WATER SERVICES DEVELOPMENT PLAN
FOR
CITY OF CAPE TOWN
2008/09 – 2012/13
(Status: Draft 2a)
Link to the 2007/08 WSDP on the Internet: GOTO
Link to the 2007/08 Executive Summary
Link to 2007/08 Presentation GOTO 1b
Link to the 2005/06 Annual Report GOTO 2
Link to the 2006/07 WSDP
Link to the 2006/7 Executive Summary
Link to the 2004 WSDP Review
Link to the 2001 WSDP
18 April 2008
Amanzi Obom Consulting cc
Registration Number: 2006/099058/23
VAT Number: 4040238984
7 Forth Road, Rondebosch, Cape Town 7700
Tel & Fax: +27 21 685 6426
Email: johnframe@telkomsa.net
TABLE OF CONTENTS
CITY OF CAPE TOWN
WATER SERVICES DEVELOPMENT PLAN 2008/09 TO 2012/13
ITEM
DESCRIPTION
PAGE
ABBREVIATIONS AND DEFINITIONS .......................................................................................... xvii
KEY TERMS ................................................................................................................................. xviii
PREFACE ....................................................................................................................................... xix
A.
INTRODUCTION: STRATEGIC PERSPECTIVE AND METHODOLOGY .................. 1
A.1
GENERAL .................................................................................................................. 1
A.2
ROADMAP OF PLANNING FRAMEWORK................................................................ 2
A.3
STRATEGIC ANALYSIS AND METHODOLOGY ....................................................... 2
A.4
IDP METHODOLOGY ................................................................................................ 4
A.5
PROGRAM INTERACTION AND DATA EXCHANGE .............................................. 10
B.
ADMINISTRATION .................................................................................................. 11
B.1
NAME OF WSA ....................................................................................................... 11
B.2
STATUS OF THE WDSDP ...................................................................................... 11
B.3
WSDP DRAFT TEAM .............................................................................................. 11
B.3.1
Water services authority ........................................................................................... 11
B.3.2
Consultants .............................................................................................................. 15
B.4
PROCESS FOLLOWED .......................................................................................... 15
B.5
COMMENTS ............................................................................................................ 15
B.6
ADOPTION RECORD .............................................................................................. 16
B.7
WSDP COORDINATOR(S) ...................................................................................... 16
B.8
PROJECT MANAGEMENT UNIT ............................................................................. 16
B.9
DWAF Asset Transfer .............................................................................................. 16
B.10
General .................................................................................................................... 16
C.
EXECUTIVE SUMMARY .......................................................................................... 17
C.1
ESSENTIAL QUESTIONS ....................................................................................... 18
C.1.1
What is backlog........................................................................................................ 18
C1.2
What is the status of supply to higher levels of service? .......................................... 18
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
C.1.3
Cost of eradicating backlogs .................................................................................... 19
C.1.4
What is the strategy to eradicate backlogs? ............................................................. 19
C.1.5
What is the status of all water infrastructure............................................................. 20
C.1.6
Effective management ............................................................................................. 21
C.2
WATER SERVICES BUSINESS ELEMENT SUMMARY .......................................... 21
C.2.1
Socio-economic profile ............................................................................................. 21
C.2.2
Service level profile .................................................................................................. 23
C.2.3
Water resource profile .............................................................................................. 24
C.2.4
Water conservation and demand management ........................................................ 30
C.2.5
Water services infrastructures profile ....................................................................... 33
C.2.6
Water balance .......................................................................................................... 44
C.2.7
Water services institutional arrangements ................................................................ 44
C.2.8
Customer service profile........................................................................................... 45
C.2.9
Financial profile ........................................................................................................ 47
Summary of Strategic Gaps and Strategies ............................................................. 50
D.
BACKGROUND TO THE AREA .............................................................................. 59
D.1
LOCATION............................................................................................................... 59
D.2
WATER SERVICES AUTHORITY PERSPECTIVE .................................................. 60
D.3
PHYSICAL PERSPECTIVE...................................................................................... 60
D.3.1
Topography .............................................................................................................. 61
D.3.2
Climate ..................................................................................................................... 61
D.3.3
Natural Environment................................................................................................. 61
D.3.4
Main infrastructure development .............................................................................. 63
ii
TABLE OF CONTENTS
ITEM
DESCRIPTION ................................................................................................... PAGE
D.4
DEMOGRAPHIC PERSPECTIVE ............................................................................ 66
D.4.1
Economics ............................................................................................................... 66
D.4.2
Social ....................................................................................................................... 67
D.5
REGIONAL PERSPECTIVE ..................................................................................... 69
E.
IDP AND WSDP GOALS AND INTEGRATION ........................................................ 71
E.1
IDP PRIORITY ISSUES RELATED TO WATER SERVICES ................................... 71
E.2
SUSTAINABLE WATER SERVICES SUB-GOALS .................................................. 75
E.3
INTEGRATED WATER RESOURCE MANAGEMENT SUB-GOALS ....................... 75
E.4
EFFICIENT AND EFFECTIVE WATER SERVICES INSTITUTIONAL
ARRANGEMENTS SUB-GOALS ............................................................................. 75
F
WATER SERVICES BUSINESS ELEMENTS .......................................................... 77
F.1
SOCIO-ECONOMIC PROFILE................................................................................. 77
F.1.1
Demographics .......................................................................................................... 77
F.1.1.1
Situation assessment (demographics) ..................................................................... 77
F.1.1.1.1
Current consumer profile .......................................................................................... 77
F.1.1.1.2
Poor household definition ......................................................................................... 78
F.1.1.1.3
Present population and projected population growth rates ....................................... 78
F.1.1.1.4
Demographic trends and migration patterns............................................................. 79
F.1.1.1.5
Age and gender profile ............................................................................................. 79
F.1.1.2
Future trends and goals (demographics) .................................................................. 80
F.1.1.2.1
Consumer profile ...................................................................................................... 80
F.1.1.2.2
Population and projected population growth rates .................................................... 80
F.1.1.2.3
Demographic trends and migration patterns............................................................. 80
F.1.1.2.4
Age and gender profile ............................................................................................. 81
F.1.1.3
Strategic gap analysis (demographics) .................................................................... 81
F.1.1.4
Implementation strategies (demographics)............................................................... 81
iii
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ITEM
DESCRIPTION
PAGE
F.1.2
HEALTH ................................................................................................................... 82
F.1.2.1
Situation assessment (health) .................................................................................. 82
F.1.2.1.1
Health profile ............................................................................................................ 82
F.1.2.2
Future trends and goals (health) .............................................................................. 84
F.1.2.2.1
Health profile ............................................................................................................ 84
F.1.2.3
Strategic gap analysis (health) ................................................................................. 84
F.1.2.4
Implementation strategies (health) ........................................................................... 84
F.1.3
EMPLOYMENT AND INCOME................................................................................. 85
F.1.3.1
Situation assessment (employment and income) ..................................................... 85
F.1.3.1.1
Employment profile .................................................................................................. 85
F.1.3.1.2
Household income ................................................................................................... 85
F.1.3.2
Future trends and goals (employment and income) ................................................. 86
F.1.3.2.1
Employment profile .................................................................................................. 86
F.1.3.2.2
Household income ................................................................................................... 86
F.1.3.3
Strategic gap analysis (employment and income) .................................................... 86
F.1.3.4
Implementation strategies (employment and income) .............................................. 86
F.1.4
ECONOMICS ........................................................................................................... 87
F.1.4.1
Situation assessment (economics) ........................................................................... 87
F.1.4.1.1
Economic sectors, GGP contribution and employment............................................. 87
F.1.4.1.2
Economic trends ...................................................................................................... 89
F.1.4.2
Future trends and goals (economics) ....................................................................... 89
F.1.4.2.1
Economic sectors, GGP contribution and employment............................................. 89
F.1.4.2.2
Economic trends ...................................................................................................... 90
F.1.4.3
Strategic gap analysis (economics) .......................................................................... 90
F.1.4.4
Implementation and strategies ................................................................................. 90
F.2
SERVICE LEVEL PROFILE ..................................................................................... 91
F.2.1
Residential consumer units ...................................................................................... 91
iv
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.2.1.1
Situation assessment (residential consumer units) ................................................... 92
F.2.1.1.1
Residential consumer units for water ....................................................................... 93
F.2.1.1.2
Residential consumer units for sanitation ................................................................. 94
F.2.1.2
Future trends and goals (residential and consumer units) ........................................ 98
F.2.1.2.1
Residential consumer units for water ....................................................................... 98
F.2.1.2.2
Residential consumer units for sanitation ................................................................. 98
F.2.1.3
Strategic gap analysis (residential consumer units) .................................................. 99
F.2.1.4
Implementation strategies (residential consumer units) ............................................ 99
F.2.2
Public institutions and ‘dry’ industries ..................................................................... 100
F.2.2.1
Situation assessment (public institutions and ‘dry’ industries) ................................ 100
F.2.2.2
Future trends and goals (public institutions and ‘dry’ industries) ............................. 100
F.2.2.3
Strategic gap analysis (public institutions and ‘dry’ industries) ............................... 100
F.2.2.4
Implementation strategies (public institutions and ‘dry’ industries) ......................... 100
F.2.3
Wet industries ........................................................................................................ 100
F.2.3.1
Situation assessment (wet industries) .................................................................... 100
F.2.3.1.1
Wet industries: urban and rural .............................................................................. 100
F.2.3.2
Future trends and goals (wet industries) ................................................................ 100
F.2.3.2.1
Wet industries: urban and rural .............................................................................. 100
F.2.3.3
Strategic gap analysis (wet industries) ................................................................... 100
F.2.3.4
Implementations strategies (wet industries) ........................................................... 100
F.2.4
‘Raw’ water consumers .......................................................................................... 101
F.2.4.1
Situation assessment (‘raw’ water consumers) ....................................................... 101
F.2.4.2
Future trends and goals (‘raw’ water consumers) ................................................... 101
F.2.4.3
Strategic gap analysis ‘Raw’ water consumers: urban and rural ............................. 101
v
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.2.4.4
Implementation strategies (‘raw water consumers’) ................................................ 101
F.2.5
Industrial consumer units ....................................................................................... 101
F.2.5.1
Situation assessment (industrial consumer units) ................................................... 101
F.2.5.1.1
Industrial consumer units for sanitation .................................................................. 101
F.2.5.2
Future trends and goals (industrial consumer units) ............................................... 103
F.2.5.2.1
Industrial consumer units for sanitation .................................................................. 103
F.2.5.3
Strategic gap analysis (industrial consumer units) .................................................. 103
F.2.5.4
Implementation strategies (industrial consumer units) ............................................ 104
F.2.6
Industries and their permitted effluent releases ...................................................... 104
F.2.6.1
Situation assessment (industries and their permitted effluent releases) ................ 104
F.2.6.1.1
Industries and their permitted effluent releases ...................................................... 104
F.2.6.2
Future trends and goals (industries and their permitted effluent releases) ............. 107
F.2.6.2.1
Industries and their permitted effluent releases ...................................................... 107
F.2.6.3
Strategic gap analysis (industries and their permitted effluent releases) ................ 107
F.2.6.4
Implementation strategies (industries and their permitted effluent releases) .......... 107
F.3
WATER RESOURCE PROFILE ............................................................................. 108
F.3.1
Water source ......................................................................................................... 108
F.3.1.1
Situation assessment ............................................................................................. 108
F.3.1.1.1
Surface water sources ........................................................................................... 108
F.3.1.1.2
Groundwater sources – aquifer characteristics ...................................................... 110
F.3.1.1.3
Groundwater monitoring ......................................................................................... 111
F.3.1.1.4
External sources (where the WSA purchases water from others): ......................... 111
F.3.1.1.5
Water returned to resources .................................................................................. 111
F.3.1.2
Future trends and goals (water source) .................................................................. 111
F.3.1.2.1
Surface water source ............................................................................................. 115
F.3.1.2.2
Groundwater sources-aquifer characteristics ......................................................... 115
F.3.1.2.3
Groundwater monitoring ......................................................................................... 116
vi
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ITEM
DESCRIPTION
PAGE
F.3.1.2.4
External sources (where the WSA purchases water from others) .......................... 116
F.3.1.2.5
Water returned to resources .................................................................................. 116
F.3.1.3
Strategic gap analysis (water source) .................................................................... 117
F.3.1.3.1
Implementation strategies (water source)............................................................... 117
F.3.2
Water quality .......................................................................................................... 119
F.3.2.1
Situation assessment (water quality) ...................................................................... 119
F.3.2.1.1
Quality of water taken from source: urban .............................................................. 119
F.3.2.1.2
Quality of water taken from source: rural ................................................................ 121
F.3.2.1.3
Reporting on quality of water from source: urban and rural .................................... 121
F.3.2.1.4
Quality of water returned to the resource: urban .................................................... 121
F.3.2.1.5
Quality of water returned to the resource: rural ...................................................... 127
F.3.2.1.6
Pollution contingency measures ............................................................................. 127
F.3.2.2
Future trends and goals (water quality) .................................................................. 128
F.3.2.2.1
Quality of water taken from source: urban .............................................................. 128
F.3.2.2.2
Quality of water taken from source: rural ................................................................ 128
F.3.2.2.3
Report on quality of water taken from source: urban and rural ............................... 128
F.3.2.2.4
Quality of water returned to the resource: urban .................................................... 128
F.3.2.2.5
Quality of water returned to the resource: rural ...................................................... 128
F.3.2.2.6
Pollution contingency measures ............................................................................. 128
F.3.2.2.7
Strategic gap analysis (water quality) ..................................................................... 128
F.3.2.2.8
Implementation strategies (water quality) ............................................................... 129
F.3.3
Waterborne Sanitation ........................................................................................... 130
vii
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.4
WATER CONSERVATION / DEMAND MANAGEMENT (WC/WDM) ..................... 131
F.4.1
Water resource management interventions ............................................................ 137
F.4.1.1
Situation assessment (water resource management interventions) ........................ 137
F.4.1.1.1
Targets for reducing unaccounted for water and water inefficiencies: urban .......... 139
F.4.1.1.2
Reducing high pressures for residential consumers: urban .................................... 139
F.4.1.1.3
Reducing high pressures for residential consumers: rural ...................................... 139
F.4.1.1.4
Consumer / end-use demand management: public information and education
programmes ........................................................................................................... 139
F.4.1.1.5
Leak and meter repair programme: urban .............................................................. 140
F.4.1.1.6
Leak and meter repair programme: rural ................................................................ 140
F.4.1.1.7
Working for water programme................................................................................ 140
F.4.1.1.8
Treated Effluent ..................................................................................................... 141
F.4.1.2
Future trends and goals (water resource management interventions) .................... 141
F.4.1.2.1
Targets for reducing unaccounted for water and water inefficiencies: urban .......... 141
F.4.1.2.2
Leak reducing high pressures for residential consumers: urban ............................. 141
F.4.1.2.3
Reducing high pressures for residential consumers: rural ...................................... 142
F.4.1.2.4
Consumer / end-use demand management: public information and education
programmes ........................................................................................................... 142
F.4.1.2.5
Leak and meter repair programmes: urban ............................................................ 142
F.4.1.2.6
Leak and meter repair programmes: rural .............................................................. 142
F.4.1.2.7
Working for water programme................................................................................ 143
F.4.1.3
Strategic gap analysis (water resource management interventions) ....................... 143
F.4.1.4
Implementation strategies (water resource management interventions) ................. 143
F.5
WATER SERVICES INFRASTRUCTURE PROFILE.............................................. 155
F.5.1.
Water services infrastructure ................................................................................. 155
F.5.1.1
Situation assessment (water services infrastructure) ............................................. 158
F.5.1.1.1
Existing infrastructure ............................................................................................. 158
viii
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.5.1.1.2
Brief functional description of existing main infrastructure components
(urban and rural) .................................................................................................... 158
F.5.1.1.3
Existing groundwater infrastructure ........................................................................ 158
F.5.1.1.4
Existing surface water infrastructure ...................................................................... 159
F.5.1.1.5
Existing water treatment works infrastructure ......................................................... 162
F.5.1.1.6
Existing pump stations infrastructure ...................................................................... 163
F.5.1.1.7
Existing bulk pipeline infrastructure ........................................................................ 165
F.5.1.1.8
Existing reservoir infrastructure .............................................................................. 165
F.5.1.1.9
Existing reticulation infrastructure (by supply zone) ................................................ 166
F.5.1.1.12
Schemes to be transferred: water .......................................................................... 181
F.5.1.1.13
Schemes to be transferred: sanitation .................................................................... 181
F.5.1.1.14
Schemes to be rehabilitated ................................................................................... 181
F.5.1.2
Future trends and goals (water services infrastructure) .......................................... 181
F.5.1.2.1
New infrastructure to be built .................................................................................. 182
F.5.1.2.2
Future internal and connector infrastructure ........................................................... 183
F.5.1.2.3
Future bulk supply infrastructure ............................................................................ 186
F.5.1.2.4
Future bulk sanitation infrastructure ....................................................................... 188
F.5.1.3
Strategic gap analysis ............................................................................................ 197
F.5.1.4
Implementation strategies (water services infrastructure) ...................................... 198
F.6
WATER BALANCE ................................................................................................ 205
F.6.1
Water balance ........................................................................................................ 205
F.6.1.1
Situation assessment (water balance) ................................................................... 205
F.6.1.1.1
Amount of bulk water abstracted ........................................................................... 205
F.6.1.1.2
Amount of bulk water purchased from others ......................................................... 206
F.6.1.1.3
Water supply to consumers ................................................................................... 206
F.6.1.1.4
Total physical water losses..................................................................................... 206
F.6.1.1.5
Total effluent received at treatment works .............................................................. 206
ix
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.6.1.2
Future trends and goals (water balance) ................................................................ 207
F.6.1.2.1
Amount of bulk water to be abstracted ................................................................... 207
F.6.1.2.2
Amount of bulk water to be purchased from other .................................................. 208
F.6.1.2.3
Water to be supplied to consumers: ...................................................................... 208
F.6.1.2.4
Total physical water losses..................................................................................... 208
F.6.1.2.5
Total influent received at treatment works .............................................................. 208
F.6.1.3
Strategic gap analysis (water balance) ................................................................... 208
F.6.1.4
Implementation strategies (water balance) ............................................................. 208
F.7
WATER SERVICES INSTITUTIONAL ARRANGEMENT PROFILE ....................... 209
F.7.1
Water services institutional arrangements .............................................................. 209
F.7.1.1
Situation assessment (water services institutional arrangements profile) ............... 209
F.7.1.1.1
WSA functions and outputs .................................................................................... 211
F.7.1.1.2
WSA capacity development ................................................................................... 212
F.7.1.1.3
Bylaws affecting water services.............................................................................. 213
F.7.1.1.4
Water services provides (retail water) .................................................................... 214
F.7.1.1.5
Water services providers (sanitation) .................................................................... 214
F.7.1.1.6
Water services providers (bulk water) ................................................................... 214
F.7.1.1.7
Water services providers (bulk sanitation) ............................................................. 214
F.7.1.1.8
Support services agents (water) ............................................................................ 214
F.7.1.1.9
Sanitation promotion agent: .................................................................................. 214
F.7.1.1.10
Support service contract : ...................................................................................... 214
F.7.1.1.12
WSP staffing levels: water ..................................................................................... 214
F.7.1.1.13
WSP staffing levels: sanitation .............................................................................. 215
F.7.1.1.14
WSP training programmes .................................................................................... 215
F.7.1.2
Future trends and goals (water services institutional arrangements) ...................... 215
F.7.1.2.1
Water services providers (retail water) .................................................................. 218
F.7.1.2.2
Water services providers (sanitation water) ........................................................... 218
x
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.7.1.2.3
Water services providers (bulk water) ................................................................... 218
F.7.1.2.4
Water services providers (bulk sanitation) ............................................................. 218
F.7.1.2.5
Support services agent (water) .............................................................................. 218
F.7.1.2.6
Sanitation promotion agent ................................................................................... 219
F.7.1.3
Strategic gap analysis ............................................................................................ 219
F.7.1.4
Implementations strategies (water services institutional arrangements) ................. 219
F.8
CUSTOMER SERVICE PROFILE .......................................................................... 221
F.8.1
Customer service ................................................................................................... 221
F.8.1.1
Situation assessment (customer services) ............................................................. 221
F.8.1.1.1
Quality of service for water .................................................................................... 223
F.8.1.1.2
Attending to complaints for water .......................................................................... 224
F.8.1.1.3
Attending to complaints for sanitation .................................................................... 224
F.8.1.1.4
Education for basic water services ......................................................................... 227
F.8.1.1.5
Pollution awareness ............................................................................................... 228
F.8.1.2
Future trends and goals (customer services) ......................................................... 228
F.8.1.2.1
Quality of service for water: urban and rural ........................................................... 228
F.8.1.2.2
Attending to complaints for water: urban and rural ................................................. 228
F.8.1.2.3
Attending to complaints for sanitation: urban and rural ........................................... 228
F.8.1.2.4
Education for basic water services ......................................................................... 228
F.8.1.2.5
Pollution awareness ............................................................................................... 228
F.8.1.3
Strategic gap analysis (customer services) ............................................................ 228
F.8.1.4
Implementations strategies (customers services) ................................................... 229
F.9
FINANCIAL PROFILE ............................................................................................ 230
F.9.1
Capital funds .......................................................................................................... 233
F.9.1.1
Situation assessment (capital funds) ...................................................................... 233
F.9.1.1.1
Capital expenditure (budget): water (R Million) ....................................................... 233
F.9.1.1.2
Sources of capital income: water (R Million) ........................................................... 233
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ITEM
DESCRIPTION
PAGE
F.9.1.1.3
Sources of capital income: sanitation (R Million) .................................................... 234
F.9.1.2
Future trends and goals (capital funds) .................................................................. 234
F.9.1.2.1
Capital expenditure (budget): water ....................................................................... 234
F.9.1.2.2
Capital expenditure (budget): sanitation (R Million) ................................................ 234
F.9.1.2.3
Sources of capital income: water (R Million) ........................................................... 235
F.9.1.2.4
Sources of capital income: sanitation (R Million) .................................................... 235
F.9.1.3
Strategic gap analysis (capital funds) ..................................................................... 235
F.9.1.4
Implementation strategies (water services institutional arrangements) ................... 235
F.9.2
Operating cost and income .................................................................................... 235
F.9.2.1
Situation assessment (operating costs and income) .............................................. 235
F.9.2.1.1
Operating costs: water ........................................................................................... 237
F.9.2.1.2
Operating costs: sanitation ..................................................................................... 237
F.9.2.1.3
Operating income: subsidies .................................................................................. 237
F.9.2.1.4
Operating income: tariffs ........................................................................................ 237
F.9.2.2
Future trends and goals (operating cost and income) ............................................ 237
F.9.2.2.1
Operating costs: water ........................................................................................... 237
F.9.2.2.2
Operating costs: sanitation ..................................................................................... 238
F.9.2.2.3
Operating income: subsidies .................................................................................. 238
F.9.2.2.4
Operating income: tariff .......................................................................................... 238
F.9.2.3
Strategic gap analysis (operating cost and income) ............................................... 238
F.9.2.4
Implementation strategic (operating cost and income) ........................................... 238
F.9.3
Tariff and charges .................................................................................................. 239
F.9.3.1
Situation assessment (tariff and charges) .............................................................. 239
F.9.3.1.1
Fixed charges: residential (per month) for water .................................................... 239
F.9.3.1.2
Fixed charges: residential (per month) for sanitation .............................................. 239
F.9.3.1.3
Volume charges or other charge mechanisms: residential sanitation ..................... 240
F.9.3.1.4
Block tariffs: residential (R/k) for water ................................................................. 240
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ITEM
DESCRIPTION
PAGE
F.9.3.2
Future trends and goals (tariff and charges) .......................................................... 241
F.9.3.2.1
Fixed charges: residential (per month) for water .................................................... 241
F.9.3.2.2
Fixed charges: residential (per month) for sanitation .............................................. 241
F.9.3.2.3
Volume charges or other charge mechanisms: residential sanitation ..................... 241
F.9.3.2.4
Block tariffs: residential (R/k) for water ................................................................. 241
F.9.3.3
Strategic analysis (tariff and charges) .................................................................... 241
F.9.3.4
Implementation strategies (tariff and charges) ....................................................... 242
F.9.4
Free basic water..................................................................................................... 244
F.9.4.1
Situation assessment (free basic water) ................................................................. 244
F.9.4.1.1
Subsidy targeting approach for free basic water .................................................... 244
F.9.4.2
Future trends and goals (free basic water) ............................................................. 244
F.9.4.2.1
Subsidy targeting approach for free basic water .................................................... 244
F.9.4.3
Strategic gap analysis (free basic water) ................................................................ 245
F.9.4.4
Implementation strategies ...................................................................................... 245
F.9.5
Charges and block tariffs ....................................................................................... 245
F.9.5.1
Situation assessment (charges and block tariffs) ................................................... 245
F.9.5.1.1
Fixed charges and block tariffs ............................................................................... 246
F.9.5.1.2
Fixed charges and block tariffs: industrial for wastewater (per month) ................... 246
F.9.5.1.3
Fixed charges and block tariffs: commercial for wastewater (per k) ...................... 246
F.9.5.1.4
Fixed charges and block tariffs: commercial for wastewater (per month) ............... 246
F.9.5.1.5
Fixed charges and block tariffs: other for water ...................................................... 246
F.9.5.2
Future trends and goals (charges and block tariffs) ............................................... 247
F.9.5.2.1
Fixed charges and block tariffs: industrial for water ................................................ 247
F.9.5.2.2
Fixed charges and block tariffs: industrial for wastewater ...................................... 247
F.9.5.2.3
Fixed charges and block tariffs: commercial for water ............................................ 247
F.9.5.2.4
Fixed charges and block tariffs: commercial for wastewater................................... 247
F.9.5.3
Strategic gap analysis (charges and block tariffs) .................................................. 247
xiii
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.9.5.4
Implementation strategies (charges and block tariffs) ............................................ 247
F.9.6
Income and sales ................................................................................................... 249
F.9.6.1
Situation assessment (income and sales) .............................................................. 249
F.9.6.1.1
Total income (and non-payment) and expenditure: water (R) ................................. 249
F.9.6.1.2
Total income (and non-payment) and expenditure: sanitation (R) .......................... 249
F.9.6.1.3
Sales arrangements ............................................................................................... 249
F.9.6.2
Future trends and goals (income and sales) .......................................................... 250
F.9.6.2.1
Total income (and non-payment) and expenditure: water ...................................... 250
F.9.6.2.2
Total income (and non-payment) and expenditure: sanitation ................................ 250
F.9.6.2.3
Sales arrangements ............................................................................................... 250
F.9.6.3
Strategic gap analysis (income and sales) ............................................................. 250
F.9.6.4
Implementation strategies (income and sales) ....................................................... 251
F.9.7
Metering and Billing Urban ..................................................................................... 251
F.9.7.1
Situation and assessment (metering and billing) .................................................... 251
F.9.7.1.1
Metering and billing: urban ..................................................................................... 251
F.9.7.1.2
Metering and billing: rural ....................................................................................... 252
F.9.7.2
Future trends and goals (metering and billing) ....................................................... 252
F.9.7.2.1
Metering and billing: urban ..................................................................................... 252
F.9.7.2.2
Metering and billing: rural ....................................................................................... 252
F.9.7.3
Strategic gap analysis (metering and billing) .......................................................... 252
F.9.7.4
Implementation and strategies (metering and billing) ............................................. 252
F.10
LIST OF PROJECTS ............................................................................................. 254
F.10.1
Projects .................................................................................................................. 254
F.10.2
Annual water and sanitation projects list ................................................................ 261
F.10.3
WSA sustainability project list ................................................................................ 261
F.10.4
Future trends and goals (projects) ......................................................................... 261
F.10.5
Strategic Gap Analysis ........................................................................................... 261
F.10.6
Implementation Strategies...................................................................................... 261
xiv
TABLE OF CONTENTS
ITEM
DESCRIPTION
PAGE
F.11
KEY PERFORMANCE INDICATORS..................................................................... 262
F.11.1
Current Situation .................................................................................................... 262
F.11.2
Future targets......................................................................................................... 273
xv
TABLE OF CONTENTS
FIGURES
1.
Figure D.1 Locality Plan
2.
Figure D.3.1 Topography
3.
Figure D.3.4a: Cape Town’s urban footprint: 1977 versus 2006
4.
Figure D.3.4b Existing Land Use and Potential Future Development Areas
5.
Figure 3, based on the above key socio-economic variables, illustrates the spatial
variations in levels of living
6.
Figure D.4.2: Households earning below Household Subsistence Level
7.
Figure F.1.1.1.5 Age – Sex Distribution of Population
8.
Figure F.1.4.1.2: Comparison of level of unemployment and GGP growth in Cape
Town
9.
The general percentage distribution of households with inadequate sanitation
services correlate to a large extent with the location of informal settlements as
determined through aerial and on-site surveys and depicted in Figure F.2.1.1.2a and
10.
Figure F.2.1.1.2b.
11.
Figure F.3.1.2a : Demand growth Projections versus Supply Available
12.
The distribution of water demand is given in Figure F.3.1.2b below
13.
Figure F.4a: Impact of past restrictions and WC/WDM
14.
Figure F.4b: Impact of proposed WC/WDM
15.
Figure F.5.1(a) : Main Components of Bulk Water Supply Infrastructure
16.
Figure F.5.1 (b) Main components of Wastewater Treatment Infrastructure showing
Catchments
17.
Figure F.5.1.2.3 - Future Bulk Water Infrastructure Requirements
xvi
ABBREVIATIONS AND DEFINITIONS
ABBREVIATIONS AND DEFINITIONS
AADD
BH
CMA
CU
DWAF
EIA
GGP
IDP
incl.
IWRP
k
M
MIG
n.a.
N/A
NBI
NIS
PS
RES
SALGA
SDF
SPA
SSA
SW
UAW
VIP
WC/WDM
WfW
WRC
WSA
WSDP
WSP
WTW
WWTW
%/a
Annual Average Daily Demand
Borehole
Catchment Management Authority
Consumer Unit
Department of Water Affairs and Forestry
Environmental Impact Assessment
Gross Geographic Product
Integrated Development Plan
included
Integrated Water Resource Planning
kilolitre
Megalitre
Municipal Infrastructure Grant
not available
Not Applicable
National Benchmarking Initiative
National Information Systems
Pump Station
Reservoir
South African Local Government Association
Spatial Development Framework
Sanitation Promotion Agent
Support Services Agent
Surface Water
Unaccounted Water
Ventilated Improved Pit Latrine
Water Conservation / Water Demand Management
Working for Water
Water Resource Commission
Water Services Authority
Water Services Development Plan
Water Services Provider
Water Treatment Works
Wastewater Treatment Works
Percentage per annum
xvii
KEY TERMS
TERM
Basic Water Supply Facility
Basic Water Supply Service
Basic Sanitation Facility
Basic Sanitation Service
IDP
MIG
WSA
WSDP
WSP
INTERPRETATION
The infrastructure necessary to supply 25 litres of potable
water per person per day supplied within 200 metres of a
household and with a minimum flow of 10 litres per minute (in
the case of communal water points) or 6 000 litres of potable
water supplied per formal connection per month (in the case of
yard or house connections).
The provision of a basic water supply facility, the sustainable
operation of the facility (available for at least 350 days per year
and not interrupted for more than 48 consecutive hours per
incident) and the communication of good water-use, hygiene
and related practices.
The infrastructure necessary to provide a sanitation facility
which is safe, reliable, private, protected from the weather and
ventilated, keeps smells to the minimum, is easy to keep
clean, minimises the risk of the spread of sanitation-related
diseases by facilitating the appropriate control of disease
carrying flies and pests, and enables safe and appropriate
treatment and/or removal of human waste and wastewater in
an environmentally sound manner.
The provision of a basic sanitation facility which is easily
accessible to a household, the sustainable operation of the
facility, including the safe removal of human waste and
wastewater from the premises where this is appropriate and
necessary, and the communication of good sanitation, hygiene
and related practices.
A municipal plan as defined in the Municipal Systems Act.
A conditional grant from national government to support
investment in basic municipal infrastructure.
A water services authority is any municipality that has the
executive authority to provide water services within its area of
jurisdiction in terms of the Municipal Structures Act 118 of
1998 or the ministerial authorisations made in terms of this
Act. There can only be one water services authority in any
specific area. Water services authority area boundaries
cannot overlap. Water services authorities are metropolitan
municipalities, district municipalities and authorised local
municipalities.
A plan for water and sanitation services in terms of the Water
Services Act.
A Water services provider is



