DEA&DP for Oostenberg Refuse Transfer Station,
Tygerberg Refuse Transfer Station, and Helderberg Refuse Transfer
Station;
Completion of Swartklip Transfer Station at the landfill, strategically located
close to high-density communities.
Continuation of rehabilitation of the full Brackenfell and Faure landfills.
•
Policy, Legal and Institutional Development:
The City was awarded third place in the Cleanest Town (metropolitan
municipality category) award in 2008, having won in 2003 and 2007 and
coming second in 2005 in the biennial SA National competition organised
by DEAT;
Council approval for the establishment of an Internal Business Unit;
Successful implementation of a top management structure for SWM that
finalises the transformation from seven Administrations' management
structures as one;
Mayco adopted IWM Policy and Plan as part of 2006/07 lOP (MC08/05/06);
Provided comment and input on the NEMA: Waste Management Bill (Bill
39 of 2007) prior to submission to Parliament;
Draft City of Cape Town Integrated Waste Management completed and
recommended to Council by the Utility Service Portfolio Committee in
February 2009 (resolution UTS 08/02/09)
Council resolution in terms of Municipal Systems Act S.78(2) regarding
S.78(1) assessment recommending the appointment of a consultant to
assess alternate service delivery mechanisms per S.78(3) (resolution
MC23/04/08);
FIFATM 2010 Football World Cup planning completed and budget approved
by Council for integrated waste management services.
2.2 _ City of Cape Town Waste Management Sector Plan 2009.doc
Page 14 of 14
0
2009/2010 WATER AND SANITATION DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
I
Corporate
SFA&
, Directorate
Scorecard
Objective No. Indicator No
SFA 1
1AA
SFA2
DirObj 2,1
2A.1
i.e
3 I!
.9~
Objective
Indicator
(To include unit of measure)
...
i!!
1:::i
c
SOl
(08/09
1A. Create an enabling
environment for the
economy to grow and
become globally
competitive,
Target in
brackets)
Number of job opportunities created
through the expanded Public Works
Programme (EPWP), to contribute to
the reduction of poverty and
unemployment
TARGETS
6-
Baseline
Annual Target
(by June 2010)
I:
0>
General Comments
:::I
e
u.
New
To be
determined
Quart
[975%]
99,1% '"
Quart
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
To be determined To be determined To be determined To be determined
Unit of measure: Number
Utility 2A Universal access to
Services basic services
I
Percentage of households with
access to basic levels of sanitation
(NKPI)
-
98,95%
99%
99.05%
99.1%
Unit of measure: % and number of
HH's
UWity 2A, Universal access to
Services basic services
Percentage of infOrmal households
with access to basic levels 01
sanitation
Based on an updated
household count estimated at
902278 (source SDI&GIS
Dept. analysiS of StatsSA
2001 Census and the more
recent 2007 Community
Survey)
09110 target 894 157 HH's
Jestimate)
----
SFA2
Oir Obj 2,1
N1
New
80,5%
Quart
73.98%
76,16%
78,35%
80.5%
.
Unit of measure: % and number of
. . .-
SFA2
Dir Obj 2,1
2A.'Uiilversal access to
basic services
SFA2
Dir Obj 2,1
Utility 2A, Universal access to
Services basic services
uiilj~ 2A.Uriiversal access to
Services basic services
SFA2
Dir Obj 2,1
Percentage of poor households with
access to basic levels of sanitation
(NKPI)
Unit of measure: %
Service rate of Informal Settlement
sanitation
Unit of measure: numberl1000
customers
Raticlef informal househOlds per toilet
----~~--
90%
91%
91,9%
Quart
N/A
2
N/A
2
Quart
6.8:1
6,6:1
6.4:1
6.2:1
Target equates to 23 000
toilets in informal settlements
by 30 June 2010 (142 783
Informal H H),
Quart
100%
100%
100%
100%
Based on an updated
household count estimated at
902 278 (source SDI&GIS
Dept analysis of StatsSA
2001 Census and the more
recent 2007 Community
Survey)
91,9%
Quart
New
2
[6,6:1]
6.2:1
2A.2
Utility 2A, Universal access to
Services basic services
Percentage of households with
access to basic level of water (NKPI)
c;,
-----
[100%]
100%
N1
I
...
..- c -
!2A Universal access to
SFA2
DirObj 2,1
baSic services
09110 target: 902278 HH's
(estimate)
. . . . ._ . . . . . _ . , . - f. ..
Percentage of poor households with
access to basic level of water (NKPI)
.....
c,...,
Unit of measure: % and number of
HH's
. . . . __ . . ._
[100%]
100%
Quart
100%
100%
100%
100%
Unit of measure, %
._.
------
J_-
~
Unit of measure: Ratio
-'SFA2
Dir Obj 2.1
"
89,1%
[897%]
-
.-
._.
Page 1 of 5
. . . . . ._.
----
------
0
2009/2010 WATER AND SANITATION DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
Corporate
SFA&
Directorate
Scorecard
Objective No. Indicator No
'is
.. 01
:9~
Objective
""I!
c-
::::i c
Utility 2A. Universal access to
Services basic services
SFA2
DirObj 2.1
Indicator
(To include unit of measure)
Percentage of Informal households
with access to basic level of water
TARGETS
>0
U
Baseline
(08/09
Target in
brackets)
Annual Target
(by June 2010)
New
..
c
General Comments
::I
C'
I!
IJ.
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
100%
Quart
100%
100%
100%
100%
[111:1J
12.7:1
Quart
13.1:1
13.0:1
12.9:1
12.7:1
New
2.B
Quart
N/A
2.B
N/A
2.B
[27.5%J
27%
Quart
26.3%
26.1%
26.5%
27%
[18.6%J
18.8%
Quart
18.8%
18.6%
lB.7%
18.8%
Unit of measure: % and number of
HH's
Utility 2A. Universal access to
Services basic services
SFA2
DirObj 2.1
Ratio of informal households per tap
-----------------
Unit of measure: Ratio
•............
·2A. Universal access to
Services basic services
SFA2
Dir Obj 2.1
Service rate of Informal Settlement
water
Target equates to 10 800
taps in informal settlements
by 30 June 2010 (142 783
Informal HH) Ratio of 1 tap
per 25 HH already exceeded .
Unit of measure number/l000
customers
SFA2
DirObj 2.3
2Bl
Utility 2B. Conservation of
Services natural resources
Percentage reduction in
unconstrained water demand
.
Unit of measure: %
Percentage tJrlaccounied for water
SFA2
Dir Obj 2.3
Utility 2B. Conservation of
Services natural resources
SFA 2
Dir Obj 2.5
2B~-C()nservation of
natural resources
Percentage drinking water
compliance with SANS 241 Class 1
SFA2
Dir Obj 2.7
2C. Effective
management of City's
Infrastructure and
Resources
Percentage completion of key
projects to ensure augmentation of
bulk water resources: Desalinisation
Plant
SFA2
DirObj 2.7
2C. Effective
management of City's
Infrastructure and
Resources
Percentage completion of key
projects to ensure augmentation of
bulk water resources: TMG Aquifer
SFA2
Dir Obj 2.7
2C. Effective
management of City's
Infrastructure and
Resources
Percentage vV" 'I-"~uv, of key
wastewater treatment project.
Fisantekraal new works
-
,.
"-'"
Unit of measure: %
(62 040 000 kl)
(62 040 000 kl)
(61 380 000 1<1)
(61 710 000 kl)
(62 040 000 kl)
96%
Quart
98%
98%
98%
98%
[50% Complete)
55%
Quart
45%
48%
52%
55%
[To be
determined]
70%
Quart
66%
67%
69%
70% (completion
of Exploratory
Phase)
[39%J
90%
Quart
62%
73%
80%
90%
f----
[96%J
Unit of measure: %
......
_-;-;- - _. .
c:....J
c:::::::>
..c------------
! Init nf rnA"'''''''''' Of,
Unit of measure: %
Unit of measure: %
Page 2 of 5
......
0
2009/2010 WATER AND SANITATION DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
'is
.. I!
...I 0
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No
SFA2
DirObj 2,8
2C,1
...S1l
e
c: .:::i
Objective
Indicator
(To include unit of measure)
0
Utility 2C, Effective
Services management of City's
Infrastructure and
Resources
Phased completion of an integrated
Infrastructure Asset Management
Programme in respect of Transport,
Roads & Stormwater, Electricity,
Water, Sanitation and Solid Waste
Management
Baseline
(08109
Target in
brackets)
...
TARGETS
.
!J
Annual Target
(by June 2010)
c
:=<
General Comments
c:r
1.1.
f
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
Annual
N/A
N/A
N/A
Water &
Sanitation
Sewer Pump
Stations
• Phases 1, 2 & 3
WSDP 2009/10 WSDP 2010/11 "',A:nnual
approved as part approved as
of IDP, 2007/08
part of IDP,
Annual Report 2008/09 Annual
completed
Report
completed
100%
[100%
Quart
compliance with compliance with
plan
plan
specifications
specifications]
N/A
NIA
NIA
WSDP 2010111
approved as part
of IDP, 2008/09
Annual Report
completed
[75% completion
of established
Asset
Management
register for Major
Infrastructure
depts]
Water &
Sanitation
Sewer Pump
Stations
• Phases 1, 2 &
3
Phase 1: Completed Asset Register
Phase 2: Completed Evaluation
Phase 3: Completed Condition
Assessments
Phase 4' Commence implementation
of lAMP
Unit of measure: Completion of
Phases
2C, Effective
management of City's
Infrastructure and
Resources
SFA 2
Annual Review and development of
Water Services Development Plan
(Annual Report, WSDP)
Unit of measure: Review
SFA 5
DirObj 5,5
5B 2
IHSS
58 Delivery of housing
opportunities
Implementation of Informal
Settlements Upgrade programme
(UISP and EHP)
:
100% compliance 100% compliance 100% compliance 100% compliance
with plan
with plan
with plan
with plan
specificaUons
specifications
specifications
specifications
----SFA 8
SFA8
8A2
8.A3
· .. c · -
8AA
CS
CS
... CS
SA Ensuring enhanced
service delivery With
efficient institutional
arrangements
Retention of Skills as measured by %
staff turnover
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Staff availability as measured by %
absenteeism
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage budget spent on
implementation of WSP
Unit of measure %
5 to 8% overall"
turnover
Quart
5 to 8% overall
turnover
New
8 to 12% within
skilled
categones
Quart
8 to 12% within
8 to 12% within
8 to 12% within
8 to 12% within
skilled categories skilled categories skilled catagories skilled categories
New
,;4% average
Annual
for the period 1
July 2009 to 30
June 2010
[90%]
90%
Unit of measure: %
Page 3 of 5
Quart
,
.....
'U1
New
Unit of measure: %
..,
~
C)
Unit of measure: %
SFA 8
.-
-------------
5 to 8% overall
turnover
5 to 8% overall
turnover
5 to 8% overall
turnover
-------------
N/A
N/A
N/A
,; 4% average for
the period 1 July
2009 to 30 June
2010
10%
(or based on
Dir/Dept.
prOjected cash
flow)
30%
(or based on
DirlDept.
projected cash
flow)
60%
(or based on
DirlDept.
projected cash
flow)
90%
-----------
-
......
'-
0
2009/2010 WATER AND SANITATION DEPARTMENTAL SDBIP
ALIGNMENT TO lOP
1~"-
Baseline
(08/09
Target in
brackets)
Annual Target
(by June 2010)
Unit of measure: %
[26%1
31 % Corporately
(Directorate &
Departmental
targets will Only
be available
once the current
survey has been
completed)
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage of capital projects
meeting original planned milestones
80%
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage improvement in the time Baseline to be
taken to close notifications in terms of determined on
the Corporate Works Management
30.6.09
process
...J
0,9
SFA8
Objective
e
::;0
~c -
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No
6A.5
CS
BA Ensuring enhanced
service delivery with
efficient institutional
arrangements
Indicator
(To include unit of measure)
Percentage improvement in the
positive employee climate as per
annual Culture Climate Survey
TARGETS
..,>-c
G>
General Comments
:>
CT
E
IL
30 Sept 2009
Annual
Quart
31 Dec 2009
31 March 2010
30 June 2010
N/A
N/A
N/A
31 % Corporately
(Directorate &
Departmental
targets will only
be available once
the current survey
has been
completed}
85%N2
85%N2
85% N2
-------
SFA8
SOl
8A.6
SFA8
CS
6A?
N?
88.3
SFA 8
-Fin
6BA
Fin
.
r- SFAS- r--
SFA8
--------- f--
88.6
-------
Fin
N2
Percentage of Department's Capital
8B_ Management of key
budget spent (NKPI)
financial areas such as
income control, cash flow,
Unit of measure: %
indigent support,
alternative income
opportunities, asset
management and risk
management
-r96 O/0]---
12% reduction
in time taken to
close
nobfications
(measured
against the
baseline)
-gsa,\,
N2
!N2 Capital Projects
exceeding R200 000.
Quart
3% reduction on
2008/2009
baseline
6% reduction on
2008/2009
baseline
Quart
Based on
DirlDept
projected cash
flow
Based on
Dir/Dept
projected .cash
now
galor-eduction on
2008/2009
baseline
12% reduction in
time taken to
close. notifications
(measured
against the
baseline)
---Based on
95%
DirlDept
projected cash
flow
-- ..
----------~
Quartely targets subject'to.
flnalisation olthe :0911 0 draft
;
budget
~
~
I=:>
..
8B.Management of key Percentage of Department's
operating budget spent
financial areas such as
income control, cash fiow,
Unit of measure: %
indigent support,
alternative income
opportunities, asset
management and risk
management
[95-100% of
YTDJ
95-100%
8EU-.iianagement of key Percentage-expenditu-re on
financial areas such as
Department's operational
income control, cash flow, maintenance budget
indigent support,
[95-100% of
Quart
95-100%ofYTO
95-100%oiYfD
95-100% of YTO
95-100%
95-100%
Quart
95-100% ofYTD
95-100% of YTD
95-100% of YTO
95%
95%
Quart
[95% of revenue
to date]
-[950/. of revenue [95% of revenue
95%
-------
~
-
-------
YTD]
8B. Management of key Revenue collected as a percentage of [96% of revenue
to date]
billed amount
financial areas such as
income control, cashflow,
Unit of measure: %
indigent support,
alternative income
opportunities, asset
management and risk
management
-------
85%
Unit of measure: %
Unit of measure: %
SFA8
85%
to date]
to date]
----
-------
Page 4 of 5
-----------
[IT]
2009/2010 WATER AND SANITATION DEPARTMENTAL SDBIP
ALIGNMENT TO IDP
is
SFA&
Corporate
Directorate
Scorecard
Objective No. Indicator No.
oS
Z~
c .-
Annual Target
(by June 2010)
88. Management of key % of water meters read on a monthly
financial areas such as
basis
income control, cashflow,
indigent support.
alternative income
oppcrtunities. asset
management and risk
management
[87%]
88.7
. reduction in the number
8 8 Management of key
financial and governance of recurring findings emanating from
areas sU'ch as income
Internal Audit
control. cash flow,
Unit of measure' %
indigent support.
alternative income
opportunities, asset and
risk management
SFA8
89.10-
8 9 Management of key
'annualassetv""""dllVI
financial and governance process completed
areas such as income
control, cash flow,
Unit of measure: %
indigent support,
alternative income
opportunities, asset and
risk management
Indicator
(To include unit of measure)
::JCI
SFA 8
SFA8
Objective
Audit
-~""
Fin
TARGETS
i:)'
Baseline
(08109
Target In
brackets)
.3t!
Ii::J
~
u.
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
88%
Quart
87%
87%
87%
88%
[60%J
70%
Quart
70%
70%
70%
70%
[100% by 31 May
2009]
100%
Annual
NIA
NlA
NlA
100%
General Comments
-
........
c:....;)
Q
-.J
Page 5 of 5
3.2
.-
...,. ,,1308
WATER SERVICES DEVELOPMENT
PLAN
FOR
CITY OF CAPE TOWN
2009/10 - 2013/14
EXECUTIVE SUMMARY
The guiding document for the service is the WSOP of which this is the
Executive Summary and which is updated annually. It is a product of the
current lOP process and will become a Sector Plan of the lOP 2009110
document.
DRAFT 2
30 April 2009
" ,
1309
C.
EXECUTIVE SUMMARY
Introd uction
Water and Sanitation Services made significant progress since the formation of
one City administration for Cape Town (CCT), but there are still critical challenges
- the challenges have been summarised in figure 1, below.
Institutional arrangements and strategies have been put in place to overcome the
challenges and to meet key policy as well as legislative requirements. The
National Strategic Framework for Water Services (September 2003), a critical
policy document, sets-out the future approach to the provision of water services.
TABLE 1: Water service provision targets for the City of Cape Town
1. All people are to have access to functioning basic watersuppl by 2008: Achieved in CCT in 2005/06
Performance
Actuals
Target
Change
OBJECTIVE
Indicators
30-Jun-07 30-Jun-08
Actllal-to-taroet
3O-Jun-08 Year-(Jn-year
(a) Access to basic level of water
(i) % of households
100.0%
100,00/0
0.0%
a.C%
100.0%
100'()'%
(ii) %of poor households
100.0%
100.0%
0.0'%
0.0%
-
-
2. All people are to have access to functioning basic sanitation by 2010: CCT is aiming for 2012113
d ue the magintude of the requirement
Perfonnance
Actuals
Targel
OBJECTIVE
30-Jup-Q8
ndicators
30-Jun-07 30-Jun-08
(a) Access to basic levels of sanitation
0) % of households
971%
97.9%
97.5%
L
89.7%
(ii) % of poor households
87.1%
92.5%
i
(b). Informal households ratios
116,883
(il The number of informal households
116,863
(ii) HousehoidS-lo-working taos
129
11.5
129
i
(iii) Households-Io-working lDilets
8.0
7.2
6.4
t
9061
1e,188
9,061
(iv: Actual numbe' of w:lr1<ing taos
t
14,610
(VI Actual number of working toilels
18,280
16,234
i
Change
Year-(Jn-vear
Actual-to-target
-0.8%
-O,41:/Q
6.2%
3.'%
12.4%
25.1%
12.4%
25.1%
12.6%
12.4%
12.4%
12.6%
3 Investment in water services infrastructure should total >0 75% of GOP
Performance
Actuals
Target
Change
OBJECTIVE
Indicators
30-Jun-07 30-Jun-oa
3(}.Jun·08 Year-01-year
Actual-to-targel
(a) Level of investment
(i) CCT's GDP (R'bn) - at basic pflces (2(07)
198.50
219.26
360.60
1OC.O%
(ii) Waler and San~aUon caDital expendijure (R'm)
588.70
-64.2%
0.75%
47.8%
(iii) Capital investmenl as % of GDP
018%
027%
1
,
Source. GOP f:gJres were provlded by lIle DeDartment of EconomIC De,elopmenc. The Departr:1en. of EconomiC Development sourced lIle numbers from
Quantec's Western Cape Macro-economic Outlook Report
Source: Water and Sanitation Services 2007/08 Departmental SDBIP; Department of Economic Development;
Quantec (Western Cape Macro-economic outlook report)
To ensure and to measure the level of progress, targets for the City of Cape Town
were set - this are listed in table 1:
• The target for providing access to basic water supply in the CCT was met in
2005/06; therefore access to basic water supply equals 100% - see TABLE 1
(1. All people are to have access to basic water supply services by 2008).
• By 2010, about 70% of CCl's population had to have access to basic sanitation
services, The latter target was exceeded - at 30 June 2008 92.5% of Cape
Town's population has access to basic sanitation services (2007/08 Water &
Sanitation Services 4th Quarter SOBIP Review) - see TABLE 1 (2. All people
are to have access to basic sanitation services).
• The target level for investment in Water and Sanitation infrastructure was fixed
at 0.75% of the CCl's GOP per annum. In 2006107, Water and Sanitation's
capital expenditure amounted to R360.6 million - this translated to 0.18% of
2
1310
GOP. Capital investment in the following year increasing to RS88.7 million, but
at 0.27%, this was still significantly below target - see TABLE 1 (3. Investment
of water services infrastructure).
• The required institutional reform should be completed by 2013, with Water
Services being managed and accounted for separately.
Vision of Water and Sanitation Services
To become a leader in the provision of equitable, sustainable, people-centred,
affordable and credible water services to all.
Critical challenges
Cape Town Water Services faces a number of critical challenges, these have
been clustered according to four categories (a) financial perspective, (b) customer
perspective, (c) business processes (internal) and (d) learning perspective:
FIGURE 1: Summary of Water & Sanitation's critical challenges in CCT
Ila) Financial
lIb) Customer
Ii. Financial sustainabillty of the Slmice
i::~~:Vide basic service expansion to meet
il. Cost recovery
iii High financial requirements
iiI. High dett due to non·payment
ii. Eradicate sanitation backlogs
iiI. Proviae affordable service
I
Water and Sanitati on
Services
I(d l Learning/Growth
Ii. Increase performance and efficiency
(e) Business Process (Internal)
, Achieve targets through intense WDM
ii. Meet wastewater effluent standards
iiI. Greywater run4f quality in informal
setiaments
I..-----liv. Provision of infraslJ'ucture to meet
development growIh needs
Y. Maintenance of infrastructure to ensure
cootinued operation
vi. Estatlish effectiverslilulional
arrangemenl
Notes:
The following content has been clustered in terms of the section 13 of Water Services Act of 108 of 1997
Section 13N Financial
Section 13{a). (e), (di. (e), (f). (h)(i-iv & vii): Internal Business Processes
Section 13(b). (9), (i)
Source: Water and Sanitation Services
The strategies to face these challenges are dealt with under the following sections.
3
" ,
1311
C.1
ESSENTIAL QUESTIONS
C.1.1
What is the backlog of water services?
The majority of Cape Town's population, both in formal and informal settlements,
receives service levels that generally meet the National minimum standards as
required by the Water Services Act 108 (of 1997). Only 886,940 of Cape Town's
902,279 households received basic sanitation services at 31 March 2009 (2008/09
Water & Sanitation Services SDBIP Review) - see TABLE C.1.1.
Service against service
to basic level sanitation
Households
Total
Coverage
Percentage of poor
households with access
to basic level sanitation
Households
Total
Coverage
Percentage of
households with access
to basic level water
Households
Total
Covera e
Ratio of informal
households per tap
Ratio of Informal
households per toilet
97,5%:
98.3%
971%:
902,279
886,940
902,279 :
876,113:
nJa
89,0%:
89.7%
n!a
n/a
nla:
nia:
nJa
n/a
100,0%
1000%:
100,0%
,
89,7%:
100,0%:
902,279
902,279
902,279 : 902,279
902,279 : 902,279
,,
,
nm:
nm:
nm
nm
0,0%:
0,0%
11.9: 1 :
11.1:1
11.9:1 :
11.7:1
00%:
-5,1%
7,2:1 :
5,7:1
6,8:1 :
6,6:1
-16,2%:
-13.6%
,,
,,
.