xviii
Any person who has a contract with a water services
authority or another water services provider to sell water
to, and/or accept wastewater for the purpose of
treatment from, that authority or provider (bulk water
services provider); and / or
Any person who has a contract with a water services
authority to assume operational responsibility for
providing water services to one or more consumers
(end users) within a specific geographic area (retail
water services provider); or
A water services authority which provides either or both
of the above services itself
PREFACE
PREFACE
This report entails the 2008/09 to 2012/13 Water Services Development Plan for City of
Cape Town.
The City of Cape Town Water Services Development Plan was jointly undertaken and
executed by the Water and Sanitation Department and Amanzi Obom Consulting.
The 2008/09 to 20012/13 WSDP for the City of Cape Town (CCT) is presented for the
second time in the format as required by the Department of Water Affairs and Forestry
(version 10) GOTO 7 While the general format is followed not all the formats of the tables
are followed. In order to make the document more relevant to managers CCT has rather
followed the approach of presenting tables that are used by managers in day to day
operations e.g. tables generated from the computer system SAP. This will help to ensure
that the WSDP becomes a useful management tool.
In addition, the Water and Sanitation Department is going through a process to
“operationalise” the WSDP. This document has gone some of the way towards that goal. It
is intended that future updates would continue this process.
xix
City of Cape Town WSDP 2008/09 to 2012/13
A.
INTRODUCTION: STRATEGIC PERSPECTIVE AND METHODOLOGY
A.1
GENERAL
For the purpose of a WSDP from the Preparation Guideline GOTO Ex1.
The 2008/09 WSDP for the City of Cape Town (CCT) is presented below in
the latest format (version 10) as required by the Department of Water Affairs
and Forestry. CCT developed their own format in their first WSDP in 2001
and this is the second version that follows the DWAF format. While the
Chapter and section headings have been followed, not all the tables in
version 10 have been incorporated. In a number of places tables have been
adapted to conform to the format city officials already collect information.
This should assist in later updates. The format has been adapted in places to
improve the flow of the document. By making these adaptions it is hoped that
there will be greater buy-in and the document become a useful planning tool.
The report was compiled using information extracted from a variety of
sources,
 The 2007/08 WSDP
 The 2006/07 Annual Report.
 the 2006/07 WSDP
 the 2005/06 annual report
 the 2006/07 IDP
 the 2007/08 IDP (Draft 15.03.07vx2.2.doc)
 the State of Cape Town 2006
 Departmental SDBIP’s (Service Delivery Business Implementation Plans)
and Performance Scorecards
 Information about the latest available Master Plans
 Historical and future capital and operating budgets
 various reports,
 Census 2006
Due to time and other constraints it has not always been possible to collect all
the necessary information. Where there are gaps this issue has been
highlighted.
Historical information for previous financial years has been difficult to obtain
in certain instances. Where historical information is provided it is not
necessarily 100% accurate and should be used as a guide that identifies
trends. This is particularly important in the case of financial information, which
has not been extracted from the financial statements.
It is a concern that there is a lack of capacity in certain areas to collect the
necessary information. Officials are in many cases stretched and have to fit
the WSDP into their busy schedules. Officials currently spend an enormous
amount of time collecting information for senior management and politicians.
1
City of Cape Town WSDP 2008/09 to 2012/13
Much of this information is similar to what is required for the WSDP but in a
different format and for different purposes. The more the general information
gathering process can be streamlined with the WSDP needs taken into
account the easier it will be to produce future updates.
A.2
ROADMAP OF PLANNING FRAMEWORK
The roadmap of the planning framework is outlined in the table in section A.4.
For a diagram from the WSDP Preparation Guideline GOTO Ex2.
A.3
STRATEGIC ANALYSIS AND METHODOLOGY
For a diagram from the WSDP Preparation Guideline GOTO Ex3.
The strategic analysis and planning process is outlined in flow chart below.
This is an ongoing process and happens at both a “micro” and “macro” level
of strategic planning.
 Situation Assessment
 Data is captured in terms of the various chapter headings of the Water
Services Development Plan. These chapter headings identify the key
components of the water services business.
 The data is analysed and the current state of the key components was
identified.
 Set Goals and Objectives
 The national agenda as contained in the Water Services Act (Act 109
of 1997 GOTO A.1) and the Strategic Framework for Water Services
(September 2003), and the City’s Integrated development Plan (IDP)
informed the desired future state or vision for Cape Town Water
Services.
 Goals and objectives are set
 From the current state and desired future state a strategic gap analysis is
done and the challenges determined.
 The options to achieve these goals and objectives are identified
 The options are investigated and the constraints of each option identified
 The most suitable option is chosen and action steps to implement the
option identified.
 The implementation of the strategy and action steps then follows.
 Monitoring KPIs and evaluating the effectiveness of the strategy is
ongoing and included in the annual report. (Is the gap closing?)
 Gap closing? – continue with strategy. Gap not closing or is not closing
sufficiently fast? – revise strategy
 Go through the cycle again.
2
City of Cape Town WSDP 2008/09 to 2012/13
National
policies
and
legislation
1. Situation Assessment
Current
State
Status Quo
Current
Situation
Gap
Desired
Vision /
Future
State
National Vision
Challenge
s
IDP/ City Vision
WSDP / WS
Vision
3. What are the options to close the gap?
(Strategic gap analysis)
4. Investigate the options, identify constraints
8. Monitor KPIs
and evaluate
(Annual Report)
5. Decide on the Strategy
7. Implement
6. Decide on action steps
City of Cape Town WSDP 2008/09 to 2012/13
A.4
IDP METHODOLOGY
For a diagram from the WSDP Preparation Guideline GOTO Ex4
The Process of developing the WSDP is fully integrated into the IDP process and outlined in the table below. The WSDP is a
sector plan of the IDP. For the direct Water and Sanitation Services Department and the Utilities Services Portfolio Committee’s
involvement and input refer to the shaded sections.
PROCESS AND DELIVERABLES NEEDED TOWARDS OBTAINING APPROVAL FOR THE CITY’S 5 YEAR PLAN
Deliverable
Meeting
Process proposals towards the completion of the 5 year plan for the City
EMT
X
S4+
X
o
Layout framework on the IDP document
o
Progress towards the completion of the IDP document
o
Deliverables needed towards 31 May 07
Workshop towards the preparation of proposals to EMT on:
o
Corporate Strategic Framework
o
Strategic choices
o
Operations Integration Model
4
Jan
Feb
Mar
Apr
May
Jun
City of Cape Town WSDP 2008/09 to 2012/13
Deliverable
Meeting
Meeting to discuss and agree on:
EMT
X
IDP Office
X
o
Corporate Strategic Framework
o
Strategic choices
o
Operations Integration Model
o
Draft Corporate Scorecard for the City
Requests for information (Statutory compliance, DPLG and Provincial Government
requirements) to be submitted to the IDP office
Jan
Feb
ED’s
Alignment Task Group to review Part A and Part B and submitted to the IDP office
IDP Office
X
ATG
st
Meeting with ODA on the completion of the 1 draft of the IDP document for discussion
and consideration by EMT
IDP Office
X
ODA
EMT to review the Strategic choices, revised PART A (Objectives) and PART B
(Programmes)
X
Mayco/Portfolio Committee Workshop where Mayco members will present their strategic
positions/plan for their portfolios for discussion and consideration
Updating of the narrative section of the Part A section of the IDP document
X
IDP Office
C Haskins
5
X
Mar
Apr
May
Jun
City of Cape Town WSDP 2008/09 to 2012/13
Deliverable
Meeting
Distribution of draft IDP document for discussion by EMT (Closing date)
EMT
Jan
Feb
X
Secretariat
Writing of the narrative section of the Part B section (Programmes) of the IDP document
IDP Office
X
ATG
st
Completion of the 1 draft of the IDP document for discussion and consideration by EMT
IDP Office
X
ODA
Completion of the 1
consideration by EMT
st
draft of the Corporate Scorecard (KPI’s and targets) for
X
Meeting to discuss and agree on the draft IDP and Corporate Scorecard for discussion
and work-shopping at the 14 Feb 07 Mayco Workshop
EMT
X
Issue request to Executive Directors to complete:-
ED’s
X
o
Directorate Business Plans based on IDP objectives, KPI’s and programmes
o
Departmental Business Plans based on (And linked to) IDP and Directorate
objectives, KPI’s and programmes
o
Directorate SDBIP’s and Performance Scorecards based on (And linked to)
IDP objectives, KPI’s and programmes
o
Departmental SDBIP’s and Performance Scorecards based on (And linked to)
IDP and Directorate objectives, KPI’s and programmes
Distribution of draft IDP document for discussion by MAYCO (Closing date)
Directors
MAYCO
Secretariat
6
X
Mar
Apr
May
Jun
City of Cape Town WSDP 2008/09 to 2012/13
Deliverable
Meeting
Meeting Cllr Kinnahan, Cllr Walker on IDP public engagement requirements for the year.
IDP,
Planning
Jan
Feb
Mar
X
Cllrs
Workshop to discuss and agree on the draft IDP document
MAYCO
X
Mayco workshop to conclude IDP document and corporate scorecard
MAYCO
X
MTech meeting with Provincial Sector departments on the IDP document, Budget
compilation and state of the city analysis document
IDP
X
KMI
Finance
Governance
Consider,discuss changes to the IDP document and recommend revised draft IDP to
Mayco, Sub-Councils and Portfolio Committees
EMT
To discuss and comment on the Draft IDP document
Portfolio
X
X
Committees
To discuss and comment on the Draft IDP document
FOCOS
X
To discuss and comment on the Draft IDP document before Portfolio Committee and
Sub-Council inputs
MAYCO
X
To discuss and comment on the Draft IDP document
SubCouncils
X
7
Apr
May
Jun
City of Cape Town WSDP 2008/09 to 2012/13
Deliverable
Meeting
To discuss and comment on the Draft IDP document after Portfolio Committee and SubCouncil inputs
MAYCO
X
To consider and approve the IDP and Budget for public comment
Council
X
Warning the public of engagement on the draft IDP and Budget
Adverts
X
Jan
Feb
Mar
Apr
SC Mngrs &
chairs
Internal consultation on the IDP comment