,
Source: Water and Sanitation Services 2008/09 Departmental SDBIP
At 31 March 2009, 5,7 informal households shared one toilet - the ideal ratio is 5
informal households per toilet (a standard set by the City of Cape Town), The
greater number of toilets provided during that period placed the actual ratio at
5,7: 1; this reduced the burden per toilet by 16.2% and 13.6% for periods ending
31 March 2009 and 30 June 2009.
The growing density in many informal settlements constrains Water and
Sanitation's ability to adequately provide further sanitation services.
At 31 March 2009, 11.1 informal households shared a tap. The ideal ratio is 25
informal households per tap (a standard set by the City of Cape Town) - the 31
March 2009 figure reduced the burden per tap 5.1 % to the 30 June 2009 target in other words, fewer informal households share a tap.
4
C.1.2
·',.'
,
.
. !-.'.
~
~
1312
What is the status of supply to higher levels of service?
Service levels to all formal developed areas are generally at the highest level of
service: a flush toilet and water connection in-house or on-site.
C1.3
Cost of eradicating backlogs
To eradicate the sanitation backlog and influx in informal settlements the Informal
Settlements programme was set-up - this programme is part of the housing
development programme.
TABLE C.1.3: The cost of eradicating backlogs by means of the Informal
Settlements programme
(a) Informal Settlement Programme
(R'm)
Water hh influx sustain
Sanitation
Backlog eradication
Bucket replacement
Hwsehold influx sustain
TOTAL (R'm)
Cumulative (R'm)
2007/8
2008/9
2009/10
2010/11
2011/12
2007-17
TOTAL
0.6
0.6
0.6
0.6
0.6
3.0
6.0
4.0
4.0
15,0
15.0
1 ,6
11.6 - 131.3
31.3
31.3
62.5
4.0
15.0
11.6
4.0
15.0
11.6
4.0
15.0
11.6
58.2
31.3
93.8
31.3
125.1
31.3
156.4
61.2
217.5
20.2
75.0
116.3
-
2175
(b) Cost of Basic Services for Informal Settlement Programme in (a) above
(i) Informal Settlement Sanitation Backlog
Informal households without basic sanitation
Service Standards (hhlservice)
No of new services needed
unit cost of provision
Total cost of se'Vice provision
Years to provide
15,339
5
3,068
R 6,584
R 20,198,395
5
R 4,039,679
Total cost of new service provision (per annum)
(ii) Basic Services For Informal Settlement Influx
Water
Sanitation
8,000
8,000
1,767
400
R 1,500
R 6,584
R 600,000 R 11,633,928
influx informal hh per annum
No of services needed per annum
Unit cost of provision
Total cost of new service provision (per annum)
Source: Water and Sanitation Services
The cumulative cost of the informal settlements programme is R217.5 million.
About 34.5% (or R75 million) of that will be directed to management of influx,
26.7% (R75 million) directed to the replacement of buckets, while 2.8% and 9.3%
should go to water influx and sanitation backlog, respectively.
This programme is funded through the City's Housing programme supported by
National grants. Depending on the speed of implementing this programme, the
informal settlement programme would need to respond to keep up.
5
1313
C1.4
What is the strategy to eradicate backlogs?
The strategy has been to provide a very basic level of service such that 5 informal
households share one toilet. At 31 March 2009, the number of informal
households that share a toilet was reduced to 5.7 - this is a reduction of 16.2%
from a target of 6.8 households.
2
Bucket system (Informal settlements)
3
Consumer installations: on-site dry or equivalent
including VIP toilets, USD, composting system.
46,880
4
5
6
Consumer installations: Wet (Septic tank, digester
or tanker desludge or effluent discharge to an
oxidation pond etc or pitliners, chemical, container
or ortal otties
Discharge to sewer treatment works (intermediate
or full waterborne)
Total served (3+4+5)
500
69,570
785,396
855,466
7
otal (1 +2+6)
902,279
Source: Water and Sanitation Services (Informal Setdements): StrategiC Developmenllntonmalion
Water and Sanitation Services aims for basic service level that meet the ratio of
5:1 per toilet, ideally opting for pour-flush, anaerobic or flush toilets. "Greenfields"
housing projects are undertaken by the Housing Department to receive residents
moved from land that cannot be developed.
The City prescribes to "the water ladder" concept (as proposed in DWAF's
"Strategic Framework for Water Services, September 2003"). So while the City's
priority is to first provide an emergency level of service to all households in all
settlements, it is also extending the coverage and density of services to the basic
level.
6
", J
1314
C1.5
What is the status of all water infrastructure?
The existing infrastructure condition, particularly the sewer system, is decreasing
due to under-provision for essential maintenance/ replacement of aging
infrastructure over several years. Major pipe collapses have occurred over the
past years where such pipes are in urgent need of extensive repair or even
replacement.
The replacement of the water and wastewater pipe network is about R1 million per
kilometre. The replacement of 40 km of pipeline network per annum translates to
R40 million. At the rate of R1 million per kilometre, replacing the water supply and
wastewater pipe network of 10,400 and 9,000 kilometres (respectively) places the
cost at R19.4 billion. The latter figure is almost equal to the replacement value
(2007/08) of the water supply and wastewater reticulation network, which R18.8
billion (or 72% of entire infrastructure replacement value).
TABLE C1.5: Capacit
of wastewater treatment infrastructure
Catchment 1: Capacity V1i Flow
Catchment 1: Capacity vs Loadmg
~-------------------------,
0000X] T - = = = = - - - - - - - - - - - - - - - - - - l
---------1
800000
70
----------.-------------.--
~oo
600 OX]
1~~
I
:<
":n
,
500000
_.
400,000
-
3lXl,000
--
200()(l:i
-
3
Ix'
+---.---,-....,
j
~
~
!~4(i
!
DCaoaCltl' (pele-'
ClLoadlnglpel1
700000
I
IOGDOOn
I
TOTAL
SCOnSO€"le
BelN-ll,e
t,r~---=:J II~
Kraalfonleln
Scotlsoene
TOTAL
I'
,
I
Capacity
(Mlldily!
Flow
IMlldayl
Caoac:ty
Spare
CapacdV{i'.!
(COCHa/m',':
Catctrnenl1
Catchmenl1
BeI:vlll~
546
505
Kra~lionl('lr
175
192
$.::clisdene
12C
99
TOTA_
B41
79f
".,
LOO(llng
(p~)
Scollsclef\.l'
5919)3
159001
92727
591 OX
13JJ000
"'000
~OTA~
843754
78600:-
65113
17500
BellVille
212%
lD,200
57'"
92813
";r&lltDnlein
SD~~c:apaclty
D2%
22 ~""
427%
iJ%
Source: Wastewater Services
Existing infrastructure is tends to operate at peak level during periods of
heightened demand. For example, the overloading of the wastewater treatment
works in the Northern Development Wastewater Catchment (Catchment 1) is
illustrated below (flows and loadings in 2007):
The bulk water system in the northern areas is under stress during peak periods
due to the rapid growth in that area.
7
1315
C.1.&
Effective management
ISO Certification
The Bulk Water branch previously set the standard by achieving full ISO
certification on ISO 9001 :2000 and thereafter maintaining it as certified by
independent audits. Bulk Water failed to maintain the certification levels due to
staff shortage.
There is a certification study that is being implemented to prepare for and achieve
ISO certification across the department.
Scientific Services have embarked on a plan to achieve the ISO 17025
certification by 2010/11 - this is a legal requirement to ensure potable water
quality. Standard Operating Procedures (SOP's) have been defined and a process
of auditing and refinement has commenced. In the meantime, national Interlaboratory comparisons where the lab is consistently scoring in the top 5 ensures
that standards are raised and maintained.
This together with the ISO 14001 of Wastewater Treatment and the Risk
Management programmes to be implemented will ensure that quality is assured
and risks are minimised.
The following areas are receiving focused attention;
• Integration of Information Management Systems through a Business
Warehouse
• Automation control and monitoring of plants via Scada-telemetry
• GIS geodatabase development for effective management and planning of
the infrastructure
• Water quality management through LlMS and SAP
• Maintenance and life cycle of equipment.
• Capacity building and training.
• Automatic Metering Reading (AMR): the AMR Pilot installation on
consumer meters is being finalised and will be ground-tested during 2009.
8
' J . f .J
1316
C.2
WATER SERVICES BUSINESS ELEMENT SUMMARY
C.2.1
Socio-economic profile
Situation Assessment
At present the population of the CCT is estimated at 3,5272,221 (Statistics South
Africa Labour Force Survey 3rd quarter 2008). The City's population growth rate is
expected to decline because of HIV/AIDS. It is estimated that the current growth
rate of 2.6% will reduce to 1.2% by 2010. Approximately 30% of households
(almost 1 million people) in Cape Town live in inadequate housing and depressed
physical environments.
Figure C.2.1: The Socio-Economic Status Index profile of Cape Town
i=~'~~:U
-T(SE~)
60%
50%
40%
30%
20%
10%
:
!
1'1
:- I
I,;
i";
I
I
i
n
Ii
~
0%
'"'"
0
U
s:'"'"
Notes:
% of EAU - % of economically active unemployed
S,E.S - Socio-Economic Status Index
% of economically active unemployed
rJiPlai1-Khayel':sha
4516%
Kifontein-Fase Bay
31,05%
Eastern
26,85%
Tygerberg
23,19%
West Coast
22,11%
"'able Ba,
22,67%
Northern
19,26%
So"them
13.43%
TOTAL
29,38%
,...
'"
CD
<l)
2i
.....'"
.,
'"
:z
n II
E
co
.<=
£;
0
Q;
=>
0
(j')
T (eau) Total ofunmproyed = 29,38%
T SES Total S,E,S
Socio·Economic Status Index (S,E.S)
M/Plain-Khayelitsha
54,12%
Kifontein-F'alse Bay
4043%
Eastern
377~ %
Tygerllerg
32,28%
West Coast
30.22%
Table Bay
29,67%
Northerr
27,94%
Southern
TOTAL
Source: Strategic Development Information and GIS Department
Figure C.2.1 shows Cape Town's socia-economic status (S.E.S) index, a tool used
to measure social and economic well-being. The S.E.S index measure
incorporates the following indicators: (a) the % of households earnings less than
R19,200 per annum (2001), (b) the % of adults (20+ years) with the highest
educational level below matric, (c) the % of the economically active population that
was employed, and (d) the % of the labour force employed in elementary/unskilled
occupations.
9
..
~1317
District F: Mitchells Plain/Khayelitsha has the highest score at the index level of
54.12, while District H: Southern has the lowest at 22.16. District F: Mitchell's
Plain/Khayelitsha is the worst off compared to all the 'other districts. According to
the Planning Districts Socio-Economic Analysis Report of 2007, programmes to
change poor socio-economic status should focus on districts which are "worse off'
in terms of the S.E.S index.
Future trends strategic gaps and implementation strategies
Strategic gaps: DWAF need to develop guidelines for the provision of water and
sanitation in the informal settlements as the City currently developed their own
guidelines.
Water and Sanitation Services aims to provide an affordable service to poor
households - mainly classified as those earning less than R19,200 per annum (or
R1,600 per month). A free basic service is provided, in the form of the first 6
kflmonth water supply and the first 4,2kt of sewerage conveyance and treatment
free of charge to all consumers per month.
The City's Indigent policy allows for a R30 grant in account reduction per month to
qualifying ratepayers. Approximately 248 000 formal households currently qualify
based on a property value less than R199 000 (2006 General Valuation).
The Water Demand Management Integrated Leaks Repair Project and the Fixit
Project, initiated at the end of 2005 and rolled out on a phased basis since then,
are major initiatives to ensure that these household plumbing leaks are minimized
and therefore that the cost of these services is affordable for them.
With the implementation of a new policy to install Water Management Devices on
a prioritised basis, households defined as indigent now have a mechanism to
prevent water consumption reaching unaffordable levels and also prevents leaks
causing high water losses.
In terms of the asset management strategy there will be increased costs and
therefore higher tariffs in the short term but the strategy will ensure service
affordability in the long term.
10
1318
C2.2
Service level profile
Situation Assessment
The City of Cape Town has 902 279 households; 785396 are on formal erven and
116 883 households on informal sites. According to the Water and Sanitation
billing systems (SAP system), there are 604,248 registered water consumers. An
additional 242 registered connections is classified as external consumer
connections - this addition brings the total of registered consumer units to 604,490
(refer to TABLE C.2.2).
TABLE C.2.2a: Demographics and Customer Profile
2007/8
3,572,221
902,279
Population
Households
Household categories
Formal
informal
Total
Bal,;I\!dIU dweller
CCT Consumer units
Commercial
Government
Industrial
Miscellaneous
School-Sportfields
I Domestic Cluster
I
Domestic single residential
I Departmental Cluster
Mu:~ic:ipal Water
785,396
116.883
902.279
150,000
lQQl&
12.537
278
4,205
5,547
1,447
6,968
563,297
2,970
6,999
604,248
ernal consumer units
I
242
604,490
..
Source: Water and SanitatIon Services - BIlling Department; Strategic Development Information and GIS
Department
Water supply services already cover 100% of the City's population, while 85.3%
coverage was achieved by sanitation services at 31 December 2008.
11
',I.}
1319
Future Trends and goals
Residential consumer units
The formal (783,396) households have either a metered water connection to the
house or to a yard toilet with water tap (uncontrolled volume supply). The first 6
kilolitres per month are supplied at no charge (free basic). Informal areas, with
116,883 households, have communal standpipes and water is provided free.
At 31 March 2009, out of the 902,279 households, 886,940 households received
sanitation services - in other words, sanitation covered 98.30% of the City's
households.
Grey water management: a research study investigation by the CSI R, the City
and DWAF is currently being undertaken to deal with grey water run-off on
informal settlements.
Public institutions and 'dry' industries; wet industries; industrial consumer
units: all have connections on-site.
Strategic gaps
•
•
•
Though the 2010 target for basic sanitation of 70% has been surpassed,
there remains a gap to be covered in informal settlements
Non-recovery of the operating costs of wastewater treatment in exces
quality effluent above 1,000 mgt! (or effluents involving surcharges only) is
a problem
It is difficult to obtain information from SAP system as required by the
DWAF guidelines
Implementation strategies
•
Residential consumer units: Water & Sanitation's informal settlement
programme, which is integral part of the housing development programme
aim to eradicate the sanitation backlogs, among other things.
12
UJ
C2.3
1320
Water resource profile
Situation Assessment
The Western Cape Water Supply System (WCWS) provides water the
communities of greater Cape Town and other regions including Stellenbosch. At
present the yield of the existing surface water sources is 526.9 million m3 per
annum, while groundwater sources yield 6.64 million m3 per annum.
FIGURE C.2.3: Surface water and underground water supply sources (DWAF and CCT
owned)
DWAF 3wned
City a; Cape Town
('----------~~------~"\
Theewatersk
loof Dam
219 '
Berg River
Project
60 •
Voelvlei
Dam
105 •
r ------------~------------~
Steenoras
Land en
"\
Palmiet
Wemmershoek
Dam
54 •
(Upper &
Lower)
4il •
Lewis Gay
Dam
185 •
Zeezicht
Dam
0.5 •
De Villiers
Jam
~
•
0.7%
79.9%
Cape Flats,--- 18
,
,
Newlands10
18.8%
6,64'; __:_
1.24%
~
533,5 ......---------------~
The level of contribution from the various sources of water
OWAF owned
Mm'
eeT owned
Theewaters Ktoot Dam
219.0
Wemmershoek Dam
Vaelvlei Dam
105 0
Steen bras (U pper & Lowe~
Palmie! River
22.5
Lewis Gay Dam
Berg River Project
800
Land en Zeezicl1t Dam
JeVilliers
TOTAL
Mm'
54.0
4il.O
1.9
0.5
Notes:
•• Mm': Million cubic metres;
~
Mm'
16
5.0
TOTAL
DWAF
CCT
UnderGround
6.6
79.9%
As % 01 total
Underground
Albion Spnng
Atlantis
Cape Flats
'Jewla1ds
18.8%
1.2%
• Atlantis has 44 boreholes; - • Not developed yet
Source: Bulk Water; For calculations GOTO 3,11 (Excludes the Atlantis Aquifer, and Albion Springs, " Approximate % of total supply requirement and firm
yield includes Agriculture and other Water Service Authorities).
Surface water and ground sources
The combined water resource yield of 533.5 Mm3/year includes contribution of 81
million m3 per year from the Berg River. At present the CCT obtains ±79% of its
raw water requirements from DWAF owned surface water sources. CCT owned
surface water sources contribute ±18.8%, while underground water sources
amount to ±1.24% (see FIGURE C.2.3),
Water and Sanitation services recorded a volume of 316 million m3 as water
supplied to the end-user at the end of 2007108. The levels of the six major
reservoirs stood at 97% of their storage capacity at 31 December 2008 - the
volume stored amounted to 874.5 Mm 3 (Report to Utility Services Portfolio
Committee - March 2009).
13
1321
Water returned to the resource: only the Westfleur Treatment Works at Atlantis
returns effluent to the source from which it was extracted (groundwater).
Quality of water
The quality of treated water at the water treatment plants is strictly monitored on a
24-hour basis by the water treatment division. This is compliance with SANS
241/2005. The Scientific Services Branch conducts weekly visits to each Water
Treatment Plant (WTP) to test the water. This includes an inspection of the
process, the retrieval of various samples as well as analysis.
TABLE C 2..
3 Ofc0 Comp lance f or CI ass Ifor W at er 5 UPPIY R eservolrs
Month
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Chemical %
CLASS I
88
86
89
93
100
97
95
96
98
97
99
99
CLASSII
100
100
100
100
100
100
100
100
100
100
100
100
12 month rolling ave
CLASS I
87
86
87
86
97
87
88
94
93
92
93
94
CLASSII
98
98
98
98
100
99
99
100
100
100
100
100
Micro %
100
100
100
99
100
100
98
99
100
99
100
100
Class I
Chemical
Requirement
Micriobiological
Requirement
95
95
95
95
95
95
95
95
95
95
95
95
99
99
99
99
99
99
99
99
99
99
99
99
Source: SCientific Services
At reservoir level microbiological compliance stood at 99%, while chemical
compliance Class 1 stood at 95%, at 30 June 2008 - in terms of SANS 241/2005
the quality of the water system is classified as excellent.
Future Trends and Goals
If the water requirement grows as projected for the High Water Requirement
Curve, then the total requirement would increase to 560 million m3 per annum by
2011. The Berg Water Dam brings the whole system to a level of 533 million m3
per annum.
The City's recorded requirement for water in 2007/08 was 316 million m3. The
volume of water supplied to the City in 2007/08 was 25.8% below unconstrained
demand levels. To ensure a sustainable future supply of water, the City initiated
an "Integrated Water Resource Planning (IWRP) Study". Accordingly the City
implemented Water Demand Management (WDM) measures. To support longterm planning water demand and supply is monitored to establish the timing for
building a water scheme.
One of the key projects to ensure augmentation of the bulk water resources is the
Table Mountain Group (TMG) Aquifer and the Desalination Plant. By December
2008, 64% of the TMG Aquifer feasibility study was completed, while the
Desalination Project will still be explored.
14
1322
Strategic gap analysis
The Reconciliation Strategy Study identified studies that CCT had to undetake to
ensure an adequate level of supply and that the schemes studied by DWAF can
be implemented. The Study also identified interventions where very little data
exists and where studies need to be carried out at reconnaissance level.
Implementation strategies
I Gap
!
The Reconciliation Strategy
Study identified studies that
CCT needs to undertake to play
their part in ensuring an
adequate level of supply at all
times
I The Reconciliation Strategy
Study identified studies that
• CCT need to undertake in
conjunctions with DWAF to play
their part in ensuring an
adequate level of supply at all
times
The Reconciliation Strategy
Study identified studies that
CCT need to undertake to
ensure that schemes studied by
i DWAF can be implemented
I The Reconciliation Strategy
Study identified interventions
where very little data exists and
I where studies need to be
carried out a reconnaisance
level
Strategy
Studies to be undertaken
TMG Aquifer Feasibility Study
Pilot Desalination Plant
Newlands Aquifer Pre-feasibility
Cape Flats Aquifer Feasibility
Effluent re-use to Potable Standards Pre-feasibility
Studies to be undertaken
Pre-feasibility Study for the Raising of Steenbras
Lowe Dam
Lourens River Diversion Scheme Pre-feasibility,
Upper Wit River Diversion
Assess the capacity of the Voelvlei Pipeline
Assess the cost implications of an additional pipeline
from Voelvlei to CCT
Studies at reconnaisance level to be undertaken:
Steen bras Pumped Storage Intake
Operation of Kleinplaas Dam
Improve Operation of Atlantis Aquifer
Water Trading
15
1323
C2.4
Water conservation and demand management
Situation assessment
Water Resource Management Interventions
The availability of water resources for the City of Cape Town's growing needs is,
among other things, a critical factor that drives Water Demand Management and
Water Conservation.
Water and Sanitation Services has all the resources required to provide water
resources management interventions - which include: (a) reduction of nonrevenue water, (b) reduction of high pressure for residential consumers, (c)
education programmes and (d) leak and meter repair programmes.
Trends and goals
Water Resource Management Interventions
Unaccounted for water stood at a volume of 59,366 Mil in 2007/08 - this places
the rand value of 2007/08 non-revenue water at R341.4 million (table C.2.4)
TABLE C.2.4a: Non-revenue water
Authonsed consumption (MI)
200617
2007/08 Billed Authorised Consumption
308,400
315.553
Billed Metered
Billed Unmetered
Revenue
2006/7
249.0
249.0
2007108 Water
256.6
256.6
UnbTlli;;:fAuthoMsed Consumotion - --- - - - - - - - - -- - - - - - - - -- -- Non6.0
6.0 revenue
Unbilled Metered
Un billed Un Metered
Water
--
6.0
--
-
S.O
-
Water losses (Mt)
200S17
53,400
17.3%
2007108 Apparent losses
Illegal connections
59.366
18.8%
Inaccuracies
200617
2007108
-
Real losses
Main leaks
Reservoir leaks
Service connection leaks
53,400
-
-53,400
~
307.050
Average consumption charge (Rands)
Revenue foregone (R'm)
59,366
-
59,366
59,366
5.75
341,356
11.2%
Source: Bulk Water; Water and Sanitation Services - Billing Department
To ensure future sustainability of water demand management, the City adopted an
integrated approach to water demand management and water augmentation thus the "Integrated Water Resource Planning" (IWRP) Study. (GOTO 3.2a). The
study investigated at pre-feasibility level various water demand initiatives along
with water supply augmentation schemes. GOTO IWRP-STUDY.MK.doc
16
1324
In circumstance where water consumption is controlled, the expected outcome, as
proposed by the Water Conservation 0Nc) and Water Demand Management
(WDM) strategy, is deferment of the next augmentation scheme to 2029.