Email campaign

Briefing to Line based Finance Managers

Briefing to Line based Performance Managers

Intranet publication

Posters in all offices for awareness
X
Public Engagement for public comment on the draft IDP and budget:
o
Ward/Sub-Council meetings and workshops
o
Website Blog
o
SMS facility
o
Written comments and submissions
o
Sector and sectoral interests
IDP
Office
8
X
X
May
Jun
City of Cape Town WSDP 2008/09 to 2012/13
Deliverable
Meeting
Executive Directors to submit:-
ED’s
o
Directorate Business Plans (Comprehensive and 2 page summary) based on
IDP objectives, KPI’s and programmes
o
Departmental Business Plans (Comprehensive and 2 page summary) based on
IDP and Directorate objectives, KPI’s and programmes
o
Directorate SDBIP’s and Performance Scorecards based on IDP objectives,
KPI’s and programmes
o
Departmental SDBIP’s and Performance Scorecards based on IDP and
Directorate objectives, KPI’s and programmes
Jan
Feb
Mar
Apr
May
X
Directors
X
X
X
Business Plans to be submitted to the IDP office. Summaries will be included in
addendum to the Comprehensive IDP document. Business Plans also to be submitted to
Portfolio Committees and Executive Mayco Members for consideration.
X
SDBIP’s to be submitted to the IDP office for the finalization of the report to the Mayor.
Also to be submitted to Portfolio Committees and Executive Mayco Members for
consideration.
Performance Scorecards (Directorate) submitted to the OPMS and HR offices for the
compilation of performance agreements.
Submission of business plans and SDBIP’s to portfolio committees:
-
Directorate
-
Departmental
X
Meeting to consider, comment and make recommendations to MAYCO on the final draft
of the IDP document
9
EMT
X
X
Jun
City of Cape Town WSDP 2008/09 to 2012/13
Deliverable
Meeting
Meeting to consider, comment and make recommendations to MAYCO on the final draft
of the IDP document
FOCOS
X
Meeting to consider, comment and make recommendations to Executive Mayco Members
on the directorate and departmental Business Plans and SDBIP’s
Portfolio
X
Jan
Feb
Mar
Apr
May
Jun
Committees
Meeting to consider, comment and make recommendations to MAYCO on the final draft
of the IDP document
Portfolio
X
Committees
Meeting to consider, comment and make recommendations to Council on the final draft of
the IDP document
MAYCO
X
Meeting to consider and approve the final draft of the IDP document and Budgets
Council
X
Advertisement to make the public aware that a summary of the IDP is available
X
Submit the approved IDP document to the MEC of Local Government and Housing in
terms of statutory requirements
X
Submit the High-level SDBIP to the Mayor for approval
X
Mayor to approve the High level SDBIP
X
Submit high level SDBIP to Council for notification
X
A.5
PROGRAM INTERACTION AND DATA EXCHANGE
For a diagram from the WSDP Preparation Guideline GOTO Ex5
The program interaction and data exchange is covered in the table under A.4
10
City of Cape Town WSDP 2008/09 to 2012/13
B.
ADMINISTRATION
For extract from Strategic Framework for Water Services (SFWW) GOTO
Ex6
B.1
NAME OF WSA
The Water Services Authority is the City of Cape Town.
B.2
1.
Name
City of Cape Town
2.
Address
Civic Centre, Hertzhog Blvd, Cape Town
STATUS OF THE WDSDP
This WSDP is the fourth comprehensive WSDP of the CCT since 2002.
Due to time constraints not all updates have been made. However, the most
critical changes for the 2008/09 IDP process have been made. For
explanation from the Preparation Guideline GOTO Ex7.
B.3
WSDP DRAFTING TEAM
B.3.1
Water services authority
The WSDP was compiled by a team of City of Cape Town Staff led by Mr.
Zolile Basholo (Manager: WDM & Strategy) and Mr. Jaco de Bruyn (Manager:
Water Services Development Planning):
WSA BUSINESS ELEMENT LIAISON
ORGANOGRAM
DATE: 2006/07
PROVINCE:Western Cape
WSA:City of Cape Town
PSP:City of Cape Town
WSA LIAISON OFFICIALS
WSDP Co-ordination
WSA Liaison
Person
Jaco de Bruyn
X
Directorate
Directorate: Water and X
Sanitation
Designation
Head WSDP /
Integrated Master
Planning
X
Contact
numbers
(021) 590 1424
X
Email
jaco.debruyn@cape
town.gov.za
X
IDP Coordination
11
City of Cape Town WSDP 2008/09 to 2012/13
WSA Liaison
Person
Martin Van Der Merve
X
Directorate
Directorate: Executive
Management Unit
X
Designation
Director: IDP
X
Contact
numbers
(021) 400-1211 / 1335 X
Email
martin van der
X
merve@capetown.gov.
za
Business Element: Socio-Economic Profile
WSA Liaison
Person
Craig Haskins
(Demographics)
Carol Wright
X
Directorate
Strategy and
Development
Strategy and
Development
X
Designation
Head: Strategic
Information
Manager: Economic
Information
X
Contact
numbers
(021) 400 2066
(021) 483 9023
X
Email
craig.haskins@capeto carol.wright@capetown X
wn.gov.za
.gov.za
Business Element: Service Level
Profile
WSA Liaison
Person
Jaco de Bruyn
Michael Page (Informal X
Settlements)
Directorate
Directorate: Water and Directorate: Water and X
Sanitation
Sanitation
Designation
Head WSDP /
Integrated Master
Planning
Acting Informal
Settlements
X
Contact
numbers
(021) 590 1424
9021) 970 3019
X
Email
jaco.debruyn@cape
town.gov.za
michael.page@capeto X
wn.gov.za
Business Element: Water Resource Profile
WSA Liaison
Person
Paul Rhode (Water
Resources)
Peter King (WWTWs)
Mpharu Hloyi (LAB
Tests)
Julian Daniels
(WC/WDM)
Directorate
Directorate: Water and Directorate: Water and Directorate: Water and Directorate: Water and x
Sanitation
Sanitation
Sanitation
Sanitation
Designation
Head: Planning - Bulk
Water
Head: Operations
Support
Manager: Scientific
Services
Head: Water Demand
Management
x
Contact
numbers
(021) 487 2487
(021) 487 2603
(021) 684 1000
(021) 590 1601
x
Email
paul.rhode@capetown. peter.king@capetown. mpharu.hloyi@capetow julian.daniels@capeto
gov.za
gov.za
n.gov.za
wn.gov.za
Business Element: Water Conservation / Water Demand Management Profile (WC/WDM)
12
x
x
City of Cape Town WSDP 2008/09 to 2012/13
WSA Liaison
Person
Julian Daniels
X
Directorate
Directorate: Water and X
Sanitation
Designation
Head: Water Demand
Management
X
Contact
numbers
590 1601
X
Email
julian.daniels@capeto
wn.gov.za
X
Business Element: Water Services Infrastructure Profile
WSA Liaison
Person
Jaco de Bruyn
Paul Rhode (Bulk
Water Planning)
Alan Maxwell
(WWTWs Planning)
Sifiso Mdakane (Asset
Management)
Directorate
Directorate: Water and Directorate: Water and Directorate: Water and
Sanitation
Sanitation
Sanitation
Directorate: Water and
Sanitation
Designation
Head WSDP /
Integrated Master
Planning
Head: Planning - Bulk
Water
Head: Develop &
Infras. Planning
Manager: Engineering
& Asset Management
Contact
numbers
(021) 590 1424
(021) 487 2487
(021) 487 2739
(021) 487 2455
Email
jaco.debruyn@cape
town.gov.za
paul.rhode@capetown. alan.maxwell@capetow
gov.za
n.gov.za
sifiso.madakane@cape
town.gov.za
jaco.debruyn@capetown.gov.za
WSA Liaison
Person
Jaco de Bruyn
Paul Rhode (Water
Resources)
Julian Daniels
Directorate
Directorate: Water and Directorate: Water and Directorate: Water and Directorate: Water and x
Sanitation
Sanitation
Sanitation
Sanitation
Designation
Head WSDP /
Integrated Master
Planning
Head: Planning - Bulk
Water
Head: Water Demand
Management
Head:Customer and
Meter Management
x
Contact
numbers
(021) 590 1424
(021) 487 2487
(021) 590 1601
(021) 400 3348
x
Email
jaco.debruyn@cape
town.gov.za
paul.rhode@capetown. julian.daniels@capeto
gov.za
wn.gov.za
Business Element: Water Services Institutional Arrangements
Profile
WSA Liaison
Person
Danie Klopper
X
Directorate
Directorate: Water and X
Sanitation
Designation
Directorate: Policy,
Strategy & Regulation
X
Contact
numbers
(021) 590 1488
X
Email
danie.klopper@capeto X
wn.gov.za
13
Mogamat Nazeem
Marlie (Consumer
meters)
x
mogamat.marlie@cape x
town.gov.za
City of Cape Town WSDP 2008/09 to 2012/13
Business Element: Customer Services Profile
WSA Liaison
Person
Danie Klopper
Carina Crouse
(Technical Operating
Centre)
Cathrine Wilson (WDM Mogamat Nazeem
Awareness)
Marlie
Directorate
Directorate: Water and Directorate: Water and Directorate: Water and Directorate: Water and Directorate: Water and
Sanitation
Sanitation
Sanitation
Sanitation
Sanitation
Designation
Directorate: Policy,
Strategy & Regulation
Toc Centre
Communications
Officer
Head: Customer and
Meter Management
Head: Water Demand
Management
Contact
numbers
(021) 590 1488
(021) 957 4759
(021) 761 0989
(021) 400 3348
(021) 590 1601
Email
danie.klopper@capeto carina.crouse@capeto cathrine.wilson@capet mogamat.marlie@cape julian.daniels@capeto
wn.gov.za
wn.gov.za
own.gov.za
town.gov.za
wn.gov.za
Business element: Financial Profile
WSA Liaison
Person
Jaco de Bruyn
Bertus Saayman
(Finance Manager for
water)
x
Directorate
Directorate: Water and Directorate: Water and x
Sanitation
Sanitation
Designation
Head WSDP /
Integrated Master
Planning
Contact
numbers
(021) 590 1424
Email
jaco.debruyn@cape
town.gov.za
x
(021) 487 2668
x
x
Business Element: List of Projects
WSA Liaison
Person
Jaco de Bruyn
Bertus Saayman
(Finance Manager for
water)
Directorate
Directorate: Water and Directorate: Water and Directorate:Utility
Sanitation
Sanitation
Services
x
Designation
Head WSDP /
Integrated Master
Planning
Director: Project
Management Unit
x
Contact
numbers
(021) 590 1424
(021) 850 4180
x
Email
jaco.debruyn@cape
town.gov.za
(021) 487 2668
Wouter Loots (PMU)
x
wouter.loots@capetow x
n.gov.za
For spreadsheet GOTO B.3
14
Juliane Daniels
City of Cape Town WSDP 2008/09 to 2012/13
B.3.2
B.4
Consultants
Comp
Chapter
Name
Designation
Role
Tel No
email
All
All
J Frame
Director
Project Leader
082 479 6398
Johnframe@telkomsa.
net
PROCESS FOLLOWED
For legal requirements outlined in the Preparation Guideline GOTO Ex8.
The process used to compile the WSDP was based on Section 14 to 18 of
the Water Services Act (Act 108 of 1997) - GOTO A.1. The methodology
adopted was to realign the 2006/07 WSDP to version 10 of “DWAF’s Guide
Framework and Checklist for the Development of Water Service
Development Plans” dated 2006 and then to update its content.
The update takes into account the gaps in the previous WSDP, the IDP
process as outlined under section A.4, the latest strategic thinking, the
current status of issues affecting Water Services and updating old base
information.
From this document an Executive Summary (GOTO 1) was compiled. This
Executive Summary was used as the Water Services sector plan in the IDP.
This WSDP, as submitted to the DWAF and incorporated into the Cape Town
IDP, will be available in three formats:
-
A CD with the full report with links to related studies, detail reports,
policies and databases;
-
A website version without the links; (GOTO)
-
A printed version without the links.
Information presented in this report has been included with the emphasis on
the identification of issues effecting water and sanitation services provision.
Integration with IDP
The timeframes outlining the internal interaction with City officials and
politicians and with the public is contained in the table under A.3.
B.5
COMMENTS
Components
Interest Group
Considerations
Comments
N/A
N/A
N/A
N/A
Comments will be received as part of the IDP process and will then be
incorporated into the WSDP.
15
City of Cape Town WSDP 2008/09 to 2012/13
B.6
ADOPTION RECORD
Components
B.7
Action
All
Drafting of WSDP
All
Updating to final WSDP
(2007/08)
Approval reference
Date
WSDP COORDINATOR
Name
J de Bruyn
Designation
WSDP Manager
Role
Team Vice Captain
Telephone No /
E-mail
021 590 1424
jaco.debruyn@capetown.gov.za
B.8
PROJECT MANAGEMENT UNIT
The City’s MIG Project Management Unit co-ordinates the allocation and
distribution of funds. Water and Sanitation Services’ projects are managed by
the department.
B.9
DWAF Asset Transfer
There are no assets that need to be transferred from DWAF.
B.10
General
While the City does not have a separately approved Service Level Policy for
Water and Sanitation the service level categories outlined under Service
Level Profile (F2) have been incorporated into the WSDP since 2002.
Free basic levels and indigent subsidies are clearly spelt out under F2.
16
City of Cape Town WSDP 2008/09 to 2012/13
C.
EXECUTIVE SUMMARY
WATER SERVICES DEVELOPMENT PLAN 2008/09 to 2012/13
Introduction
While significant progress has been made since the 2006/07 WSDP Water and
Sanitation Services in Cape Town continues to face critical challenges. These
include eradicating the backlog of basic sanitation services, achieving the
essential targets for reducing water demand, meeting the wastewater effluent
standards and thereby reducing the impact on the water quality of urban rivers,
asset management and ensuring that infrastructure is extended timeously to
meet the development growth demands. Financial sustainability of the service is
a particular challenge: ensuring full cost recovery and debt management at a fair
tariff, and financing of capital investment.
In order to optimally achieve this and thus meet key policy and legislative
requirements, new and effective institutional arrangements and other strategies
continue to be put in place.
The national Strategic Framework for Water Services, Sept 2003, is a critical
policy document setting out the future approach to the provision of water
services. Of the national targets set, the most critical for Cape Town are:
 All people are to have access to functioning basic water supply by 2008
(achieved in CCT in 2005/06)
 All people are to have access to functioning basic sanitation by 2010 (CCT
are aiming for 2012 due to the extent of the requirement and its unique
constraints)
 Investment in water services infrastructure should total > 0,75% of GDP
 Institutional reform of regional water services providers to be completed by
2013, with Water Services managed and accounted for separately
 Annual reporting on key performance indicators to be started.
The guiding document to date has been the WSDP of June 2006. The 2008/09
update, of which this is the Executive Summary, is a product of the current
2008/09 IDP process and will be a Sector Plan in that.
Vision
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:
a)
b)
Eradication of basic sanitation services backlog in a fast-track manner
Meeting basic services expansion to meet the influx
17
City of Cape Town WSDP 2008/09 to 2012/13
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
Intensifying the Water Demand Management Strategy and achieving the
targeted or better reduction
Meeting the Wastewater effluent standards and reducing the impact on
the water quality of rivers and water bodies
Greywater runoff quality in informal settlements
Timeous provision of infrastructure to meet development growth needs
Maintenance of infrastructure to ensure continued operation
High financial requirements
High debt due to non-payment
Financial sustainability of the service and cost recovery and debt
management
Affordability of the Service
Increased performance and efficiency
Establishing a new, more effective institutional arrangement
The strategies to face these challenges are dealt with under the following
sections.
C.1
ESSENTIAL QUESTIONS
C1.1
What is the backlog of water services?
With the exception of the backlog in informal areas and the relatively small but
un-serviced rural farm population service levels generally meet the National
minimum standards as required by the Water Services Act 108 (of 1997).
The backlog in basic water was effectively eradicated in 2005/06 when 35 000
informal households received basic water. While 13 905 informal households
received access to basic sanitation and 4 290 and 2 892 received a full level of
service through the provision of government subsidized housing and serviced
sites respectively, the backlog remains at approximately 44 000 (at end of
2006/07). This remains a huge challenge given the high unit cost, lack of
available land for Human Settlement to accelerate its formal housing provision
and ground level / slope /access space constraints.
The challenge then is to provide basic water and sanitation services to new
citizens moving into informal areas beyond the emergency level of service and to
eradicate the backlog of basic sanitation, targeted over the next 3 to 4 years.
Many of these households in informal settlements share the available on-site
facilities or rely on the availability of services from nearby established areas. The
basic level of service is defined as suitable clean toilet types shared at less than
5 households/toilet and water taps closer than 200m and shared by less than 25
households/tap.
C.1.2
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.
18
City of Cape Town WSDP 2008/09 to 2012/13
C1.3
Cost of eradicating backlogs
In order to eradicate the backlog and to allow for the annual influx the Informal
Settlements programme was estimated (in R mil) in the 2007/08 WSDP as
below :
Actual Budget
Requirements
2008/09
18.1
34.5
2009/10
40.5
38.9
2010/11
17.0
45.7
2011/12
36.4
Water and Sanitation is in the process of securing more funding for this.
In the 2006/07 financial year an amount of R8 million was spent on installing
toilets in informal areas. The replacement of buckets has not commenced but
will be completed by the deadline year undertaken.
The total housing backlog is now estimated to be 267 000 (117 000 informal
settlements and 150 000 backyard shacks). A possible programme to eradicate
the backlog of the full level of service for water and sanitation over a 20 year
period would require the following annual funding:
PROVIDING FORMAL SERVICES FOR THE HOUSING DEVELOPMENT PROGRAMME
Housing backlog eradication (20 years)
Sustaining the influx
TOTAL
R143M
R88M
R231M
This programme is funded through the City’s Housing programme. Depending
on the speed of implementing this programme, the informal settlement
programme would be changed to align the two.
The eradication of backlogs is but one of the essential infrastructural
requirements of the service. Refer to the 3 year capital budget under the
financial section.
C1.4
What is the strategy to eradicate backlogs?
The strategy has been to provide a very basic (emergency) level of service as
quickly as possible to about 95% of the approximately 195 informal settlements.
The households that do not have access to basic sanitation have access to an
emergency level. The emergency service is below the basic level of service in
terms of household ratios/service point and includes certain unacceptable toilet
types such as black buckets, of which 2,880 (revised upwards from the 2007/08
WSDP of 2 857) still need to be replaced.
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.
19
City of Cape Town WSDP 2008/09 to 2012/13
Upgrading on an annual basis for informal areas on developable land is
proceeding as funds are obtained. A basic service level is being aimed for (the
standard being defined by the ratios mentioned above, ideally opting for pourflush, anearobic or flush toilets as appropriate). “Greenfields” housing projects
are undertaken to receive residents moved from undevelopable land.
Cape Town’s current plans are to eliminate the sanitation backlog by 2012
(behind the National target), but additional manpower resources are being
sourced to accelerate implementation.
C1.5
What is the status of all water infrastructure?
Existing infrastructure is often stressed significantly during peak periods. The
need for new infrastructure due to growth is also pressing. The limited financial
situation in the City versus the high demand for new housing has created a
scenario where it is a challenge for the City to maintain existing infrastructure
and to provide the required bulk infrastructure for connection of new
developments.
For example, the overloading of the wastewater treatment works in Catchment 1
is illustrated below (flows and loadings as at 2007):
Capacity/Flow (Ml/day)
Catchment 1: Capacity vs Flow
90
80
70
60
50
40
30
20
10
0
Capacity (Ml/day)
Flow (Ml/day)
Bellville
Kraaifontein
Scottsdene
Fisantekraal
Total
WWTW
Catchment 1: Capacity vs Loading
900,000
Loading (pe)
800,000
700,000
600,000
500,000
Capacity (pe)
400,000
Loading (pe)
300,000
200,000
100,000
0
Bellville
Kraaifontein
Scottsdene
WWTW
20
Fisantekraal
Total
City of Cape Town WSDP 2008/09 to 2012/13
The existing infrastructure, particularly the sewer system, is increasingly in a
poor condition due to under-provision for essential maintenance and
replacement of aging infrastructure over several years. Major pipe collapses
have occurred over the past year where such pipes are in urgent need of
extensive repair or even replacement.
The bulk water system in the northern areas is under stress during peak periods
due to the rapid growth in that area.
C.1.6
Effective management
ISO Certification
The Bulk Water branch has previously set the standard by achieving full ISO
certification on ISO 9001:2000 and thereafter maintaining it as certified by
independent audits. Due to a minor issue which has been addressed this
certification has now been lost but is hoped to be regained.
An implementation plan to revitalise a drive for achieving certification in other
branches is being considered.
Scientific Services have embarked on a plan to achieve ISO 17025 certification
by 2009, as legally required for ensuring 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, are ensuring that
standards are raised or 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 being receiving focused attention;
 Information Management Systems
 Integration of existing IT system through Business Warehouse
 Automation of plants via Scada- telemetry
 GIS development for effective management of our infrastructure
 Water quality management through LIMS and SAP
 Maintenance and life cycle of IT equipment.
 Capacity building and training.
C.2
WATER SERVICES BUSINESS ELEMENT SUMMARY
C2.1
Socio-economic profile
The 2001 Census recorded the size of the metropolitan population at 2,9M
people living in 759 765 households. The City’s 2008/09 Integrated Development
Plan put the number of households at 884 000 (up from 847 000 in June 2006),
with a population estimate of 3,3M. This, together with a future estimated HIVincidence rate of 5 % (i.e. one in every 20 people are estimated to be HIVinfected), could constrain future population growth even further, together with an
expected reduction of rural immigration.
21
City of Cape Town WSDP 2008/09 to 2012/13
Cape Town faces rising development challenges. During the past decade
poverty and unemployment have almost doubled, the housing backlog has more
than doubled, drug-related crime has tripled, HIV prevalence has increased
tenfold and public transport has deteriorated. This is despite significant
economic growth (4% annual increase in GGP), improvements in the provision
of basic services (water, waste, electricity) and rising tourist numbers.
Decades of distorted development in the city has manifested in highly skewed
distribution of income and wealth. In Cape Town there is a trend towards rising
poverty (from 25% in 1996 to 38% of households living below or marginally
above the household poverty line in 2005). This raises the issue of affordability
of the service.
Affordability of the Service
A free basic service is provided, in the form of the first 6 kl/month water supply
and first 4,2kl 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/month to
qualifying ratepayers. Approximately 248 000 formal households currently qualify
based on a property value less than R199 000 (2006 General Valuation).
The lower steps of the water and sewer tariffs, and the no fixed water and sewer
charge and R30 grant for property values less than R199 000 are mechanisms
to ensure that water and sanitation is affordable to the poor and indigent. Under
conditions of no plumbing leaks, they would consume a relatively low quantity of
water. With the free basic and the R30 Indigent Grant indigent households can
consume 10.29Kl per month of water and dispose of 7.20 Kl of sewer without
charge. The Integrated Leaks Repair Project and the Fixit Project, initiated at the
end of 2005, 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 being above what is affordable.
Affordability of the service as a whole will be viewed over the long term.
Costs can be reduced in the short term but to the detriment of the maintenance
of assets and replacement of aging infrastructure and to an effective WDM
Strategy resulting in higher tariffs in the longer term. Higher than inflation
increases in tariffs will be required to ensure the sustainability of the service.
However, through the mechanisms of free basic tariffs, R30 Indigent Grant and
the step tariff (increased tariff for higher usage), the installation of Water
Management Devices where appropriate, the sourcing of Grant funding and
mechanisms to lower the cost of capital, tariffs will be affordable to the various
socio-economic groupings, the poor in particular.
The water conservation and demand management strategy, besides being
necessary due to the Western Cape being a water scarce region, will also
22
City of Cape Town WSDP 2008/09 to 2012/13
reduce the cost of the service in the long term by postponing new resource and
bulk infrastructure schemes. Reductions in water consumption in the higher
steps will result in the need for upward adjustments in the tariff steps but, on
their own, will not result in an increase in the average water and sewer bill to the
consumer.
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.
The Financial and Institutional Strategy will result in improved performance of
the Water Services Provider and therefore should result in a reduction in unit
costs.
The City’s Credit Control and Debt Management policy (GOTO 9.8) has been
revised, is being augmented by concerted efforts of Water Services to manage
debt and ensure income due is received.
C2.2
Service level profile
There are currently a total of 642,456 formally registered customers in the City
with full level of service.
This customer base is broken down as follows:
Customer Type
Total
Commercial
12,379
Government
221
Industrial
4,099
Miscellaneous
5,554
Schools-Sportsfields
1,440
Domestic Cluster
6,755
Domestic single residential
602,681
Departmental Cluster
2,903
Municipal Water
6,424
Total
642,456
The figure reported in the 2006/07 WSDP has been revised down from 656,800
as there were errors in the previous data.
Customers living in backyard shacks number about 150 000 (2005 figure).
There are an estimated 117 000 households in informal settlements, 767 000
households in formal areas with a full level of service. The total number of
households is therefore 884 000. 117 000 customers in informal settlements
receive a basic level of service for water and while 73 000 receive a basic level
of sanitation. All receive an emergency level.
23
City of Cape Town WSDP 2008/09 to 2012/13
Grey Water in Informal Settlements
Conveyance of grey water, which has been a problem in informal settlements, is
receiving attention for health and amenity reasons. A Pilot project run in
Khayelitsha has not yielded the expected results and further attention will be
paid to this issue.
C2.3
Water resource profile
Surface water represents 521,5 Mm3/year, or 97,5% of the total yield. The City
currently obtains 75 to 80% of its raw water requirements from DWAF and the
remainder from its own sources. Approximately 15% of the raw water
requirements are obtained from sources within the CMA.
3
Groundwater resources make up 6,64 Mm /year yield, representing only 1,24%
of the total yield.
The construction of the R1.5 billion Berg Water Project, which includes the Berg
River Dam, the first in SA to comply with the guidelines of the United Nations
World Commission on Dams, is nearing completion. .The BWP has increased
the yield of the Western Cape Water Supply System by 81 Mm3/year.
To reduce over-exposure to climate change and the potential decrease in
system yield due to environmental reserve requirements, the strategy is to
diversify water resources to lessen the dependence on surface water schemes.
Schemes to be pursued under this strategy are Table Mountain Group Aquifer,
other ground water schemes, desalination, and treated wastewater effluent reuse.
The Reconciliation Strategy Study, conducted by the Department of Water
Affairs and Forestry and the City of Cape Town, was completed and approved in
June 2007. The objective of the study was to put a strategy in place which would
ensure the reconciliation of the future requirement for and supply of water from
the Western Cape Water Supply System.
A Strategy Steering Committee has been formed to make recommendations, on
an annual basis, on long term planning activities required to ensure
reconciliation of requirement and available supply in the WCWSS area. In other
words, it will be this committee’s responsibility to monitor and understand
demand growth so that planning for the next scheme takes place timeously to
ensure that the level of assurance of supply remain adequate at all times.
This is required because the actual growth in demand will determine when the
next scheme needs to be built. The scenarios indicate that this could be
anywhere between 2011 (no WC/WDM) and 2019 (Comprehensive WC/WDM).
The growth in demand depends on the following:
 The actual unconstrained water demand which depends on the growth in
the city, and
 The effectiveness of the WC&DM Strategy.
24
City of Cape Town WSDP 2008/09 to 2012/13
The available supply depends on:
 The effects of climate change, and
 The implementation of ecological reserves for existing schemes.
The need to monitor the growth in demand arises from the uncertainty around
these parameters and the 7 year horizon from planning to implementation of a
scheme.
In order to ensure that both DWAF and the City of Cape Town are in a “state of
readiness” the City is implementing its WC&DM Strategy and various studies are
being carried out at the appropriate level.
The historical and Projected Total Water Demand from the WCWSS is shown in
the graph below:
This includes the demand from agriculture and other smaller municipalities.
Wastewater effluent and the impact on the water quality of rivers and water
bodies
Certain Wastewater Treatment Plants do not comply with DWAF effluent
standards due to an historical lack of funding which resulted in a lack of
maintenance of infrastructure, and lack of sufficient investment in the
replacement of aging infrastructure and in new infrastructure. (New
infrastructure is required over time to increase the treatment capacity as the City
grows.) Where investment in new and replacement has taken place, benefits are
notable from the improved works. This in turn improves the re-use potential of
wastewater effluent.
The increase in flows and loadings to the wastewater treatment works since
2008 is given in the graphs below:
25
City of Cape Town WSDP 2008/09 to 2012/13
Flow (Ml/day)
Wastewater Treatment Works
Average Dry Weather Flow
580
560
540
520
500
480
460
440
420
400
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
Year
5,500,000
5,000,000
4,500,000
4,000,000
3,500,000
3,000,000
Ju
ne
19
9
N
ov 8
19
Ap 98
r1
9
Se 9 9
p1
9
Fe 99
b2
00
Ju 0
l2
00
D
ec 0
20
0
M
ay 0
20
O 01
ct
20
01
M
ar
20
Au 02
g2
0
J a 02
n2
J u 003
ne
20
03
N
ov
20
Ap 03
r2
0
Se 0 4
p2
0
Fe 04
b2
00
Ju 5
l2
00
D
ec 5
20
0
M
ay 5
20
O 06
ct
20
06
M
ar
20
Au 07
g2
00
7
Population Equivalents (pe)
12 Month Moving Average Loading on WWTWs
Month.Year
The wastewater treatment works capital upgrading programme (refer to “C2.5
Water Services Infrastructure”) is providing capacity for development and
improved performance for a higher quality effluent. Providing that adequate
funds continue to be made available, wastewater effluent quality will be totally
compliant with current DWAF standards (1984 standards) by 2012. The mean
compliance was approximately 81.3% as at June 2007 up from 76% as at
December 2006, and 71 % as at December 2000, with 83% being the target for
2008/09 and 95% for June 2012.
The mean % compliance is arithmetic mean of (Suspended Solids + Chem Ox
Demand + Ammonia + E Coli). The Nitrate is excluded as a poorly performing
works has a low nitrate which would improve % compliance whereas the "real"
compliance is actually worse and ortho-Phosphate is not included as very few
works have to comply with the future P standard.
Operational and maintenance problems also result in non-compliance of treated
effluent. For example, the tripping of the activated sludge pump at Kraaifontein
led to the loss of a significant amount of sludge from the reactor. As a result
nitrification ceased and took time to re-establish. At Bellville the mixed liquor
26
City of Cape Town WSDP 2008/09 to 2012/13
rose resulting in higher oxygen demand. This affected nitrification. Recent power
outages due to Eskom supply constraints have also compounded the problem.
The compliance with the standard are measured weekly as indicated in the
graphs for Athlone below:
Athlone: TSS weekly samles
40
TSS in mg/l
35
30
25
TSS
20
1984 STD
15
10
5
2007/12/03
2007/11/03
2007/10/03
2007/09/03
2007/08/03
2007/07/03
2007/06/03
2007/05/03
2007/04/03
2007/03/03
2007/02/03
2007/01/03
0
Date
Athlone: COD weekly samles
160
120
100
COD
80
1984 STD
60
40
20
Date
27
2007/12/03
2007/11/03
2007/10/03
2007/09/03
2007/08/03
2007/07/03
2007/06/03
2007/05/03
2007/04/03
2007/03/03
2007/02/03
0
2007/01/03
COD in mg/l
140
City of Cape Town WSDP 2008/09 to 2012/13
Athlone: NH3 weekly samles
35.0
NH3 in mgN/l
30.0
25.0
20.0
NH3
15.0
1984 STD
10.0
5.0
2007/12/03
2007/11/03
2007/10/03
2007/09/03
2007/08/03
2007/07/03
2007/06/03
2007/05/03
2007/04/03
2007/03/03
2007/02/03
2007/01/03
0.0
Date
In order to achieve the targets all roleplayers will be mobilised with the
Wastewater Treatment driving the process. The branches that the branch
depends on (internal and external to Water and Sanitation) to achieve the
targets for compliance are given in the table below:
Branch
Issues
Engineering and Asset Management Services
Repairs
and
Maintenance
of
assets.
(Breakdowns in one part of the process will
affect the quality of the effluent)
Process Control equipment.
Water Demand Management and Strategy
Estimated future loadings on works (currently
being done by the WWT branch)
By-laws may need to be tightened up to
improve enforcement of industrial effluent
and pollution and to create incentives for
industries to improve the quality of their
discharges.
Water Pollution Control
Illegal discharges at night and seasonally
Monitoring and enforcement of industrial
effluent discharges.
Database of all industrial effluent dischargers
(currently only 289). There is a need to
determine a more effective process to get
them onto the database.
Reticulation
Stormwater ingress into the sewer system
causing peak high peak flows especially in
winter.
Night soil disposal.
Finance
Sufficient capital and operating funds.
28
City of Cape Town WSDP 2008/09 to 2012/13
Branch
Issues
Procurement
Ensuring that the necessary materials and
parts are supplied on time.
Ensuring
maintenance
contracts
are
functioning well.
Human Resources
Maintaining
workforce
a
with
competent
the
and
optimum
skilled
capacity
including skills retention, skills development,
etc.
Electricity (Eskom)
Power
outages
at
WWTWs
potentially
causing poor quality effluent.
The indicators will be used to identify problem areas and identify where
strategies need to be put in place to overcome obstacles. For example, since
procurement delays cause equipment to be out of order for longer than
acceptable periods, Procurement will be engaged to assist with streamlining the
process.
Some of the areas that Wastewater Treatment Branch are focusing but will be
tightened up are:
 Plant Management and Operator skills and competencies,
 Process optimisation, and
 Improved monitoring and operational control.
In general, the next four or five years will see a peaking of the upgrading
requirements for essential wastewater treatment and it is anticipated that
adequate funding will be made available to undertake the necessary
improvements, maintain effective service delivery and minimise the impact on
the environment.
A Water Quality Plan, which will be linked to the WWTW Master Plan, the Asset
Management Plan and an Operational Improvement Plan, will be drawn up to
ensure that there are sustained improvements in treated effluent quality.
Stormwater runoff from polluted sources (industrial dumping and settlements in
catchments) often cause more severe pollution of water bodies than the treated
effluent does. A working arrangement has been set up with Catchment
Management to ensure the impact of sewerage overflows or effluent problems is
minimised and does not worsen the environmental health further.
29
City of Cape Town WSDP 2008/09 to 2012/13
C2.4
Water conservation and demand management
The annual water consumption (total bulk water treated) by month is given in the
graph below:
Annual Consumption by Month
350
340
mil m3 per annum
330
320
310
300
290
280
10% Restrictions
270
260
20% Restrictions
10% Restrictions
Month
Ja
n0
M 1
ay
-0
Se 1
p0
Ja 1
n02
M
ay
-0
Se 2
p0
Ja 2
n0
M 3
ay
-0
Se 3
p0
Ja 3
n04
M
ay
-0
Se 4
p0
Ja 4
n05
M
ay
-0
Se 5
p0
Ja 5
n06
M
ay
-0
Se 6
p0
Ja 6
n07
M
ay
-0
Se 7
p0
Ja 7
n0
M 8
ay
-0
Se 8
p08
250
From this the effect of water restrictions can be seen. From the graph below it
can be seen that the growth rate peaked at 9.5% in November 2006 (due to the
low base) but has now reduced to 2.9% per annum as at December 2007.
Further reductions in the annual growth rate are required as part of the WC&DM
Strategy.
Annual Growth in Demand by Month
12.0%
10.0%
6.0%
4.0%
2.0%
0.0%
Ja
n0
M 1
ay
-0
Se 1
p0
Ja 1
n02
M
ay
-0
Se 2
p0
Ja 2
n03
M
ay
-0
Se 3
p0
Ja 3
n04
M
ay
-0
Se 4
p0
Ja 4
n05
M
ay
-0
Se 5
p0
Ja 5
n06
M
ay
-0
Se 6
p0
Ja 6
n07
M
ay
-0
Se 7
p0
Ja 7
n08
M
ay
-0
Se 8
p08
Growth Percentage
8.0%
-2.0%
-4.0%
-6.0%
-8.0%
10 % Restrictions
-10.0%
-12.0%
20% Restrictions
10% Restrictions
-14.0%
Month
30
City of Cape Town WSDP 2008/09 to 2012/13
The City’s approach to water demand management is based on three broad
principles: water is a strategic, precious and scarce resource; there should be no
wastage of water; and all water used should be measured and accounted for.
A comprehensive ten-year WC/WDM strategy was approved by Mayco in May
2007. The framework of action of the strategy is divided into an enabling section
and an implementation section. The implementation goals are as follows:
Goal A: CCT must by 2010 reduce and maintain the non-revenue water to
below 15% of the total average demand and within accepted international
benchmarks.
Goal B: Water wastage by consumers should be reduced and maintained
to below 2% of the total demand by 2012 and most consumers should
achieve acceptable water efficiency benchmarks by 2016.
Policy E: Reduce the projected potable water demand by 20% by the year
2012 and conserve Cape Town’s Water Supply. (Planning for future water
and sewer infrastructure is currently based on the City achieving this goal).
The enabling goals defined in the strategy are as follows:
Goal C: CCT must by 2009 ensure and maintain ongoing effective
management systems and implement Integrated Water Resource Planning
in all decisions regarding water resources augmentation, bulk
infrastructure development and water efficiency projects.
Goal D: CCT must adopt WC/WDM as one of the key water service delivery
strategies, and must give priority to its implementation and ensure an
ongoing adequate enabling environment.
The two most critical components of the implementation of the WC/WDM
strategy are the reduction of the water losses and the re-use of treated effluent
water as an additional resource.
During the last three years a number of successful WC/WDM projects have
been 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.
The focus on these projects has reduced non-revenue demand. In addition the
tariffs for treated effluent re-use are being rationalised and should result in
additional income. The additional income is intended to be ring-fenced for use
on WC/DM projects.
The capital budget as outlined in the WC&DM Strategy and compared with
actual budget is outlined in the table below:
31
City of Cape Town WSDP 2008/09 to 2012/13
Year
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
TOTAL
Operating
Strategy
Actual
R 19.58
R20.00
R 40.42
R 57.13
R 54.69
R 52.62
R 26.87
R 18.77
R 16.14
R 15.94
R 15.84
R 317.99
Capital
Strategy
Actual
R 27.17
R30.00
R 56.08
R 79.26
R 75.88
R 73.00
R 37.28
R 26.04
R 22.39
R 22.11
R 21.98
R 441.20
The savings and cumulative savings that are projected to result from the
WC&DM Strategy are shown below:
Projected Water Savings per annum
Savings in ML/day
60
50
40
30
20
10
0
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2015/16
2016/17
Year
Projected Cumulative Water Savings per annum
Savings in ML/day
350
300
250
200
150
100
50
0
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Year
The targeted savings for this year are 18.7 Ml/day or 6.84 million m3 per annum,
which is approximately 2% of the demand.
32
City of Cape Town WSDP 2008/09 to 2012/13
Demand is currently 25.5% below the unconstrained water demand. This is
better than the DWAF requirement of 20%. However, there is concern that
despite the increase in water demand management projects as a result of
additional funding, the underlying growth remained high at 2.9% as at December
2007. The trends will continue to be monitored and remedial action taken as
appropriate in accordance with the Reconciliation Strategy.
CCT Demand Projections
Bulk Supplied (million cubic metres)
1200
Existing Supply
Supply incl. BWP
Unconstrained
Low Water Demand
1000
Actual
2007/08 IDP
800
600
400
200
Year
C2.5
Water services Infrastructure profile
The replacement value of the water and sewer infrastructure, determined in May
2003 (escalated by 6% pa to 2007) as part of the Section 78(1) evaluation, was
about R22.1 Billion, with 70% being the water and sewer pipe networks, made
up as follows:
Replacement
Value (R mil)
Water Supply Infrastructure
Dams and catchments
1,177
Treatment Works
1,289
Water Reticulation
10,192
Water Pump Stations
396
Reservoirs
1,601
Depots (shared)
38
Sub Total
14,693
Wastewater Infrastructure
33
2037
2035
2033
2031
2029
2027
2025
2023
2021
2019
2017
2015
2013
2011
2009
2007
2005
2003
2001
1999
1997
1995
1993
1991
0
City of Cape Town WSDP 2008/09 to 2012/13
Water Supply Infrastructure
Replacement
Value (R mil)
WW treatment works
1,793
Sewer Reticulation
5,251
Sewer Pump Stations
359
Depots (shared)
Sub Total
Total
38
7,440
22,132
Existing Infrastructure
Previously maintenance of infrastructure was mostly reactive. This resulted in
inadequate maintenance and replacement. With an investment of R22.1 billion in
infrastructure assets it is apparent that proper maintenance of these assets over
their life cycles can reduce the cost of ownership and will also ensure that
treated effluent targets are met.
Water and Sanitation Services is implementing an AmiP (Asset Management
Improvement Programme) and the SAP Plant Maintenance Module, and this
situation is gradually being turned around. The stages of AmiP are:
Stage 1: Improvement Strategy Development
Stage 2: Basic Asset Register
Stage 3: Basic Asset Management
Stage 4: Improved Maintenance Management
Stage 5: Introduce Advanced Asset Management Techniques
Stage 6: System Optimization
The improvement process will ensure