(A full suite of the Reports detailing the various investigations carried out under the
IWRP Study are available for scrutiny in the offices of the Bulk Water Branch of
the City of Cape Town).
In the last four years a number of successful WCMlDM projects were
implemented, most notable projects were:
• the Mfuleni and Protea Park Integrated Leak Repair Projects,
• the Fixit Project.
• the education campaigns,
• treated effluent recycling,
• and various pressure management projects with the most recent
implemented being for Mitchell'S Plain.
The focus on these projects has reduced non-revenue demand. In addition the
tariffs for treated effluent re-use were rationalised to generate additional income.
The targeted savings for this year are 19.5 Ml/day or 7.00 million m3 per annum,
which is approximately 2% of the demand.
Strategic gaps and goals
TABLE C..
2 4b Stra t eglc gaps
Resources
I
I
Inadequate financial resources
Inadequate human resources to implement WCIWDM strategy
I
:
Technical capacity and tools
Ineffective management information and monitoring systems
Inadequate demand measurement systems and tools
I
Lack of use of integrated water resource planning in decisionmaking
Inadequate demand measurement systems and tools
I
I No detection programme in place to identify water leaks that
they can be attended to before water burst
Implementation Strategy
Business Information and automation, monitoring projects:
The Automated Meter Reading Pilot installation on consumer meters is being
finalised and will be ground-tested during 2009. Decisions on future roll-out
options City-wide will follow and be considered for future budgets. Advantages
envisaged include:
• synchronised simultaneous reading for an entire suburb
• more reliable readings with far fewer estimations
• the ability to analyse water balance and losses by small zones
17
I
.
C2.5
",~
.
1325
Water services Infrastructure profile
Situation assessment
The book value of the water and sewer infrastructure stood at R2.6 billion at 30
June 2008. The current replacement value is placed at R26.1 billion about 10
times greater than book value.
TABLE C.2.5: Infrastructure of Water and Sanitation Services at Book Value and
ReJ)lacement cost
lal WATER SYPPl Y INFRASTRUCTUR:: ;R'm~:lon)
ill ca . va:~ FY~!IB
Oarm 3.
ReticYlatoo a
ResE!!'VQ/n1
O~I$.'lara}
i,s11,4
12' 1
8.0%
11)1).1)%
48.f;%
5E f%
65%
RIW{Waler
ImpOlmdment5
~
Bulk Sooveyai'lc(l
RetervOil'S
DepotS {shared)
V\'astewater Infrastructure
WWTf6a!mentwO/Xt
WsamWat6r Trm!1mer,:
Sewe.rRetlcuJallOO
t
SBNer PUJi1:1l Stalions
Consumers i;"' lhe City of
Cape Town
Bulk Ccnsumers
D~otsishared)
Total
TOTAL
Senoel arid
21%
18%
Spcrt,hetdS
13%
[)epamnent Cluste;
Domestr~ clustEr"
MlSce!:aneaus
CO>T1mercia! &
ImM,ira
t5%
~biil(lC
6,()%
•
21%
5.9%
140%
NOf'l-Re-/enu&
DerT'3I'lC
19,3%
• DDtoost'c Full
46.0%
Source: Water and Sanitation Services 2007108 Annual Financial Statements; Demand Management Strategy
The water supply infrastructure has 12 dams, 13 water supply treatments works
and a water supply reticulation network that is 10,400 kilometres long. There are
108 water pump stations, 138 water reservoirs and 21 depots. The wastewater
infrastructure has 23 wastewater treatment works, a 9 000 kilometre sewer
reticulation network, 377 sewer pump stations and 21 depots.
Trends and goals
The water supply and wastewater reticulation networks jointly account for 72% of
the total replacement value. The water distribution networks experienced 6,080
bursts to water mains in 2007/08 compared to 4,116 in 2006/07. The Tygerberg
area suffered the most with 1,432 (or 23.55% of 2007/08 total) bursts followed by
the South Peninsula region at the level of 1,258 (or 20.69% of 2007/08 total), while
the Helderberg region experienced the least at 11.53% of 2007/08 total.
The operation and maintenance of the sewer networks improved significantly in
2007/08:
• About 279 km of sewers were cleaned in 2007/08; this amount to an
improvement of 81.17% compared to the previous year.
• Sand traps were cleaned 2 509 times compared to 543 in 2006/07 an
improvement of 362.06%
The result was a decrease in the number of sewerage service interruptions
18
1326
Strategic gaps
Previously maintenance of infrastructure was mostly reactive. This resulted in
inadequate maintenance and replacement.
There are areas where water and sewer infrastructure are severely stressed. The
goal is to alleviate the overloading of infrastructure especially in growth areas;
these include:
• West Coast / Parklands development corridor
• De Grendel / N7 development node
• Northern development corridor
• Bottelary development corridor
• Fast-track housing projects (e.g. N2 Gateway)
• Maccassar / AECI development node
Implementation strategies
The City has undertaken a programme to improve the replacement of water
distribution network mains, especially in areas that experience a high incidence of
bursts, such as the Tygerberg district. More importantly, Water and Sanitation
Services is implementing an Asset Management Programme (AMP). This will
ensure that:
• Assets are maintained proactively rather than reactively,
•
The total asset lifecycle is managed to maximise life of asset,
•
Maintenance work is effectively coordinated,
•
Operational downtime is significantly reduced.
The strategies for ensuring that wastewater treatment capacity is maintained
include:
• Integrate planning for new works and extensions with the other branches and
ensure that additional wastewater treatment capacity is provided where needed
at the right time,
• Provide sufficient funding (EFF and MIG funds) to address the backlog in
WWTW capacity and provide for growth.
To ensure long term sustainability, Water and Sanitation Services is developing an
Integrated Master Plan for completion by 2010. The objectives of the master
planning process are:
•
To balance demand and capacity, all water and sanitation branches will use
the same to ensure consistency, for example with the determination of growth
rates in particular areas,
•
Infrastructure plans within Water and Sanitation Services are fully aligned,
•
To ensure that capital budgets for future years are mainly based on the
master plans, and
• The plan is kept up to date annually to ensure reliable planning based on it.
The Data Integration Project (DIMS) is being piloted on behalf of DWAF. This will
inegrate various data sources including SCADA logged measurements. This
includes present real-time or summary information about the infrastructure or
19
1327
water and sanitation processes are being implemented and will be implemented
by 2010. Simultaneous integration of the separate SCADA systems at treatment
plants and the addition of the dispersed Reticulation system (including Pump
Stations) onto SCADA will be implemented over the next few years.
Integrated Master Planning
The Integrated Master Planning project is being implemented in districts with the
assistance of specialist consultants - this will cover the City by 2010. The system
will be continually updated to provide better information on infrastructure capacity.
This will enable better evaluation of development applications and City
development strategies such a densification. This will also ensure that planning for
the treatment systems is based on identical and consistent development
assumptions and design parameters.
Water Balance, logging of zone meters
Automated logging of zone and bulk supply meters is being implemented on a
phased basis to ensure input into water supply zones is consistently measured
(and readings available).
An added benefit of the Integrated Master Plan is the existence of an accurate and
up-to-date historic record of consumption by erf that is used to derive water and
sanitation demands. The first comprehensive dataset will be available in the
middle of 2009. When this is combined with the defined pressure zone layout and
readings from the bulk and zone meters, a water balance will be possible based
on small zones. This will enable losses to be pinpointed and reduced or
eliminated.
20
1328
C2.6
Water balance
Situation assessment
On the basis of water supply and billing figures, the distribution losses in the
overall network in 2007/08 amounted to 18.8% of water supplied.
TABLE C.2.Sa: The water balance
MH;.!;eltaneous
~O
086
Industlai
9.604
Mumcipa.
~.~
23(i,870
45%
lt3%
;;
Waierco11:act.;
Other
&II figure"
tJ)%
4,517
4,149
:a%
:H~
~
'"
---"'"
;11,513
6%
04%
IE~;:>
ComlOfJx.laI
DOMmcCIIIS!er
Other
l'IoliWial
2Il8Zil
14600
Municipal
~epa1Jrlenlal
Worshp
SnaTOOmelers
-'
12,038
!illI
1l.3%
TOTftL
As % of billed wa~: VOlume
157,67~
700%
Source: Bulk Water; Water and Sanitation Services - Billing Department
In the 2007/08 period a total volume of 315,553 Mi of bulk water was treated and
of this, 92.4% (or 291,626 Mf) was supplied as potable water to external
customers and reticulation. The 7.6% balance, which is 23,927 Mi, was accounted
for as bulk water losses.
Reticulation received 89.5% (or 261,122 Mf) of the 291,626 Mi supplied, while
10.5% (or 30,504 Mi) was directed to external customers. Reticulation losses were
13.6% (or 35,439 Mf) of the 261,122 Mi; the City's end-users received 225,683 Mf
(or 86.4%). The water billing department, however, recorded 225,403 Mi, as the
volume consumed for billing.
The 12 month-moving average of unaccounted for water (UAW) for bulk and
reticulation was 20.8% as at December 2008, this compares to 18.3% for
December 2007.
21
... - 1329
Future trends and goals
The City has in principle adopted international best practice with respect to
reporting on water balance and will stop reporting on UAW once more accurate
data is available.
TABLE C.2.6b: Distribution of water and effluent
Coorrercial
9.3%
ind~Slrlal
JOrrestic f
58.6%
4.3%
Other
05%
Source: Water and Sanitation
GovernmJel
4.2%
00%
1.6%
Billing Department
Strategic gap analysis
The SABS 0306:1999 standard discourages the use of percentage losses to
quantify water losses in the distribution network. The available information in
TABLE C.2.6 is used to approximate the level of distribution losses on the City's
network.
Implementation strategies
The methodology of determining distribution losses is currently being used for
reporting purposes until the envisaged accurate water audit study is completed.
Automated logging of zones and bulk supply meters are being implemented on a
phased basis to ensure input into water supply zones.
22
.. ,
C2.7
1330
Water services institutional arrangements
Situation assessment
The new City of Cape Town and the Water and Sanitation Services entity was
formed with the amalgamation of the Cape Metropolitan Council and the 6
metropolitan local councils in December 2000.
TABLE C.2.7: Water Service Institutional Arrangements
Department of Water
Affairs (Regulator)
~
City Manager
J
Utility Sentices
Directorate
J
r
rCO''i.Si:Ulio.nal
.9SiJO::Sib
..liI. '''.
. ,fOJ ~
waler se(VJces
p:~:}l/iS1On
Water
andAuthority
Sanitation
Service
---.1 i
_ _........;8y_-law_'_ _ _ _
Cily of Cape Town
{
Oc-etaltona l resco::stbJM:v
forwate:servtOOSf)roVfS!O~ ~
Bulk Water
SeNice del!vef)! agreement
Water and Sanitation
Service Provider
Waste Water Treatment
Reticulation
Bv-laws
Scientific Services
Financial &
Commercia!
'--_1--_
f
t
Water
Sewerage
Water Demand
Management &
Strategy
Engineering & As...t
Management
<1--_-'---_-+ Support Services
Consumer contracts
Consumer C')arier
Consumer
Source: Water Demand Management Strategy
On 28 November 2001 Council authorized Water and Sanitation Services to
operate as fully-fledged and functional internal business unit in order to, ensure
maximum independence and minimum constraints.
Water and Sanitation Services (Processes and Systems): The department
intends to achieve the ISO 9001 :2000 accreditation, by enhancing processes and
systems.
Bulk Water Branch: In December 2006 Bulk Water Branch successfully
maintained its three-year ISO: 9001 :2000 Quality Management Systems (QMS)
certification (2006-2009) during the triennial review audits by SABS. Bulk Water,
however, failed to maintain the accreditation.
Wastewater Treatment Branch: Has no accreditation (subject to certification
study)
Reticulation Branch: Has no accreditation (subject to certification study)
23
~
,.
,
1331
Asset Management Services: Has no accreditation
Risk Management: Work has started on an Integrated Risk Management
Programme with the appointment of a Risk Manager and the development of a
strategy.
Safety: All procedures were reviewed and risks still need to be identified
Future trends and goals
Appointment of technical staff - engineers, scientists and IT
Strategic gap analysis
The City of Cape Town is currently undertaking the constitutional responsibility for
water service provision (as the Water Services Authority (WSA)) as well as the
operational responsibility (as the Water Service Provider (WSP)). The City is
looking at separating the service authority and service provision function to
establish a municipal entity. At the moment, there is no service delivery agreement
in place.
Implementation strategies
Institutional reform: The City's strategic intent, aligned with the national agenda
and as stated in the IDP:
• is universal access to basic services;
• and to achieve operational, financial and other efficiencies which will
enhance equitable, affordable and effective service delivery and
sustainable development.
• Someone needs to be identified to undertake the role of Water Service
Authority.
Human resources: It is the City's strategic intent to develop and retain a skilled
and motivated staff, by retraining managers, attending to remuneration levels, and
inspiring staff.
24
.. ~
f'
,.
1332
C2.8
Customer service profile
Situation assessment
All the necessary infrastructure is in place to ensure an adequate quality of service
to formal households customers. All customers receive water that is fully treated.
There are mechanisms in place to attend to customer complaints and queries.
Figure C2.8: The Socio-Economic Status Index profile of Cape Town
r
~-····-···-··--
100% '
I
.
Formal,87%
c:
70%
~
60%
~
.«l
Formal,89%
1il
'0
·
!
~
-'
30%
20%
10%
Source: 2007 Customer Survey
The general conclusions from the 2007 Customer Survey are:
•
Respondents living in formal residential areas are increasingly more satisfied
than in the past.
•
Respondents living in informal residential areas are dissatisfied and this
perception is increasing with time. However the numbers of somewhat
satisfied respondents are also increasing in time.
Future Trends and goals
The goal is to ensure that the percentage of customers satisfied with the service
continues to increase and reaches 95% within the next 5 years.
Strategic gap analysis
There is no consolidated information on response times to complaints and queries
and to repairing water and sewer mains. No integrated information system,
shortage of technical and engineering staff.
25
1333
Implementation strategies
•
•
•
•
•
Installation of controls for areas of extreme high or low pressures,
The Education and Awareness Campaign will be improved to ensure there is
an upward trend in the behaviour change in residential customers with
respect to water consumptions reductions, and that all customers have a
better knowledge of water efficient fittings,
Establishment of a system to ensure that customer complaints are followed
up,and
Data integrated management system has been piloted on behalf of DWAF.
Appointment of staff for critical vacancies.
26
C2.9
Financial profile
Situation assessment
Capital expenditure and sources
Capital expenditure incurred during the year amounted to RS88.7 million
Figure C2.9a: Water and Sanitation capital expenditure
Capilal expenditure in 2007108
R588.7 Mil on
Masl'lrpiann.ng
Reliculalon
0.6%
0.9%
OIher
1.4%
MeBrs (Rep)
VI'OM
3.4%
InbrrTlili areas
5.1%
6.1%
7.9%
WWTW
22.0%
Source: Water and Sanitation Services - Capital Budgets
Capital expenditure was financed from CRR, EFF and DC.
Operating Costs and income
In 2007/08 operating costs amounted to R2.79 billion. This amounted to operating
costs per consumer of R4,614 per annum (or R384.S0 per month).
TABLEC29 H·IstOriC
' 0 peratlng costs - Water an dS amtation
'>+.
·ffi!OOO) '. /
" , ' <i/ "::;\'·';r"~~?';,:.2;:.:·':'':';;~~·;
1 Puchase of bulk water
2+3 Production costs (raw water + treatment system)
4 Operating costs
Salaries and wages
Maintenance and repairs
Depreciation
5 Finance charges
6 Other
7 Total costs
Add Inter-Departmental Charges
TO""ALCOSTS
8 Operating costs per consumer unit (Rands)
Opex per consumer unit inciudin(J Inter-dept chames (Rands)
;,;:,'2O'05/O'6} i>':',20061Q71
171,191
.
263,488
157,719
126}03
117,239
868,954
1,705,294
905,127
2,610,421
2,821
4,318
229,695
273,702
206}93
142,208
117,444
551.030
1,520,872
1,020,672
2,541,544
2,516
4,204
Source: Water and Sanitation Services 2006/07 & 2007/08 Annual Financial Statements
27
.,,»"
201lk/0ll
227,535.
359,686 •
229,423
161,439
117,231
741,849
1,837,163
951,903
2,789,066
3,039
4,614
.... , ......
~
1335
Tariffs and Charges
Figure c2.9b shows water and sanitation tariffs. On average the water supply
tariffs increased by 9.2% in 2008/09.
Figure C2.9b: Water and Sanitation tariffs
WATE~ TARlFfS!Raflds)
2005/0&
. ZOfJ6lQt"
2001108
2008109
O-B kt
-+6·12 k~
+12-20 kt
+20-40 kt
+40-50 kt
+50 kt
Domestic cluster
Commercial
Industrial
Schoolsisport
Government
Municipality
Miscellaneous
Mise (external)
Bulk Tariff
. SANITAT40NTARIfRS~dsl
0-4.2 kt
+4.2-8.4 kt
+8.4-14 kf
2.39
5.10
7.55
9.33
12.31
eer kt
per kt
perkt
per kt
per kt
per kt
perkt
per kt
perkl
~ .• ~'.' "'.?
-.
2.56
3.05
3.33
5,46
7.10
6.50
8.08
9.63
10.52
9.98
11.90
12.99
13.17
15.70
17.14
n/a
5.47
6.52
7.12
5.45
5.83
6.52
7.59
5.45
5.83
6.52
7.59
481
5.15
6.14
6.70
5.17
5.53
6.59
7.20
4.81
6.14
5.15
6.70
5.17
5.53
6.59
7.20
618
6.61
7.88
8.60
1.98
2.21
2.37
2.59
.... '. '.".2005100;:": 2000/07: '2001'108" '20013109
+28-35 kt
Domestic Cluster (>4.2 ktl
~er kt
DepartmentallMunicipal
per kt
Industrial &Commercial
eerkt
,i:: _; .\>._:~::_.:.~_;:" ~-1: ,:;;:~;' -TARIFRANAtYSISjRands}·.··
Overall average (Water + Sanitation)
Year-oo-year growth
Water average
Year-on-year growth
Sanitation average
Year-on-year growth
1.60
3.90
1.68
4.10
nla
nla
385
2.09
2.39
4.04
2.31
2.51
4.84
5.19
7,3%
6.18
6.2%
3,03
6.0%
"
5.82
2.86
3.78
804
9.23
910
5.20
5.65
4.01
8.52
9.78
9.65
5.51
599
6.87
32.3%
7.29
17.9%
707
133.1%
7.49
9.1%
8.03
10.1%
7.49
6,0%
,
Source: Water and Sanitation - Billing Department
The increase in sanitation tariffs was 6% during the same period.
Free Basic water and sanitation
The first 6 kilolitres of water supplied to all residential dwellings in the municipal
area is free. There is no fixed charge. A R30 Indigent Grant (R20 prior to 2007/08
and applicable to sewerage) is applicable to the water tariff for qualifying
households.
The first 4.2 kilolitres of sewerage removed from all residential dwellings in the
municipal area is free. The fixed charge does not apply to dwellings occupied by
Indigent households. A R30 Indigent Grant (R20 prior to 2007/08 R20) is
applicable to the water tariff for qualifying households.
28
"
.
1336
Sales and income
Water and Sanitation income is combined under C.2.9b
TABLE C.2.9b: Income and Sales of Water and Sanitation Services
2007/08 !
2,020,425,734
3,533,068,967
n/a
n/a
n/a
n/a
n/a
n/a
3,129,905,235
588,700,000
3}18,605,235
9
10
11
12
13
·185,536,268
Source: Water and Sanitation Services 2007/08 Annual Financial Statements
Trends
•
Capital budget is expected steadily to reach R'I billion by 2010/11.
•
Operating budget should increases to be in line with MTREF
•
Annual tariffs increases to be in line with inflation (see TABLE C.2.9c,
below)
Strategic gaps
Capital budget: obtain optimum level of funding to ensure that current and future
infrastructure is in place.
Operating budget:
• capacity of operating budget to cater for backlogs in infrastructure
maintenance
• capacity of operating budget to achieve optimum levels of staff
• to achieve acceptable levels of bad debts.
29
1337
Implementation strategies
Capital budget:
• Optimisation of Grant funding
• Increase the eRR via income and expenditure interventions
Operating budget:
• Increased expenditure to be addressed via increased revenue
• Ensure payment of current accounts
Generally, the financial strategies include:
• Bring tariff increases in line with inflation(a) water tariffs to increase by 10%
in 2009/10 (across the board), (b) sanitation tariffs to increase at an
average rate of 7%
Figure C2.9c: Water tariffs
:PROPOSED
CURRENT TARIFFS 200812009
~ARIFFS
200912010
Domestic Full
R 0.00' 0-6 ,I
R 0.00
Water that is used predomll'lantly for domestiC'I--""R;;-3,:,-.3",,3,..,:S",-1",2""kl=_ _ _ _ _+-_-2R->;3.'E66:
purposes and supplied to single residen1ial,~"'R-;.-""'.l"'0tc+-;;12~--'2~0"'kl-----+---;::'-:R::-7.7.i:lal
properties.
R 10.52 +20 - 40kl
R 11 57
R 12.99 +40 - 50kl
R 1429
R 17.14 +50kl
R 18.85
CommercIal - Water supplied to premises
R 7.59 COmm lind
R 8.35
predomina,1Uy of a commercIa! nature
Industrial - Water which is used in manufactunng,'
generating
electricity,
land-based
transport,
or any related purpose
R 7.37
R 7.83
developments including singie title and
'title uni1s. M allowance or 6 KI per u~i! per
at lero COSt \.lpon $ubmissiorl of affida .... its
the number of uni~s
National
Government
Departments
and
Munlcipat - Departmental use
Yomeiess people shelters - Accrediteo Institut;c;r',S
,registered l;.'ith the
CIty of Cape Town.
R 0.000 - O.75kl!month/person
!--R=-S."'70d-+"'O"".7s"'k""llm::"o:":nt:::-hl"'pe:C:rs::Co=-n--+--""""-;;c;'
Vulnerab\e Groups {SJbsistence farming) - As
defined in the Urban Agricufture Policy. No.
corresponding free Sanitation Charge.