Assets are maintained proactively rather than reactively,

The total asset lifecycle is managed and as a result the life of the asset is
maximised, and

Maintenance work is effectively coordinated.
This approach will ensure that costs and therefore tariffs are minimised in
the long term and unwanted operational failure is significantly reduced. This
improvement process is being driven through the Reliability Engineering which
was established in March 2004.
Reliability Engineering is essentially a central hub where all maintenance- and
asset-related information is recorded, analysed and stored while maintenance
schedules, budgets and contractors are managed and proper work execution
ensured. Work requests are called in and logged onto an asset management
software system. These requests, along with preventative maintenance work,
are then assigned to staff. (The process for the maintenance of assets is
outlined below).
Asset histories are built up, providing valuable data for future procurement
decisions. The centralisation of maintenance enforces tight adherence to service
level agreements and affords the CCT improved control and negotiating power
34
City of Cape Town WSDP 2008/09 to 2012/13
when dealing with service providers. Reliability Engineering also ensures
compliance with statutory requirements and safety, health and environmental
regulations.
35
City of Cape Town WSDP 2008/09 to 2012/13
36
City of Cape Town WSDP 2008/09 to 2012/13
The Reliability Engineering site, captures and records all required work as well
as preventative maintenance schedules, generating reports including details of
failure analysis.
The Reliability Engineering procedure is designed to ensure work is planned to
effectively utilise resources and ensure all necessary spares are available to
conduct maintenance work. Through a series of workshops, work planning and
control procedures and policies are developed and implemented.
Reliability Engineering is integrated with the SAP ERP system and the Work
Scheduler/Planner decides whether identified work needs to be part of a
maintenance plan or a reactive job.
The water and sewer reticulation network makes up R15.4 (approximately 70%)
of the total R22.1 billion replacement value. In terms of minimizing the long term
costs of owning the assets, therefore, the replacement programme for these
networks is very significant. Therefore condition records of the networks need to
be dramatically improved. Meticulous records of burst mains and blockages, on
a Metro basis, has been introduced and maintained since June 2006. The
Technical Operations Centre (TOC) is keeping statistics which are presented
monthly. The TOC systems are work in progress, but progress is being made
with IT and ERP on the portal systems.
The indicator used to track the integrity of a water network is the number of
bursts per 100 km per annum. An example of records from the Water Branch of
the former CT Administration shows that the number of bursts per 100 km on a
12 month moving has deteriorated from approximately 6 to 14 in the last 20
years due to a reduction in the number of kilometers of pipeline replaced per
annum. This needs to be addressed.
Bursts per 100 km pa (m oving 12 m onth average)
18
Bursts per 100 km pa
16
14
12
10
8
6
4
2
Year to
From such records, investigations and tools such a CCTV cameras for sewer
pipes, a comprehensive pipe replacement programme will be developed which
will need adequate funding and staffing to ensure success.
37
Sep200
Jan2007
Sep200
May200
Jan2005
Sep200
May200
Jan2003
Sep200
May200
Jan2001
Sep199
May200
Jan1999
Sep199
May199
Jan1997
Sep199
May199
Jan1995
Sep199
May199
May199
Jan1993
Sep199
Jan1991
Sep198
May199
Jan1989
Sep198
May198
Jan1987
0
City of Cape Town WSDP 2008/09 to 2012/13
It is likely that the Asset Management Improvement Programme (AmiP) will
identify that in the short term more funds will need to be allocated to
maintenance of infrastructure and replacement of aging infrastructure. However,
it will ensure that in the long term costs and therefore tariffs are minimized.
(Previously costs and tariffs were reduced but this results in higher costs and
tariffs in the long term)
While the department has generally achieved Stage 3 (Basic Asset
Management), there are bottleneck in the asset management process. This has
resulted because Reliability Engineering is critically short of skilled staff.
Critical posts will be filled to get the programme back on track. In addition,
the temporary outsourcing of particular functions is being investigated.
Besides the filling of critical posts, the urgent tasks that required additional
capacity are :









All gaps in Equipment data to be identified and put on SAP Master Data,
All gaps in Equipment without Maintenance Plans to be identified and put
onto SAP Master Data,
Ensure all critical proactive works order are generated on SAP,
Rationalise the number of Maintenance Plans where possible,
Ensure all proactive orders are generated,
Improve the procurement process to ensure that all the tools and
materials required for pro-active work is received timeously,
Complete all works orders either using internal staff or outsourced
maintenance teams.
All completed Works Orders to be captured timeously without build up in
a backlog,
Re-instate monitoring systems and indicators such as the ratio of proactive to reactive maintenance.
The following activities are planned once the basics are being done:
 Improved work planning where the Planner, Supervisor and Procurement
plan maintenance work together,
 Work scheduling and then improved work scheduling where there is a
closer co-ordination with the operational staff. Currently, pro-active jobs
are generated for the month and work is done in accordance with the
daily needs rather than a planned schedule. A planned schedule enables
more effective utilization of resources.
 Another current gap is the determining of the catalogue of the
notification. This enables one to determine which parts in a piece of
equipment are continuously failing and thereby take effective remedial
action.
There is also a skills shortage on the operational side. Tenders are being
prepared for the maintenance of critical equipment (belt presses, centrifuges,
pumps and gearboxes). Currently the maintenance of lifting equipment and
pressure vessels is outsourced.
38
City of Cape Town WSDP 2008/09 to 2012/13
As in the case of treated wastewater effluent quality indicators will be used to
identify where there are gaps and strategies will be devised to close the gaps.
Planning for new and upgrading/replacement of aging infrastructure
Growth areas
To alleviate the problem of overloading of infrastructure in the growth areas of
the City a process under the leadership of the Corporate Development
Directorate was started to address the situation in a multi-disciplinary way. A
partnership approach with developers was started to ensure that development
could continue. Development contributions are determined and agreed for each
node or Corridor to fund some of the required infrastructure. There are still a
number of challenges, and implementation and capacity constraints in the City.
The areas where water and sewer infrastructure are severely stressed and are in
need of significant upgrades 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
Wastewater Treatment Works
The strategies for ensuring that wastewater treatment capacity is sufficient are:
 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.
In the north eastern areas of the City (Catchment 1) and the Blaauberg areas
(Catchment 4) the lack of capacity resulted in development being slowed. The
plans for each catchment are detailed below:
Catchment 1
The total of all the wastewater treatment works in Catchment 1 are currently
near their design capacities as shown in the graph below:
39
City of Cape Town WSDP 2008/09 to 2012/13
CATCHMENT 1: TOTAL FLOW
Bellville, Kraaifontein, Scottsdene & Fisantekraal
120
y = 0.1852x - 164.02
y = 0.218x - 199.16
110
100
90
Fisantekraal 24 Ml/d
80
Ml/d
70
60
Kraaifontein
extension
50
Scotsdene ext
5 Ml/day
40
30
ANNUAL RATE OF GROWTH:
total flow = 3.5%
dry w eather flow = 3.3%
20
10
Daily flow
Dry weather flow
Linear (Daily flow)
Linear (Dry weather flow)
Jul-2020
Jul-2019
Jul-2018
Jul-2017
Jul-2016
Jul-2015
Jul-2014
Jul-2013
Jul-2012
Jul-2011
Jul-2010
Jul-2009
Jul-2008
Jul-2007
Jul-2006
Jul-2005
Jul-2004
Jul-2003
Jul-2002
Jul-2001
Jul-2000
Jul-1999
Jul-1998
Jul-1997
0
design ADWF
To overcome the capacity constraints the construction of the Scotsdene
extension of 5 Ml/day and phase 1 of the Fisantekraal works of 24 Ml/day are
planned. The capacity extension at the Scottsdene WWTW is expected to
commence in May 2008 and be complete by early 2010.
Agreement on the purchase of land for the new wastewater treatment works at
Fisantekraal has been concluded and consultants have been appointed and are
busy with the design. Construction will commence around mid 2008 with the
expected commissioning by mid 2010.
The preliminary upgrading of Bellville WWTW to improve the quality of effluent
should be substantially complete by the end of 2008 and will be followed by a
capacity extension to deal with on-going development in the catchment.
Catchment 4
The Potsdam WWTW in Catchment 4 has recently been extended by 8 Ml/day
with the new works scheduled to be fully operational by April 2008. This has
provided sufficient capacity to allow the limitations on development in the
Blaauwberg area to be relaxed.
It will be extended by another 7 Ml/day by the end of June 2008. Due to the rapid
growth in the area it is anticipated, an additional 20 ML/day will be required by
June 2012.
40
City of Cape Town WSDP 2008/09 to 2012/13
DEADP accepted the scoping report for increasing the treatment capacity at
either Melkbos or Potsdam WWTW to cater for growth in the area. Specialist
environmental studies have been undertaken and the draft Environmental
Impact Report will be presented to the public early in 2008. This will be followed
by the submission of the report and recommendation to DEADP.
The Zandvliet WWTW is currently being extended in capacity to accommodate
the N2 Gateway project and other developments in the area. The new treatment
process which utilises membrane technology, a first for Cape Town, is due to be
completed by May 2008.
The capital upgrading programme is not only providing capacity for development
but also for improved performance for a higher quality effluent.
Bulk Water
To cater for the growth in demand in the northern areas there are plans and
budgets for the implementation of the Northern Areas Bulk Water Augmentation
Scheme. The phase of this scheme involving the implementation of a new water
treatment plant and bulk reservoir is currently in its EIA phase. Revisions to the
EIA and additional infrastructure to be covered in the EIA process has resulted
in planned completion of the EIA and submission to the environmental
authorities in May 2008.
41
City of Cape Town WSDP 2008/09 to 2012/13
The table of proposed wastewater treatment capacity extensions for the period
of this plan is shown on the following page.
Long Term Integrated Planning
To ensure more effective long term integrated planning within Water and
Sanitation Services, Consultants were appointed to identify what information
exists and what the gaps in the current master plans are. The report for this was
completed at the end of March 2008. A tender has soon be awarded to procure
professional services to develop master plans where there are gaps and to
update existing master plans. Loading on the infrastructure will be based on land
use and will apply to all services.
The objectives of the master planning process are:
 All services within Water and Sanitation use the same customer data with
respect to existing flows/loadings and their expected growth rates in
particular areas,
 Infrastructure plans within Water and Sanitation Services are fully aligned,
 Capital budgets for future years are mainly based on the master plans which
are kept up to date, and
 Monitor where new infrastructure and identified replacement infrastructure is
lagging due to inadequate funding.
42
City of Cape Town WSDP 2008/09 to 2012/13
Proposed Wastewater Treatment Capacity Extensions
Existing Capacity as at
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Total proposed additional
Total Capacity by
01-Jul-07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
capacity by 2012/13
2012/13
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
Athlone
105
900,000
105.00
900,000
Bellville
54.6
581,182
69.60
740,842
Borcherds Quarry
33
360,000
33.00
360,000
Camps Bay
5.5
40,000
5.50
40,000
Cape Flats
200
1,810,000
200.00
1,810,000
Dover
0.01
0
0
0
Fisantekraal
15.00
24.00
159,660
218,160
15.00
24.00
159,660
Organic
218,160
0.01
0
24.00
218,160
Gordons Bay
3.1
13,909
3.10
13,909
Green Point
30
232,727
30.00
232,727
9.80
80,182
Hout Bay
9.8
80,182
Klipheuwel
0.07
455
Kraaifontein
17.5
159,091
Llandudno
0.28
1,591
0.28
1,591
57
370,500
57.00
370,500
Melbosstrand
5.4
24,545
25.40
217,045
Millers Point
0.06
600
0.06
600
45
480,000
45.00
480,000
0.03
300
0.03
300
1.2
6,800
1.20
6,800
Macassar
Mitchells Plain
Oudekraal
Parow
Philadelphia
0.07
455
0.07
20.00
192,500
20.00
0.086
0
Potsdam
40
385,000
Scottsdene
7.5
92,727
5
27,636
Wesfleur
14
152,727
Wildevoelvlei
14
86,000
Zandvliet
59
375,455
TOTALS
707
6,181,427
25.00
181,909
0.00
0
5.00
61,815
28.07
262,251
20.00
192,500
15.00
159,660
Cumulative Capacity
707
6,181,427
732.14
6,363,336
732.14
6,363,336
737.14
6,425,151
765.21
6,687,402
785.21
6,879,902
800.21
7,039,562
13.2%
13.9%
1.8%
1.9%
Simons Town
7.00
67,375
5.00
61,815
4.00
18.00
43,636
114,534
total growth in capacity over 5 years
average growth in capacity pa over 5 years
43
455
192,500
0.14
910
17.50
159,091
0.09
0
7.00
67,375
47.00
452,375
5.00
61,815
12.50
154,542
5.00
27,636
18.00
196,363
4.00
43,636
14.00
86,000
18.00
114,534
77.00
489,989
93.07
858,135
800.21
7,039,562
City of Cape Town WSDP 2008/09 to 2012/13
C2.6
Water balance
The 12 month-moving average of unaccounted for water (UAW) for bulk and
reticulation was 19.3% as at the end of June 2007.
However, the City has adopted international best practice with respect to
reporting on water balance and will stop reporting on UAW. Due to uncertainties
in certain components of the water balance there are a wide range of possible
values for the indicators for the reticulation system as shown in the table below:
Range of Indicators
Indicator
Non-revenue Demand as a percentage of
Min
Rating
Max
Rating
17.3%
Good
23.2%
Poor
162
Good
228
Poor
2.7
Good
3.8
Poor
system input
Real losses - litres per connection per
day
Infrastructure Leakage index
These indicators are for the period 1 May 2006 to 30 April 2007
A process is currently underway to narrow down the range of indicators.
As at April 2007 the input into the reticulation system was estimated to be 268
mil m3 pa, the non-revenue demand 62 mil m3 pa and real losses 47 million m3
pa.
The distribution of water demand is as follows:
Type of usage
2005/6
2006/7
Domestic
56.9%
58.5%
Domestic Cluster
7.0%
Municipal
4.9%
7.7%
4.6%
Commercial and Industrial
18.3%
17.8%
Other
12.9%
11.4%
C2.7
Water services institutional arrangements
The City’s organisational structure, under revision since 2001, has
predominantly reached finalisation, with new staff rapidly being appointed and
current staff mostly having being placed. Internal optimisation of structure and
process, inter-departmental coordination, integrated planning, as well as
Employment Equity are being given high priority in conjunction with the
placement process. Water and Sanitation has continued on a path to further
optimise its organisational structure which is being implemented where and
when possible, within given constraints. It is based on the optimal allocation of
available staff, augmented by advanced information and operational technology.
An additional staff budget of R116 million per annum from 2007/08 onwards to
alleviate the critical staff shortages have been approved and budgeted for. Of
44
City of Cape Town WSDP 2008/09 to 2012/13
particular significance are the funds to appoint several Financial staff.
Engineering staff is also being recruited.
The key to addressing the challenges that Cape Town Water and Sanitation
face and achieving Water Services’ vision and goals is to ensure that Water and
Sanitation is structured financially and institutionally to achieve enhanced
operational and financial performance.
The decision to establish an appropriate service authority mechanism and the
establishment of a Water Service Authority (WSA) and a Water services
Provider (WSP) arrangement has experienced numerous obstacles. The
decision to form an internal ring-fenced business unit dates back to November
2001 with the confirmation that WSA and WSP be established dating back to
June 2004.
The purpose of investigating Section 78 options and deciding on an appropriate
model for the separation was to:
 Comply with national legislation.
 Bring effect to national and City’s strategic intent
 Comply with the Council resolution on the matter in June 2004
 Ensure that water and sanitation services in the City are sustainable
The current arrangement is that accountability for the financially ring-fenced
internal branch acting as WSP rests with the Director: Water Services who is
expected to deliver on the city’s strategic goals through the organizational
structure to the Executive Director: Utility Services and the 3-year rolling
business plan made up the WSDP and related documents such as the SDBIP
and the Utility Services: BSC. The branch has set up a properly-staffed Financial
section to focus on financial sustainability. Management is finding that this
arrangement is working well and that introducing further measures such as a
formal service-level agreement between the WSA and WSP is not a priority, with
no apparent advantages.
The City is also committed to developing alternative service delivery and
infrastructure funding or investment mechanisms. Objective 7.2 under the
Strategic Focus Area 7 “Good Governance and Regulatory Reform” from the
2007/08 IDP (Draft 15.03.07vx2.2) states “Enhance service delivery through
exploring alternative service delivery mechanisms”.
C2.8
Customer service profile
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.
An annual customer survey is undertaken. The ratings from previous customer
surveys are given in the table below:
45
City of Cape Town WSDP 2008/09 to 2012/13
Percentage of customers
satisfied with the service
2002/03
85%
2003/04
82%
2004/05
83%
2005/06
87%
2006/07
89%
However, in informal areas there is a completely different picture as shown in
the table below:
2002/03
Percentage of customers
satisfied with the service
2003/04
72%
2004/05
45%
2005/06
37%
2006/07
47%
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.

Overall respondents are satisfied with the taste, colour, smell, texture,
pressure and quality of water at their disposal. However a number of
formal residential respondents complained about the low water pressure
and a number of informal residential respondents complained about very
high water pressure.

In the business sector, there is an upward trend in the change in behaviour
to conserve water. There is no change from 2006 in the formal residential
areas.

Across all the types of surveys, there is a lack of knowledge about water
efficient fittings. A small number of respondents from all the different areas
have boreholes which are mainly used as supplementary source to water
the garden.

In direct contact with the Department of Water and Sanitation Services
employees, most respondents found them courteous but a significant
number of respondents did not receive any follow-up from contact with the
Department of Water and Sanitation Services.

In the informal residential areas there is a need for basic sanitation
hygiene services which are safe and hygienic. Most households share
toilet facilities with 7 other households.

A significant number of respondents from informal residential areas
complain about unpleasant smells and health problems related to
unhygienic sanitation services.

A rising tariff scale could encourage businesses to conserve water.
The actions that flow from the customer survey which will be taken are:




Address pockets of low pressures in formal areas and high pressures in
informal areas,
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,
A system will be established to ensure that customer complaints are
followed up, and
The Hlonipa Amanzi Campaign in informal areas will be improved to
ensure that the concerns of customers in informal areas are addressed.
46
City of Cape Town WSDP 2008/09 to 2012/13
C2.9
Financial profile
The collection ratios have improved. Sanitation collection ratio has improved
from 87% (05/06) to 92% (06/07) while Water has improved from 70% (05/06) to
85% (06/07).
The outstanding Debt as at the end of October 2007 was R1.77b for Water and
Sanitation. High debt reduces Water and Sanitation’s ability to afford the
necessary capital programmes to maintain existing infrastructure and develop
new infrastructure for the growth in the City.
Water and Sanitation are currently busy with a number of interventions. Apart
from the leaks project which focuses on reducing the consumption (and
therefore monthly bill) and debt of low income households, the number of teams
that performs the actual disconnections and reconnections are being increased,
large meters with zero consumption are being replaced, properties with no
sewerage charge are being identified, and new developments are being
updated.
The key financial strategies for CCT in the IDP, with Water and Sanitation’s
approach in italics, are:
 Limiting salary costs to acceptable levels, taking into account the City’s new
operating model and transferring savings to improve the maintenance of
assets. Water and Sanitation have had to increase their staff due to critical
shortages. However, strategies outlined above ensure that the service
remains affordable;
 Reducing the dependency on cross-subsidisation from tariff-based services
to within acceptable norms. As from 2007/08 the water tariff no longer cross
subsidizes rates;
 Maintaining rate and tariff adjustments within national norms and guidelines,
ensuring the national and local economy are not undermined. This has been
achieved when compared to the other 5 metros, despite higher than inflation
increases in tariffs necessitated by infrastructure needs;
 Making adequate provision for free basic services for the poor through an
improvement of the indigent policy, to ensure that there is no further
marginalisation of poorer communities or individuals through the
entrenchment of the indigent policy. The step tariffs and relief to indigent
households outlined above ensures that water and sanitation remains
affordable;
 Preparing realistic income budgets with adequate provision for non-recovery
to ensure the expenditure reflected for each year can be fully covered by
cash receipts; (Being Done)
 Ensuring that adequate cash reserves are maintained to cover legislated
funds and provisions. (Being Done)
Implementing these financial strategies will go a long way to putting Water and
sanitation Services on a sustainable path.
47
City of Cape Town WSDP 2008/09 to 2012/13
A summary of the overall 3-year capital requirement in Rand million for the
service is detailed in the table below:
Functional Area
Bulk Water
Reticulation
Wastewater Treatment
Water Demand
Management
EAMS
Informal Settlements
Meter Replacement
Information Technology
Technical Operation
Centre
Masterplanning
TOTAL
2008/09
38.4
351.5
226.5
2009/10
149.5
293.6
228.0
2010/11
414.9
269.8
222.0
27.0
0.6
18.1
14.0
3.5
38.3
19.1
40.5
15.0
3.5
26.5
18.0
17.0
15.0
2.5
1.0
2.0
682.5
0.5
2.0
790.0
0.5
2.0
988.2
The funding arrangements for the three financial years (in R millions) is given in
the table below:
Funding
MIG
BICL
EFF
Total
2008/09
171.6
79.2
431.7
682.5
2009/10
137.5
0.0
652.5
790.0
2010/11
93.5
4.0
890.7
988.2
The allocation for MIG funding is based on approved amounts. It is anticipated
that further funding will be approved as applications are made.
This requires a significant increase in funding through EFF which historically
has stood at approximately R160 mil. This has a significant impact of the
operating budget through interest and depreciation charges. The high capital
budget is required to ensure the sustainability of the service and tariffs have
been adjusted to cater for these increases.
The City recognises the urgent need to upgrade and extend infrastructure. This
is highlighted under the IDP Strategic Focus Area “Sustainable Urban
Infrastructure”. In order to ensure that this becomes a reality it is committed to
“improve leveraging of available funds without compromising the Council’s
ability to sustain service delivery” (part of the Public Infrastructure Investment
Programme under the Objective 2.7 -Strategic Focus Area No. 2)
Depending on the effect of an aggressive Water Demand management Strategy
and a re-evaluation of the approach to treated effluent standards, the high
capital requirement may be able to be reduced.
The 3 year operating budget (in Rand Million) is as detailed below:
ITEM
Salaries, Wages and Allowance
2006/07
R mil
264
48
2007/08
R mil
431
2008/09
R mil
543
2009/10
R mil
592
2010/11
R mil
646
City of Cape Town WSDP 2008/09 to 2012/13
ITEM
Employee Related Costs - Social
Contribution
General Expenses
Contracted Services
Repairs and Maintenance (Primary)
Bad Debts Provision / Working Capital
Reserve
Collection Costs
Bulk Purchases - Electricity
Bulk Purchases - Water
Bulk Purchases - Water Research Levy
Indigent Relief
Grants & Subsidies Paid
Interest on External Loans
Depreciation
Transfer to / from Future Depreciation
Fund
Transfer to / from CRR
Housing Funds
FDR :Transfer Capital Receipts
Operating G & D - Projects
Internal Utilities Expenditure
Bulk Charges
Insurance Departmental Premiums:
Assets Based
Insurance Departmental Premiums:
Remuneration Based
Interest Paid Internal loans
Trading Contribution to Rates
Activity Based Costing - Operating
Account
Activity Based Costing - Recharges
Repairs & Maintenance (Sec)
Operating Grants and Donations Projects (Sec)
Activity Based Costing - Capital Account
Support Services
Total Operating Expenditure
% Increase in operating budget
2006/07
2007/08
2008/09
2009/10
2010/11
58
248
69
86
61
274
107
104
81
309
91
126
88
341
97
138
96
365
103
152
437
0
0
163
8
0
0
0
127
263
0
0
259
12
0
0
0
158
256
0
0
264
13
0
0
0
190
284
0
0
295
14
0
0
0
199
234
0
0
329
16
0
0
0
215
-36
15
1
148
0
21
782
-42
200
1
125
13
55
865
-63
91
1
172
15
61
942
-66
206
1
138
23
65
1,003
-71
100
1
94
23
69
1,068
11
11
11
12
13
2
117
90
4
123
0
5
142
0
5
60
0
5
296
0
-57
17
71
-139
10
159
-130
13
146
-138
14
155
-147
15
165
0
-10
106
2,739
0
-14
147
3,189
16.4%
0
-17
218
3,480
9.1%
0
-18
232
3,741
7.5%
0
-19
248
4,015
7.3%
This is based on the following assumptions:
City growth
Inflation
Water Demand growth
2.00%
6.50%
2.00%
With the high financial requirements and the need to ensure the sustainability of
the service, tariffs may need to increase above inflation over the next 3 - 5
years.
As mentioned under “Institutional Arrangements”, the Water Services Provider
will be structured in a way that enhances operational and financial performance.
49
City of Cape Town WSDP 2008/09 to 2012/13
Insert summarized Gaps and Strategies here when printing
For spreadsheet GOTO
58
City of Cape Town WSDP 2008/09 to 2012/13
D.
BACKGROUND TO THE AREA
D.1
LOCATION
The CCT is located in the Western Cape Province on the south-eastern
corner
of
South
Africa
as
indicated
on
Figure
D.1../../../../../../../../ontvangs/Local Settings/Temp/Temporary Directory 1 for
CT WSDP 0708_3 May 07_Draft 4.zip/Figure 2.1 Locality Plan.doc. The total
2
area is approximately 2 474 km and its coastline is 371 km long.
Figure D.1 Locality Plan
59
City of Cape Town WSDP 2008/09 to 2012/13
60
City of Cape Town WSDP 2008/09 to 2012/13
D.2
WATER SERVICES AUTHORITY PERSPECTIVE
The CCT, like the rest of South Africa, has undergone some significant
changes in political structure over the last decade. Prior to 1994, the area
consisted of a large number of smaller municipalities, or councils. The
dominant municipality was the Cape Town City Council (CCC), which at the
time also owned and operated the bulk water supply system. Outside of the
CCC area, the bulk supply system and the secondary distribution systems of
the various municipalities were separated, with metered bulk off-takes used
by the CCC for billing purposes. Within the CCC area however, the bulk- and
secondary systems were integrated, since all its consumers were billed
directly.
With the political changes in 1994, the smaller municipalities in the CMA were
amalgamated into 6 Metropolitan Local Councils (MLC’s), with the Cape
Metropolitan Council (CMC) as a regional local authority in charge of bulk
services This prompted a separation of the bulk- and secondary systems in
the old CCC area.
In December 2000, the unified City of Cape Town (CCT) was formed, by the
amalgamation of the six short-lived MLC’s and the former CMC. As at
November 2005, the restructuring of the City including the Water and
Sanitation Services Department is not yet complete with only positions down
to level 4 having been filled.
The Bulk Water Branch within the new CCT operates the bulk water supply
system, and currently supplies water in bulk to the Reticulation Branch’s eight
reticulation districts who in turn distribute the water to the end users. The
number of districts may reduce from eight to four for operational efficiency.
For plans of the 8 district and 4 region model GOTO D.1 and GOTO D.2.
The eight districts are required to interact with 22 sub-councils from a political
perspective to ensure co-ordination and integration at political level.
The Drakenstein (including the towns of Paarl and Wellington) and
Stellenbosch Municipalities located outside the CCT area, also purchase
water in bulk from the CCT.
Raw water is treated at water treatment plants which are operated by the
Bulk Water Branch, from where it is distributed via a network of large
diameter pipelines and reservoirs to the districts. The bulk networks are
operated by the Bulk Water Branch up to the metered connection points of
the eight districts. Downstream of the meters, the secondary distribution
networks are operated by the respective districts.
Wastewater collection and treatment is also carried out in-house, with the
wastewater collection function falling under the Reticulation Branch, whilst
treatment is undertaken by the Wastewater Treatment Branch.
D.3
PHYSICAL PERSPECTIVE
Information on the physical attributes of the area, the history, main features
and attractions are presented on the CCT’s website (GOTO http://www.capetown.gov.za/home/profile.asp)
61
City of Cape Town WSDP 2008/09 to 2012/13
D.3.1
Topography
The area consists of varying topography which includes flat plains, hills and
mountains. High mountains are located fairly close to the sea; e.g. Table
Mountain which exceeds 1 000 m in elevation. Other high mountains on the
perimeter include the Hottentots-Holland, Helderberg, Stellenbosch,
Jonkershoek, Franschhoek, Wemmershoek, Du Toits, Paarl, Slanghoek,
Limiet and Elandskloof mountains. These mountains form an eastern
perimeter of mountains around the CCT, as shown on Figure D.3.1.
A major portion of the CCT consists of the area known as the Cape Flats,
which has an elevation of between 20 and 45 m above sea level. This area is
relatively low-lying and can be supplied via the bulk supply network from large
reservoirs with top water levels at 110 m above sea level (ASL). The
mountainside developments in Somerset-West, along Table Mountain and
the Peninsula mountain range, as well as the hilly development in
Durbanville, Brackenfell-north, and the Atlantis area are at elevations, which
are too high to be supplied from the 110 m ASL reservoirs. Very few areas
with water demand are located at elevations higher than 200 m ASL.
The rivers in the CCT are relatively small. Some rivers worth mentioning are
the Salt-, the Dieppe-, the Black-, the East-, Quills-, Moderate- and Lorenz
rivers. The rivers which are utilised as water sources lie mostly outside of the
CCT. These are the tributaries to the Berg River namely the Wolwekloof and
Banhoek tributaries, Sonderend-, Palmiet-, Klein Berg- and Leeu rivers. Of
these, the Berg River that flows in a northerly and later westerly direction, is
by far the largest.
D.3.2
Climate
Cape Town has a mean annual rainfall of 515mm/annum and an average
temperature of 16,7 C. The CMA is a winter rainfall area.
The
meteorological depressions that typically bring rain to this area during winter
move past to the south of the area (and the land mass) during summer;
resulting in long dry spells. It is during the dry summer that the water
demands are highest, due to the higher temperatures and the fact that
watering of gardens is the norm in almost all the residential areas. This
contrast complicates the management of a bulk water supply system, as
sufficient run-off needs to be stored during winter in order to meet the
increased water demand in the hot and dry summer months.
D.3.3
Natural Environment
Cape Town is one of the most beautiful and diverse cities in the world. The
city is located in a highly sensitive and vulnerable ecosystem is recognised as
a global biodiversity hotspot and is fortunate to have a National park within its
boundary. The environment is one of the strongest assets driving tourism and
attracting skilled staff for the city’s economy. Finding the balance for
sustainable development and improving quality of life remains the challenge.
Growing consumption, pollution (air, water, waste) and the protection of the
city’s biodiversity are key issues that must be addressed.
Cape Town is located within the Cape Floral Region, which is geographically
the smallest of the world’s six floral kingdoms, but supports the highest
density of plant species. Over 9000 different plant species occur in the Cape
Floral Region, 70% of which are endemic (i.e. are confined to this region).
62
City of Cape Town WSDP 2008/09 to 2012/13
Figure D.3.1 Topography
63
City of Cape Town WSDP 2008/09 to 2012/13
Cape Town supports 2500 plant species, thus within the Cape Floral Region it
is considered an area of particularly high floral diversity (or a local “hotspot”
within a global “hotspot”). This floral diversity relates to the steep
environmental gradients, including altitudinal, geological and rainfall
gradients; that have combined to create a large number of different habitats.
Six national vegetation types are found only within the City Of Cape Town’s
borders, and of these, five are classified as “Endangered” or “Critically
Endangered”. These vegetation types support species that are unique to
Cape Town and many of these are under threat from extinction, owing mainly
to habitat destruction and invasion by alien plants.
D.3.4
Main infrastructure development
Cape Town grew by 40% in developed land area in the period 1985-2005.
Compared to the period 1977 to 1988, when the city developed by an
average of 701 hectares per year; the city is now developing at an average
rate of 1232 hectares per year (almost double previous averages) reflecting
the tremendous development boom the city is currently experiencing (figure
D3.4a).
Figure D.3.4a: Cape Town’s urban footprint: 1977 versus 2006
Source: City of Cape Town, 2002
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City of Cape Town WSDP 2008/09 to 2012/13
Sprawl contributes to increasing commuting times as well as the loss of
valuable agricultural land and areas with high biodiversity conservation
potential (City of Cape Town, 2006d). Much of the recent growth has
contributed to sprawl with relatively low density suburban residential
development driving this process, although higher density, higher income
residential development in the CBD has accelerated in the past few years.
Concentration of populations in urban areas greatly reduces the unit cost of
piped water, sewers, drains and roads. The use of environmentally friendly
energy sources and transport can reduce these costs even further.
The existing land use and potential future development areas are shown in
Figure D.3.4b below.
The major dams from which the CCT is supplied are situated outside (except
for the Steenbras Upper and the Steenbras Lower Dams) the mountainous
eastern perimeter of the area. The Theewaterskloof dam near Villiersdorp is
the major water source of the CCT and forms part of a large inter-basin water
transfer scheme that regulates the flow from the Sonderend-, Berg- and
Eerste rivers. The Voëlvlei dam is the furthest north near Gouda and relies
on diversion works in the Klein Berg, Leeu and 24 Rivers for its water supply.
The Wemmershoek dam is situated in the mountains near Franschhoek and
is supplied from various small rivers in the Wemmershoek mountains (e.g.
Tierkloof- and Olifants rivers). The Steenbras Upper dam and Steenbras
Lower dam are situated in the Hottentots-Holland mountain range near
Gordon’s Bay, and serve a dual purpose of providing an upper reservoir for
the Steenbras Pumped Storage Scheme and for supplying water for
domestic/industrial use to the CMA. Other smaller dams include the dams on
Table Mountain (Woodhead, De Villiers, Hely Hutchinson, Victoria and
Alexandra) which are used to supply water to the southern suburbs and the
Peninsula, and the dams at Simons Town (Kleinplaas and Lewis Gay) which
provide water to the Peninsula.
65
City of Cape Town WSDP 2008/09 to 2012/13
Figure D.3.4b Existing Land Use and Potential Future Development Areas
66
City of Cape Town WSDP 2008/09 to 2012/13
D.4
DEMOGRAPHIC PERSPECTIVE
For the State of Cape Town report dated 30 October 2006 GOTO D.3 and for
socio-economic profile GOTO D.4
D.4.1
Economics
Although economic growth rates have been increasing, which could have a
more beneficial impact on employment levels, key indicators shows that
fundamental changes to the development path of the city are being
constrained by a number of trends which are reinforcing social and spatial
segregation and inequalities in the city. This pattern has persisted for the
past decade or more:
 Growth in the number of people living in informal settlements (23 000
families in 1993 to approximately 115 000 families in 2006)
 Increasing housing backlog (150 000 in 1998 to 265 000 in 2005). Some
recent estimates, using alternative methodology/definitions than before,
put the current backlog at 400 000
 Rising unemployment (13% in 1997 to 23% of the labour force by 2004)
 Rising poverty (from 25% in 1996 to 38% of households living below or
marginally above the household poverty line in 2005)
 Increasing HIV prevalence among women visiting public health clinics
(from 1.2% in 1994 to 15.4% in 2004, based on Provincial antenatal
statistics and following the same trajectory as the National trend)
 Increasing tuberculosis cases (from 13 870 in 1997 to 26 754 in 2005).
The problem in the city is not the absence of economic growth, but the failure
to harmonize economic and social development objectives, to ensure the
benefits of economic progress reach the population as a whole, and to
ensure the benefits of economic progress reach the population as a whole.
Residents of suburbs in the city are characterized by major differences in
housing quality, income, educational levels, access to services and work
status. Figure D.4.1, based on the above key socio-economic variables,
illustrates the spatial variations in levels of living. A high score indicates that a
relatively large proportion of households are experiencing absolute poverty
and have a large number of unemployed workers and employees with low
educational qualifications earning low salaries in unskilled occupations (City
of Cape Town 2006e).
67
City of Cape Town WSDP 2008/09 to 2012/13
Figure D4.1
D.4.2
Social
Approximately 30% of households (almost 1 million people) in Cape Town
live in inadequate housing and depressed physical environments. These
areas are characterised by severe social and economic conditions, which
manifest in high levels of poverty, unemployment, illiteracy, alcoholism, low
health status and other deviant behaviour such as crime and delinquency.
The low health status of residents of informal settlements, highlights the fact
that this is the result of poor living conditions rather than the lack of health
facilities. Cape Town’s informal settlement residents are only benefiting
slightly from the current economic and social opportunity offered by the
facilities and amenities present in the city. In short, there is clearly a need for
the upgrading of the living conditions of these residents.
Cape Town is faced with immense human and social development
challenges over the long-term. This is due to decades of distorted
development in the city manifested in highly-skewed distribution of income
68
City of Cape Town WSDP 2008/09 to 2012/13
and wealth. This is reflected in growing levels of absolute poverty,
inadequate housing, poor health status (especially the impact of HIV/AIDS
and TB becoming more evident) and the exclusion of certain segments of the
population from full participation in the development of the city.
Poverty
One measure of poverty is the household subsistence level, below which
households are unable to meet their basic needs for clothing, food, cleansing
and transport. In Cape Town, the rise in poverty in clearly evident from Figure
D.4.2 below, with 38% of households (involving approximately 1.2 million
people) currently living in poverty. Intra-city inequalities are even more stark
with the 20% worst off areas in the city having an unemployment rate of
between 40%-58%, comprising 40% of the city’s population and 68% of the
city’s unemployed (City of Cape Town, 2005d). In a recent study conducted in
three informal settlements in the city, unemployment levels of 39.5% were
recorded. The shocking reality of these statistics are borne out by the fact
that 14.3% of households responded that they often went hungry and a
further 39.4% of households sometimes went hungry (De La Harpe, 2005).
Figure D.4.2: Households earning below Household Subsistence Level
Source: Statistics South Africa, 1996, 2001, and 2005
HIV/AIDS
The prevalence of HIV/AIDS in the city has been increasing steadily over the
past few years - with the highest prevalence recorded in the areas of Nyanga
and Khayelitsha. This is in line with international trends of higher HIV
prevalence in less affluent areas. While the Cape Town average HIV/AIDS
prevalence in pregnant women at 16% (2004) is well below the national
average of 29.5%, (2004), the disease’s prevalence in these two areas is as
high as or higher than the national average (City of Cape Town 2006a).
The high prevalence on HIV/AIDS in informal areas in the city is explained by
a range of factors. This includes poverty and unemployment which increases
vulnerability to HIV, urbanisation resulting in social disintegration which
increases risk-taking behaviour, inadequate services, sexual violence and
rape, disempowerment of women, illiteracy and low levels of education
(Bromfield, 2006).
A key failing in the response to HIV/AIDS is that the problem has previously
largely been defined within a health context with a primarily health sector
driven response. At a grassroots level, limited resources are also often
wasted due poor coordination, duplication of effort and plans that do not
address local priorities. Based on the complex underlying factors driving the
epidemic, it is clear that HIV/AIDS will not be impacted upon unless a
69
City of Cape Town WSDP 2008/09 to 2012/13
broader, coordinated, multi-sectoral approach to the epidemic is embraced
(City of Cape Town, 2006i).
Given the projection that 50% of the Cape Town’s population will remain
younger than 31 years in the future (as can be seen from the population
projection in section 4: ‘Cape Town’s Developmental Context’), there is a
critical need for youth development strategies to be implemented to address
future poverty, HIV/AIDS and unemployment and which relate to the social,
economic and physical needs of the city’s young.
D.5
REGIONAL PERSPECTIVE
The City of Cape Town is the major economic hub of the Western Cape
contributing 82% of the province’s GDP. It is bordered by the West Coast DM
to the north, the Cape Winelands District Council to the North East and
Overberg DM to the South East.
Cities do not function in isolation, but form part of particular regions with a
range of different stakeholders that influence their management. The key
challenges for developing successful city-regions include securing balanced
economic growth, appropriate governance systems to ensure effective
cooperative decision-making, an entrepreneurial approach to facilitating
investment, and the avoidance of competition between the cities and towns in
the city-region system. This acknowledges that major development projects
have to be coordinated effectively for the benefit of the city-region as a
whole. An important aspect of this is ‘spatial coalitions’, which are meaningful
partnerships with business, civil society and spheres of government, as
valuable assets in fostering a competitive regionalism (South African Cities
Network, 2006).
Two key strategies impact on the broader Cape Town context; namely, the
National Accelerated and Shared Growth Initiative for South Africa (ASGISA),
and the Western Cape Growth and Development Strategy (PGDS). ASGISA
is a national framework to support a range of key policy thrusts, including
macro-economic policy refinement, strategic infrastructure provision, sector
investment strategy, labour market skills, small business and governance.
Provincially, the PGDS is a strategy for the Province to achieve shared
growth and integrated development. It is the core alignment mechanism for
the province and a coordination and implementation strategy driven by the
Provincial Government Western Cape. The objectives of the PGDS are:
 Identify appropriate levers to shift developmental path
 Identify location of regional development motors of shared growth
 Commit the Provincial Government to strengthen its contribution to shared
growth and development
 Design institutional architecture and reforms necessary for achieving
shared growth and development
 Focus, align and harmonise the Provincial Government planning,
budgeting and implementation
 Provide a framework for improved collaboration and coordination of all
stakeholders in the Province around a shared growth and the
development agenda.
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City of Cape Town WSDP 2008/09 to 2012/13
Strategies at a metropolitan level should take cognisance of and be aligned
to these higher level strategies such as ASGISA and the PGDS, whilst
focusing on the particular local challenges (City of Cape Town, 2006b).
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City of Cape Town WSDP 2008/09 to 2012/13
E.
IDP AND WSDP GOALS AND INTEGRATION
E.1
IDP PRIORITY ISSUES RELATED TO WATER SERVICES
Strategic Focus Area
Strategy / Objective
Water Services Business Elements
10. List of Projects
9. Financial profile
8. Customer Service
Profile
7. Water Services
institutional
arrangements Profile
6. Water balance
5. Water Services
Infrastructure Profile
4. Water
Conservation /
Demand
Management
3. Water Resource
Profile
2. Service Level
Profile
1. Socio - Economic
Profile
Page Numbers
1.
SHARED ECONOMIC
GROWTH AND
DEVELOPMENT
No direct Water Service’s objectives.
However increased economic growth
will require additional water and
sanitation infrastructure and additional
water resources. The Water
Conservation and demand
management strategy will become
more important as a result.
1.
X
X
X
SUSTAINABLE URBAN
INFRASTRUCTURE
X
X
X
Reduce service backlogs for
infrastructure-related services
in accordance with national
objectives
X
X
X
1.1
2.
X
Access to basic sanitation
services to all by 2012 (IDP
targeted to be relaxed)
1.2
Potable water services to all
by 2008 (largely met)
1.3
Bucket system sanitation
services eradicated in all
formal settlements by 2007
(informal settlements cannot
be met within current financial
constraints)
2
Develop demand management
programmes for water,
electricity, waste and transport
and reduce attendant
pollutants
X
X
X
X
X
X
72
City of Cape Town WSDP 2008/09 to 2012/13
Strategic Focus Area
Strategy / Objective
Water Services Business Elements
10. List of Projects
9. Financial profile
8. Customer Service
Profile
7. Water Services
institutional
arrangements Profile
6. Water balance
5. Water Services
Infrastructure Profile
4. Water
Conservation /
Demand
Management
3. Water Resource
Profile
2. Service Level
Profile
1. Socio - Economic
Profile
Page Numbers
2.1 Introduce incentives to reduce
demand
2.2 Facilitate the introduction of
sustainable technologies
2.3 Focus more strongly on water
and electricity demand
management and waste
minimisation in order to reduce
pollution levels and reduce
capital investment requirements
2.4 Improve environmental
awareness
3
1.1
1.2
Effective management of City’s
Infrastructure and Resources
X
X
X
X
Rehabilitation / replacement of
failing water bulk
infrastructure (minimum
measured leakage)
X
Installation and
commissioning of new water
systems
X
X
X
X
X
X
X
X
X
X
X
2.3
2
PUBLIC TRANSPORT
SYSTEMS
Rehabilitation of failing
wastewater treatment bulk
infrastructure
2.4
Rehabilitation / replacement
of failing bulk infrastructure
(or establishment and
commissioning of new)
No direct Water Services objectives
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City of Cape Town WSDP 2008/09 to 2012/13
Strategic Focus Area
Strategy / Objective
Water Services Business Elements
INTEGRATED HUMAN
SETTLEMENTS
3
3
4.
SAFETY AND
SECURITY
5.
ECONOMIC
DEVELOPMENT
6
X
X
X
X
X
X
X
X
X
X
X
X
No direct link to Water Services
objectives
1.
Local Economic Development
X
1.
2.
Eradication of extreme poverty
Access to community facilities
X
X
SOCIAL AND HUMAN
CAPITAL
1.
7.
X
GOOD GOVERNANCE
AND REGULATORY
REFORM
2.
Optimising the development of
our Organisation staff structure,
strategies, policies and promote
skills development.
Enhance service delivery through
exploring alternative service
delivery mechanisms
X
74
X
X
X
X
10. List of Projects
2
3
Integrated Human Settlement
Planning
Land release and incremental
housing
Redressing the Housing
Backlog
Informal settlement upgrade
9. Financial profile
8. Customer Service
Profile
7. Water Services
institutional
arrangements Profile
6. Water balance
5. Water Services
Infrastructure Profile
4. Water
Conservation /
Demand
Management
3. Water Resource
Profile
2. Service Level
Profile
1. Socio - Economic
Profile
Page Numbers
1
City of Cape Town WSDP 2008/09 to 2012/13
Strategic Focus Area
Strategy / Objective
Water Services Business Elements
4.
5.
6.
7.
8.
Strategically utilise information
technology, validated data bases
and systems to support the
transformation of public services
to provide better and more
efficient government and
reporting structures
X
Improve the service culture and
workplace ethics by
accomplishing sound financial
governance, improved
accountability and transparency
X
X
X
Management of key financial
areas such as income control,
cash flow, indigent support,
alternative income opportunities,
asset management and risk
management
X
Improve the regulatory
environment (Bureaucratic red
tape
X
Establishment of representative
Ward Participatory Mechanisms
X
X
Improvement of Community
satisfaction
X
X
75
10. List of Projects
9. Financial profile
8. Customer Service
Profile
7. Water Services
institutional
arrangements Profile
6. Water balance
5. Water Services
Infrastructure Profile
4. Water
Conservation /
Demand
Management
3. Water Resource
Profile
2. Service Level
Profile
1. Socio - Economic
Profile
Page Numbers
3.
City of Cape Town WSDP 2008/09 to 2012/13
E.2
SUSTAINABLE WATER SERVICES SUB-GOALS
The vision of Water and Sanitation Services in Cape Town is “To become a
leader in the provision of equitable, sustainable, people-centred, affordable
and credible water services to all”.
EQUITABLE
E.3

To ensure that access to a basic water supply to informal settlements is
maintained

To ensure access to a basic sanitation service to at least 70% of all
informal settlements by 2010.
INTEGRATED WATER RESOURCE MANAGEMENT SUB-GOALS
SUSTAINABLE
E.4

To ensure the availability and reliability of water resources at all times.

To ensure that the water demand remains at least 20% below the
unconstrained demand curve

To ensure the supply of safe drinking water that meets quality standards
at all times.

To ensure the protection of the environment and that 90% of treated
effluent is in compliance with current (1984) DWAF standards by 2010.
EFFICIENT AND EFFECTIVE WATER SERVICES INSTITUTIONAL
ARRANGEMENTS SUB-GOALS
AFFORDABLE

To establish fair tariff that ensures all residents have access to basic
water and sanitation services, including indigent households.

To ensure that tariffs are fair and in line with comparable organisations
and cities.
PEOPLE-CENTRED

To ensure that we reach 80% satisfaction of all customers with the
provision of basic water and sanitation services annually.

To create an environment that develops and utilises the skills,
competencies and innovation potential of all employees are developed
and utilised to meet the objectives of the organisation.

To create an enabling environment that ensures devolvement of
meaningful relationships with all stakeholders.
76
City of Cape Town WSDP 2008/09 to 2012/13
CREDIBLE

To ensure the implementation of international best management practices
in the provision of water and sanitation services.