NA 0-10 kI
NA +101<1
,MIsce!laneous - AI! conS\.lmers \Nhc do nel fall
R 7.20 Misceltaneous
iv.uhin me above categcnes
R 8.50 Miscel:aneous External
R 9A6
R 2.59
Source: Water and Sanitation
•
Billing Department
Making adequate provision for the poor by maintaining a stepped tariff
the free basic service.
Ensuring that adequate cash reserves are maintained to cover legislated funds
and provision
cross~subsidising
•
30
@D
2009/2010 ELECTRICITY SERVICES DEPARTMENTAL SDBIP
].s
ALIGNMENT TO IDP
<II to
..J ~
0
Indicator
(To include unit of measure)
Objective
o~
~
u
... f
SFA & Directorate
Objective No.
Corporate Scorecaro
Indicator No.
:JO
SFA 1
1A.4
SOl
1A. Create an enabling
environment for the
economy 10 grow and
become globally
competitive.
Number of job opportunities created
through the expanded Public Works
Programme (EPWP), to contribute to
the reduction of poverty and
unemployment
SOl
1B. Preparations for
hosting the FIFA 2010
Wond Cup in Cape Town
in accordance wilh FIFA's
requirements and the
City's developmental
objectives
Adherence 10 the work stream
objectives and programmes of the
City's 2010 Rusiness Plan - Electricity
Re-inforcement project
2A. Universal aCCess to
basic services
Percentage of households with access
10 basic levels of Electricity (NKPI)
..
.....
TARGETS
~
Baseline
(08/09
Target in
brackets)
Annual Target
(by June 2010)
New
To be determined
Quart
61.33% Electricity
Reinforcement
completed
100% Electricity
reinforcement
completed
Annual
NIA
NIA
NIA
100% Electricity
reinforcement
completed
Quart
89.72%
89.97%
00.22%
90.46%
c:
:>
General Comments
fJ
~
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
!
To be determined To be determined To be determined To be determined
Unit of measure: Number
SFA 1
oir Obj 1.8
SFA 2
oir Obj 2.1
·~~~1B.l
-2A.3
Unit of measure: % completion
--.-~
Ulilily
Services
(90.83%J
90.46%
N,
Unit of measure: % and number of
HH's
N'
Rased on an updated
household counl estimated at
902 278 (source SDI&GIS Dept.
analysis of StaisSA 2001
Census and the more recent
2007 Community Survey)
09110 target: 771 435 HH's
(estimate - excludes nonalectrifiable HH's)
..
- _ . SFA2
-~
2A. Universal access to
basic services
Dir Obj 2.1
% Househotds earning less than
Rl100 With access to basic levels of
electriCity. (NKPI)
[62.16%]
59.97%
Ouart
58.71%
59.23%
59.00%
59.97%
..
.
Based on Inform~lh""."hnl£{
count of 150k
.
~
\too.Ioo.
c:,.....,
Unit of measure: %
-~UtiIiIY~
SFA2
DIfObj 2.1
Services
211 Universal access to
basic services
Percentage of Informal households
with access to basic levels of
electricity
- ~60.87%1
..
62.43%
Ouan
61.12%
61.66%
62.10"'{'
~
62,43%
00
Unit of measure % and number of
--~
..
,
'
2A. Universal access to
basic services
Number of subsidised connections.
(informal only).
SFA2
Dir Obj 21
2A. 'Universal access to
basic services
Total number of subsidised
connections. (informal and formal).
SFA 2
DirObj21
2A. Universal access to
basic services
% burning rate of all public and sir eet
lights.
2A. Universal access to
basic services
Number of meetings with Key
Customers.
SFA 2
DIf Obj 2.1
(3502]
3330
Quan
995
1800
2835
3330
~1J
6506
Quart
1615
3318
5163
6506
[90%]
93%
Quart
92.5%
92.5%
92.5%
92.5%
4
Quart
1
2
3
4
Unit of measure: Number
~
I
Unit of measure' Number
--
Unit of measure: %
_ . SFA2
Dir Obi 2.1
[4J
Unit of measure' Number
~-----
Page 1 of6
--
[£]
2009 J 2010 ELECTRICITY SERVICES DEPARTMENTAL SDBIP
-ga
ALIGNMENT TO lOP
Baseline
jt!
0
sn
SFA & Directorate
Objective No.
Objective
'"
i!
c .-
Corporate Scorecard
Indicator No.
Indicator
(To include unit of measure)
:::;0
(08109
Target in
brackets)
Annual Target
(by June 20101
TARGETS
..il'
c
"I!!
General Comments
<T
"-
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
,
SFA2
DirObj 2.1
2A Universal access to
basic services
SAIFI ( System Average Interuption
Frequency Index), indicates how often
the average customer connected
experiences a sustained Interruption
per annum. (Ratio)
SFA2
Dir Obj 2.1
2A Universal access to
Hv + MV SAlOl (System Average
Inleruption Duration Index):
[<1.3J
<1.3
Quart
<1.3
<1.3
<1.3
<1.3
New
<2.7
Quart
<2.7
<2.7
<2.7
<2.7
New
<2.2
Quart
<2.2
<2.2
<2.2
<2.2
New
97.5%
Bj:annual
N/A
91,5%
N/A
97,5%
Unit of measure: SAIF Index
_.
basic services
Unit of measure: SAID Index
c-----
I
.
-_.
SFA 2
Dir Obj 2.1
2A Universal access 10
basic services
MV SAIDI (System Average
Inleruplion Duration Index): indicates
for how long the average cuslomer
connected experiences a sustained
inleruplion per annum.
I-----sFA2
DirObj 2.1
2A Universal access to
basic services
Transformer availablilty HV.
···
Unit of measure: SAID Index
Unit of measure, %
-_.-.
-
-_.
2A Universal access to
basic services
SFA2
Dlr Obj 2.1
fransfor mer availablilty MV
97.5%
New
Bi-annual
NIA
97,5%
NIA
97.5%
.
I
,
.......
.
~
t..\.:I
c::.c
Unit of measure: %
I
~
2A. Universal access to
basic services
SFA 2
Dir Obj 2.1
% electricity purchases thaI are
[9.3%]
9.3%
Annual
NlA
NIA
NIA
9.3%
[loo%J
100%
Annual
N/A
NIA
NIA
100%
N/A
NlA
unaccounted for in sales
Unit of measure; %
~.
2A Universal access to
basic services
SFA2
Dir Obi 21
% compliance of eleclricity tariffs with
NERSA guidelines and service
delivery requirement.
Unit of measure: %
-_.
SFA 2
Dir Obi 2.1
2A Universal access to
basic services
Implimenlation 01 ES Management
Plan - Programme Custumer.
New
Review document Annual
on Programme
by 31 Oec 2009
Unit of measure: Milestone
completion
~.-
Page 2 of 6
Overall Sales and Review document
customer service on Programme by
blue print
31 Dec 2009
impacting on the
reportlng structure
of levels 4 & 5 for
approval and
implementation.
Meeting NERSA tariff, D form,
etc, submission reqUirements
[ill
2009/2010 ELECTRICITY SERVICES DEPARTMENTAL SDBIP
ii,$
ALIGNMENT TO lOP
0
0-
SFA & Directorate
Objective No.
Corporate Scorecaro
Indicator No.
SFA2
Dir Obj 2.8
lC.l
...-"
c·c
Objective
Indicator
(To include unit of measure)
~
::i
Utility
Services
2C. Effective
management of City·s
Infrastructure and
Resources
Phased completion of an integratod
Infrastructure Asset Management
Programme in respect of Transport.
Roads & Stormwater. lolectricity,
Water. Sanitalion and Solid Waste
Management
,..
Baseline
(08109
Target in
brackets)
~I!
Annual Target
(by June 2010)
(75% completion of Electricity:
established Asset Medium Voltage
Management
• Phases 2 & 3
register for Major
Infrastructure
depts.]
TARGETS
.."""
General Comments
<T
~
Il..
30 Sept 2009
31 Cec 2009
31 March 2010
Annual
N/A
N/A
N/A
Quart
2880
5528
8094
30 June 2010
ElectricHy:
Medium VoHage
• Phases 2 & 3
Phase 1: Completed Assol Register
Phase 2: Completed Evaluation
Phase 3: Completed Condition
Assessments
Phase 4. Commence implementalion
of lAMP
Unil of measure: Completion of
PhRses
3Al
SFA 3
DirObj 3.1
1--.. ----S&P
3A Reduclion in energy
c.onsumption in the Cape
Metmpolitan Area below
projected unconstrained
energy consumption
-
- 311.1
SFA3
DirObj31
--
~-.
SFA 3
Dir Obj 3.1
S&P
-
3A Reduction in energy
consumption in the Cape
Metropolitan Area below
projected unconstrained
energy consumption
Implrlllc,ntalion of ES
Management Plan
CCTES Supply Area consumers
electricily consumption against "10%
Electricity Savings" target. (GWh per
the System)
[10317]
10885
10885
,-
Unit of measure: (GWh per the
System)
ceTEs Supply Area consumers
electricity consumption against "10%
Electricity Savings" target.
1934
[1756]
Annual
N/A
N/A
NlA
1934
- +-----.
---
New
Commissioning 0
injector sets.
Installation of
Smart meter Pilot
completed.
Quart
Tender for injacto Tender for injector Commencement CommiSSioning of
set advertised,
set and smart
of injector set
Injector sets.
RFP for smart
meters
replacement.
Installation of
meters to be
adjudicated.
Smart meter pilot Smart meter Pilot
issued.
installation
completed.
commenced.
[50%]
50%
Cluart
12.5
25
37.5
50
DWP PurChased, Total energy
purchased.
[13.2 GWh]
13.2 GWh
Quart
2.82
6.41
10
13.2
Unit of measure: GWh Purchased
1---.
--
SFA5
Oir Obj 5.5
--
--~---
582
1----. ----IHSS
5B:-i5elivery of housing
opportunities
Implementation of Informal
Settlements Upgrade programme
(UISP and EHP)
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Number of reporlable incidence ito
S24 of OHS Act.
[100% compliance 100% compliance
with plan
with plan
specnications]
specifications
Quart
100% compliance 100% compliance 100% compliance 100% compliance
with plan
with plan
with plan
specifications
specifications
specificafions
specifications
wHh plan
Unit of measure: %
SFA8
New
0
Unitr of measure: Number
,
---
~
.....
c::.
Programme DSM
Development of a Green 1% f purchased Green Energy Sold.
f'nergy Market.
Unit of measure: %
Development of a Green
Energy Markel.
.
;..
~
Unil of measure: (MW Maximum
Demand)
---
SFA3
DrrObj3.1
"
~
Unit of measure: Milestones
SFA3
Dir Obi 3.1
10%
L __
.
Page 3 of 6
Quart
0
0
0
0
Replacemenf of the helderberg
injector se\. Eskom smart
pilot. AMR at main stations.
(Ripple Infill in existing areas.
Ripple new connections in
existing areas. On hold)
I£]
2009/2010 ELECTRICITY SERVICES DEPARTMENTAL SDBIP
I
,
~.!
ALIGNMENT TO lOP
~f
S~
SFA & Directorate
Objective No.
Corporate Scorecard
Indicator No.
Objective
"'c:" .-0e
::::i
SFA8
"~~
~-~~
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Roll out of OHSAS 18001 Pilot TSS
(Safety)
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Retention of Skills as measured by %
staff turnover
Baseline
(08109
Target in
brackets)
Annual Target
(by June 2010)
TARGETS
General Comments
IL
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
Initial
Assessment
Completed
Quart
OHSAS Systems
Development and
Implementation
Finalised
Internal Audit
Protocol
Developed.
System Review
Inifial
Assessment
Completed
5 to 8% overall
turnover
8 to 12% within
skilled categories
Quart
5 to 8% overall
turnover
8 to 12% wHhln
skilled categories
New
Unit of measure: Phases
Move to Programme
~-~
8A2
SFA8
i--
Indicator
(To include unit of measure)
,.
u
".,.,.
e'"
CS
New
New
Unit of measure: %
Quart
5 to 8% overall
lumover
8 to~12% within
skilled categories
5 to 8% overall
turnover
turnover
8 to 12% wHhin
8 to 12% within
skilled categories skilled categories
5 to 8% overall
!----~~
SFA8
8A E:nsuling enhanced
service delivery wilh
efficient institutional
No. of Departmental Appointments
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
St~aff availability as measured by %
absenteeism
~-~
SFA8
8.A3
CS
Unit of measure: Number
New
N,,,,
226
60
120
180
226
~ 4% average for
the period 1 July
2009 to 30 June
2010
Annual
NlA
NlA
NIA
,,4% average for
the period 1 July
2009 to 30 June
2010
90%
Quart
10%
(or based on
DirlDept.
projected cash
flow)
30%
(or based on
DirlDep\.
projected cash
flow)
60%
(or based on
DirlDepl.
projected cash
90%
NlA
NlA
NIA
R40m
Unit of measure: %
SFA8
SFA8
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
CS
8A.4
8A~En~su~ng enhanced
service delivery with
efficient institutional
arrangements
CS
8A5
Percentage budget spent on
implementation of WSP
(90%]
Unit of measure: %
Percentage improvemenl in the
positive employee climate as per
annual Culture Climate Survey
{28%]
l-~~
~~-~~--~~
~~,-
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Communication sessions between
management and staff~ (Number)
6
6
Quart
2
85% "2
Quart
85%
12% reduction in
time taken to
close notifications
(measured
against the
baseline)
Quart
3% neduction on
200812009
baseline
5
3
.....
31 % Corporately
(Directorate &
Departmental
targets will only be
available once
the current survey
has been
completed)
...
..
W
w;oia
......
6
~-~
SFA8
8A~6
SOl
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage of capitaf projects meeting
original planned milestones
SFA8
8A~7
CS
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage improvement in the time Baseline to be
taken to close notifications in terms of determined on
30.6.09
the Corporate Works Management
process
Unit of
measure~
Unit of measure:
'----~
Annual
-,
.. ,.
flow)
(Directorate &
Departmental
targets will only
be available
once the current
survey has been
completed)
Unit of measure:
SFA8
31 % Corporately
Subject 10 finalisatlon of the
09/10 draft budget
~~~
80%
N2
N2
85%
N.
85%
N'
85% "2
%
L_~~
~-~
Page 4 of 6
6% reduction on
200812009
baseline
9% reduction on
200812009
baseline
12% neduclion in
lime taken to
close nutifications
(measured
against the
baseline)
N2
Capital Projects exceeding
R200 OOO~
[ill
I
2009 f 2010 ELECTRICITY SERVICES DEPARTMENTAL SDBIP
~!
ALIGNMENT TO lOP
0
SFA & Directorate
Objective No.
Corporate Scorecard
Indicator No.
SFA 8
8B.3
I--
~~
Fin
SFA8
---
SFA8
-
SFA8
(96%]
ReFurbishment Expenditure on Capital
8B. Management of key
Budget. (based on 95% target spend)
financial areas such as
income conlrol, cash flow,
Unit of measure: Rands
indigent support,
alternative income
opportunities, assel
management and risk
management
[R149 m]
Growth expenditure on Capital
813. Management of key
Budget. (based on 95% target spend).
financial areas such as
income conlrol, cash flow, (Rand)
indigent support,
alternative income
opportunities, asset
nmnagement and risk
management
(R2n m]
Indicator
(To include unit of measure)
Objective
Percentage of Department's Capilal
8B. Management of key
budget spent (NKPI)
financial areas such as
income control, cash flow,
Unit of measure: %
indigent support,
alternative income
opportunities, asset
management and risk
management
.
u
c:
General Comments
::J
cr
!
IJ..
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
95%
Quart
12%
32%
55%
95%
R158 m
Quart
R27m
R59m
R 120m
R 158m
I
---
SFA8
SFA8
Annual Target
(by June 2010)
SQ
TARGETS
".
Baseline
(08/09
Target in
brackets)
~e
- 86.4'
Fin
'----uiiiity
Services
Quart
R56m
Rl58m
R248m
R483m
.
..
~
~
Percentage expenditure on
[95·100% of YTD]
Department's operational maintenance
budget
w;;::...
N
95%
Quart
25%
48%
70"fi,
95%
100%
Quart
25%
50%
75%
100%
R 87 in
R 173m
R260m
R346m
Unit of measure: %
8B, Management of key
expenditure on operational
maintenance budget. (based on 100%
financial areas such as
income control, cash ftow, target spend) (Rand)
indigent support,
alternative income
opportunities, asset
management and risk
management
~
..
.,
Percentage of Department's operaling [95-100%ofYTD]
BB. Management of key
budget spent
financial areas such as
income control, cash flow,
Unit of measure: %
indigent support,
alternative lIlcome
opportunities, asset
management and risk
management
8B. Management 01 key
financial areas such as
income control, cash ftow,
indigenl support,
alternative income
opportunities, asset
management and risk
management
R483m
(R212 m]
R346m
-
-
Page 50f 6
[£]
2009/2010 ELECTRICITY SERVICES DEPARTMENTAL SDBIP
'liIs
ALIGNMENT TO lOP
~e
SFA & Directorate
Objective No.
Corporate Scorecard
Indicator No.
g~
'"
!
c .:::i c
SFA8
88.6
Fin
SFA R
-SFA8
'"----'"
SFA8
88.7
-
88.10
Indicator
(To include unit of measure)
88, Management of key
financial areas such as
income control, cashftow.
indigent support,
alternative income
opportunities, asset
management an(j risk
management
Revenue collected as a pel centage of
billed amount
8BManagement of key
financial amas such as
income control, cashflow,
indigent support,
altern alive income
opportunities, asset
management and risk
management
% Revenue from Budgeted External
Sales.
TARGETS
~
Baseline
(08109
Target in
brackets)
Annual Target
(by June 2010)
98.5%
."
c:
General Comments
cr
....e
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
975%
Quart
97.5%
97.5%
97,5%
97.5%
New
98%
Quart
98%
98%
98%
98%
New
R581 m
Qua'rt
R 145 m
R291 m
R436m
R 581m
Unit of measure: %
Unit of measure: %
88, Management of key
financial areas such as
income control, cashflow,
indigent support.
alternative income
opportunities, asset
management and risk
management
Contribution to Rates Accounl,
8 B Management of kfly
financial and governance
areas such as income
control, cash flow, indigent
SUppOit. alternative
income oPPOItunities,
asset and risk
management
Percentage reduction in the number of
recunjng findings emanating from
Internal Audit
.
Unit of measure: Rand
......
....
W
"'"'-----'
Audit
-----
SFA8
Objective
Fin
[60%J
70%
Quart
70%
70%
70%
70%
~
Uni! of measure: %
Percentage annual asset verification
8 B Management of key
financial and governance process completed
areas such as income
control, cash flow, indigent Unit 01 measure: %
support, alternative
Income opportunities,
asset and risk
management
[100% by 31 May
2009)
100%
Annual
NIA
N/A
NlA
100%
-
Page 6 of 6
.
,
-
4.2
CITY OF CAPE TOWN UTiUTY SERVICES
CITY OF CAPE TOWN
ABSTRACT
eny OF CAPE TOWN El ,ECrRICrTY SERVlCI ':s (CerES)
l'.LECTRICITY SERVICE~
BUS1Nl'~~S
DI{MT
BUSINE~S
PLAN
PLAN
The Business Plan should be read in the following context:
Operational strategies have not been included in the Plan. Thesc strategies arc being developed and the impact on tbe Budget determined. The Business Plan will be updated with the
result.
20()9~2012
A plan submittcJ in fulfllment of good
13USlt1CSS
Practice
Information and Data from relevant stakeholders was limited thus limiting the coverage scope
of the ptan to the CCTES.
Impact of EOIR will only be assessed in 12 to .~6 months.
City of <. :apc Town
The Integrated Development Plan (lOP) nfthe CoCT is lInder annual revision and might have
an inlpact on the PIau} as part of this Business Plan IS aligned to such.
Utility Scn'icE'::;; Directorate
The 2009-2010 financial year will be the third year that a business plan has been prepared for CCTES.
It is lUlderstood that this Business Plan is not complete but win be updated on a con.inuons basis as data) •
infoonation and tile output from workshops, seminars and investigations become avai1able.
""
II is understood that this docwnent is a review of CCTES objectives, plans and fiscal responsibilities.
....
...
~
w:::-
~
/\pproycd by
---
~---
Direct()r:- Electricity Scrvkcl'
Dl
I~
Rcncontre
Figure t ELECTRICITY DISTRIBUTION SUPPLY AREAS
Executive Overview
'Ihe cerES pro\;dcs electricity dis~ribucion services within the geob'T:lphJC area of dIe Cit}1 of Cape Town Supply
Area
Figure 1)< 'I he sen<ict's provided include:
1he provision oC electricity distriuution services referred to in sd1t:dulc 4, part B (JJ the Constitution.
referred t't) in schedule 5~ part B of the Consti~
over the- next 5 years into the Tarifr and provide
"11K provision
tution. "nle
relief to the rates account.
conl1'o1 systems,
of any other sen icc related to the abon~
o
Cuslomcr satisfaction
o
Municipality sustainability and fmauci:u yiability
o
Protection of the right to access
[[l'e
and billing systems,
\vorkshops,
fC<Juircd to achieve Lhe key objectives stipu
basic clccLridty
Maintenance of gtfH'rnance integriry
this busmes$ plan co\ ers
dislributton $erYice~ ,tith1n the jurisdiction uf the
detailed strategic
detailed opemtional plans. It is \\,-ithin the context of
the dvnanlir.:s menlloneJ above that for the next
the fucus will be ~)fl the following areas:
Unless indicated
o
Q
G)cr Supply IIxca and
Creatton of an imlepemjentiy sustninable and '\table entity
~Iaintena.nce
of Municipal oblihtatton to current staff members
w;;;.
'nH.~ maintenance- and impro\"ement of the "as-is" business.
Enstt.rnncc of accountability and transparency of reporting
standard of serd_ces
the (NERSA) for the City of Cape Town
mu.<;t 1ntct the rc<.]uirement~ as set out t1l the
'Ibe electricity distribuliun
,vas cho;-;en a,s tbe
1,'';
l\laintaining the tlng-fcnced sen-icc status <iuo.
fu<",,_ Undcr the NERSA licence, the
stamlanls N RS047 .n,l NRS(l4R
Ensuring sustained quality of supply<
W1(lcrgOlng
Enhancing customer sefvlce.
CoCf.s
Operational sen-ice- delivery, based on the spirit of "Bathn Pdc",
on behalf of and particifYatcd
Maint::timng cuupelation and relationship with other stakehulders
Cost control management and sustained financial ,-iability,
111C ED I
a number of imrnediale and medium tem:) thr~ats {nost
of technical and specialist skills< <Illcso, together with a
tricky dlsU1butiun networks and systems pose rcal risk$ to sustainable service ue}i,"cry in the medium term.
.......
W
con
el~c-
AcceierateJ training~ coaching and stills den~lopmel1t t()( our employees.
'lhe
facing the EDllx)th now and in the future, changes the foundations
traditional planning
'I11is ref.)u1red the cunsiticratlon of a number of aspects in dlC mnalgamation of preyious plans
planning pn)(;ess to plan for sustainable success.
t..h
GLOSSARY
Contents
08/09 Refer:; to the financial peliod lJuly 2008 to 30June 2m')
6
AMP As<et Management PI""
l\Jls$ion, Vision and
Stakcholder~s
8
Fxpectatiol1s & Strategic Priorities
1Il
Environment Anal}sis
14
Competitive Analr~il{
18
cerES Quality of
2()
ceO Central tlusincss District
Cocr City of Cape Town i Council /
MuniCIpality
ccrES Cit)" of Cape -I 'own Electricity Sen-ice
DME Department of Mine",ls and Energy
EDI Electricity Distnblltlon Indust.ry
Stratef,rlC i\1anagclnent
EDIR Electricity Distribution Industry Restructuring
Operational
EE Employment Eqwty
NERSA Corrective ACfion Plans.
ERP Enterprise Resuurce Planning
ASSt.'l l\fanageillent
GT
Ga~
Turhine
Human Capital Deveiopment
HSE Health, Sofel}' and Environment
Energy Saying
I
HficICIlCY
HV J ligb Voltage
Electritication
IDP ["tewaled Development Plan
2010 Soccer Workl Cup
KPA Key performance areas
Tariff Adjustment & Ilarmoruzat1on Plan.
KPI Key pe-rformance indicaturs
Risk t>lanagernent Plan ..
...............
.... 56
LV LowVollag<'
Performance lvlanagcmcIlt & G()rus
MV i\kdillm Voltage
Financial Plan
61
NERSA National Electricl!)C Regulatory Authority u(South Alfle3
NMD National M<Lul11wn Demand
NRS National Rationalised Specification
POI' Preriously Disadvantaged Person/ Individual
RED Regional EleclTicilY Distnbuto(
RTU Remote Terminal \Jnit
SAl' Systems, Applicatiuns and Products
.....
.....
~
Q'".)
"
SCADA System Control ond Data Acqui.,illOn
(1
P / f'
r
SDBIP Sernce Dcllt"(!ry and Budget Implementatiun Pn)grarrune
MISSION, VISION AND VALUES
SLA ScrYlce Level j\grcernel1t
TREC Ttans i\leditcrranean Renewable Rnergy Coopemhon
WCWorldCu!'
'n,cse il-fission, Vi,ion, Values and Strategic Goals de' eloped by and fi)r REI )1, remain applicable
10
the ccn,~",
Mission
"To
eJlbaIU'C
tlw liFt?,,';;
811
.uu/ drirt· our ecollolny J~.- prrwiditlg .<ltTurdahle f"lectrici~r and rcl:tted
...af" lUllJ S1J~<,"uinablc lllanuer il
Vision
"1"0 IC~fd lire' ,C;olltb AliicUll jOllf11tT
towatdlt
..
t/J('
{Jrm'i";iolJ
re/;lted $(.t17·ce.~ tI
------.
Values
-To :let' fairly, prudently, rtiJic;rily il11d t:ollscienlioJJ.f;i}r }lJ('('t tlJe stalld;Jrd~ of!wund COIp(}r;ltt~ lfOH-rI1.UJCt".
-To 8cn"C p;~SEiiOll;l(f'(F aud cllcrgt...tiG_Il1J' iwd to c_'H'cDclJce ill all a/'peets 0(1:11:;;10111('£ I"elation...
·To lea.d dec,:..i ..."c!)' w,d bt, hU1J1hk~ rClfardint{ our .~UCCC!';He,t; and re.,,'Hicnt ill the filce
-To I'alut" le;lI11i1w a/Ill Ncck illnOnl.tion
illg t.:'rt.:'atjl'J·~l·.
h,.F n-TJ£kiog Ut"~\jb{1':.
o fcllaDC'J1ge,<;.
t
........
~
ellco{J£';~l(j;~!{ res/wnt.-ib/t" e.\p/orilliol1 ~1J1d enlJ.lOlH·£- ~
-.....:l
- To be l'Ol1JluiUeil
(IJ
the t.rallSfOEIIJ.1ti'OI' af 01lr ~'oat-~F, eCOflOJn.r ;111<1 011£ org:UJiLl:ltioll ill hOlh flu' work we do
:UJd how We' do if.
-To attract, and cOlnpaS!dOilillcly JJlanagc, gro·w }cHId respect if dil..'C-rsl.' and IHlclltcd ,",orJdVrcc.
TII(' Strategic Goals
Goal1 Reliability of Supply
'lbough:
•
Equitable sustained quality of supply
•
L.o\V('f
•
Optimum qu:~ljty asset mBintenance
Goal2
cost of e.iectricit y distribution
Protc~"tion
of Lower Income Earners
'I11rough:
;,
.
.
h 11 P fer
2
,susta1nable electricity supply
STAKEHULDER'S EXPECTATIONS & STRATFC;IC PRIORITIES
lncrea!\ed infrastructure maintenance
Affordable
[,,,ife,
Alignment with Guvemmcnl Development Plans
Goal 3 Developing Human Capital
Through:
"
Skll1s dCTdopment and on job coaching
"
Industry & cu::::tomcr km)\v-ledgc rraining
"
lligh pnfonnance st'Iyicc culture de'rdopmcnt
Goal4 Sustained Financial Viability
\vith Natioual, Provincial initiatin'$ to ensure optimal
there arc SL'i: critical clement!': Accderated and Shared Growth-Suuth Af
National StrateQ\, for Sustainable UC\,e!upfncnt
Dc\-c!opmcnt Fratne\vork
f('ed into and intluencc the
'lhe folkn'\ing diagram gkeg
ru1
1Uu.'ltration of how the differenr 5lrategy nnd policy In!\lrumcnts are alif,'11ed.
'l'hnmgh:
•
Improved
"
t':nh;mced customer value
..
Expanded rt'xenue Uppuftutlities
•
lncteast-u Assets Utilization
C0!'t
;.;tructun::
Utlin" 1,.&1 ~,..ItIU
hn,Mti'Jle
.:...
Goal 5 Merger and Transitiun
....
~
Through:
•
Proper and timeuus planning
"
Setting rclC\'al1t perfOf1nance imlicato(s
"
F\":1luating progress
"
i\1allagi:ng change
.:x:>
Goal 6 Branded Customer service
'through:
•
..
..
Equitabk tariff structure
Excellent customer relationships
Continuous :n-ailabjtity of supply
~~~~!.!.1~!1t
nrategl,el i~_r.~~~e lpatial q~~~~
Although the national economic development
economy and has
,..'
age!'
\~~~lY
'111e
'1hc
drin~n;
'JXe
bet~n:t'u
to understandin
$0Ctors
TO\\'n economy In recent titne~ have been con$tl1Jct:i()11~ tourism, retail and
tne City and l)t'oYlncc estend l}('lonu jllst these seCtoC5. ~Ihe
spheres of government to ensurt' the
nrevention. energy {XJlicy, nrotection of
dCYdoped in support
Stakeholder's Expectations and Strategic [>riorities
~
~
~
§
~:r
"
tIC
,S
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8§
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Pn)tcction of low-incotne consumers
u
0
£"C:0
To ensure
E
co
con5umers~
"
the burdeu
~
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.~
:§. g!
gfi
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To ensure that the CCTES GHl oper,lte on a sustaiflt'u
viding
le\'els of scrvlce and In\l'.,'itmeflt in the sector, to
to lo\ver costs and ensure financial viability,
omies
{;<
"0.::
v
i:;'
To tllsurc that the (:CrES is able to pnwide secure employment (0 the employees, provide (he skills
development and tmining required for a modern ultitributlOJ1 business.
~
o
~~
To ensure that CerES is able 10 attract. tram and rctain sufIicwl1t skilled staff to lneet operational H>
quireulentf;,
o
-,
'0
." 'C
-E
a ,B
~
'r,
y~
cc
~U.J
~~
~
"~
5-
u
wo
~
v
o
to dcli\'l.:'r J~ fundamenlHI in the :lChien'mcnt of
in turn the ach.ie\"ement o( National Government stratcgit:'s and plans.
re:;ts on four strategic themes:
Gro\ving the economy
if}
Creating Jobs
11
I
i:!
-5"
'"
~
Q
~
-9
.;::.,
OJ)
§
"
~
Addressing challenges of the second econotny
~
v
.£
co ::... .
~
&5
"
Iutensifying the fight against poverty
rcyie\ved annuall}'~ ;;e\"cll strategic focus :rreas h:wc becll proposed for the
.Althuugh the CoCT's IDP
achie\-ement for the
2020 \"ls10n;
-""
"{j
OJ)
.~
:g
<
~
;:0
The (ofe business of ccn·:s and the
'"'
"-<
..
Shared Economic Growth and Developfnent
E [ecuic
......
~
AligmDcnt with Stakeholders' Strategic Priorities
v
c...
'
.-~
..D
~
.~
G
.,
::
To ensure th<1t the Iransition related to EDIH 15 done within the context of a
human reSuUICt~·;) stralegy ilnd an agreeu Social Plan, so that lhe interests of all
affected by the re<lnd the arrangements are consistent \\"lth government policies toprotection,
g:
il
-£
~
viable basis" within the context of promore effectlye, efficient and lISC eColt-
Development of labour and Human Resources Strategy and Social Plan
'<
'"
t:;
policy of the
,hould take affordability
Financial viability
~
'-'
sustainable ~lt'('tricit}'
to luw--incoJ11e
and well rcguhued structure
ensure:.:: that
support to such households is ptu\'ided for on an equitable anti long-term b3Sis.
Jt is acceptt'd that indigent customerg \vtll be subsidi%cd in teans of the
1Iowever, this subsidization should not be to the dctf'1111cnt o( the Co( ~r
and viability Into account.
u
' ........:)
~
conSUfncrg in tht' j\fc.
dtizens and businesses
c:: 'C1
v.,S
:..:J
Reliable Service at Affordable Cost
To E'nsun~ th,u the CerES meets the baslc [K"CUS and requirements
tro - specifically to pro\:iuc for un.lyersal 7iCcess to reliable electricity supply to
at affordable price,
'
'/i
meet shan:hokler expectations of an accesf;ible~ affordable. sustainable
elnbodied in the !':nergy WhitE' P<lpC"r, are at\ foUoyvs:
-E
V
:z:
to
<IS
.r:
u
.5 ~~,
The i:;:sues to be addressed by CCTES
distribution of dectricity tu all citizen!'>.
"~
c
.§
V
Sustain:lble Urban In6.astructure
ill1d
C b" P t f' r
Sen ice~
i\lblk 'l'rmu-port Systenl$
ENVIRONMENT ANALYSIS
Integrated Human Settlements
Safety .nd Security
FACTORS CHANGING THE MARKET DYNAMICS
t leaJrh. Social and} lunuo (:apital Develnprnent
Cu_tomers: Changing Attitudes and Behaviors
to be driven by their search for "\'alue,f~ for
seck the Ge~t c;"rnuinntion of service:", fcntures~ and
with the flexibilitv that \\rill allow them to Cll"ltomii:e
and
.
Good Governance and Rehit\brory Rerunl1
go:ds and.
CCI'ES
plan~
arc dcveloped in a tnanner
will ensure maxlmlu11 contribution
Providing hotl.'Ie:hold access to electricity; thus improving human deve:lopmcnt and settlement.
pf()\;ding (:"lec~rificalion. stn'.'·et and public Hghting~ thus assisting in reducing crime
to be more deccntraliE.etl amJ collaborauye in most org~7.at.i()lls of lhe furure,
technology. Segmentation ba.<;eJ on industrr or size alor1e \\rill be less useful
customers a..<; comp:lnit.·s cross traditional indll'itrj' and geographic boundaries,
as a means of
Srt1;)U bu;.;incsses
be important in Ihe marketplace since these smaller companies: vI/ill increasingh, drive
the gro\. . ih of dlC economy.
,t\tta.ining acccptabit" tjllality of supply, through a well ffi.<:tintaineJ and refurbished nel\Y\xk.
i'.lamtging electricity net\x,I)rk infrastrucntrc, informed by an A1\IP which is currcntly under den;lop-
ment
EI~clricity
(:rcatiun of joGs dllrl11g electrification nel\',;urk conslructiun~ through the empfoymellf of locaJ COt111llUnities.
by rnaintalrung the t<uiffincrease \"ithin acceplable limits;
Customers: Western Cape
There are 784 954 con.,umers
by CerES IS 580617. 'Ihe olher
Town.
tl1U~ lowering the co~t
country but at the S;)rne time proYkung for a sustainable and stnble ~upply"
euC()Uraging economic
Supporting 2010 \VC tl:lfOttgh ~treflgtheni.ng the electricity distribution network.
customers io the Ek'ctricity Supply )\1"ca of.
and job creation the Cn(Ts IDP
nlal as it i:- the basis for
the objective that
the city and reRion's
These include:
•
HclenUon of existing capjtaJ~ attraction neVi capital inflows int() the regiun
the city
rulU rebricm~t; CLlH('nr
and oe",," gn:m,;"th sectors to incrca..-;:e the
specific markf't segrnents anti i.nvc!;tors to support s!..l$h1i.nable, year round gro\vth of "]:;1-
linkages oct\vecn the first and 8ccond economie::; and increasing the flulllbcr of ecoupportunities of the pour and broadel.lllJ.,i:; economic participation
of investment in
waste~
inf011'nat1()n and COmilIUOtc.at!ons
sectors, the city eC()1l(jmy ,md social ;md local economic dc\"t~lopmellt
will be supported
the City's procurement
USIng
l'ublic Works Programme as a
anJ aligning \\lith ~t3te·O\vned Enterprises
go\~ernmenL
and creating City organization processes to nllow for acc~leratcd and acces~ible Jircct inthe city,
'"
"f>,~
¥"
13
..;;.,
~
ft
..
),
.....
~
c:..rl
c:::::>
Embedded Gt'1lCral10n and Load Control in the CCTFS which assists \\.1tb lo:uJ management consists of:
and devdopment of exist.ing businesBcs to strengthen the city'!,; eC()l1otnlC
Steenbras Hydro Power Station" 160MW
Strf,ngthen the kx:al area suda1~
cormnut1lty dcyei( )pment
eCUI1UrlliC
and rflviromnentnl loc,uion conditions for business ;uld
](oggebaai Gas Turbine
Prioritizing skills de\'e!opmcnt bas:ed on the neeus of the local enmomy, to support cotninucd eco
nDrJ'UC gnm·th and access to orportunitic~
Supporting the devek;prnent of <1 fa'Follfable cl1:lbl1f1g environment for indindurus and cotnmufllt:ics
h) urg:lni:r.e them!ie.kes~ l;lke up opportllnitict'
\vork lOw,u-ds prospeflty,
40MW
Alhlone Gas Turbine
= 36MW
lA,ad Contrnl System
4,'\MW
111e Athkme Coru Fired PO\\"Cr Station hils cea:-ted generation and is currently being decoHllHlssIDncd, alternate dc-
anu
ydopmcnt plans for the sit(, arc being llH~e$tlg:1ted,
'111e CoC'T hns a munher of intake point::;, \'(Iring from 132kV to 11 kV.
Competitors: Targeting Critical Customer Segme"ts and Markets
tllis period
Not only is cornn,etillon
arc onered bv \vorld-cbsti (;( )mpetitnrs at en,,,,,,eH t,ve
will bt' the entry uf other encrgy pro'dders into
number
table tx:lo\\- sho\vs that during
Workplace EnvlrOntnent: Renewed Focus on Employees
tflCrea.'Hllgly competitiyc em ironment shouJd unJerNtand the need
in the people they emp\ov, Sludies ha,c linked
monitoring and
both the Cus
onr,U112ation to
new heightR.
ability to If;;urprise- and dehghe'
of employees throughout the \\,ork-:
for
Energy consumed
Consumers
"nlC
or DSM iniLiatt:s \vere rolled out in C'lpe Town to reduce the c-lectndty demand,
One of the greatest challenges
ccn~'i in the lle\:t few years \\11i
to attract and retain yaJued employees. The
tight labour rnarket \"ill ue c!';peclally challenging for
of skiJJe.d te('hnical w(lrkers. 'nl(:~ tr<lditional l1H,)del
\vorkplace loyalty, where workers remain \vith their
for the entire career, has 1:x:cn chall~ng: for mogt
some bJ-11<'. I;~mpluyees are shifting johs more otten ,mel trpically e:\l)ccl mure flexibility nnd dcveiop-
QD:J~stk::
.Agriculture
OMning
orv'anufacturing
• ColTlTE'rclal
&]Transport
As CerES i~ a department of the Cu<:::T it
employee!';, motivate their
1t is
and
~()[ dle
(X:TES to understand the gto\vth drivcrs of the industries and residential customers
ill order to protect its i11,,1fket share.
i~ reliaJ1~
Cae,.
on the
dcn~lop conlpellsation policies that atUact high
and retain them to provide stability and leauership. Salary and bene,·
course. are a problem for
CerES as they are for many orgJn:i;:;ation:;, 'nH:~ incentjves [or 1nnovatjon and
risk must be balanced \vlth the more: tnlliitional \"alue of stability and the challenge of prodding \,ita] public sen-iccs
in a large, complex oft,tanlZation.
• General
Some finns hayc :tchie\.ed success
teCil1101ogy, outsOW"Clng~ workforce reductions, or other ini-
Energy Supply Shortages and Security of Supply
Tr:lJlllmissjon of electricity is pl1marily from the Nurth of the Country. Local generation conslSts of the f()llowing:
Koebetg Nucle", Power Station
Atlantis Gas Turbine
true for tho::;c organizatiolls in the private and public sectorS that han:' had to fare
crnployment and achieving financial sustainability. During thi:; time. the
values of respect,
to build the pnJtncrshlp uet"vecn bbour and managell1ent
all, City must reinforce the mcss~e dlat change means oor"tortitrutv
18(JOI\IW
lO()()MW
I\losscl Bay
900MW
Acacia Park
= 11l0MW
and cnrnnutrnel1t,
Palmiet Hydro Power Station
Dmpp Wind \"anTI
=
Legislation and Regulation
4{)OMW
'l1,e lack
3ppropnare legislation and or regulatory flamework ftif the rc:strncturing of the EDI
creates uncertatruy to municipalities that are not ,v--ilhin the rnct(opf)litan
tn rn::my \Viqs,
"MW
•
p,1g<' 15 ,
."
'
Se
~
challenges
and create
.......
<:.A.,)
C:..n
;-.
C IJ (/ p!
in l('nll~ of SCfYlcC ddin:ly' to contestable customers :l1ld r)Qses a risk on la., and \'ruuc of :lOluisirion of a..;:gcts
to be amalgamated.
f
r
-I
COI\lPIITITIVE ANALYSIS
SWOT Analysis
A det,likd ~wot anaIY$i!" \vas conducted by RED1. 'nllS was updated
Plallning ploce~~ in 20U 7 ,1nd \\:a,q enhanced bv the N (~RS;\ technic::l1
2006. [tern specifically related to l:mr,,[er
Strength.
order to turn the
lc'vcr-age it's effixts
cerES
yision into
has identified the
strengths that \vill
the dem~nds
Hxtend existing customer base.
hladequate but quaiitied hUfnan resourCe~"
Good payment culture of exi.... ting customers"
\\lell established corpoc<lte govem::mce structures, contr(JIs ::l.nd
,,
sy$tem~,
.......
Agtng but reliable net\\"ork infmstructurc:,
~
c.n
Weaknesses
~
and instituting a ncw
change the curren!
need itTlp(o\~emC'nt to ensure
is
culture to ensure a fit ''-lith ne,,:
success;
~tnltegies._
In addii10n lhe fl1HO\.dng
;1(ca~
EDllt
Trarurormation change' that will be brought about due
due to the lack of legislation and regulatoty frarnework governing the tr,Hlsfu(indu..;;try.
] . .ack of agreed twset valuation Inodd l()c the trailS fet' / sale of assets.
Financial ring fence not fully operarionaJ in the CC:TES
coer.
j
hi1~1 support ~ervlce c()s t!' to
Conslraints ()It hmilinll, and resou.rc<:$.
•
1Ylaintenance tactics dictated by lack of human resources_
Opportunities
J.<'..conomi.es of scale
c~sultit1g
in 10\\>'1'[ intet'est fates \vhell funding is t1C'gotialt:tl.
the
Dt'n~lorment
(.,' II Of! t t' r
of uniform starl(brd~, prucedmes and pranices.
RacionalizeJ cvnditions of service and pay parity (,,,,thin CtJCT context)
cerES QlJMJTY OF SUPPLY
,\iternatiye energy sources (lirruted).
Threats
tluality electricity
mC-eNR dlC rcguired
Delayed trans (onnaliull dut' to delayed EDIK
Hesistanct.: to change (;auseJ by uncertainty due
license,
dips.
the delayed EDllt
~t-d
Impact or prevalence of IIIV / AiDS on tht: workforce.
The decline tn manufacturing trldustr), if1 Western Cape: tht" see tnt
SlItller::; of electricity within Rl ,]) 1 bnumluies.
its performance il1 terms (amongst
to ctL<;l(lmCrs in the coer
art'.\' To
of supply ~tandards as set out in the NHRSA
forced interruprions as well
suppl:>' n)ltagc
interruption ped()rrmmce statistics
'rile key performance indicators are:
I;; numher one COrl-
IntcfflJl)tlon Fregucncy Index (SAIFI).
freql.Jency.
of institutional know1cdgc and critical gkiUs.
lnterrunuon Duration Index (SAlOl).
duration in hours,
.......
~
ccn:~s records f()rced interruption perforn1at)ct" $ratistics in the f(lcm of Sr$tern~hnLLrs.
sanctioned by NI ,:t{SA. estimates of Sl\lFI which indicates how frequently an ;werage cU';tomel vva....;;
to (orceo outages and estimates of SAIDJ which jndicates how long the ,l\cer,'lge custom.er ,\<as interntDtcd
forced uutages are pro\'idcd.
1he
111e C(::-n£s recorded an interruptiun freguency index helo\'I<' 1.45 oue to ff)rced
distribUL10n network for the 2007 calendar yem. A r,raph of annuru
til the graph
providing the 12 month muving sum of these ir1d.tce~L
SAlOl and SAiFl
1f.lIllCl<otIlIllCl<'lfil!g)
..