To become the organisation as the preferred water services institution for
all customers.
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City of Cape Town WSDP 2008/09 to 2012/13
F
WATER SERVICES BUSINESS ELEMENTS
F.1
SOCIO-ECONOMIC PROFILE
F.1.1
Demographics
F.1.1.1
Situation Assessment (demographics)
F.1.1.1.1
Current consumer profile
The customer profile on SAP is:
Customer Type
Total
Commercial
12,379
Government
221
Industrial
4,099
Miscellaneous
5,554
Schools-Sportsfields
1,440
Domestic Cluster
6,755
Domestic single residential
602,681
Departmental Cluster
2,903
Municipal Water
6,424
Total
642,456
There are currently approximately 8,000 formal serviced properties not billed.
The housing backlog is as detailed in the table below:
Informal settlements
117 000
Overcrowded housing stock and backyard shacks
150 000
TOTAL
267 000
Source:
The challenge that the City faces is emphasized by the fact that the current
backlog represents about a third of the total of 884 000 households in the
City of Cape Town.
According to the 2007/08 IDP (IDP Draft 15.03.07vx2.2.doc) the number of
people living in informal settlements is growing (23 000 families in 1993 to
115 000 families in 2005 –an increase of approximately 7,700 per annum –
GOTO 1.1c), overcrowding is increasing and household size is declining.
These contribute to an increasing housing backlog (an increase from 150 000
in 1998 to approximately 300 000 in 2006).
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City of Cape Town WSDP 2008/09 to 2012/13
Housing backlog compared to housing delivery
350000
350000
300000
300000
265000
265000
250000
245000 245000
221000
200000
200000
150000
150000
150000
100000
100000
50000
housing delivery
Housing backlog (no. of
dwelling units)
245000
240000
250000
300000
50000
4110
9729
1808 3469
0
0
1998 1999 2000 20012002 2003 2004 2005 2006 2007 2008 2009 2010
Source: Strategic Development Information & GIS using Housing Department data
From 1996 to 2005 the number of households in Cape Town has increased
from 651,972 to approximately 845,000. This represents a total increase of
approximately 193,000 over the period or 21,500 per annum.
F.1.1.1.2
Poor household definition
A household is classified as indigent if the household’s earnings are less
than or equal to R1,600 per month. This will be increased to R1,700 per
month from 2007/08.
In addition properties with a municipal value less than R88,000* (R50,000*
before 2007/08) do not attract rates while those less than R199,000*
(R100,000 before 2007/08) are eligible for a R30 Indigent Grant applicable to
the water account. Before 2007/08 properties valued at less than R100,000*
attract an Indigent Grant of R20 now linked to the sewerage account.
*
F.1.1.1.3
The municipal value of properties has increased by 3.8 times on average since the previous
municipal valuation in 2000. The increase is significantly less in poorer areas. A direct
comparison is not possible
Present population and projected population growth rates
The 2001 Census recorded the size of the metropolitan population at
2 893 251 people living in 759 765 households. By comparing this to the
1996 figure of 2 563 095, a growth rate of 2,6% per annum is found between
1996 and 2001. In 2005 the estimated population was 3 239 768 living in 845
000 households.
The population previously projected for the Cape Metropolitan Area for 2001
was 3 154 238 (Dorrington, 1999). The actual census figure is therefore
79
City of Cape Town WSDP 2008/09 to 2012/13
8,27% lower than the projected population. Further analysis is needed to
reconcile the actual census figure with the projected figure.
F.1.1.1.4
Demographic trends and migration patterns
The future customer profile for the City of Cape Town will be outlined by
highlighting the main determining factors:
 Future population growth projections.
 Current housing backlog to upgrade informal settlements
overcrowded housing stock to individually-serviced sites.
and
The Dorrington report: Projection of the Population of the Cape Metropolitan
Area 1996-2031 (Dorrington, 2000), is a widely accepted source of growth
statistics for the City of Cape Town. Findings of the report were updated per
suburb by the CMC Spatial Planning Department in 2003 to take cognisance
of the latest HIV/AIDS and migration trends.
The table below provides a summarized overview of the expected Cape
Town population growth for each of the previous MLC districts.
Projected Population Growth for the City of Cape Town
City of Cape
Town
Cape Town
Tygerberg
Blaauwberg
South Peninsula
Oostenberg
Helderberg
Total
Avg Growth
Pop 2001 Pop 2006
% 2001 -
Pop 2016
2006
1,130,175
1,187,229
976,412
1,075,394
173,452
271,370
406,354
437,676
319,710
389,351
148,114
186,084
3,154,217 3,547,104
Avg
Avg Growth
% 2006 -
Pop 2031
2016
1.0
2.0
11.3
1.5
4.4
5.1
1,253,867
1,174,194
374,080
481,640
470,436
243,517
2.5 3,997,734
Growth %
2016 2031
0.6
0.9
3.8
1.0
2.1
3.1
282,601
0.1
0.2
1.1
0.5
0.8
1.1
1.3 4,255,847
0.4
1,280,143
1,214,732
433,181
519,724
525,466
Compiled by the CMC Spatial Planning Department (revised by Water and Sanitation Services
Department). For spreadsheet GOTO 1.1a. For updated population projections GOTO 1.1b
Current migration patterns show a net inflow of people from rural areas
stretching as far as the Eastern Cape. The influence of migration patterns
adds an even pressure on the provision of housing in Cape Town. The
Western Cape is currently a net receiving province in South Africa. It is
estimated that on balance some 48 000 people enter the province each year.
This represents an increase due to in-migration of more than one per cent of
the total population.
F.1.1.1.5
Age and gender profile
The 2001 population pyramid Figure F.1.1.1.5 is showing a distribution
reduction towards the younger age groups, highlighting a tapering in birth
rates and future stabilization in population growth.
80
City of Cape Town WSDP 2008/09 to 2012/13
Figure F.1.1.1.5 Age – Sex Distribution of Population
Compiled by Strategic Information, CCT, from Statistics SA Census data
For more details on the socio-economic profile GOTO 1.2. This report,
compiled by the Department of Strategic Information, “City of Cape Town: A
Population Profile of the City of Cape Town August 2003”, includes statistics
on age, gender, race, migration patterns, employment etc.
F.1.1.2
Future trends and goals (demographics)
F.1.1.2.1
Consumer profile
There is no information as to how the consumer profile, other than residential
will change over time.
F.1.1.2.2
Population and projected population growth rates
A future estimated HIV-incidence rate of 5% (i.e. one in every 20 people are
estimated to be HIV-infected) together with an expected reduction of rural in
migration could constrain future population growth even further than that
shown in the table in F.1.1.4
F.1.1.2.3
Demographic trends and migration patterns
The geographic location of highest growth is mainly determined by two
factors:
 The active property market, driven by the favourable economic conditions
and the emerging black middle class. This type of middle- to high-income
development contributes to urban spread and is concentrated in the
following areas: (on Figure D.3.4b under Chapter D.3).
- northern portion of Durbanville;
- north of Table View;
- north of Kraaifontein;
81
City of Cape Town WSDP 2008/09 to 2012/13
- north-east of Strand;
- west of Strand and Somerset West.
 State-funded large scale housing developments to alleviate overcrowded
housing stock and relocate informal settlements from environmentally
sensitive and unsafe areas. These developments are of an urban infill
nature (close to urban opportunities for socio-economic upliftment) and
mainly concentrated in:
- Southern areas of Tygerberg;
- South-western portion of Oostenberg.
F.1.1.2.4
Age and gender profile
The reduction in the younger age groups together with a future estimated
HIV-incidence rate of 5% (i.e. one in every 20 people are estimated to be
HIV-infected), could constrain future population growth even further, together
with an expected reduction of rural in migration.
F.1.1.3
Strategic gap analysis (demographics)
The high growth in formal housing is putting a severe strain on the existing
infrastructure particularly at the growth nodes. Investment in infrastructure
over the last 10 years has not kept pace with this growth and the existing Bulk
Infrastructure Contribution Levy (BICL) to fund connector infrastructure is not
sufficient.
Wastewater infrastructure is particularly stressed and developments have had
to be stopped from time to time while upgrading and capacity extensions are
completed.
Housing delivery has not kept pace with the high growth in the informal areas.
Should current trends be maintained it is anticipated that there will be an
increasingly greater percentage of indigent over time.
There is no information as to how the consumer profile, other than residential
will change over time.
A data clean up of the SAP system is required in order to establish the correct
number of consumers in each category. There is currently no split between
wet and dry industrial consumer units.
F.1.1.4
Implementation strategies (demographics)
Basic services
There is currently an influx of some 7,700 households per annum into
informal settlements. Ideally these households should be accommodated
directly into housing provided by the state which would have on site water and
sanitation. However this is not possible due to the huge (267,000) housing
backlog. The strategy is therefore to provide emergency levels of service to
all informal settlements and to move them up the “water ladder” over time,
first to basic levels and then when they are accommodated in the state
housing schemes to a full level of service.
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City of Cape Town WSDP 2008/09 to 2012/13
Higher level, associated services and economic growth
For the strategy to deal with the high growth areas refer to Chapter 5
Infrastructure.
Effective resource management
Current water demand growth predictions associated with population and
economic growth predictions coupled with the implementation of the WC&DM
Strategy means that a new water resource will be needed by 2014. By
intensifying the WC&DM Strategy it is hoped that this can be postponed
(Refer to F4).
Increased emphasis on water demand management will reduce pressure on
water infrastructure.
Effective Management
The customer profile is examined during the tariff exercise every year. As the
number of indigent consumers increases the extent of cross subsidisation
between the high and low users is increased.
Work is required in the following areas:



Clean up data on SAP system of the consumers in each category.
Keep more accurate annual records and determine the trends in the
consumer profile.
Determine the split of wet to dry industrial consumer units.
F.1.2
HEALTH
F.1.2.1
Situation assessment (health)
F.1.2.1.1
Health profile
The graph below shows a growing number of new cases of TB being
recorded in all areas in Cape Town over the period 2001 to 2004. The highest
incidence is found in Khayelitsha and Nyanga. There are a number of factors
which contribute to this high incidence of TB infection. The crowded, poorly
ventilated conditions present within households in informal settlements, as
well as the high density of the settlement itself, increases the likelihood of
transmission of TB from one person to another. The damp and sometimes
unsanitary conditions present in many informal settlements also provide an
ideal breeding environment for the bacteria.
The high rate of TB infection in informal and poor areas is of particular
concern. TB is a treatable and curable disease if antibiotics are taken
correctly – usually once a day for up to six months. However, many people in
Khayelitsha, Nyanga, and other informal settlements lack access to proper
medical care, and may be unable to receive treatment. Those who do receive
treatment may be unable to return for follow-up care, an essential part of TB
treatment, due to lack of transport or inflexible working hours.
What is interesting to note is that Khayelitsha and Nyanga also show the
highest HIV prevalence. It is well documented that people suffering from
HIV/AIDS are more susceptible to diseases, and that people with weak or
compromised immune systems are more likely to develop an active TB
83
City of Cape Town WSDP 2008/09 to 2012/13
infection. TB is in fact the leading cause of death amongst people infected
with HIV/AIDS.
TB Cases and Deaths
1600
1336
Number of Cases
25000
1274
20000
15000
13870
14970
15769
1101 18361
17244
20950
1344
22999
1351
24129
800
600
10000
367
1200
1000
666
400
327
5000
1400
200
0
0
1997
1998
1999
2000
2001
2002
2003
2004
HIV/AIDS prevalence
The results below show the prevalence of HIV/AIDS in Cape Town for the
period 2001 to 2003, as data for 2004 are not yet available. Prevalence
reflects the proportion (persons per 100 000 population) of population
infected with HIV/AIDS.
Unfortunately, it is clear from the data that the prevalence of HIV/AIDS in
Cape Town has been increasing steadily over the past few years. HIV/AIDS
prevalence is highest in Nyanga and Khayelitsha. While HIV/AIDS prevalence
in Cape Town (13.1%) is well below the national figure (27.9%), HIV/AIDS
prevalence in Nyanga and Khayelitsha is as high as, or higher than the
national prevalence. Nyanga and Khayelitsha are two areas in Cape Town
which have a high poverty rate and are largely informal in nature. The high
HIV prevalence in those areas may be explained by the fact that many
residents are likely to be poor and uneducated, and may have had little in the
way of HIV/AIDS prevention education. Access to health care and clinics is
also poor, which is a two-fold problem. Firstly, people are less likely to be
able to access free condoms dispensed by government clinics, which
contributes to the high HIV/AIDS rate. Secondly, those living with HIV are
less able to access medical care than those in wealthier areas, and so are
likely to suffer from many complications before succumbing to the virus.
This high HIV/AIDS rate in large parts of Cape Town is worrying for a number
of reasons. Such a high number of sick people will place a burden on the
already overstrained public health system. There are also far reaching social
and economic consequences for the city, as the number of economically
inactive child-headed (AIDS orphans) households increases and a large
percentage of the economically active population becomes unable to work
due to illness. The high level of HIV/AIDS prevalence in Cape Town is a
serious public health issue which needs to be urgently addressed.
84
Number of Deaths
30000
City of Cape Town WSDP 2008/09 to 2012/13
HIV Prevalence (%) by Health District
30
2001
2002
27.9
28.1
27.2
2003
25
19.1
20
16.1
15
4.4
5
7.9
8.1
F.1.2.2
Future trends and goals (health)
F.1.2.2.1
Health profile
Tygerberg
West
Tygerberg
East
South
Peninsula
Oostenberg
Nyanga
Mitchells
Plain
Khayelitsha
Helderberg
Central
Blaauwberg
Athlone
0
South Africa
(Total)
9.3
6.3
Cape Town
(Total)
10
13.1
11.6
10.1
The incidence of HIV and TB is anticipated to increase.
F.1.2.3
Strategic gap analysis (health)
All heath facilities are provided with on site water and sanitation. There are no
backlogs.
While the population growth scenarios and hence future water demands and
wastewater loadings factor in the impact of HIV/AIDS the impact needs to be
monitored on an annual basis
F.1.2.4
Implementation strategies (health)
The City is in a position to provide all new health facilities with water and
sanitation.
The impact of HIV/AIDS on water demand and wastewater loadings is
monitored as part of an ongoing process and adjustments to infrastructure
requirements.
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City of Cape Town WSDP 2008/09 to 2012/13
F.1.3
EMPLOYMENT AND INCOME
F.1.3.1
Situation assessment (employment and income)
F.1.3.1.1
Employment profile
Unemployment rates have increased consistently from 1997 to 2003. In an
effort to address the affordability of water and sanitation as basic services,
free basic services have been implemented.
Unemployment in Cape Town
25
23.2
20
19.7
19.8
2001
2002
18.0
16.5
15
15.0
13.3
10
5
0
1997
F.1.3.1.2
1998
1999
2000
2003
Household income
Although the City of Cape Town has the highest average per-capita income
in the country, the current high poverty levels is indicative of the inequality in
income distribution. Approximately 33% of households are estimated to be
earning incomes below the Household Subsistence Level (< R 1 600 per
month).
The graph below shows the income distribution amongst households in Cape
Town. Over 17% of households earn less than R18 000 per annum, which
amounts to R375 per person per month, or a little over R12 a day.
Approximately two thirds of the population receive between R18 001 and
R132 000 per annum. Slightly more than 18% earn over R132 000 per
annum, amounting to R2750 per person per month, or a little over R90 a day.
While income per capita may be a commonly used measure of wealth in an
area, the distribution of income provides a more realistic measure. It shows
that although the average (mean) household income in Cape Town may be
R87 811 per yeari, many households actually bring in far less than this
amount.
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City of Cape Town WSDP 2008/09 to 2012/13
14
13.07
12.78
12
10.93
10.43
9.77
10
9.04
8.52
8.48
7.72
8
6.93
6
4
1.49
2
0.23
0.61
F.1.3.2
Future trends and goals (employment and income)
F.1.3.2.1
Employment profile
R360 001
or more
R192 001 360 000
R132 001 R192 000
R96 001 R132 000
R27 001 R96 000
R54 001 R72 000
R42 001 R54 000
R30 001 R42 000
R18 001 R30 000
R12 001 R18 000
R6 001 R12 000
R2401 - R 6
000
R1 - R2 400
0
The percentage of the population that is unemployed has recently started to
decrease. It is not known whether this trend will continue.
The City has in its IDP prioritised economic growth and job creation. It has
focused on effective service delivery in order to make Cape Town investorfriendly and capable of providing more jobs. It has set a goal to create at least
13,000 new jobs per annum.
F.1.3.2.2
Household income
With a turnaround in the percentage unemployed and the focus on economic
development and job creation average household incomes should increase.
However, this is not easy to predict and average incomes may in fact
decrease.
F.1.3.3
Strategic gap analysis (employment and income)
The City’s free basic services and Indigent Policies caters for a proportion of
the population not being able to afford water and sanitation services. It is not
known how the proportion will change over time.
Water leaks in private plumbing in poor areas renders water and sanitation
unaffordable to residents in these areas.
F.1.3.4
Implementation strategies (employment and income)
The proportion of the population who cannot afford water and sanitation is
examined each year during the budgeting and tariff setting process and tariffs
are adjusted accordingly. Households that cannot afford to pay can register
with the City as Indigent.
Water Leaks on properties with a municipal value less than R199,000
(previous to 2007/08 R100,000) are being dealt with through the Integrated
Water Leaks Repair and Fixit Projects.
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F.1.4
ECONOMICS
F.1.4.1
Situation assessment (economics)
F.1.4.1.1
Economic sectors, GGP contribution and employment
In 2005, Cape Town’s economy contributed about 11.1% (or R112.47 billion)
to South Africa’s Gross Domestic Product (GDP). Between 1995 and 2004,
the city contributed 15.9% of South Africa’s economic growth, and 82% of
new provincial economic growth (or growth in new Gross Geographic
Product) (South African Cities Network 2006). As the city constitutes the main
portion of the provincial economy, the bulk of future growth will have to come
from the city in order to boost the Province’s overall growth. It is therefore
pertinent to examine Cape Town from a Provincial perspective.
A salient feature of the Western Cape economy is the rapidly growing
manufacturing and services industries, which along with agriculture,
construction and government sectors constitute the main contributors to the
regional Gross Domestic Product (GDPR). Amongst the largest employers
are the government, internal trade and catering, manufacturing, agriculture
and “other producers” (mainly domestic servants). Combined, these sectors
account for more than 75% of the total regional employment opportunities in
the Western Cape.
The strong growth of services industries, such as transport and
communication, financial and business services and internal trade and
catering, has been responsible for the better performance of the Western
Cape economy over the past five years. In contrast, the growth of the
Western Cape manufacturing industry has been disappointing as real valueadded manufacturing grew at only 1.4% per annum between 1999 and 2003.
The share of manufacturing in the regional GDP declined from 23% in 1995
to 19.9% in 2003. The decline in the sector’s formal employment contribution
dropped from 21% in 1995 to 16% in 2003. In very capital-intensive sectors,
such as basic chemicals and basic iron and steel, increased investment has
coincided with large reductions in employment.
The most dramatic development since 1995 is that there has been a decline
in employment in the manufacturing and an increase in informal employment.
The manufacturing sector has been overtaken from being the largest
employer by general government services and community and social services
- this being the major generator of formal sector employment - almost
doubling in a decade.
In the primary sector, the performance of agriculture, forestry and fishing in
the Western Cape shows an average annual growth rate of only 1.9 % since
1995. However, recent developments show increased activity in fishing and
Mari culture.
Although the Western Cape economy out performed the South African
economy in GDP or value-added terms, the growth in the tertiary services
sector has not been creating jobs. This is a key risk factor as it jeopardizes
the Western Cape’s chances of sharing economic benefits to a broader
range of people and municipal areas.
An important factor for local economic development is the trends in the Small
Micro and Medium Enterprises (SMME sector), which contributes significantly
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City of Cape Town WSDP 2008/09 to 2012/13
to overall employment. Established businesses within the Western Cape only
constitutes 23 000, which in essence translates into 12% of businesses. In
contrast there were around 336 000 owner-managers in the Western Cape in
2003, which translated into the starting or running of 189 000 businesses.
Owner-manager and small businesses account for up to 40% of provincial
employment.
The Province’s four core sectors – agriculture, manufacturing, trade and
financial and business services – are each well diversified, which reduces the
risk of over-dependence on any single industry. A crucial dimension of the
Western Cape is its coastal location and the opportunities that arise from it.
These opportunities are not only in exports, but also in deepening
international links around investment, technology and production networks.
The challenges facing the Western Cape including the translation of
opportunities into output growth and employment in relatively labour-intensive
areas such as manufacturing. Lessons from industrializing countries and
regions indicate that government plays a crucial role in strategic repositioning
by anticipating future developments together with local economic
stakeholders, and co-ordinating the actions of local institutions to meet the
dynamic needs of the global customer.
The challenges to job creation are made more acute due to a relatively young
population with 85% of the population being 50 years or younger and 66% of
the population being of working age (between 16 and 65 years old). The
demand on job creation is further increased by the steady net in-migration of
approximately 48,000 individuals (mostly young people) into the province
each year. This is particularly prevalent in the southern coastal region right
down to Cape Town.
In an attempt to respond to the global and national economic trends, the
Province has to focus on sector and industry specific opportunities. A key
role includes facilitating SMME's and sector organization development, which
will allow the Province to take full advantage of opportunities presented.
In this regard that integrated planning demands that both provincial and
municipal government works from shared baseline information, which will
inform infrastructure investment decisions and local economic development
strategies.
Importantly, iKapa Elihlumayo and the associated provincial annual budgets
cannot match resource allocations to satisfy all the development challenges
within a reality of limited resources. It however plants the seeds for “shared
growth” over time in the allocation mix that aligns to the social and economic
goals of iKapa Elihlumayo. The IDP Needs Analysis will consider the National
and Provincial context first.
The economy of the City of Cape Town and surrounds, have shown a robust
growth rate of about 3% since 1994. This exceeds the national average of
2.5% (Wesgro, 2005) for the same period. The economic growth rate for
2002 was 3,8% (IDP, 2005) and is expected to rise to around 4% in 2006.
However, Cape Town’s economic growth needs to be accelerated even
further to around 6-7% annually in order to reduce current unemployment
levels. The biggest economic growth constraint is the low skills levels of the
labour force. It is estimated that more than 60 % of adults do not have a
matric qualification. (IDP, 2005)
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In 2002, Cape Town contributed 12% to South Africa’s gross domestic
product (GDP), which included R 91 billion in goods and services produced.
This represents an annual growth rate of 2.8% in GDP since 2000 (Wesgro,
2005).
F.1.4.1.2
Economic trends
Currently, a key strength of the city’s economy is that it is relatively well
diversified. However, in line with global trends, there has been a shift towards
the services sector with the three sectors experiencing most growth recently
being finance and business services, trade, catering and accommodation,
transport and communication. The manufacturing and government services
sectors both declined between 1995 and 2004. Manufacturing, which
accounts for 19.4% of employment, is in decline. The services and real estate
sectors have been the major drivers of growth with the city performing
particularly well in an era of low national growth and a large post-democracy
increase in tourism and agricultural exports. However, the improving national
economic scenario over recent years has been driven by the strong global
demand for resources, partly driven by rapid growth in China’s economy and
has not had strong spin offs for the city’s economy. The relatively strong
Rand has had negative impacts on the global competitiveness of the city’s
major economic sectors. According to the Department of Trade and Industry
(2002), 93% of Cape Town businesses are small, contributing approximately
50% of total output and 40% of total formal employment (City of Cape Town,
2006d).
Figure F.1.4.1.2: Comparison of level of unemployment and GGP growth
in Cape Town
35
140.0
30
98.4
82.3
82.4
86.1
120.0
94.5
90.3
100.0
20.9
20
23.6
22.7
19.7
15
108.0
20.8
20.6
80.0
60.0
16.5
15
10
13.3
40.0
5
20.0
0
0.0
1997 1998 1999 2000 2001 2002 2003 2004 2005
Source: Statistics South Africa, 2005
F.1.4.2
Future trends and goals (economics)
F.1.4.2.1
Economic sectors, GGP contribution and employment
Refer to F.1.4.1.2
90
GGP (R billions)
% unempoyment
25
102.3
112.5
City of Cape Town WSDP 2008/09 to 2012/13
F.1.4.2.2
Economic trends
Refer to F.1.4.1.2
F.1.4.3
Strategic gap analysis (economics)
The water demand predictions factor in the projected economic growth.
Future wastewater loading predictions are not integrated into this model.
The City’s ability to keep pace with the need to upgrade and extend the water
and wastewater infrastructure is currently under severe strain. Increased
economic growth will further exacerbate this.
F.1.4.4
Implementation and strategies
The water demand and wastewater loading prediction models will be
integrated.
Water and Sanitation tariffs are to increase substantially over the next 5 year
to ensure that the necessary infrastructure can be upgraded and extended. At
the same time the WC/WDM Strategy will focus on reducing water demands.
This will assist in postponing the implementation of new water resource
schemes and reduce the hydraulic loading on wastewater treatment works.
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F.2
SERVICE LEVEL PROFILE
There are a total of approximately 656 800 formally registered customers in
the City. This customer base is broken down as follows:
Customer Type
Commercial
Government
Industrial
Miscellaneous
Schools-Sportsfields
Domestic Cluster
Domestic single residential
Departmental Cluster
Municipal Water
Total
Total
12,379
221
4,099
5,554
1,440
6,755
602,681
2,903
6,424
642,456
The latest estimate is that there are 117 000 informal customers and 150 000
living in backyard shacks.
For explanation in the Preparation Guideline of the need for a service level
policy GOTO Ex9.
F.2.1
Residential consumer units
The table below defines the Service Level Categories as used by the City of
Cape Town:
Service Level Categories
Category
WATER
Inadequate
No access to basic water supply as defined below. (Water would generally
be obtained at great difficulty from other residents supplied at an
emergency, basic or full level of supply.)
Emergency
Partial access to basic water supply, as dictated by site-specific constraints
(e.g., high dwelling densities).
Basic
n) The provision of
taps/standpipes):
potable
water
(usually
through
communal

within 200 metres of a household;

at a ratio of not more than 25 households per tap (based on 25 litres
per person per day at a flow rate of 10 litres per minute);