Fag.;, 19: .'
the MV (Medium Volt
and S:\ID! indices is
~t
W
'lh~
S,\1D1
SAID) and lIIV pins HV (Iligh Voltage) SAID!. 'Ihe llulk nen"
tn-teed and m:ljor ('\'cnts arc i'Acluded in the SAIDt and
should. be rf'ad as follO\\ s: 50 I' ( I f the sites monitored nation \viJe
graph~ 011(': can easily judge that 50
of CerES ~itc~ experienced 2
7 or less X 1 dips, Luokdips in 2007,
{l
at the
Of
Electricity consumption growth in the CCTES Supply Area
there hay" been different indicators used bv Fskom and the CerES due to different SCi\DA ,"stems
of I1C\\,- SCAD;\ svslem
a kev priori tv l:!iycn the age of the existing
~within
of a Ilew SCADA system undet'\vay.
A common tncthcldology based on intern3tiunal indicators, \\'hich is in place in Eskoffi, \viH be intr'c,duccd in the
future.
The condition
the IIV and l\IV infrastructure l!'> un :lyerage not In 11 good $tlll<:~ due to histonc constraint$ on
capital cxpcllditure ID)l"JOsed hy the CoCT's hased on affordabili1y limi!s modelled through the (\fediwn Term
Rt'venue and Expenditure li'ramework The same is true: for the LV networks. '111is state of affairs h"5 rleceS:-;ltated asscssment and risk profiling of the nctwurk and the capital hudget has bCCH allocated accordingly,
V()]t:Wc l)ip
pr0t-,'1:ammes tn the
Co(:1' should be
iH1\V:lrUs. :\clua11..'T()Wlh
"" for 2(X)7 lOR and a growth of 4.1
W:lS
coer area of supply
The
exrx~riencim.~
2.96" and the estllnarf' r;;; basf"d on a gro\vth of 4.1
<)
fc;r 2008/09.
I)e~
Actual and projected CoCT System Energy
fidcm" is the llV
indic:ttur
compared to lhe ('~l:1;~wt#"l"i"ti;~
as 1'ro-
15,000
14,000
13.000
.c
~
!l
(!)
c
12.000
.......
11,000
W
coon
10,000
~
9,000
8,000
SItes
Note: NRS 048 dip window categories:
lhe table aboyf' defmes the dip catcgvcies in terms of dur;ttion, depth and the characteristic values of \'oltage
per annum for (50(\,) of sites nation wide) per N RS 048-2, For example the above tnforrnation for comnarat1\.·c
':;., •.."'ji:fg~/(;iic~tr)skfii2'~ s.:cl
--~------~------~~~
tr
i cj
Chapler (,
Electricity consumption ill the CCTES Supply Area
The (;raph helmv indicate the possibit· effrcts of the energy efficiency programmes in the Co!:'1' supply area for a
broad categtJfY of customers Domestic and Commercial,
The an~nu...>:e cU;[1surnption fOf Domestic consumers per month indicates a definite drop in the usage of eh,~ct.ricjty.
this would most nrobablv be the ;1\varenC$ls of consumers to the power :-hoclages tn the COluItry.
in terms of sa\-1.ng while Domestic 1 shows fThJCe (omH tl.x energ)'
electrical cornponents.
a sH~adv increase in the de[n~lnd fi;c en~
.
of growth
STRATEGIC MANM;EivIENT PLAN
A three-year Strategic Managemclu Plan (SMP) was oC'\'eloped in 2007 and identifieJ dw fullo\vll1g areas of
focus in tht> medium lerm tt) achie\"e the strategic goals.
'l11e maintenance ar'ld impf(WernCllr
{)f
the "as~is" business.
Maintaining the ring- f('need sen-ict;" status qU(l.
I :,nsuring sustained quaJity of supply.
Enhancing custorner S~f\'LCC,
Average C onsum plion kW h for 2004/2008
3.500
3.000
• Av~fage
ElAverag.1005t2006
OAverag.200611007
200712008
Accelerated tfalning, coaching and stJJJs deyeloptl'1f>!H
;\ number ofprograms to
"p"d and "''' detailed
[(.If
our etnployees_
the SMP at business, operational and (1lunan c41pitallcyel were d(,H~I51\-1P is revi{'\veu annually and the programs are t1l()flitored and IJfx.:1ateJ
on a continuous Lasis.
2.500
':; 2000
~:/Il
~
1.500
~-.
,DOD
500
Maintaining C(x)pct"atioll and relatJOnSh1p Y1.1lh other stakeholder,o:;_
Cost control management ,Ull] sustained fill~J1cial viauility,
4.500
4.000
Operational sen-ice ddi,'cry, lx\.o:;ed on the spirit ofHBatho ]Jele"
u
_
.:;._ .
F,t.~
5. . .~.
.~.'1 -
Q,m""c IIHlgh)
"
.Ll
,,,,,L __-111
L__J
o tim estit 2 (low)
Com mercial S
Power 1 (Hlg;)
C attg ory
C(l mm efC ia ISm a11
Pow" 1 (l,w)
SMP Programs
.......
W
C..n
U-t
Program Lead·
Objective
Strategic Goals Sup.
'
Customer
Improve Cus·
tomer SeIVice
Components
2001-2008 I 2006·2009 I 2009~~Ol 0IiQiQ:2_0~.11.20121
L __...__:......._ _ _ _ _.-.,..._ _...:e;...r_ _-r-_ _ _p!:..o::..:rt.:.:e...:d:.......__
Goal 2: Protection of lower
New'TOC
'
I i ,
Income
'I
Goal 3: Developing Human
Capital
Goal 6: Branded Customer I------=~___,:-::-__c_-_:_---'.--__:_-...L
seIVlce
.
SAP and System ImJ):::ro;.;v:.::e:::m.:.:e::.n:::ls'-_---~
Project Man·
ager: Customer
Program
i
I
I
Change management and Culture
r
i
I
Vacancies and Training
I
Strategic Goals Supported
Program Leader
I
Network Asset Man·
agement
Holistic man·
agement of
network assets
Program
Objective
Demand
Management
Unlock energy
and cost elficiencies
I
Manager: Infra- '[ Goal 1: Reliability of Supstructure
ply
!
I
Program Lead·
er
I
Strategic Goals Supported
Con:m.onents
2007-2008
2008-2009, 2009-2010 ,2010-2011 ' 2011-2012j
I
Manager: Energy Supply
Goal 1: Reliability of Supply
Goal 4: Sustalned Financial Viabliity
'
I
I
Load control 10 manage network constraint
I
I
i
I
I
,
I
Domestic TOU Pilot
Green energy sales
I
\
I
! C and I
TOU
I
!
Power I energy conservation program (customer
interventions)
Stakeholder and Customer Communication
2010 Pre •• ~" ,,~,,_,,~,
I
I
~
!
9££~
... ... *
~
I
.1
oil
;.;-.;....,.
Electricity Services
"
¥aglC2l)
j
Strategic Goals Supported
Program Leader
Program
Goal 2: Protection of Lower
Income Eamers
Goal 4: Sustained Financial Viability
Goal 5: Merger and Transilion
Strengthen
Program
Objective
Program Lead- :
er
I
Staff
Manager: HR
and Admin
!
Strategic Goals Supported
Co~onents
2007-2008 : 2008-2009
L
I Goal 1: Reliability
of Supply
, Goal 3: Developing Human
Capital
I
I 2009-2010 ' 2010-2011 ' 2011-2012
L
L
L
Cons~ential va~Cies
Staffing strategy
Apprentice~--j
I
L
,
I
I
J
I
Succession plan
Pre-empl~l
training
1
J
Bursaries
I
I
Human Capital Development
i
Recuitment
and Selection
I
Skills retention (artisan appolntment&
I
Program
!
Objective
Streamlining
Recruitment
L
Program Leader
Director
Strateg ic Goals Supported
!
J
2007-2008
2011-2012
Goal 1: Reliability of Supply
3: Developing Human
Capital
---,--;~~~
lstJ
· ....Electricity Services
': "" "P~<~g<
:i;~,
C/taplrr
7
OPER,\TIONAL PLAN
-T -,------
The ()~rat.ional Plan is aligned to the City ()f Capt' Town's IDP strategic theme of Equitable and Efft'cti\"/:: SCfyice
l'ian c()J1tains 51., Elcments~ mu:nely'
'~l...
j\cces$: to electricity sCr\'ice
Network in frnstructun:: and dcyclopment
EleclIiclty Distribution I SenKe
'"
--:l:
N
'"
'"
N
~
Street and Public lighting
Customer s<"n-ict:::
Ttading
l'5
----,-1
: "".
.,-
-'"
".,
CO
~'E
Eg
~~ffi
0"1
~~a.
lZ._ §
: g.:=
0°
u_~
g:
Q
N
~~.,
.;
~
u.>o
~
.ffi
1i
gf-
...o"
Access to Elcctridty Service
15
n~f-
. l
,-
.!
'"
(j)
~
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ro
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Q.
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0 ..
t?1::
.~
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&.
in
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0
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"fi
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(9
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.
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;;;
.9
el
6
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~~E~~
l3,):JE~Q)
~()8·g:g
d~1il~
nll)'5
CL
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",,,,.,
0>",0>
co,"'"
roC..c«J~
uEVi
fOf
~ar
'!-
V
Developers ContributioTl t Private Sector is g1n:n in thf;
>
~
~
o
.~
ro
f,
~!I 0
'.
g
hel()w:
---
200512006
200612007
200712006
200812009
200912010
Budget
R51,lm
R66,9m
R84,7m
R 138,lm
R 191,6m
.....
~
R46,8m
R6l,5m
R 51.7m
-
~
Total
R97,9m
R 128,4m
R l66,'!!!!,..
Rj1?,lm
"1: "m
•
de\'clf:h2ctnttcalwn ph1l1.
Developers Contribution & Private Sector- Actual and Budllet
c
~
?
R 191,6m
.:..Jl
ex.>
Network Infrastructure and Development
~
;;·15
=u...-=:i
'.
u
';::;{Qr;
~
01
>
;,
The CCTES
zlitltribution network j\j categorized into HV, MV ano LV net\\orks. An 18-year I1V deyd·
maintained. There OlIC currently no. MV and LV de,-eloplllelll plans. altholJgh a medium term (5-l'car)
development plan \villlJC de\'eloped as part of the {\sset Man'agel {lent plan.
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lps.~. ...,
~
<{
e
(pu1!3;
~
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~~~~
g;mc:~
iii
expendj ture and budget
"0
.,
:t ~
.."
<I)
dectncity tien'lcc j$ achiered t.hrough the demand drin:n
contIibutlons for non subsid17.ed housmg. Suhsidized housing i5
~
~
"
E §
~i
0'
"''""
,~L
;\cces~
~
geographical area of Cape Town a backlog exi,St~ in refurbishment of infra..<.;truc!urc. The cun:ent estimated backlog estimated by NERSA is R1.6 billion and it will be addre"ed O\'cr the
term
conlributing
of as:::ets yalue towards the eradication of backlogs. lnch.Kkd in thl~ back log is an
R326 tnillion for "
ficarion. 'The backlog will be financed through internally generated funds ami externallonlls .
c
0
~
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~,
'"
.
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.
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uJ
The current infrastructure \\.ithin the geographical area of Cape Town needs to be refurbished and maintained to
ensure thal the condition of the current n{.~tw()rks ;lnd infrastruclure
improved to meet the business ano social
challenges in elecLrifu.:ation in SOllth Alnca. Asset management plans need to be corn;olidated fat inlPicmentaciotl of
prograllunes in the interinl, This plan wdl feed into and support the operatlng and capital budgets .
[urbishmcm will be funded
Electricity Distribution / Service Areas
The
Area is Jiviocd into three Distribution or Sen-lce Arf'ilB bMed on the number of substaLions_
Distribution Areas South, North and Ea;\t are sct"\jced
triCt is responsible for the maintenance and safe operation of the MV
four dlstricls us shown below, Each disnetwor~ and new customt:r connec-
which i~ to eslabli$h one contact telephone nU1nbcr
distributIon
attached to thi::; one number,
Electricity
Operation Centre for the dispatch
operational Juring the first quarter of 2009.
riC:[(lt1
Thc existing four prepayment
Town metropolitan area
single \-ending: system IS planned to
\-
'1'0'-\<11'$
Call Centre
Project
place, the aim of
a $e1ecll0n menu on <Ul automatic
ronmbints l;vill he wrected to th<
administrations in the
'111e Minimum Standards and
publishe" as
ttl Ctlston1crg
were
spt:cifLCaciC:;n's cover a number of
'11,<: stallJard
documents.
Electricity Supply
supply (\\<b,lch includes issuing of S\.\;lcrung insu:uctions, Io;td control
is done frOfTI two t~ontrol ceutre!' that coycr the CCrl'~C:; disttibution
is being fe'p!aced hy a n~w system that \\lil! enhance sv:;rcm and
;ment \va,oq identified as an area of weakness in the
and is due f()r completion in 2l~ II)! 111
C'.eneration
'111c prm-ision of c1ccLricity generatiun sen-ices (hydroelectric pllrnped storage and OP('f1 cycle
turbines ()CG',!))
to:
Publie Lighting
Puhlic LIghting i~ a dedicateu unit within CCrE..~ ;1nd rnaintains 265 000 IUtnin~Lfe~
Reduce bulk $upply costs from ESKOM by means of CUf1:\umer electricity demand "peak l(lpping:'~.
Provide
security and
of supply WIth generating secyice!I to address electrichy network
syslNn
of a short
term nature.
j\rea.
It opefatcs out (..If thn:e maiu depots 111 (;oo(h\"Ood~ Ndabeni and \Vvnbenz and
depots based on the nUHtber nflumjnaircs
be serviced once
satellite
Green Energy
tlrc on the asset register of Chy Of Cape TO\\'11 Hoadl' d(>parlIncllt.
\v1Uch has bf'ell under-funded for the last deLade. Maintenanc
'l'u\'vn Supply Area am} by Eskorn in the E,... kom Supply Area. 'Ilw ~omc
'wu:\ {IUlsourccJ to a l)riYate CUf1tract()r '1'1"1\1<: f()r rhe period 2005/06
000 luminaires in the ESKom
electrical load is: in the order of 27 M\V and 107
2W~/09 For both supply awas,
annum (2007/08),
Fa<.:ilitllung: the increased generation and usJf:,'t' ~)f rcne\vable dCCtlical energy \vtthin the
Energy and Climate Change Str:ltt:gy target to source ttY' n of energy from rencwabk' sources
Street
'j he
maj<)r current projf'ct is irnplemt'ncing business and
of gf(~en
creating a green electricity Inathet and sellitlg
City from the
Wind farm to yoluntary customers.
crime and fall \\1r11111 lntegtatcd Iltunan Settiernellt strategic theme of
a highly \ i,ible seD-icc that i~ yiewell as a primary $crviC(~ and function
the City's
the purchase storage and sale
ht-tl1g purcilam::d by the
Network Control
Ihe uperations of the electrical distribution network and bulk suppty sources accoW'lt3ble
safety of
continuity of supply. in a specified geographical area and arcq"Jt<lblc sen-ice to custo1ncrs.
Customer Services
Ensure the
1his sl'Clion is responsible for custome( SeD1.Cct> anti cusKmler prepayment
area of focus, thi~ f't'ction falls wtthin the scope (;f the Customer
in accordance "1tl1 Occupational llealth anJ Safely art and ()pcral1ng
services. Although not the only
Safeguard electrical equipment from dat:nage hy continuous inonitoring loading of plant and nd\vork
abn~Jrmalities,
A new centralt:tcd Technical Operations Centre (roC) ',,-as cstabli..hed in 2007 ,,,'h a single 0800 22U 440 number.
Currently dt'ctcicity rdated calls arc received from customers and works notifications arc generated for First Line
~'
-
~
....
~
C.J1
e.c
Safeguard the continuity of (]uaiily electrical supply by sLbeduling plant outage retJuesls so as not [0
compromise supply.
by ensuring ayaihbiliLY of adequate generating
Econonuc operation and
pl<nlt
m: not to riolate the
sites in nruct- tu ensure <.Jl1aht)' of supply and compbance \vllh N;~riunal regula~
(48)
AnaJyzc PO\,>"!:'f
powrr purchase
agrt'ernel'lts, tl1anage bulk electricity accounlS~ points
and projections"
Key Pcrfonnance Areas:
de1iyery and compile
SCADA Sen;ces
-[1,c pro\-iSlOn of process cnnlml
c()nl1nuf1ication~
Ensure compliance to pertinent lc.gisbttOn. bt,mdarus, policic~ ilnd pn)cedur~s
Reduce exposure, inJurics, eovll:onn1enttl irnpaets and los~es that occur n;; ;l result of a failure in the area
of risk control
ldennfy and evaluate Safety, Health and En\"1!Ol1tnernal risks fadng Electricity SefYlce:;
Dcydop \ ar10lls (Isk control str;)tel~es based on Ril'k Profile
Rescarch :and rccommend appropriatel:>J'stems of control
i\lignmcllt of up(~raLional activIties \"ith Safelr~ Health and EnytronrnentaJ strategies,
and conlputil1¥, facilities lo enable the ~;urerYision, cunLrol, :1ud
Effecti,-c [{nil-out orOHSAS [ROO[ pilot proJect
Im-estlgatc and report on majot incidcnts <U1d non-compliances
(:uh'Y;ile an urganisatiunal EllS a\varcncss culture thn..)ugh ad'''ucac),
Conduct L:lsk rdated hazard identification and risk 1SSCSSlnet1[S (I II It/') for all identified high risk 0pet:lnons
bcilit.te the dmftillg of Written Sate WOlk Procedures (\\'S\'\lI"s) for identified high risk tasks
of <I Designatiun specific i\ledical Sun:eillancc rrogr:1111 batH.x] on the outc-om\?$ uf tht l Iea1th
acquisition of data from medium and I [V station~, gas tUfbint'.s and power stattons, "lhis includes Ihe c~ectJt1on of
automatic generation cont1"ol algori!lUTIS utilising rcal tJme PO\H'f data \vithin
S( :1\D/\ master ~tation eompmers
Design and impleulent :1 :risk u:lfied ITItt.lic:11 :.:uneilJancc pn Jgcarnme
Effcctiye ro11 "our of the SAP Fr IS Module (in collaboration 'vlth Business Infi)rmaho(l).
to fC!,ttlbte the uutput of the City>~ generating plant. In addition spedalisco sofl\vare applicatiuns, mndclling the stare,
reliability anJ luad
pwyide a multitude of functions
optimally
ll1aHage d1C
safely integrity and
CCOflOJnr
of
p,l\\'cr network.
......
Electronic Security Support Services (ESSS)
To manage all the processes nssociatcd \\I1lh electrunic
that the a%ct:; and staff arc :;;ecllred and protected. Including
for all the dcctricil;r buildmgs and ynrds~ so
Proyidc :1 c.onslllt.1ncy serVh.::e for all security rdated 1S~lles.
lrlstalLu101l and maintellance of nil related :seewlty dey tee;; ranging from building, perimt:'ter alarm s}'s~
(el11S to the $UPport of remote CCIV systems, and 1ts COI1Un1..lIllcations lo a mOl1Jtoring centre for rc~ponse.
1\ccc~s
control system:-;
Odler items, such ;:u; health and
issues are supported, such
the installation of emergency sirens
and planning of evacuation roules
buildings.
Management (If time and attentiartc(' dedces.
Assisting the city tu draw up and irnplement security tender~ for acceptable sfandards' to Ix enforced.
measures arc done, to ensure the cOf)ltf1ueu supply of electricity to the consumer, in that
and vandulislll i;;: prc\'cnled from all its sites-
Environment, Health and Sakty (EHS)
Eleetricit\, Senices is comrnitted to
its operations in a manner that is \vithout undue risk to, the health
and safety {:l its employees. \-islrol"s, public
contractor$'; as \veH as, the ct1ytronment As palt of ~his (;ornmitment
es established cenlral Occupational Health mel Safety dep::utm<:nt, within the 'l'edmical Supporl
to provide a support service to operM1ons.
ll)e services currently rendered are primarily that of
OccupationalllYbrient'. in 3ccordance with the
Objectives:
Health and Safety~ Occupational MediCine and
and ke)' pCfformant.'C areas:
-
~
~
c:::::>
"P/t,.
replacement exercise \\111 be the ba~e on whtch the ()UTAGE
impro\-ing the reporting of the nehvot"k pcrfonnancc data. :a.lthough
into account
8
Syslt.'1n of the Cner \vill be ba:.:ed, thus
integration will need tu be taken
~ystcm
NERSA CORIWC'f'IVE ACTION PLANS
NERSA Teclmical Audit
Electricity hiL" scored <lNccds fmprOVCflK"flt" in
hfanagemeut as \vcU as in the cale.Q'l)f!es of
all municipal utilities
f()r these are<1S based 011 the
The specific tim"u"" and
Outage Manage-lncrtt
m:lmh:rf'mFnt can be vle\'veu from a Humber or pefspecti'\ es \vhich \\;Jl il'npact on the
;md cfhcacy of
perspectives are ne.nvurk dCS1gt1 philosophy, srrategic spares. 1n:a.i:ntcnat1ce
\\lth ill Ll) and
systems.
allmvs fc)r the restoration of electricity
s\vlfching of cIrcuits to rcsture sllpply.
.
~n H1terrut)ll0n
.....
Substations (where I IV is transfol'fnn.i
the I I kV distribution HJ\t;:lAe) arc designed to have ~l. finn ('::1loadinf;,on that .stat1(!n~ ic either transformer can Cal'ry the full load in the C\'f"tH of a
the bus sections in 1be maju! substations are specified
cany the fulll(llld of the station.
relation to tht'
t'fjln.dt:ormer fault.
·lhe interc(lnnccting l\lV ue··fccdcrs can also he
mcnt :\1 matH substations, All these mGL'>ures ensure
~
c.7')
.......
to allc\"iatc load in the e\-ent of a
the electri(,lty nehvork is
point of vlc-w).
of SCADA {SUpct"YlSory Col1l'rol & Data
because of Ihe rLrm canac1t\' on lhe llkV systcfil,
tv-'n,<>tt'MiOIl
R'Il J Jrl Afeas North and Snllth IS not as
is deeper to compens".lte
ratio ttanSfomler:'=. multi-size fit for cable lerminatiuns and
!'pares are checked for correctness and mOn1torefi on an annual basI;;;. Nc\v
'rfectivene;;s, fvfany a:placernent products have a
lead time much
(profitability of setting up a plant to manufacture a
PeT"tillent findings with regru::d 10 pt:ocurcmcnt are dealt
.
Actual Maintenance
(01)lS) are integrated "1tll oCADA systems for the management
outages to han; been rare; on the main network up Ilntil the tatcst problems
,hould be '""olled and
of 'he 11kV distribution system should be
svstem \'vith a new system \v1th
tht' Fskt 1m sy~tem \vruch would a110\\'
Implementallon of an OrvIS (;;I not p<.lxt of the CU(t{"nt S{ ~.'\Dl\
1)( considered for implementation once the lnSlallatioB of the new SCAD'" system is complete. 'Ihis
E}~/iJj;~i¥r ;Set ~i<~tr
" "Page 35,
The Audit team found that the existing maintemU1ce strategy i~ based on sound well-established procedures. 1l00yever they also concluded that insuffi(',ient attention has been
to the tnmntenancc and refurbishment of the existing nenvorks and despite the increasing rdi<1.nct' on the use
due to skiUs short~Jt's, the maintenance
is on average l2 months behind schedule and gro\'vtng.
..~
man-hours of iikiHcd \\'ork required to em:)' out the pcn(x:1ic check:- and repain; where needed (a;..; prescribed by
c'iuipmt'11t mmlufacturers).
011(:
of
fur maIntenance, aitcrnath'e approaches to etluipment
the successful yariations \\-a!') the conditiou-I
,'-'as indeed required
of maintenance rathcr than a fu,;:ed timc
ren:als the condition of a transformer.
its condition it not normally carried out)
repairs avoid CO'f'fosion of outer metallic sheaths
Visuailrt::-pcctiOI1S and sal11pic check:- on maintenance records hI' the NER.I..\)\ audit team
of af£1.irs, namely that the entire mainten-aHce progratllJl1C has fallen behind schedule and
\"cried b'.lck to repairs 011 breakduwn rather than a prevent'311\'e maintenance procmlfilme.
r~eri(Xis of prolonged power outages in due coursc. 111<': skills and reS(JUrccs
minirnum lcvc)$. In order to combat the detcrioration of the
O\Vl0g: to lack
increasing thc
deparLmenL has in the recent years embarked on a fwoces:s
retraining) the
address currenl
ages nJ tlcccptah1c 1c\'c1s.
One of the \val's
tackJe skill shorlages har.; been l()
,-de\ ant equipment. It i~ not ideal~ but far better than not
a commhanl to draw up specifications aimed at
and results were SDcciftcd and the ptoces~ had
'Ihe
on~rstated
and it is in any e\'ent not dear what equipfilent in their opinion constitutes the
tl) ha\"e heen determined ()11 the ba.sis of the
equipment is the main detennining (actor \. .,th the maitH.ainabilitv
t~chnok}pv) heing another. '111c three year
system and doe~ not reclulIt an
(<1Yallaf)UJtv
the identi-
dlx:."S constitute a significant backlog, Some of thc rtlofe pl'oblemat:1cal
S"\vitchge-ar i.n thc i\tV difltrlbution
installations are being addres8€:d bllt~
gent'ral~ n systematic progr:unme (tf rcplacing ageing equipment \VouJJ be
bey(~nd the capahility of existing resources"
a\"ailabIe capital set through City Or Cape Tnwn Medium Term Rcycoue
A1though there ha~ been 3rt lHcrea.<1(' In the three-year EI'1" allocation frolll
influenced by City ()f Cape Tm~n :tffnrdahility and pnorici.zauon.
NRS048
"llle NERSA technical audit for the City of Capc TO\"11 .showeJ that the (:ity's reporting methods ror the technical
indices on network performance were not up to st;moart!.
of Supply
"IDI PCIro con\"crt to the use of
impleluentacion of the new SellD}\ pr()~
out the maintenance \York on the
ap~
of success to date.
Electricity S~;f\iccs is currently implementing an )\~set Care
maintetlance tlloduk and procedures a.." required and
is heing implemented in I ".Ieclrlcai Support Set1.1("cs with n vic\v
den-·lop pra<..~tic;ll shurt term as Wf'1l as 111cdium :lnd long term maintenance
such time that the :tbovc appro\'ed l'naintenance
brcakdo\vn repairs over- shad()\,-:ing planned rnai.tltenancc
the currem state
certain catcg( Hles rc~
!cad to
acceptable
maintenance the
by traitling (and
deenu:d too s]mv
and pO\\--er out-
tC'JlY) is therefore po:,:sibly
backlog.
work urue~
standards. A r
rhi:'j across the sen.-ice and in so doing
misinteq>retation of thc performance indices, It is lo be
e\ cnts that took place in Non:~lnber 2005,
excluding load sbedding for 2W, being
indices as repurted in the NERSA rep< ,rt
only 22 hrs.
....
~
~
have been de\'eloped. th~ corrent ~ituarion of
l'.:I
CORRECTIVE ACTION PLAN
~~ISSllC!
Maintenance
Bilcklog
RESPONSE
I\ud~ and accreditation of pilot site implementahon in Electrical
Support Serw:es
by category (HV,
• Establi;,h Ihe imamal resources available to carry OUI ule work.
• Delerm;ne tl., si1rnt lall of skills and re5QUrces.
HR & PROCUREMENT
Audit findings \\'1th reg.::trd to HR and procurement hj)\"c been t'et oul as oYet'at'ching findings in the NERSA Comparative Herort. Cape TO\\:r1 Electricity specific lindill!:~ rdate to In extremely enthusia.'1t1e atntuJe
management team, -a fmc w{irk ethic that ensmt's a cohesl\'e teaJn effort J.od n number of manager~ ~ho\\ing Sigll1> of
(",,<wme stres:-; due to d1e lack of staff, the momtoriU111 on recru.itment and tlle uIlcertainty of the df:w"loprncnt of
REDONE.
backlog \'I.-hich would reyuice a.nd in\'cstment
items for infrastructure work arc
1]O\\."c\·er, drtualh" all of the
}],e backk'g deri\"~d by the audit
Although the City has embarked on a number
proc(:>ssef; ruIncd at addressing skills shorlagC$ across the City, the
is still not offering sufficiently
pacbges to attract the "gbt scarce skills that Cape To\\" Elec!t1citv
to Jduress many of the i!'!'>ucs
by the :lUdiL .Also. there currently remains insufficient fu1H.ling in the
hudgct to staff the department at the appropriate b·el.
The
specifically refers to lim1tations lil1ked to the IJrocurcment
by the Gry at the tune and \\·hkh is fH)
~"
"~.
'"~v
"_"
rdates
.
p
w
313
~~
in term' or the I\WMA No56 of 2003, of whieh the Iq~"lated
still Doses a risk
in the procurement process. The City
fl10t1thg
to be the norm.
I'll' the .tringenr
syti:tem is nut consistent throughQut the
contmcturs. 1n manl' ca,'«~t> smaller conuactors do not
is maJc the information doc::> not flow duwn to the
uperator. 'I1](~ system is being re\-ie\v('u and \\till be implemented
meetings with larger contractors \"~lh the obJectin:' of re\"
[ntruduced in an attempt to reduce damagt" though nwareness (rather than
case of d<UIIagc).
rcquu:emcnt or
llMEFRAME
II(enCB I July 2006
back 10 tile City
AdVe!1i'ilng and IIllIng oJ 591 vacanCies wliich exist and are
funded,
SI10l1age oJ
5taH
......
Undetermined
L. __ City wideJ:<e,allgnrn,ent and Par~ypl()CeS5eS (<;orpGate,drlven),
<:.AJ
c::r:>
Other Cape To"'" Electricity Specific Findings
Occupati(»lalllc'Uth and
Other
W
appvintrncnts
and
cunnectlof')~
\'Vhile Cape Tm'" Electricity
the RED ONE licencf'~ there was uncertainty \\ith
to the ap~
the matter: \\I,]S refcrred
the 1)e:partmcn [
the time~
the return of Ihe NERSA oPCrahfll! licence to the City in }mu:1ry
and
suhstant1allv \\<1thin the tast three
team \\'3.5 established
Directomte: Safety and Security ha~
COPP" therr.
Illegal cunnections
periodically (etnoyed by the Sen-icc to enSLU"C community safely, but remain ~1 probk1n.
cables i:; becoming a major problctn and the contractor damage penalty
Cape
Electricity has some rime ago made higb lel'el A I size drawings dcplwng its HV
circuits ;:n:ailable to make all flu/or "cxcavalon;" to make theln aWi!rC of the location of tl1t.~C circuits. 'lhet<c iuciude
other departments of Council (Water, Roads, City Parks) \\ho in tbe p'''[ Im'e c",,,cd major d~ to undergrmmd
Contractor
has not been
sen-ices.
" ,1'.1gt:',3\),
~
hap t
f
3.
r '9
Alignment between Register
PM to fWlctinnallocati(Jn$
r'U',,! Asset
Insurance
AS5Kr i\IANi\C;EMENT PLAN
Key Perfonnance Indicators (KPI)
Implementation of Strategic Allsct Management in C('''TES
4.
As identified lhtough the RJsk Management ~mJ Strategic Management J>lans~ Asset /vi"",,,,,,,,,,,,,,
1\1V & LV nenvork,
\vith fncu~ on MV
structure
LV Iletwock. 'Ihis \vill be implemented aClOS~ .ill 12
to mrl\{' forward as
Bi~t those Districts behind schedule. OosLCnberg Di~tricllo be II..:;ed as a fl)(CrWlner
is an apploach to de\'clt)r and maintain Ekctricity llct\\/ork infrastructure assets and eguipment to CllSUH:
l\laintcnance Perronn;!"ce ;\nalyses (l\fi'A)
]lMELl\
111('111('..1 \...nth 11 prim:lry focus on
of Electricitv 3.ilSers and
and arc linked to stt~ateb~c
lna"ru<efnCrU
ru-ld number of oreakJowlls
Bet\vccll
Accounting Stru-ldatds
are driven by defined ser.-ict'
Asse-t Value
len.:l;.; :1m1 pcrf0rt1l.1.11Ce
Scarce financial resources are properly allocated
•
Remaining Useful l\s>el Lile
approach Ii' taken \vhcn detenrunlllg ;;isset and l,..'<Julprnent opef-ations, mal.1llenancl"',
strategies,
Managemcnt in CerES will
as the main drJYf"r to
Usc
'I he imnlcmcmatlOfl
}·:5A
containcd in !',\S55. 1M
Master Data Management
Ftu1ctlunallucat1oll structure anJ coding coooYcntion
,n,,'erm,n<'e ru-10 Je:;;ign documcnl¥1t10n (J\)a<;tcr Data Control)
Cl,sorf,c,lti()rl of functiunal kx:atiotlf::
Rt:shnnsibilitv areas: and <lc1ual
defined
SAP roles: Re,.profiltng an.d loh.: Jcs1gn
M,lll<1gemetit
Data
2.
ASSET LIFE CYCLE
~<kJi . . .
.....
(Years)
,:',
"2,' " Asset Life
IV Tr:msfomlers
HV Lines
HV Cables
'-'- ..
IIV Substation Equil'rnent
i 1V 'fran s formers CI'rans[ormefs and
Iir)i-subs)
MV Cables ,nd Lines
MV ~ubstatio[ls Switch Gear
.V Network
Netwo(k i\hnagement (SCi\Di\, Load
:ontrnL Quality of Supply)
=()J'L"Ufner meters
SAP Asset Management Plan for Distribution
L
and Mean Time To Rep,ur (l\rtTR)
fdcmetrv
13uildint:ts
-;cneratiorl
Process Design
PLl(~
4>; XI'LE
4<>
......
45/50
45
~
0':)
50
t+;;;.
J)
15 Pr<p~id
.10 C(cdit Meters
()
)()
,OCkil Works
10 Plant ;llld Ec]uipment
Distribution Task Group
Asset .\", ...'"'Nn.,, In;"' ..... ,"'.."l
Asset
'nIt":
rnechanism to be used to implement
creation of a Distribution Task Group for the
'Ibe Distribution. Ta...;;.k group cOnsL.<;ls of:
MaitltfH;1I1C<' and Op<;'rau( m
Corrective Maintenance
Pren..'11tath-e i\,laintcnancc
Condition Ba.~cd Ma.intenanc('
•
COflYennr
• ERPPMTcam
Hcfu(bishrnent
•
Work Clearance M;magtmcnt
• GIS
•
;1,;>;::,
50
0
50
50
\jiX~~th';H iS~i:,,'i~~f
P*" 41 :
Maintenance Phlnncrs (Districts)
Business Infonnation
.l\Ianap;tment principles is the
ChapUt
'Ih{' Distributiun Ta~k Group \.yill be used for the implementation of asset rn~magement plan for the ivfV & I,V nCt\vork and \"ili be instrumental in the implementation of the Master Data management, 11{ocess D('sign~ llligml1cnt
between regi>ters and Kl'I'g.
Externa] Rt:soufces:
'I() be used to fast-track oata collection, purifymg data (classifIcation) and supplement shortage of skiUs.
MV Network Asset Management Roll Out plan (Distribution)
II)
HUMAN CAPITAL DEVELOPMENT Pl.AN
Thn.'e year Staffing Strategy
'nH.~ C( .Tl:"'" i~ working in the context of a local, mlilonal and international em-irunment y"here there is a
technical skills that appt'ar~ to ha\'c been exacerbated (in South Afnca at
by a. decrease in irrn~stmC'nt tn
110n. trMuing and deve[l )ptnCnl~ despite considerable access to capital nnd in
face of C011stant pressures (If gn )\\"
technology, poverty and uncmplc)ynlent.
'nus if; cornpounded \vithin the City of
Tnv"T} by tt'n years of rIgid attrition, \vhich has hroughl staff nutnbers
cknvll, but 1eft critical g:lpS. within our
a;; the attrition \vas
- I.e. the City
did not u<:;~ the aHritiuo procc!:is to shift resources, but rather <ulo\ved a f>km,,.
in
wherever the yacanCJCS (}ccuued. ~Jbi~ meant that areas where the external market \Va;;; fanmrabk.· lost a higher percentage of :-:tuff lhllil
the less competitiyc areas
Electricity Distribution in C:.lpe'1'o\'\11 hal'> been on a
path $ince the tIlid 1990':, and the skillfi
atcd a short term cci$t~ in electricity distribution
RecflIitmcnt dr-iYcs aft" takIng place m tl'H" context
of fierce competiticn:1 at a lucal. national ~Jld tntt'lnat1onal
and 3fe often (It the exp('ose of Odlf:r service pf(niders fe.£!, other smaller and Jess compecitiyt' loc31 autho.ritics) ratht:r than through absOrplioll of the wif'Jl)pluycd ot
capacity buikliJlg.
"11,c CerES h.s developed a Staffing Stf",egy to Illeet these
der of 1').0 posts per year for the nex.t 3 years starting
Trainirlg
the creation Df new
in the oras thr introduction
an Arpremicc
-.
w
c::r,:,
Creation & Targeting of new posts
for d,C 2IM)8/2(K)9 period. This is reflected
armointments will be (nade as soon as
New
Posts Created as Phasing Occurs
-- - - - - - .
I
Jan ?1J09
2
lolill
11
13
fi6
57
6,
27%
9Q
31%
42%
16
-~
157
212
100%
New posts for the 2009/20!O and 20W/201l yea" arc being identified during the subsequent yca!> !rased on sc"ice
delivery priorities.
Apprentice Training Project
In order to address the imolooiale needs \\t'ithin Electriclt}' .scf\·lces :md to addu::.'ss the above issues ()f'l a sustunabk
basis, an apprentitcshiv project has heen inUC)lh.1CCO to targe:t strntegic enhrineering areas. 'TIle (\VO vcar prolect will be
mn tn-house to allow for to-house tr.nning skiJls dcY(:,loprnent
\"\'ith 2 \"ith facilitators ,lnd a project lead~L
apprentices
too
c:.n
(he tirst b'fOl'P of electrical arusam by November 2010. A further 10 mechanical
group that commenced in November ZOOS and will primarily be trained at a FET col·
Chapter' J
ENERG1" SAVIN(; / Ef'FICIENCY PLAN
.'\ J..carner Technicians' Training prohlTfltn hilS also been establi~hed and ha~ comm~nced in
2009. Pr()vi~ion
hlt$ been made to U"a1(1 10 leaner technicians for t
the tields "\vhcft, ~car'ce skills exisL
the completion of the
rhcs-c students \vill be evalualed and if
suitable, \"till he placed i.nto vacant technician posts \vhere such
'nl1s program v.:il1 run for the next 3 years until 201 L
It i, erln.aged that the funding of the
incentive grant!; from the National
\"ill be part subSIdIzed
l..'und fOf organizations ,\rho
apprenticeship
of ~ec\lring
schemes.
In accordance
the City'S draft Energy and Climate Change strategy:
Promote the use of renewable energy as follows:
Market and ,ell at lea,t 60"'" of the l,'fcen ElecIlici!y to be f'ureh.,ed from
Training & Skills Development
'l '5 or abon~
Due the teclmica1 nature of CCTES business, the :111m 15 for a staff compliment w1th all
st~ff will be trained throUIlh the
(in terms or the c{)cr
ship prOhT'f:un 10 fill thi." le\'el
'nie Training C~~f1tre is accredited
GO\E:Ul1nent SETA, An irutiatiyc
also underway to encourage releY;'\!lt statT to ohtain the
Cornpetency and to prepare for the
of the pending lcg:i!>lation governing the engineering
in South Africa. 11,c payment of Public
Uscr Permits (prDP) fees on
An employee orientation
p(()~m is being developed which 15 aimed at ensllring that
an new e.mployec5 have rh('
a\'/<lreness and skills
becorning pruJuct1ve, This program v"ill be introduced \vithin the first
gutlrter
Similarly all current empl<'yees wiU also he streamed into this emplojree orientation prOl,:rram, thus
ensuring \\-'{ H'kplace safety and compliance.
ncceSSllrv
cllC
Darling Wind !'ann.
Promote and facilitate the implementalion of other brbte scilc J...,rrid-connected rCfle\\;,lbJe generation .systcm~
\vher<.: practical
\vith tht, EnYlronmental Resource 1VlfU1<l.2erncr'lt
abrea~l of national -,mJ pro y illclJl
tariffs, Cmbon credits and
In partnership \\,-ith the Euvlrorlrnent:ll ResoLU-ce Management Dirccto!',Ht> promute:
Energy Efficiency and Demand Side Management as follows:
Establish and implement an Energy EffIciency (EE) and Demand Side Management (DSM) policy.
Promote Eskorn'::; I~r'lerp;y Efficiency and Demand Side Manageluent prop;rrunmes to the City)s dectricity consumers.
P((J\'ide an in hou:::e consultaney to other City Branches regarding EE 3nd DSIYl and rhe Eskom DSl'o.-1 program.
Estahli~h and maintain all on-line EE and DSI'\f resource
.""
......
~
0")
0":1
,
:p~45
h {( /' t
e,.
1
Low Cost I Informal Housing ElectrifICation Projects:
Connections completed per year
ELECTIUI'ICATION PLI\N
14.000
12.000
10.000
"=
0
tl&
tric,l
C
C
..,
0
._ _ .1'
6.000
=F.II1,ai
6,000
-Total
4.000
1\
dwt'ilcrs in fonnal
arel:;.
2.000
Certain inform;:!! ,ueas ;:ue exeluded Jrum the electrifica.tion
,l.4,e,~~&
,,"i' ,<;" ,<If' ,'>' ,<s'~
~
Owcllings are below the 50 yeo, (lood
DwcllinbIS are in ro-ad\
~
(1.,,".4
~~~
(\~
,,g.'" ,<iJl"''''''
,"i~ fI,<5'#@fI,<§>"<> fL<S'fI,<5'#<:l"fi,<:l"fI,<§>(I.<:l"
~\
,,\ roO' ;>.+'
~:\\
;~~~###~~~~,##~~#~#
«,,<:P
,df,"~
and pmvcr line fCscn"es
Financial Year {JuIiJun)
D\vellings: are on priYate property
Electrification is an
continue over the
'Ihc City Of Cape Towll', ID!' quantifies tbe human settlement cballcng<> and prm<ides a response through the following progranlllles:
connections in 1I1(ormal ~uea.<; are: found in the portIon 01 the btelro
Eskotn \vilI only ek'Ctrify
\\iith fW1ding from the Department of l\linOME fWldill!'. WAS onlv
to IOrmally pmdaimed townships< Wid, a
electrification of in formal arf'3S which j
to complete 3470 informal connections 10
2010/201 L
,\t thi.,
proCC$!'\
which
f01l0\v5
on the creation of houses for the homeless and
Accelerated and new housing Jen.~lopment (Fonnal hOURing)
Area and illub:uate~ the increase in the dectrific<lt1oll of infofll"Wt hl)use-hokls post
C:oCI' Electrificilri<m dtparunent.
of Capc
CJ..:j
Area Based Urban Renewal (f'o'mal HOllSillg)
therefore
HOllsing delh ery 1..<; howcycr ~uhject to many forces slJch as, ecorlunUc
house
of suLsidies~
\,<111da1consttucLion costs, political interferences, conununity dynrunics. difficl.dties \vidl
isrn and innl:sions. 1hcsc factors result in the number of completed houses behlg \'err difficult to forc(.~nsl with any
degree of confidence which in tum affects the \ alue of the Grant funding fur which W{~ can apply.
to lonR·tcrm.
'1 he rigurc bckn.... indicates the number of dVl,.dling~; dcctrified since 101)") in th(.~
.......
[nfonnal Settlement UPhl1',Hle Progran1!ue
T'tlWn Mt'trnnnl;t~n
Stacisric~
'fhere has been no indication to date of any allocation to the \Vcsterll
ernment sonrcC's ft)r electrification infrastructure in line \\tid) 'President
ity.
or the
Yision
reauirement and deliverable:; tn lerrns llrllOusehokl conrlcctions are
m
Tahle b~are giycn in the foUo\ving
The infurmal
afe bU$ed on the
iection of the
in informal settlements to the end of the 3 rear
electriflcation progr.urunc derived from the housing plan.
<
~ Pftge4?
~ ~
c:::n
-.2
PLANNED ELECTRICITY CONNECTIONS
1J.~~~
~2010/2dll
i
(
..
~-fAAII
->
~.,
li;
~M'
\,,/
1316
4316
5632
.
Exlcrnal Gran.t. requirement
.34
'rural requiremf'rlt
Ekt/l1l't(y (Ollllrrlilmrpillllilt'd <lJlfijimriilll, rr.qffin!1Jlfllt «.vcr flrea)
'Il,c distribution of the
projec:ts~ lS
tndicated by the planned cunnection numbers
l-'">ef
area a.s shown helm,v
~
.......
<:J..:)
~
ex:>
FREE BASIC ALTERNATIVE ENERGY
households, in this regard.
hy Gon::nmlents p:ru~ralIlmes
V~tr10US
sefyiccs
with resne,ct to
ergy 11) lOO). \\1th the aun to
Department OF Minerals and En-
the!! bastc energy need};. Ho\yever the programme fiuffcrs in most areas
this the Dcpartrnrol realised the
basic allcrnatlve en<
need to SUPIXJrl indigent huuseholds that reside in un-electrified areas '\>"lth
rehrard. the policy on Free Basic j\ltemat1ye Energy is intC"nded to proYkie iw.ligent households \...ith
\vhere e1ectndty 1S not availahle. Since it is the local sphere of government that i~ tasked with discharging
a sero;;icc) there is a need
strike () balance between a oumher of factors including but not limited to: a.... aiJability of energy sources. nlloc:_Hed funding.
'TIle combirlauon of our tbree' current progratn.mcs natllely:
National Electrification Programme, Ur~e Basic
of the Department will go
long way in imprO\·ing the
and Free Bastc
i\lternatiyc~
of life of the less fortunate
under the
Africans.
R'1B" 49
~
Chf1plrr
Scope of Project
1)
'(he
of the
is to ensurc a sufficient ami reliable supply uf electricity to the OlD and the
nC'w
and its
'111erc is insufficient sparC" capacity at $Ut'TOl.LlHJing subst.H1ons and no space
to extend them, hence a main substation at the nC\v stadium to provide the capacily i~
'[11(> 1111tial prop()sal for rClnfotef'ment of the
to the CHI) proyicied for nvo 132 kV
from the current intake point at ~Iont.ague Garden£ to
s\v1.tching station. lb{s wOl..dd It'ave cost !,(Jrnc
R (0387 (X)O more than the solution being implemented
for future expansion. In ~ldditlnn, substantial upstream re1l1fofcemeDt costs would h;we bt"Tn
Numeruus
for network contiguration were studied in combination with I':skom and
economical
term solution meeting technical requirements \\tas selected
lOIO SOCCER WORLD OJP OVERVIEW
oyer the next 15 years tll the
cates
grm""Th from dcw·lopmcnt of V;1Crult
the demand ,\1v1U exceed the total finn
buildings
by 2012 when reinfurcement will be r~quired. The
Town CEO, including District (, antl Culemburg, indi~
dCflsification and upgt:<Rling/refurbisllInent of existing
network of 2'15 MV A
stadJum in Green pOJnt will .tlel an estimated .dditionalload of \0 MV A. Wiu, this atlditionalload
MV A load from development stimulated by the 2010 we,
in the
of the stailium, the capacity of the existing network supplying the CIID will be exceeded by 2()()9, It essen~
t1;1) therefore
proyide additiunal capaCity to meft the
Project Budget
lht"re are 4 components to the wOfk required, ~Olnc are requtred by 2010 and others are directly attributable to 2010 (See budget summary):
Foreshore
l'tahun: Rtinforcement of Rogge-baat 33 k V
ment of Fore~hore
kV $\vitch.ing statiun and rc-collfiguration of the
been included in the apprf)t-ed 3
capital progr~m and compnl'c1> a D2 kV
r~placing the eXIsting 20
}}j II lV (x)wc. to'Jnsfonners ",ith 50
transformers & a new 19 rand MV $"itchboard, '111f('e 80 MVA 1321,3.1 kV
transformers 31 Roggebaai, have already ix'en replaced "ith two 90 MVl\ units as part uf thiS rrojocL
Green Point rruun suhstatioJl does not h"Ye the:
to supply the additional load; therefore a ne'.v
main substation \,,-ill be requir(~d in the v-icinity of the ::;ladiu1TI.
notified maximum denmnd at the intake point
from Eskom must be lllcre:::k<;ed to provide the additiunal capacity required_
Location
Reinforcement
the supply to the CBO: Accelerated i:mpletIlCf1tatlon of reinfvrcenlcnt of lhe:' 132
h V supply into the Cape Town eBD and pH}yiston of additional capacity to
!vfouillc Point
maiu substation. "l\vo 132 kV unuerground cable circuits
installed,
capacity of
the
net\vork to Slipply the CBD in combination with
network to
posed
will be increased to 500 MV A which will catc. adequately li)f
in the CBD ;lnd Eskom's re(}lllrernents,
Mouillc Point rnal.11 substation: E~ tabhslliIlcnt of a ne\v substation ~t the stadium 10 ~upply the 11('\\,
Green Point stadiUtll and precinct and housing two 50 lvlV;\ 132/11 kV rO\\'Cf lrilnsfonners supplya MY s\\,itchboard, 'l1,e substation "ill he supplied ,~a 132 kV nndorground cables from I'ore~
switching station.
Increased tr)take
"Il,e notified maximum demand (NMD) at the Eskom mtakc pumt "ill be
in NMI) of 86 MV;\ h", been requested, Esk~n \\ill deliver 'his
at Tafclbaai substation. Of,!.is capacit)', Wl\lVA call be wllsidercJ (C. be ilife:t1y
to
2()j()
"
1>,W Sf
-1
needs.
e c tId.city .$ e rv ices
....
~
c::t::>
~
~
(, II
..;.J "":<'!
If
pI f r ! I
"'II!! ~
,~;
~g~
TARIFF ,\DjUS']'I\lENT & I I;\IL\J()NIZATIUN PLAN
<>10
~
NE~S,\,
on an annual basis calculates all
t.ariff guideline incretse which is then sent to tnunicipal distributors as a gujde itl
their
Innff..;. This guidelme docs not preclude a disrnbutor [rom
the legal obligation to am)lv 10
Hegu)ator for
incfea:;e~ before implementation, \Vhcn detemlltllng
the percentage increal1e
were considered:
Q
N
o
'"arirr
distributors (electricity purchases by muto supply end-tL~c customers);
co~ts
The economic outlook and inflation;
The analysis of other muaictpal cost::; besides purchase costs such as operntlng and maintct1anc<--~ costs;
Ta_riff rationalization \vithin a detn.arrated area and \\'1thin a H..ED boundary and;
N ERSNs rcgulalory objecti\'cs,
preVIOUS years' gUJdeitnes, mumctpalities were 'advlsed 10 start the- t,lriff rationalisation process witll1f1 the
demarcated boundaric~. on condition thal customers arc not suojccted to \Try high increases alld that this is
done on a re\-enUe neutral basis for lbe dlstributor. The
around tariff rationalisation Within a future
RED is an ongoing process ~nd it is foreseen that an
strategy in thi,,, regard must be developed so lhat
there is a common ut1dt'rslandin~ as to \vhat tanff rationalisation within a RED actually entails. To eIlS\1t"l~ taciCr
ratiutlalizatron~ munjcipulities ha\'{~ been
into the expected fUlure distribution 1I1dustry structure and
benchmarks deve10ped for each grouping.
grouping used currently is the six RED rl:'lUdcL
One of the Tnain objectives of the F.1)1 restructuring is the developmf'llt foInd implementation of tanfts \vhich are
reUectiye, This will be infonncd by " National Cost of Supply Snldy that will be done by N EH:iA that was
to only be completed after the establishment and Iransfrr of CerES to REDt Once established, RI':L)1 will need to
undertake a prolect to adlust .nd harmonise the tariffs within .ts borde", Ibrougb the de\'clopment of a tariff adllJSI~
ment and hannorusation plan_ The wagra.m below shows the t1ecesg~uy components that \voulJ fonn part of the taritf adjust111eut a1ld harmon.isation plan,
g
...~
.:-:
w
g
m
~
:5
~
-
-.
~
~~C;
'<t
~
'00,
Until such time as CCTES is tran"ferred to RED 1, the following principle.s, \vhich are in the long term interests of
lhe electricity consumer in South l\fnca, will infonn the annuallariff adjustment process:
1-0-
«W
>~
., '"<:
'tl
~'.;::;:
"0 .!!
.S ~
e
~
,,'tl
",:I
CU
=
«;-c:
o
ElectricilY tariffs WIll, in the long I"rm, retlect as closely as possible the underlying costs of supply for the rna
jority of the custorners. This will en,sure Ihat customers nlake ral.Ional decisions on electricity consumption.
and that the correct lcyds of reSOurc('~ arc, over lune, dedicated to e1ec.tricity supply in South Africa. Conslderaljons of affordabtlity or elcctrlcity should be taken inm account) in both the short and Jongn-terms. Tariff
......
W
-...J
o
adjustments will be tntfexiuced in a phased fiunner. ttl order lO gh-e customers the opportunity to respond and
behu\'iuur accoroingly.
Elcclrlcity supply to substantially low income households will need to be beld bdmv full cosl-reflective Je,-cls
in the medium to long-ltrm, for social development reasons. 'I11i:; 1S cnticnl element of goycrnment policy,
and the City \vill he placed undr! nn explicilrcgulatory obligatton to offer "eIecrricity lu,\lC: ,en-iccs support ttlrift~" to poor huuscholds; and
lcvjc~ or cross-:mbsidies \vill be tmnsparent and the (:it)' sh()wd PIUlo1dc suffiCIent infor:rnation to customers m order that lhey may understand its purpose.
{l
Pf
rr
f:}
RISK MANI\GEMFNT PLAN
and related
Good corporate governance uietates that a business should develop a l1sk
l\ ftlsk management nrncess as indicated belo\y has been utilized to look gt
I':"e()f anu to manage
RA.t ~LillafJil!Jfnf C;-ldc
A Risk assessment
A lIdit. The result is
review:
was undertaken
Risk Mattix sbo"TI
RED1 and sunnlemcnted
which is
the
Management Plan
......
High Voltage Distribution Network Infrastructure Plan
On a fi~;k matrix. 'flu." likelihood
to
graph refers to tlle
as h:-:ted.
an impact and the scYeritv (If
be1o\v. The numocrs on
CW)
-...l
........
~~1
f"r._l>.
i
1..-___
I~
D.....s..L;c.o.,
I
I
!: • ..I.~~ It
FfrSt
M'an~r
Almos! ;;e,tuin
lij1\Se- with $:t>~i.?"'1oh.~s to sh;:o;e.
CCTES
VanagE-rierl:
K
Ullely
REJI
Mo(l"",ate
SMCl(<l! I Slaffi flIHq...
RES 1
I Loss ofiM1illltional
knowll!<fge
St,i,O(,e
q....J"t;,' hj~"f 'l"r1'act'ed ate3!i ,!.
'f1t:faat(lt'l meast.r'!!~. Gee" IiC
tOrp:1P2t~ 1::o"Ocesses
CCTES
Impiernil"t ''1(1 ....te~e rnaI'!IJ'geff'"e'1t a"~
st(ccesslo"'l p.anr':lniJ
ceTES
M.?de-:~~
cCTES
&. ar,J!Ysl'5
\"ano,~elTler~
H
0
Unllkcly
0
0
~hlnii.~E'nel"~
Rare
'~an,3:3erner::
REel
/!IE"., ...
L".. of Weal .k!IIslo
I olh.. i!Id;&slries
De.'.;i:i'oe
;;1:1'\d:
."rr~lef:'ient
InsIgnificant
Euffng
,~ud'.
EE::1
C>iticalla,l:oi::IIrissJoes
dIE 10 re-alianm....t
Minot
¥:J"<i'~eMl!tr,:
CC~'l\T~n}ciilio"'l & -:n9l~f",e,~ ,\i'lh !taH ti~.:I
flJ5i.el'i1'.g 10e" ~l-;l!Ol'!;h,p ""it!'!' U.,l an
Modefate
MdjOf
Cato'!ltrophk
IMPACT
I
NOTE: AU projects should be illlplem~'lted before the rlsk ptatllflo exceeds:., ,noderate I Isk os
Indk<'lted by "the solki Ih'e
(CTES
Van;;:3'E>nl!tl",~
.....
CSTES
~
~pt;$a1tJb~~
D!~if:!1,
i.,
NE~ SA CI)I'I'~"'1iv't-
Ar:fQr
P~:1n
Var'lv~eJ:1e,",:
Roggebaal Upgrad";,l
1
Atl'lione - PhilipPI Remfcrcemem
Rosmead :\""enue
Oa~c:ale
Var;~''T,e!''l!
, P"gt' 57
Tran~former
Replac:..em£!'nt
- Boslon: Replace 33 kV Cables:
6
Cenrurl Cit...'
17
2010 CSD Reinforcement
10
Parow Scutt. Upgrade
~9
S;:;am! lJpgllide
AtlantiS Neutral Earth -Resistors
20
6ell';ille Soulh
Ci~i
Upgrade {Belhf1Re)
21
Retreat Remfcrop,ment
Rosmead AVerJue Reinforcement
22
aTJ InlerlOckRilpiacement
Kraartonteln Upgrade
23
1U;V Mclin Sub€~t;on &Nltch9t~fjr Replacement
Booon: Tran5formfti Repklcemenl
24
HV 8w!tch{Jear Repiacement
10
Clov€illy 66 io:.V Gas C~lble Replaccrnt'lnt
25
11 kV tM.n Sut/staMn cirW't bre81<er rttplacemenl
~1
Kaeberg Rd Switch S:a.liOl'l Upg. Ph<lse l'
26
Gordons bJ.!j' NER
12
See POInt Ph~ 2 Tlarl1;iformer Replacement
27
lan~cl;o'Jfg
13
Cit>{ Upgrade
~
MOfltaQJC GArdens MS Upgrade
14
MUlZenberg - Phase '2
29
Cansol Glass
15
3!ssctmp Road
-.J
l'.:I
C /r
(1
pI
i'
r
f 6
m.
PERFORMAN(;E i\lJ\NAGEI\IEN'j' & GOALS
Ntn
,~!~t'O"'$
WH\K.":>C!'!i
~~f,~lj.c:~ . pl;m
Go,a!1
Go~8-
R.liatD
BrMlded
51JIIIlIY ..
c.........
l~C¢R
MNPee
pe:- Tcn1/'I
S\fI$l;tts.e~ce;,"""':!'\i'I'\$"trm¢o'ltl\~l1S:
Perfunnance
b(~t\veel1
maI1agem~n
\---.
performance are" (KPA,) amI indicators (KPls) a$ set out in SDA
ff) ensure:
the
:\ culture
t\ culture
+I.l,~ o~ p~!>ti
',oM.16
~-i-~I'C~
s<'d
:",iti°I':II1!'l'\~
A~!!~ ! 5316 ,5. f\.;,,¥'.If
!Jw'itj
?!
S~p~
T~ch~'C31
~f".l"~I1lE-!115
'the tirst group rdates
through tIle al1ntlal ~unicipal
funded acuvities and ,,,ill be integrated
process. These are:
Cl.i'S:::rn~ Ser.·"'!~
t Snlt;m! P
.
",pIC 'i~t·1"I
I g""." S~,""c,·C;--
NCV."1I1stallations / connections per month against electrifjcation plan
r,:;-"'''''R''O"",,,':--, ......-+---'--~I--_
Suh.idised connections per m(mth against electcificati()I1 plan
~c"~!i~t_~~~~~?;"111'I',,f!Cii~t
"nte second gf()UP relates
t()
ongoing
fUlal1Cial
accountability and
,
.~.-
--,.-,-".', --'_ _-1-_-'-_ _-'-_ _ _--'_ _'----1
be reported to municipalities on n {nondll}, ba-
si~.
Actual capital r111ancial performance against monthly budget
Acntal operating financial performance against monthly budget
R(''\-el1ue coUcctcd against hilling~
.....
Progress made \Vith ratlonali,ation of tariffs
l\ctual bulk purchases
Internal business KPI have been
Departmental SJ .)HIPs. 'Ine,e are used
dcctricily solJ
as
of the operational plan and
contained in the Directorate and
to monitor its internal buslI1es~. ~nlesc would coye!. aT-caS
lcation
Access / Sales & Resenue
/ Technical ~leas\lf'emCnl$
Street;1Od Public lighting
Financial
Business Efficiency
I Iuman Resources
Risk
Coqx}rate Social hlyeSlinent
seeks to map KPl's to strategic
Auditor General! National
crmmce ,,,ill be Jcn~l()ped and complit.:d to.
-..l
~
Planning
'Ihe
~
re(lutre:ments of i.nstitu~
good corporate gm'·
P:Jg<"
s9
h tip / e
terna] Financing Fund (EFF) U)r the capital budget as Indicated bekm..-. 'Inwen;>r. fin;mcial sust.ainability 1s
dependant on rnaintaining and improving the C(lUf"ction of ::lccounts rccci\":lble.
I
l11c grant funding intended for electrifIcation
FINANCIAL PLAN
'I ht: planned change is premised on the
is baseJ on the histonc information and
'Ih< budget
frame\vork that \l.t111 allow j:in:mce nl11ction to acid value to the
operational reahty is illustf'.1ted belo\v:
F:n.111Cid :£rt..:~:!tol~nt
'3:t:f:l:t"'f! ::&.lr..;;:gE.tl1ff1t
---.. --+-
Fl~l&g,
Tu
:-en-es. The ptlx:cs~ to mnn: strategy lo
C;)H p22.r:...ning Fiu."\J'!.CLU
& T t:.:1-'Sarr
.'<,.;: rn"<.d~til~
c:'peJ.:.lti?n~
---flo
---flo
~
PetiomuncE'
:l!:magurtttt
&00
--;..
:350
_7
«
·1s&...iICIon~
fwirY~..1
"UQ,,"PIilve1l1e1lQt!i
""'-Y
i~
----
450
-,Nt
""""""'~
. priorillzod?
• Where de we Y:tvett?
• WMt are ~ tal &
have to be "pplied for at DME.
The foUow1I1g graph indicates the actual arid the phrtned capitru ('xpenilltllre on the tnfrastLUclure to address n:furbishment and gro\vth, It is critically import.mt that a benchnuuk for the investment in refurbishment is eSl<lblished in accordance with international be,::;:t practice to ensure good quality of supply and excellent cllstorncr and
delivery serdce.
• Iiow.H'urlltOftls ....?
• Whete are:wegomg?
ht:~aY't1)'
200
150
~nle resource allocation prioritisation i~ irnperath-e h) ensure d~ble arid sustainable financLll perfort1l1u.lC(>.
'1llf' finariClaJ plan is cogll.iLi"-e of dle follO\\ting key co~t drivers:
'0
2002/03
Bulk t"flcrg:y purchases
I luman capital cost
ltep-airs 211d 111a1ntenance
I)epreci:tt1{)fl
2003/04
2004/05
2005/06
2006/07
Z007/08
';:009/10
2010/11
201'1/12
..
Herewith are the dral1 capila! expenditure budgets and summarized income statement:
Shared services and Surcharges
2008109
2009110
20101;-1- ~;2
Actua!
f3udget
Budgel
Budget
Rm
Rm
RIO
Rm
Rm
-..l
loftastructurc: Growth (Stengtehing f EJqJanslon)
236,5
402,0
410,7
435,3
.~
Infrastructure: Refurbishment
158,0
36,8
107,8
112,9
31,5
100,8
'~3,2
Eleclrlfit:41tion
249,8
160,7
33,0
31.0
185,7
'177,4
32,5
161,5
33,0
30,5
791,1
30,5
837,2
0,0
0,0
Call:lgory of Expenditure
Key Assmnptions
lJnlf:'ss othet\v1se stated, fwaneia! modelling \vill be based on the policies anti practices outlined bdo\v: The
fr)lk)\\;tng structural ::lSsumplJOflS are made:
Contribution to Rates Account - ba~is of calculation
Current contribution
Facilities, VehiCles, Equipment
PubliC Lighting
+ grO\I,-th +
Total
CPIX.
Infrastructure: FIFA 2010 Strengthening
governance costF-. Depending on ruJj~"fcnc1ng
costs must be set up for the fullowing areas;
134,7
Budgel
0,0
539,1
97,2
47,2
625,4
2007105
2001ll\l9
Actuaf
Budget
2009110
Budyel
Rm
Rrn
Rm
Rm
Rm
280,4
161,1
0,0
15,4
280,9
180,7
327,9
207,3
0,0
352,1
209,9
372,2
0,0
0,0
14,0
13,5
144,5
61,2
746,2
0,0
f'lUICtiOllS;
Capital Budget
Source at Funding
External FinanCing Fund (EFF) - Loans
Capda! Replacement Reserve - Revenue
lnvestmentg
C:\PFX ceiling on EFF set by City's Ct\PFX envelope is used,
Caprtal Replacement Reserve - Ward Allocation:;
Grants
,,,[)erltlll:ure Increases - Z(KI8/2(K)9
23,7°0
\0
Developers Conlriootions
2()09/Z01O
Privale Sector· Consumer Connections
Revenue
. Bulk purchases: 40,(," Q
1hc
'nle
'l'o\-vn hAA been ::l~signetl an Aa2.7.<1 long-term credit
indicate a ~t.rong capacity to repay long-tellTI liabilities.
Total
Ex-
Pllgl',M
.......
20071\lS
Capital Budget
-----
54.6
26,9
0.5
539,1
6.7
2010111
2011112
Budget
Budget
220,1
34,9
105,4
31,7
123,3
12,0
136,0
68,3
75,2
80,3
4,1
5,5
625,4
746,2
6,0
791,1
837,2
6.5
W
ELECTRICITY SERVICES DRAFT MACRO OPERATING REVENUE and EXPENDITURE
BUDGETS - 2008/2009 to 2011/2012
200710B
Subjective category
Actual
2008109
Budgel
Growth
Rm
Rm
%
2009110
Budget
Rm
I
I
REVENUE
Sales: E,dernal
Sales. Internal
Contnbution from Rales (Street lighting)
Miscellaneous Income
Other
Total Revenue
AFR
1~~~::~Ulion 10 R.les
ITotal Expenditure
Surplus I (DefiCit) to be funded ex
accumulated surplus
(3227)
13 1
6
(21)
(125)
(3504)
29,9%
631
99
33
330
23,7%
3605
3327
278
40,6%,
31,1%
64
10
230
268
436
199
220
34,2%
6124
402
94
13
209
90
26.1%
-4.4%
30
295
129.1%
41,6%
914
914
0
2563
2563
0
37
0
203
216
327
142
37
49
74
231
244
397
180
166
4831
3595
/So,
(1301
\l-/¢
I
(5465)1
(4 209)1 30,4%1
(208) 59,0%
(149)(15)
(121)
(4701)
510
Growth
33,9%
33,2%
14.4%
12,8%
21,3%
22,1%
(60)
814
111
37
381
9,7'Yo
26,4%
26,4°/"
5639
27,5%
27,5%
20,5%
93
10
293
300
742
104
35
364
17,5%
4483
4205
278
29,8%
77
10
-0,5%
i~:~~
~~:~~
262
263
461
210
267
26,80'/0
7288
10.0%
10,0;;1.)
11,7'%
29,8%
5,7%
5)%
7,4%
13.9 %
5,7%
5,7 0/<:1
5,7 %
22,1%
19,0%
5361
278
5,8%
5,8%
7,6%
20,9%
488
12,0%
5,8%
5,8%"
222
324
2;~~
8711
19,5%
(68)
I
~I
g
~i'~'
i
~
...a,
~rrrI1WaE~~i~B~~I~
~i
;'(;
c:~
(iJ ~,
c'
<>
"=;
(lj
i!?1
.;
.....
W
-..J
(..n
~
)J0
r