with an effectiveness of not more than 7 days interruption supply to
any consumer per year; and
o) the provision of appropriate education in respect of effective water use.
Full
House connection
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Service Level Categories
SANITATION
Inadequate
No access to sanitation as defined below. (Residents would either share
with other residents, supplied at a basic or full level of supply, their
sanitation facilities, or would provide for themselves – often through
unhygienic means. In many instances these residents are being serviced by
the CCT through the weekly removal of 20 litres open stercus “black
bucket” containers, a service which is to be replaced.)
Emergency
Partial access to sanitation (more than 5 households per toilet), as dictated
by site-specific constraints (e.g., high dwelling densities),
Basic
a) The provision of a shared toilet (at a ratio of not more than 5 families
per toilet) which is safe, reliable, environmentally sound, easy to keep
clean, provides privacy and protection against the weather, well
ventilated, keeps smells to a minimum and prevents the entry and exit of
flies and other disease-carrying pests; and
b) the provision of appropriate health and hygiene education.
Full
On-site Waterborne, Septic Tank or French Drain
F.2.1.1
Situation assessment (residential consumer units)
The total number of formal and informal households is given below:
Category
2007/08
WSDP
2008/09
WSDP
Number of formal households (including
backyard)
732 000*
769 000
Number of Informal households
115 000*
117 000
TOTAL NUMBER OF HOUSEHOLDS
847 000*
886 000
Number of backyard dwellers
150 000*
150 000*
*2005 figures
Backlogs
A closer look at informal settlements indicates that there are still significant
backlogs with respect to service delivery in informal settlements. The lack of
services in the informal settlements and certain rural areas are mainly due to
the following:
 the uncontrolled mushrooming of new settlements, and expansion and
densification of existing settlements - all on unprepared or un-serviced
land,
 consumers located in rural areas where there is no access to bulk water
and sanitation services,
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City of Cape Town WSDP 2008/09 to 2012/13
 the typically very high dwelling densities in informal settlements (on
average about 140 dwelling units per hectare) make it impossible in
many instances to provide either services inside settlements or access
into the settlement for operation and maintenance purposes (In these
instances it would normally not be possible to provide services at an
acceptable level.),
 the lack of willingness by some land owners to allow the provision of
services on their land as they may not support or want to encourage the
settling of informal residents on their land.
The backlog in basic water was effectively eradicated in 2005/06 when 35
000 informal households received basic water. While 13 905 informal
households received access to basic sanitation and 4,290 and 2,892 received
a full level of service through the provision of government subsidized housing
and serviced sites respectively, the backlog remains at approximately 44 000.
This remains a huge challenge given the high unit cost, lack of available land
for Human Settlement to accelerate its formal housing provision and ground
level / slope /access space constraints.
The challenge then is to provide basic water and sanitation services to new
citizens moving into informal areas beyond the emergency level of service
and to eradicate the backlog of basic sanitation, targeted over the next 4 to 5
years.
Whilst most informal settlements have access to an emergency level of
service, these services are not yet at an acceptable level for reasons
mentioned above. The services are therefore shared by a large number of
people, which in turn lead to a further lack of ownership, more misuse and
vandalism requiring a higher than normal level of maintenance.
The City’s priority is to first provide an emergency level of service to all
households in all settlements, before extending the coverage and density of
services to the basic level as soon as possible. This is in keeping with “the
water ladder” concept as proposed in DWAF’s “Strategic Framework for
Water Services, September 2003” (GOTO 2.1).
F.2.1.1.1
Residential consumer units for water
Service levels of existing formal developed and informal areas (excluding
rural areas) generally meet the minimum standards as required by the Water
Services Act 108 of 1997 (GOTO A.1). The minimum standards are a
communal standpipe within 200-m walking distance (with a minimum supply
rate of 25 litres per person per day at 10 litres per minute).
Formal 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
have communal standpipes and water is provided free.
A recent study of indigent household demands in formal areas has shown
that, provided they do not have plumbing leaks, it should be possible for
these households to maintain their consumption at less than 10 kilolitres per
month. With the R20 Indigent Grant allocated for sewerage this results in the
free allocation to indigents being 10.695 Kl per month at 2006/07 tariffs. With
the Indigent Grant increased to R30 from 1 July 07 and the tariff increases
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City of Cape Town WSDP 2008/09 to 2012/13
the “free portion” is now 10.620 kl of water and 7.434 kl of sewerage per
month.
Controlled volume supply is being installed in an area of Atlantis as a pilot.
The pilot aims to assist customers in ensuring that their water consumption
generally remains within the free portion. Those that need more than the free
portion and can afford it can apply for an additional allocation but it remains a
controlled volume supply.
Consumers with:
2007/08
WSDP
2008/09
WSDP
0
0
115,000
117,000
0
2,000
4. Uncontrolled volume supply
732,000
765,000
5. Total served
847,000
884,000
6. Total
847,000
884,000
1. None or inadequate
2. Communal water supply
3. Controlled volume supply
F.2.1.1.2
Residential consumer units for sanitation
Service levels of existing formal developed areas (excluding rural areas)
generally meet the minimum standards as required by the Water Services
Act 108 of 1997 (GOTO A.1) i.e. at least a ventilated improved pit latrine
(VIP) or equivalent. The general percentage distribution of households with
inadequate sanitation services correlate to a large extent with the location of
informal settlements as determined through aerial and on-site surveys and
depicted in Figure F.2.1.1.2a and Figure F.2.1.1.2b.
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Figure F.2.1.1.2a: Location of Informal Areas
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City of Cape Town WSDP 2008/09 to 2012/13
Figure 2.1.1.2b: Location of Informal Areas Near N2
Formal households generally have water-borne sewer connections with the
first 4,2 kilolitres of sewerage conveyed at no charge (free basic) although
households with a property value of greater than R100 000 used to pay a
fixed charge dependent on the value of the property. This fixed charge will be
discontinued from 1 July 2007.
Indigent formal households are currently defined as those in properties
valued at less than R100 000 . They do not pay the fixed charge for sewer. In
addition they receive a monthly R20 Indigent Grant that is credited to their
accounts. From 2007/08 the fixed charge for sanitation falls away for all
properties and a R30 Indigent Grant is application to the water account for
properties less than R199,000. (Refer to F.2.1.1.1 for “free portion” as a
result)
In the informal areas a shared toilet is provided. The level of service is
considered emergency when it is not provided at the ratio of 1 toilet to 5
families. Sanitation is provided free to these areas.
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City of Cape Town WSDP 2008/09 to 2012/13
Consumers with:
1.
Number of
households
None or inadequate
Emergency level waterborne i.e. less than 1 toilet between 5
for informal areas
Bucket system
44,000
2,880
46,880
2.
Consumer installations: on-site dry or equivalent including
VIP toilets, USD, composting system.
500
3.
Consumer installations: Wet (Septic tank, digester or tanker
desludge or effluent discharge to an oxidation pond etc or
pitliners, chemical, container or portal potties)
48,500
4.
Discharge to sewer treatment works (intermediate or full
waterborne)
788,120
5
Total served
837,120
6
Total
884,000
Assumption: total of 117,000 informal households.
The estimate of the number of households served depends on the total
number of toilets in service, the number of households served by a toilet and
the total number of informal households. Both of these figures are by nature
estimates and there are inaccuracies that arise in these estimates.
The total number of toilets in service varies due to
 vandalism
 relocations
 operational difficulties in keeping track of the number of toilets
Due to the fact that households either move independently, are relocated or
are moved into formal housing the number of informal households at any
point in time also has to be estimated.
To complicate matters an emergency level of service has been implemented.
In the areas where there is only an emergency level this means that all
households are served but with more households per toilet than the basic
level. The number of households without basic is calculated:
1
2
3
4
Total households in informal settlement
Number of toilets in informal settlement
Number of households served at basic level = 2 x 5 HH/toilet
Backlog = 1 - 3
The backlog is stated in terms of number of households without basic
sanitation. The backlog can also be stated as the number of toilets that need
to be installed.
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GPS surveys are done after toilets are installed in order to keep a record that
can be plotted on GIS.
F.2.1.1.3
Grey water management
A pilot project is currently being undertaken to deal with grey water runoff in
informal settlements. At this point in time the focus is on a storm water trench
in Site C in Khayelitsha to establish the success and effect of an aerator on
the grey/black water in the trench. While the initial results looked good it has
now not yielded the intended results. Further investigation and testing is
required.
F2.1.1.4
Pit emptying and sludge disposal
As there are no VIP toilets in the City this is not required.
F.2.1.2
Future trends and goals (residential and consumer units)
The current growth in formal households is approximately 13,600 per annum
while the growth in informal households is approximately 7,700 per annum.
F.2.1.2.1
Residential consumer units for water
The goal is to provide at least basic water supply to annually meet the growth
in informal areas to ensure that the backlog remains eradicated.
Formal areas are funded by the development.
F.2.1.2.2
Residential consumer units for sanitation
The goal is to eradicate the sanitation backlog by 2012 (and if funds permit
by 2010) and to annually meet the growth in informal areas to ensure that the
backlog will be eradicated by the target date.
Formal areas are funded by the development.
F.2.1.2.3
Grey water management
This will depend on the results of the analysis of the success and effect of an
aerator on the grey/black water in a pilot trench in Site C in Khayelitsha.
F.2.1.2.4
Pit emptying and sludge disposal
This function will not be required as VIP toilets are generally not installed in
the municipal area.
F.2.1.2.5
Types of sanitation technology options
The types of sanitation technology options other than convention water borne
sewerage being used by the City in informal areas are:







Pitlines
Chemical
Container
Pour flush
Dry sanitation
Portal potties
Bucket
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City of Cape Town WSDP 2008/09 to 2012/13
VIP toilets are not suitable for most of the areas within the municipal area due
to the sandy conditions and high water table.
F.2.1.2.6
2010 target for basic sanitation
The target is 70% coverage by 2010, with 100% coverage if funds permit
otherwise 100% by 2012.
F.2.1.3
Strategic gap analysis (residential consumer units)
For explanation of minimum requirements from the SFWS GOTO Ex10.
While emergency levels of service have been provided the backlog for basic
sanitation remains high. There are insufficient funds to eradicate the
sanitation backlog by 2010.
The information on the number of Septic Tanks is not available.
While it is generally accepted that farm dwellers are provided with water and
sanitation this has not been quantified.
F.2.1.4
Implementation strategies (residential consumer units)
The backlog of basic water to informal areas has been eradicated. The City
will continue to provide basic services required to keep pace with the influx
and ensure that the backlog remains eradicated.
The City will continue with its strategy of providing emergency levels of basic
sanitation services to keep pace with the influx and to eradicate the backlog
and replace the bucket system (excluding chemical toilets) by 2012. Should
funds permit the backlog will be eradicated by 2010.
The informal settlements programme giving costs in R million is given below
Actual Budget
Requirements
2008/09
18.1
34.5
2009/10
40.5
38.9
2010/11
17.0
45.7
2011/12
36.4
Water and Sanitation is in the process of securing more funding for this.
R8 million was spent on eradicating the backlog in 2006/07. No buckets were
replaced. As shown in the table above the program for bucket eradication
commenced in 2007/08.
This programme is integrated with the housing development programme.
There is no longer a need to provide basic services when residents are
moved into formal housing. Services are funded from the housing subsidy.
However by way of illustration the funding required to service the services to
formal properties is R130 million per year to eradicate the backlogs over 20
years and R80 million a year to keep pace with the influx.
The backlogs and rate of influx will continue to be monitored and the strategy
fine-tuned.
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There is an ongoing programme to educate the newly urbanised population
with respect to health and hygiene and water demand management.
Sufficient funds have been allocated to the operation and maintenance of
basic water and sanitation to informal areas and the costs are crosssubsidised through the tariffs.
The number of Septic Tank that needs to be removed will be quantified and a
programme and budget determined.
Water and sanitation provision on farms will be investigated and reported on.
F.2.2
Public institutions and ‘dry’ industries
F.2.2.1
Situation assessment (public institutions and ‘dry’ industries)
All public institutions and ‘dry’ industries have on site connections.
F.2.2.2
Future trends and goals (public institutions and ‘dry’ industries)
The Water and Sanitation Services Department will be able to cope with the
demand for new services for this sector.
F.2.2.3
Strategic gap analysis (public institutions and ‘dry’ industries)
None
F.2.2.4
Implementation strategies (public institutions and ‘dry’ industries)
New services are provided as part of normal business operations.
F.2.3
Wet industries
F.2.3.1
Situation assessment (wet industries)
All ‘wet’ industries have on site connections.
F.2.3.2
Future trends and goals (wet industries)
The Water and Sanitation Services Department will be able to cope with the
demand for new services for this sector.
F.2.3.3
Strategic gap analysis (wet industries)
Database of all ‘wet’ industries required for water conservation and demand
management purposes.
F.2.3.4
Implementations strategies (wet industries)
Identify top water consumers and identify which are ‘wet’ industries. The
Water Conservation and Demand Management Strategy targets high water
consumers.
F.2.4
‘Raw’ water consumers
F.2.4.1
Situation assessment (‘raw’ water consumers)
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The City has very few ‘raw’ water consumers. These are mainly farmers on
the raw water pipelines that feed Faure and Blackheath Water Treatment
Plants.
On the Faure raw water pipeline there are raw water consumers/wine farmers
who paid for an increase in the pipeline diameter to access this water that is
supplied from DWAF. They are therefore not the City’s consumers, but they
share the same infrastructure. Since they are outside the Cape Municipal
area there is no obligation on the City as Water Service Authority to provide
them with any water – potable or otherwise.
On the Wemmershoek 1100 mm diameter raw water pipeline from
Theewaterskloof there is at least one consumer that takes raw water from the
line. This consumer is a Wemmershoek riparian who opted to draw water
from the raw water pipeline rather than the riparian pipe network. More water
is drawn than was obtained from DWAF and CCT are purely transporting it in
the pipeline by a special agreement.
Apart from the Wemmershoek riparian obligations, CCT have no other
potable water obligations to the farmers in other local authority areas.
F.2.4.2
Future trends and goals (‘raw’ water consumers)
It is not anticipated that there will be many future raw water consumers.
F.2.4.3
Strategic gap analysis ‘Raw’ water consumers: urban and rural
There is no strategic gap.
F.2.4.4
Implementation strategies (‘raw water consumers’)
No implementation strategies are required.
F.2.5
Industrial consumer units
F.2.5.1
Situation assessment (industrial consumer units)
F.2.5.1.1
Industrial consumer units for sanitation
The industries and their current industrial effluent for that needs to be treated
is given in the table below:
INDUSTRY TYPE
NUMBER MONTHLY WASTE
MONTHLY
TOTAL
OF
WATER (kl)
SEWERAGE(kl)
MONTHLY
SERVICE
EFFLUENT TO
UNITS
BE TREATED
(kl)
AIR-CONDITIONING
BLEED-OFF
12
36,947.40
1,759.40
35,188.00
ANODISING
3
6,242.36
297.26
5,945.10
BAKERY
5
6,078.35
289.45
5,788.90
BEVERAGES
11
203,572.74
9,693.94
193,878.80
BOTTLING
1
1,060.50
50.50
1,010.00
BUILDING
1
978.60
46.60
932.00
102
City of Cape Town WSDP 2008/09 to 2012/13
INDUSTRY TYPE
NUMBER MONTHLY WASTE
MONTHLY
TOTAL
OF
WATER (kl)
SEWERAGE(kl)
MONTHLY
SERVICE
EFFLUENT TO
UNITS
BE TREATED
(kl)
CHEMICALS
4
264.08
12.58
251.50
CONSTRUCTION
1
114.77
5.47
109.30
CONTAINER
1
290.64
13.84
276.80
COSMETICS
2
1,183.35
56.35
1,127.00
DAIRY
7
39,420.26
1,877.16
37,543.10
ENGINEERING
12
1,480.40
70.50
1,409.90
ENZIMES
1
2,210.78
105.28
2,105.50
FOOD
38
141,853.32
6,754.92
135,098.40
FOOD/FISH
12
26,752.95
1,273.95
25,479.00
FOOD/SPICE
2
944.16
44.96
899.20
FUEL
1
374.85
17.85
357.00
GALVANISING
3
1,293.60
61.60
1,232.00
GAS
1
420.00
20.00
400.00
LABORATORY
1
1,205.61
57.41
1,148.20
LAUNDRY
21
2,662.17
126.77
2,535.40
MEAT
7
18,476.12
879.82
17,596.30
METAL
14
16,083.38
765.88
15,317.50
MOTOR
5
774.48
36.88
737.60
PACKAGING
6
7,598.33
361.83
7,236.50
PAINT
3
215.78
10.28
205.50
PAPER
2
31,385.55
1,494.55
29,891.00
PHARMACEUT
2
2,323.13
110.63
2,212.50
PLATING
13
8,586.59
408.89
8,177.70
PRINTING
12
6,162.98
293.48
5,869.50
RADIATOR
3
505.16
24.06
481.10
RAGS
1
2,478.00
118.00
2,360.00
TANNERY
1
8,484.53
404.03
8,080.50
TEXTILE
40
156,872.21
7,470.11
149,402.10
TISSUE
2
77,712.29
3,700.59
74,011.70
103
City of Cape Town WSDP 2008/09 to 2012/13
INDUSTRY TYPE
NUMBER MONTHLY WASTE
MONTHLY
TOTAL
OF
WATER (kl)
SEWERAGE(kl)
MONTHLY
SERVICE
EFFLUENT TO
UNITS
BE TREATED
(kl)
TRANSPORT
7
2,414.27
114.97
2,299.30
VEH/WASH
4
2,345.39
111.69
2,233.70
WINERY
3
1,198.05
57.05
1,141.00
265*
818,967.03
38,998.43
779,968.60
TOTAL
For spreadsheet version
GOTO 2.2
*This needs to be checked as other records indicate that there are 289.
The total monthly industrial effluent that is treated is 780 Ml per month or 26
Ml per day.
The operating costs of treatment plants, as well as the transportation costs
from source to the treatment works, are recovered automatically via the
sewerage charge for effluent up to a quality of 1000 mg/l as a percentage of
the water consumed on site. Any non-recovery will be for excess quality
effluent above 1000 mg/l (or effluents involving surcharges only).
F.2.5.2
Future trends and goals (industrial consumer units)
The most likely industries to be on the increase would be construction and
allied industries In terms of the concrete suppliers and the food and catering
industries. Increased production and water consumption in the construction
industry need not result in an increase in industrial effluent discharge as the
majority is re-cycled into the product.
The food and catering industry expansion could result in increased discharge
of fat, oil and grease with associated blockages if grease trap facilities are
not adequately provided.
The trend towards recycling of water at commercial vehicle wash-bays and
waste minimisation will continue as the WC&DM Strategy intensifies.
F.2.5.3
Strategic gap analysis (industrial consumer units)
Non-recovery of the operating costs of wastewater treatment in excess
quality effluent above 1000 mg/l (or effluents involving surcharges only) is a
problem.
Monitoring of polluters is currently inadequate due to capacity constraints.
The information and permitting of existing dischargers is not up to date.
F.2.5.4
Implementation strategies (industrial consumer units)
The potential for increased discharge of fat, oil and grease from the food and
catering industry expansion will be monitored as building plans are submitted
to the City. Premises will be inspected for adequate grease trap facilities.
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City of Cape Town WSDP 2008/09 to 2012/13
Planned inspections of the top water users and industrial areas will serve to
locate where wastewater treatment costs are not being fully recovered. Top
water consumers are currently being inspected.
There will be prioritised inspection of the top polluters in each of the
respective parameters of COD, Dissolved Solids (Conductivity), pH, Metals,
Chlorides, Sulphates and Cyanides.
New dischargers are picked up from plans scrutiny, but many plans are
“spec” plans and do not indicate future activities and processes to be
undertaken in the buildings and thus need to be inspected once tenants
move in. Many tenants do not know they need to apply for permission to
discharge effluent; It is a continuous inspection and education process
especially in the new industrial/ commercial developments.
Water and Sanitation Services are working closely with DEA&DP on Cleaner
Production.
20 additional inspectors to provide more extensive inspection of the industrial
and commercial areas have been budgeted for.
F.2.6
Industries and their permitted effluent releases
F.2.6.1
Situation assessment (industries and their permitted effluent releases)
F.2.6.1.1
Industries and their permitted effluent releases
The industries and their current permitted industrial effluent volume is given in
the table below:
Industry
No. of Units
Permitted
Volume
(Ml/year)
AIR-CONDITIONING BLEED-OFF
12
422.26
ABATTOIR
1
54.1
BATTERY
1
0.2
BOTTLING
2
20
BEVERAGE
2
158
CATERING
1
0.75
ENGINEERING
1
0.05
ENZYME
1
18.8
FISH
1
0.01
FOOD
14
227
GALVANIZING
1
8.76
METAL
2
1.45
MILITARY
1
1.61
105
City of Cape Town WSDP 2008/09 to 2012/13
Industry
No. of Units
Permitted
Volume
(Ml/year)
MINERAL OIL
1
0.46
PACKAGING
1
10.25
PAINT
1
2.25
PAPER
1
4.59
PHARMACEUTICAL
1
7.9
PLASTICS
1
37.7
POULTRY
1
150.89
TEXTILE
5
148.78
TRANSPORT
2
38.63
WINERY
1
0.67
WOOD
1
0.12
TOTAL
56
1315.23
For spreadsheet version
GOTO 2.2
All the industries not in this table still need to be issued permits.
The Prohibited Discharges into sewers is contained in the Wastewater and
Industrial Effluent Bylaw (GOTO 2.3) and is outlined below:
Section A: General
1.
Temperature at point of entry
2.
Electrical Conductivity at 25 °C
3.
pH Value at 25 °C
4.
Chemical Oxygen Demand
Not less than
Not to exceed
0 °C
40 °C
500 mS/m
5.5
12.0
5 000 mg/ℓ
Section B: Chemical substances other than Heavy Metals
– maximum concentrations
50 mℓ/ℓ
1.
Settleable Solids (60 minutes)
2.
Suspended Solids
1 000 mg/ℓ
3.
Total dissolved solids at 105 °C
4 000 mg/ℓ
4.
Chloride as Cℓ
1 500 mg/ℓ
106
City of Cape Town WSDP 2008/09 to 2012/13
Section B: Chemical substances other than Heavy Metals
– maximum concentrations
5.
Total sulphates as SO4
1 500 mg/ℓ
6.
Total phosphates as P
25 mg/ℓ
7.
Total cyanides as CN
20 mg/ℓ
8.
Total sulphides as S
50 mg/ℓ
9.
Total phenols as C6H5OH
50 mg/ℓ
10.
Total sugars and starches as glucose
11.
Oils, greases, waxes and fat
12.
Sodium as Na
1 500 mg/ℓ
400 mg/ℓ
1 000 mg/ℓ
Section C: Metals and inorganic content – maximum
concentrations
Group 1
1.
Iron as Fe
50 mg/ℓ
2.
Chromium as Cr
10 mg/ℓ
3.
Copper as Cu
20 mg/ℓ
4.
Zinc as Zn
30 mg/ℓ
Total collective concentration of all metals in Group 1 shall not exceed 50 mg/ℓ
Section C: Metals and inorganic content – maximum
concentrations
Group 2
5.
Arsenic as As
5 mg/ℓ
6.
Boron as B
5 mg/ℓ
7.
Lead as Pb
5 mg/ℓ
8.
Selenium as Se
5 mg/ℓ
9.
Mercury as Hg
5 mg/ℓ
10.
Titanium as Ti
5 mg/ℓ
107
City of Cape Town WSDP 2008/09 to 2012/13
Section C: Metals and inorganic content – maximum
concentrations
Group 2
11.
Cadmium as Cd
5 mg/ℓ
12.
Nickel as Ni
5 mg/ℓ
Total collective concentration of all metals and inorganic constituents in Group 2
shall not exceed 20 mg/ℓ
Section D: Prohibited radioactive materials
Any radioactive wastes or isotopes of such nature or in such concentration as
do not meet the requirements laid down by the Council for Nuclear Safety
referred to in Section 24 of the Nuclear Energy Act (Act 92 of 1982) as
amended.
F.2.6.2
Future trends and goals (industries and their permitted effluent releases)
The goal is to ensure that all industries that discharge industrial effluent are
on the City’s database.
F.2.6.3
Strategic gap analysis (industries and their permitted effluent releases)
Many industrial premises that discharge industrial effluent have not got
permits. In addition, the increase in the number of industries and their
permitted effluent releases is currently not being tracked.
F.2.6.4
Implementation strategies (industries and their permitted effluent
releases)
Visits to and education of consumers will be increased through the increased
capacity of the inspectorate. All companies that require permits will be
registered.
108
City of Cape Town WSDP 2008/09 to 2012/13
F.3
WATER RESOURCE PROFILE
For an explanation from the Preparation Guideline of the Water Resource
Profile GOTO Ex11.
F.3.1
Water source
F.3.1.1
Situation assessment
One of the major issues facing CCT in the future is the task to reduce water
demand through the implementation of water demand management
initiatives in order to ensure a sustainable supply of water for the future.
With the construction of the Berg River Project being completed in 2007
there is sufficient supply until 2015 provided that the CCT implement its
WC&DM Program effectively.
Two successive years of well below the long term average rainfall in 2003
and 2004 led to DWAF imposing restrictions on the users of water from the
Western Cape Water System in October 2004 (20% reduction in water
demand required in 2004/2005. Better rainfall in subsequent years, combined
with the change in consumer behavior as a result of the imposition of
restrictions and the successful implementation of various water demand
management initiatives have decreased the need for restrictions prior to the
completion of the Berg Water Project (A 10% reduction in demand was
required in 2005/06 , 2006/07 and 2007/08).
In order to understand the limitations of existing water resources a
description of the existing water resources are herewith provided, where after
details on future schemes/options will be discussed. For a more detailed
description of the available existing water resources, possible future water
resources, refer to the document entitled “Western Cape Reconciliation
Strategy” GOTO 3.1d and presentation GOTO 3.1e. For a previous studies
refer to the “Water Resources and Water Resource Planning” GOTO 3.1a.
The Western Cape Reconciliation Strategy Study also dealt with the possible
consequences of climate change and the issue of ecological reserves for all
dams.
F.3.1.1.1
Surface water sources
Most of the water resources serving the CCT are stored in dams during the
wet winter months in order to ensure a continuous water supply during the
dry summer months. The CCT utilises water from various dams within the
CMA and also from dams outside the CMA. Some of the dams are operated
and controlled by the CCT, whilst the other dams are operated and controlled
by the Department of Water Affairs and Forestry (DWAF). The CCT
currently obtains approximately 70 to 75% of its raw water requirements from
DWAF and the remainder from its own sources. Approximately 15% of the
raw water requirements are obtained from sources within the CMA. The
following dams and rivers are utilised as shown on the table below.
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City of Cape Town WSDP 2008/09 to 2012/13
DAMS/RIVERS
FIRM YIELD*
APPROXIMATE %
OWNED &
CCT Registered
OF TOTAL SUPPLY (1:50 YEAR)
OPERATED BY
Usage
REQUIREMENTS**
3
Mm
Major Sources
%
Mm
3
Theewaterskloof Dam/
DWAF
Kleinplaas Dam
DWAF
41.0%
219
Berg River Project
DWAF
15.1%
80
80
Voëlvlei Dam
DWAF
19.6%
105
70.5
Palmiet River
DWAF
4.2%
22,5
22.5
Wemmershoek Dam
CCT
10.1%
54
54
Steenbras Upper and
Steenbras Lower Dam
CCT
40
40
520.5
387
120
Total
7.5%
97.5%
Approx. yields
Minor Sources
Simon’s Town:
Lewis Gay Dam
CCT
0,4%
1,85
1.85
CCT
0,1%
0,5
0.5
CCT
0.88%
4
4
98.7*
526.85
393.35*
Kleinplaas
Land en Zeezicht Dam
(From Lourens River)
Table Mountain:
Woodhead
Hely-Hutchinson
De Villiers Dam
Victoria Dam
Alexandra Dam
Grand Total
For calculations GOTO 3.1f
* Excludes the Atlantis Aquifer, and Albion Springs.
** Approximate % of total supply requirement and firm yield includes Agriculture
and other Water Service Authorities.
On an annual basis the usage from the various sources may vary. The
Western Cape Water System (WCWS) is operated so as to minimise spillage
110
City of Cape Town WSDP 2008/09 to 2012/13
by placing a water demand on the dams that are most likely to spill during the
wet winter period.
The Berg Water Project
The Berg Water Project, completed during 2007, comprises a dam on the
farm Skuifraam, a supplemental scheme and ancillary works. The
Department of Water Affairs and Forestry and its implementing agent TCTA
constructed the dam.
The City of Cape Town funded the construction through the operating
charges from DWAF. The new dam has increase the assurance of supply to
all water users and provides much needed additional storage capacity to the
system of dams supplying the Cape Metropolitan Area.
National Cabinet approved the implementation and financing of the Berg
Water Project (BWP) on 30 April 2002. The Minister of Water Affairs and
Forestry directed the Trans-Caledon Tunnel Authority (TCTA) to finance and
implement the BWP in terms of Section 103(2)(b) of the National Water Act.
(GOTO 3.1c) TCTA owns the land and infrastructure until the loans raised by
TCTA have been redeemed, whereafter the land and infrastructure will revert
back to the Department of Water Affairs and Forestry (DWAF). The users of
the water are funding the BWP. Other users who are allocated water from
the BWP pay a third party capital charge (for information GOTO 3.6), based
on their water allocation and the CCT receive a credit from DWAF for this
amount.
It is important to note that the Department of Water Affairs and Forestry only
approved the implementation of the Berg Water Project when they were
satisfied that the City had made progress with respect to the implementation
of water demand management (WDM). The construction of the Dam
proceeded as a parallel process to the City implementing WDM.
F.3.1.1.2
Groundwater sources – aquifer characteristics
The four groundwater resources in the City of Cape Town (CCT) are
summarised in the table below. The volume of groundwater abstracted by
consumers residing in the urban peripheral areas that do not have access to
bulk water services is unknown.
Groundwater Resources
Firm Yield (1:50 yr)
Aquifer
No. of Boreholes
3
Mm /year
Albion Spring
Not applicable
Approx. 1.64
Atlantis
Cape Flats
44
Not yet developed
5
18
Newlands
Not yet developed
10
Total
6.64
111
% of Total
Requirements
1.46% of total resources
City of Cape Town WSDP 2008/09 to 2012/13
F.3.1.1.3
Groundwater monitoring
Refer to F.3.2.1.4 for monitoring of the Atlantis Aquifer.
F.3.1.1.4
External sources (where the WSA purchases water from others)
External sources are identified under section F.3.1.1.1.
F.3.1.1.5
Water returned to resources
A schedule of WWTWs giving key data pertaining to the discharge of effluent
returned to resources is given in the table under F.5.1.1.11. Relevant
parameters are:
Type of process
Permit Volume
Design Hydraulic Capacity (Ml/day)
Present Hydraulic loading (Ml pa)
Design Organic Capacity (COD Kg/day and population equivalents)
Present Organic loading (COD Kg/day and population equivalents)
Percentage capacity available for development
Additional requirements within the next 5 years
For graphs of historical and projected flows GOTO 3.1b
For the quality of water returned to the resource refer to F.3.2.1.4
Only the Wesfleur Treatment Works at Atlantis returns effluent to the source
from which it was extracted (groundwater). All other treatment works have
exemptions (in terms of the 1956 Water Act – GOTO 3.1c) from this
requirement.
Other statistics concerning wastewater are:

Approximately 31,0 Ml/d (5,9%) of wastewater is discharged directly via
marine outfall sewers

53 000 tonnes/annum of dry sludge is estimated to be produced
 Treated effluent is re-used in accordance with the table below:
Formal network distribution
Private Supply Schemes
Informal downstream re-use
WWTW re-use
TOTAL CURRENT RE-USE
F.3.1.2
Peak daily
summer re-use
(ML/day)
56.9
14.5
10.5
15.6
97.5
% of current
usage
58.4%
14.9%
10.8%
16.0%
% of Daily
Dry
Weather
Flow
13.1%
3.3%
2.4%
3.6%
18.5%
Future trends and goals (water source)
In order to determine what the future trends and goals for water sources are it
is critical to determine what the future demands will be.
112
City of Cape Town WSDP 2008/09 to 2012/13
In 1998/99 the Department of Water Affairs and Forestry (DWAF)
commissioned Ninham Shand together with sub-consultants Palmer
Development Group (PDG) and the Institute of Futures Research (IFR) to
analyse the past-, present- and future urban demand for water in the Cape
Metropolitan Area. In order to better assess and understand current and
future demand, this study was updated in 2003/2004 by the City of Cape
Town. Based on the potential economic growth and population growth it is
estimated that the unconstrained water demand growth in the City will vary
between 2,7% and 3,7% per annum.
The historic growth rate of the total bulk water supplied by the CCT between
1973 and 2000 was 3% to 4% per annum. In order to ensure a sustainable
supply of water for the future, the CCT initiated an “Integrated Water
Resource Planning (IWRP) Study” (GOTO 3.2a) to best assess how to
manage its water demand. The results of the IWRP Study indicated that the
CCT has to actively implement Water Demand Management (WDM)
measures, whilst simultaneously investigating and implementing additional
water augmentation schemes.
The implementation of the WDM
recommendations contained in the IWRP Study include inter alia pressure
management, user educational, elimination of automatic flushing urinals,
leakage repair, tariffs, metering and credit control. The CCT through its
WDM strategy and programme has committed itself to the implementation of
the recommendations emanating from the IWRP Study. The objective of the
WDM Policy and Strategy is to reduce the projected demand for water by
20% by the year 2010. The CCT through its Water Services Development
Plan (WSDP) has also committed itself to ensuring a sustainable supply of
water for the future. Figure F.3.1.2a below shows the historic growth in water
demand and the low water demand projection for the CCT. The low water
demand projection ties in with the 20% reduction in water demand objective
stated in the previous WDM Policy and Strategy. The IDP target line
corresponds to the more comprehensive WC&DM Strategy. (Refer to F.4.1.3
for a discussion on which projection to use for water resource and
infrastructure planning).
The Reconciliation Strategy Study, conducted by the Department of Water
Affairs and Forestry and the City of Cape Town, was completed and
approved in June 2007. The objective of the study was to put a strategy in
place which would ensure the reconciliation of the future requirement for and
supply of water from the Western Cape Water Supply System.
A Strategy Steering Committee has been formed to make recommendations,
on an annual basis, on long term planning activities required to ensure
reconciliation of requirement and available supply in the WCWSS area. In
other words, it will be this committee’s responsibility to monitor and
understand demand growth and supply constraints so that planning for the
next scheme takes place timeously to ensure that the level of assurance of
supply remain adequate at all times. This is required because the actual
growth in demand will determine when the next scheme needs to be built.
The scenarios indicate that this could be anywhere between 2011 (no
WC/WDM) and 2019 (Comprehensive WC/WDM).
The growth in demand depends on the following:
 The actual unconstrained water demand which depends on the
growth in the city, and
113
City of Cape Town WSDP 2008/09 to 2012/13

The effectiveness of the WC&DM Strategy.
The available supply depends on:
 The effects of climate change, and
 The implementation of ecological reserves for existing schemes.
The need to monitor the growth in demand arises from the uncertainty around
these parameters and the 7 year horizon from planning to implementation of
a scheme.
In order to ensure that both DWAF and the City of Cape Town are in a “state
of readiness” the City is implementing its WC&DM Strategy and various
studies are being carried out at the appropriate level.
The historical and Projected Total Water Demand from the WCWSS is
shown in the graph below:
This includes the demand from agriculture and other smaller municipalities.
114
City of Cape Town WSDP 2008/09 to 2012/13
Figure F.3.1.2a: Demand growth Projections versus Supply Available
(For spreadsheet calculations GOTO 3.2b and Demand Forecasting Model GOTO 3.2c)
CCT Demand Projections
Existing Supply
Supply incl. BWP
Unconstrained
Low Water Demand
Actual
2007/08 IDP
WDM Strategy
600
500
400
300
200
100
2019
2017
2015
2013
2011
2009
2007
2005
2003
2001
1999
1997
1995
1993
0
1991
Bulk Supplied (million cubic metres)
700
Year
The total bulk water supplied within the Cape Metropolitan Area for the
financial year ending June 2007 was 308 million cubic metres. This includes
Unaccounted-for-Water (UAW) and bulk losses in bulk pipelines as well as
Water Services Authorities and other minor consumers outside its area of
jurisdiction.
For a summary of bulk water treated GOTO 3.3
The distribution of water demand is given in the table below:
Category
Commercial & Industrial
Departmental Cluster
Domestic Cluster
Domestic Full
Government
Miscellaneous
Municipal
Schools and Sportsfields
%age
14.6%
1.9%
5.5%
45.1%
1.6%
5.1%
2.6%
1.9%
115
Water Usage
2005/06
39,604,273
5,296,873
15,085,701
122,767,813
4,337,839
14,003,230
7,182,864
5,284,754
%age
14.0%
1.5%
6.0%
46.0%
1.8%
5.9%
2.1%
1.3%
Water Usage
2006/07
39,935,953
4,292,063
17,158,456
130,999,103
5,191,773
16,687,710
5,910,749
3,588,272
City of Cape Town WSDP 2008/09 to 2012/13
Category
Unbilled
Non-Revenue Demand
TOTAL
%age
2.2%
19.3%
100%
Water Usage
2005/06
6,000,000
52,390,255
271,953,601
%age
2.1%
19.3%
100.0%
Water Usage
2006/07
6,000,000
55,093,872
284,857,952
The pie chart of the distribution of water demand is given in Figure F.3.1.2b
below:
Commercial & Industrial
Departmental Cluster
Domestic Cluster
Domestic Full
Government
Miscellaneous
Municipal
Schools and Sportsfields
Non-Revenue Demand
For the spreadsheet of calculations GOTO 3.4a
F.3.1.2.1
Surface water source
Future surface water projects, including new dams sites, raising of existing
dams and river diversion schemes are outlined in the DWAF Reconciliation
Strategy. GOTO 3.1d
F.3.1.2.2
Groundwater sources-aquifer characteristics
The future ground water resources are shown in the table below:
Firm Yield (1:50 yr)
Aquifer
No. of Boreholes
3
Mm /year
Cape Flats
Not yet developed
18
Newlands
Not yet developed
10
TMG
Not yet developed
Not known at this stage
% of Total
Requirements
The use of these groundwater resources is dealt with in the DWAF
Reconciliation Strategy Study.
116
City of Cape Town WSDP 2008/09 to 2012/13
TMG Aquifer Feasibility and Pilot Study (For more information GOTO 3.4b)
The TMG Aquifer Feasibility Study and Pilot Project was awarded to the TMG
Aquifer Alliance (TMGA Alliance) by the Executive Committee of the City of
Cape Town on the 23 April 2002. The primary objective of the Study is to
determine the viability of the TMG aquifer as a potential future water
resource for the City of Cape Town. An incremental and precautionary
approach has been adopted in the Study as there is uncertainty regarding
the potential environmental impacts of abstracting water from the aquifer.
Due to the nature of the project, the Study was broken up into 4 discreet
phases. This flexible approach allows for a significant amount of interaction
with the City of Cape Town and enables the CCT to play a key role in the
decision making process throughout the Study. Provision was made in the
Project for the CCT to be able to terminate the project at the end of the
Preliminary and Exploratory Phases and during the Pilot Phase of the Study
should it become evident after reviewing the progress and the feasibility of
the various phases that the desired outcomes will not be achieved.
The Preliminary Phase concluded that, based on a regional desktop
assessment of the Table Mountain Group Aquifer, the Aquifer would most
likely be a viable water resource that could significantly augment the City’s
current water resources in the future. An outcome of the Preliminary Phase
was the identification of 26 potential target sites suitable for exploratory
drilling to gain a better understanding of the properties of the aquifer.
The Department of Environmental Affairs and Development Planning
(DEA&DP), subsequent to considering an appeal against the application from
the City, have issued a Record of Decision to allow the City to proceed with
exploratory drilling. It is anticipated that the exploratory drilling phase will be
completed by 2009.
F.3.1.2.3
Groundwater monitoring
No changes are expected to the ground water monitoring programme.
F.3.1.2.4
External sources (where the WSA purchases water from others)
The Berg Water Project, completed in 2007, will be owned and operated by
the Department of Water Affairs and Forestry. Refer also to F.3.1.2.1
F.3.1.2.5
Water returned to resources
The City through the IDP document has committed itself to ensuring
compliance with DWAF effluent standards. It has set a target of 95%
compliance with respect to 4 critical DWAF effluent standards (E-coli count,
Ammonia content, Oxygen demanding substances, Total suspended solids)
by 30 June 2012. Achieving this target is dependant on adequate funds for
R&M, staffing requirements and infrastructural upgrades.
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F.3.1.3
Strategic gap analysis (water source)
Water Sources
The next water resource scheme will be needed between 2011 and 2019.
The timing depends on the demand growth, the success of the WC&DM
Strategy, climate change, the implementation of an ecological reserve.
Water returned to resources
The Percentage compliance with respect to 4 critical DWAF effluent
standards (E-coli count, Ammonia content, Oxygen demanding substances,
Total suspended solids) remains unsatisfactory at 81%.
Operational and maintenance problems also result in non-compliance of
treated effluent. For example, the tripping of the activated sludge pump at
Kraaifontein led to the loss of a significant amount of sludge from the reactor.
As a result nitrification ceased and took time to re-establish. At Bellville the
mixed liquor rose resulting in higher oxygen demand. This affected
nitrification. Recent power outages due to Eskom supply constraints have
also compounded the problem.
F.3.1.3.1
Implementation strategies (water source)
Water Sources
The WC & DM strategy (Chapter F.4) is key to the water resource strategy
and needs to be read in conjunction with the water source strategy
hereunder.
As part of the Reconciliation Strategy a “Strategy Steering Committee” has
been formed to make recommendations, on an annual basis, on long term
planning activities required to ensure reconciliation of requirement and
available supply in the WCWSS area. In other words, it will be this
committee’s responsibility to monitor and understand demand growth so that
planning for the next scheme takes place timeously to ensure that the level
of assurance of supply remain adequate at all times. This is required
because the actual growth in demand balanced against factors such as
climate change, the implementation of an ecological reserve, etc will
determine when the next scheme needs to be built. The scenarios indicate
that this could be anywhere between 2011 (no WC/WDM) and 2019
(Comprehensive WC/WDM).
Actions to be undertaken by the City are contained in the Reconciliation
Strategy documents and summarized in the table below:
Gap
Strategy
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
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
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Gap
Strategy
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 DWAF can
be implemented
The Reconciliation Strategy
Study identified interventions
where very little data exists and
where studies need to be carried
out a reconnaisance level
Studies to be undertaken
Pre-feasibility Study for the Raising of Steenbras
Lowe Dam
Lourens River Diversion Scheme Pre-feasibility
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:
Steenbras Pumped Storage Intake
Operation of Kleinplaas Dam
Improve Operation of Atlantis Aquifer
Water Trading
Desalination
Desalination (or desalting) is generally understood to be the removal of
dissolved salts from seawater and in some cases from brackish waters of
inland seas, highly mineralised groundwater and municipal wastewaters.
Desalination with to-day’s technologies, however, can remove minerals and
most biological or organic chemical compounds. A more appropriate term for
desalination could be “de-mineralization” or “purification” of water.
Advances in desalination technology over the last decade have meant that
the cost of desalination has decreased significantly. It is currently estimated
that the cost of water from a desalination plant would be in the order of R5
3
/m .
The decreasing costs of desalination, together with the fact that desalination
could provide a more environmentally-acceptable solution, could result in
desalination being implemented prior to some of the conventional water
resource schemes which have been identified. Given the abovementioned
situation and the fact that the City has adopted a “conservative and
precautionary” approach to water resource development, the City has taken
a decision to further investigate desalination technologies and establish a
pilot desalination plant well in advance to large scale desalination being
required in order to be in a position to utilise the technology when required.
GOTO 3.7 and GOTO 3.8 for reports on desalination.
The V&A Waterfront has now decided that they have withdrawn their offer of
being the site for a pilot desalination plant. It is still the City’s intention to
proceed with the project and it is investigating other options.
Water Returned to Resources
There is an ongoing programme to upgrade and extend the Wastewater
Treatment Works to increase their capacities and ensure that they comply
with the 1984 DWAF Standards (refer to F.5 Infrastructure).
In addition water returned to resources will reduce as more treated effluent
projects are implemented as part of the WC/WDM Strategy. (Refer to F.4)
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Both programmes need a significant amount of funds which the City is
committed to ensuring becomes available as part of its financial strategy.
Refer to Chapter 9 of Draft IDP. (GOTO 3.9)
Other strategies that are in place but that are currently being tightened up
that should reduce non-compliance due to operational issues are:
 Pro-active maintenance of all mechanical and electrical equipment as
well as civil structures as part of the Asset Management Strategy,
 Process optimisation, and
 Improved monitoring and operational control.
F.3.2
Water quality
F.3.2.1
Situation assessment (water quality)
The overview of the situation with respect to water quality is given in the table
below:
Resources available to perform function
F.3.2.1.1
Budgets
Bylaws
Infrastructure
Personnel
1
Quality of water taken from source: urban
Yes
NA
Yes
Yes
2
Quality of water taken from source: rural
Yes
NA
Yes
Yes
3
Reporting on quality of water taken from source:
urban and rural
Yes
NA
Yes
Yes
4
Quality of water returned to source: urban
Yes
Yes
Yes
Yes
5
Quality of water returned to source: rural
Yes
Yes
Yes
Yes
6
Pollution contingency measures
Yes
Yes
Yes
Yes
Quality of water taken from source: urban
The overview of the situation with respect to water taken from source is given
in the table below:
At Source
(WTPs)
At
Reservoir
At Tap
1.
Is water quality measured?
(Yes/no)
Yes
Yes
Yes
2.
Do you monitor it yourself?
(Yes/no)
Yes
Yes
Yes
3.
If no, who does?
NA
NA
NA
4.
Monitoring intervals (daily, weekly,
monthly, quarterly, bi-annually,
annually)
Weekly
Weekly
Weekly
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5.
Are these results available in
electronic format? (Yes/no)
6.
% Time (days) within SANS 241
standards per year
Microbiological compliance
Chemical compliance Class 1
Yes
Yes
Yes
100%**
96%**
100%**
96%**
99%**
95%**
** Note: in terms of SANS 241/2005 the quality of the water system is classified as
“Excellent”.
Raw water quality
DWAF does not guarantee the quality of the raw water abstracted from its
dams. This may impact on the costs of treating the water. For example, the
removal of tastes and odours from drinking water using activated carbon
costs several million Rand per annum.
Algae blooms are increasing problematic due to the increasing nutrient load
into dams. Odour and toxin producing Cyanobacteria (blue green algae)
remain a threat to raw water supplies. Blooms are monitored according to
World Health Organisation protocols and water treatment processes are
accordingly adjusted. This problem could escalate further in the future if it is
not addressed.
Treated water quality
Weekly sampling is also undertaken jointly by the Health Department and
Scientific Services. Samples are taken at various locations throughout the
distribution network.
The quality of treated water at the water treatment plants is strictly
monitored/controlled on a 24-hour basis by the water treatment division and
complies with SANS 241/2005 and other guidelines. The Scientific Services
Branch conducts weekly visits to each WTP to test the water, inspect the
process, retrieve various samples and analyse them. The results are then
scrutinised, evaluated and compiled as a weekly report with comments. The
WTP manager is given a copy of the results, one copy is sent to the Head of
Bulk Water Operations and one is kept by Scientific Services. Composite
sampling is carried out by the WTP on a weekly basis and these samples are
also analysed by the Scientific Services Branch and a monthly report is
generated.
Non-compliance with the standards is reported on 24-hour basis to
operational managers. Suitably experienced and qualified staff from the
Water and Sanitation Services Department response immediately to
operational problems and consumer complaints. For details on raw water
quality and treated water quality refer to table entitled “Water Treatment Data”
GOTO 3.10a.
All water quality results are discussed by inter-disciplinary teams within the
City at the monthly Water Quality Committee chaired by the Director: Water
and Sanitation.
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Implementation of Fluoridation Regulations
In terms of Regulations No. R873, dated 8 September 2000, promulgated
under the Health Act (Act 63 of 1977), all water services providers were
required to ensure a fluoride concentration of 0.7 mg/l in potable water for the
purposes of reducing dental caries. Fluoridation is complex, expensive and a
potentially hazardous undertaking and requires the implementation of new
infrastructure at an estimated cost of R18 million. The running cost of
fluoridation is estimated at about R 8 million per annum. Skilled operators
required to manage the fluoride concentration are currently inadequate, and
the training of additional staff is required. Fluoridation of water supply has
been put on hold after a national process of engagement with the various
bodies concerned. New Regulations would be required in terms of the new
Health Act (Act 61 of 2003).
F.3.2.1.2
Quality of water taken from source: rural
For table refer to F.3.2.1.1
F.3.2.1.3
Reporting on quality of water from source: urban and rural
For explanation from the Preparation Guideline GOTO Ex12.
The method of notification of consumers of water quality problems is outlined
below:
Method of Notification
F.3.2.1.4
If quality of water does not comply,
are urban residents notified?
Yes
Radio and newspapers for large areas
Door to door if in specific area
If quality of does not comply, are rural
residents notified?
Yes
Radio and newspapers for large areas
Door to door if in specific area
Quality of water returned to the resource: urban
The overview of the situation with respect to water returned source is given in
the table below:
In the return
effluent
In the
Stormwater
In the
river
1.
Is water quality measured? (Yes/no)
Yes
Yes
Yes
2.
Do you monitor it yourself? (Yes/no)
Yes
Yes
Yes
3.
If no, who does?
NA
NA
NA
4.
Monitoring intervals (daily, weekly,
monthly, quarterly, bi-annually,
annually)
Weekly
Weekly
Weekly
5.
Are these results available in
electronic format? (Yes/no)
Yes
Yes
Yes
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6.
For wastewater treatment works
discharges to the water resource: %
of time within the requirements of
special or general standards
(Regulation 991)
81%
NA
37%**
** Increased monitoring and sampling required.
Vleis and coastal areas comply 68% and 80% of the time respectively.
Random tests are done to monitor illegal discharge of industrial effluent to
the stormwater system in accordance with the Stormwater Bylaw. (GOTO
3.10b).
Although it was previously an urgent requirement to adhere to the proposed
2010 standards, the implementation of these standards is currently being
delayed by DWAF on the grounds that they are unaffordable. The City has
been asked by DWAF to ensure that its WWTW comply with the 1984
Standards. However, each application for upgrading existing and building
new WWTWs is being assessed on its merit and the reserve determination of
the receiving water body.
Providing there is sufficient funding the Water and Sanitation Services
Department will ensure that 89% of treated effluent is in compliance with
current DWAF standards (1984 standards) by 2010 and 95% by 2012. The
current level of compliance is 81%.
Scientific Services generates monthly, quarterly and annual aggregate
assessments of compliance for each individual treatment works and an
overall summary for all facilities. Graphical representation of these statistics
gives a visual “dashboard” of compliance for the key constituents stipulated
in the permit is given in the tables below. The years ending June 2006 and
June 2007 are given below for comparative purposes. For a comprehensive
spreadsheet of results at each wastewater treatment plant for the year 2006
GOTO 3.11a and for the year 2007 GOTO 3.11b.
Final Effluent Quality Compliance with Standard (%) – June 2006
WORKS
Susp Solids
Chem Ox Demand
Ammonia
E Coli
Athlone
98
98
98
0
Bellville
78
82
62
2
Borcherds Quarry
100
98
86
65
Cape Flats
49
47
49
83
Gordons Bay
100
98
96
93
Klipheuwel
96
60
38
89
Kraaifontein
98
92
76
89
Llandudno
96
98
96
42
Macassar
100
90
72
80
Melkbosstrand
100
100
100
94
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WORKS
Susp Solids
Chem Ox Demand
Ammonia
E Coli
Millers Point
69
29
76
95
Mitchells Plain
98
96
92
48
Oudekraal
79
67
85
81
Parow
86
72
88
66
Potsdam
86
26
20
26
Scottsdene
96
89
96
91
Simons Town
76
4
37
62
Wesfleur – Domestic
100
98
100
100
Wesfleur - Industrial
88
45
88
60
Wildevoelvlei
94
94
100
96
Zandvliet
98
100
92
98
MORE THAN 90% COMPLIANCE
75% - 90% COMPLIANCE
LESS THAN 75% COMPLIANCE
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Final Effluent Quality Compliance with Standard (%) - June 2007
MORE THAN 90% COMPLIANCE
WORKS
Susp Solids
Chem Ox Demand
Ammonia
E Coli
Athlone
98
100
98
0
Bellville
83
83
64
0
Borcherds Quarry
98
96
96
70
Cape Flats
46
48
77
85
Gordons Bay
100
98
100
98
Klipheuwel
96
58
64
76
Kraaifontein
98
84
84
98
Llandudno
92
96
94
62
Macassar
100
92
54
83
Melkbosstrand
100
100
100
89
Millers Point
50
14
100
46
Mitchells Plain
94
90
94
40
Oudekraal
59
49
78
100
Parow
94
72
88
66
Potsdam
87
42
42
21
Scottsdene
94
96
100
83
Simons Town
79
17
64
63
Wesfleur – Domestic
980
100
100
100
Wesfleur - Industrial
87
67
89
59
Wildevoelvlei
100
98
98
96
Zandvliet
96
98
64
94
75% - 90% COMPLIANCE
LESS THAN 75% COMPLIANCE
These final effluent quality compliance with standards is built up from weekly
tests. An example of the results for a Athlone WWTW for 2007 is given
below:
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Athlone: TSS weekly samles
40
TSS in mg/l
35
30
25
TSS
20
1984 STD
15
10
5
2007/12/03
2007/11/03
2007/10/03
2007/09/03
2007/08/03
2007/07/03
2007/06/03
2007/05/03
2007/04/03
2007/03/03
2007/02/03
2007/01/03
0
Date
Athlone: COD weekly samles
160
COD in mg/l
140
120
100
COD
80
1984 STD
60
40
20
2007/12/03
2007/11/03
2007/10/03
2007/09/03
2007/08/03
2007/07/03
2007/06/03
2007/05/03
2007/04/03
2007/03/03
2007/02/03
2007/01/03
0
Date
Athlone: NH3 weekly samles
35.0
NH3 in mgN/l
30.0
25.0
20.0
NH3
15.0
1984 STD
10.0
5.0
2007/12/03
2007/11/03
2007/10/03
2007/09/03
2007/08/03
2007/07/03
2007/06/03
2007/05/03
2007/04/03
2007/03/03
2007/02/03
2007/01/03
0.0
Date
Natural features such as rivers, wetlands and vleis form integral components
of the stormwater management system with diverse ecological, aesthetic and
recreational functions. Many have over the past decades been significantly
altered or obliterated by canalisation, urban runoff induced erosion and
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discharge of polluted waters. Apart from its primary drainage function, the
stormwater system also conveys final effluents from inland wastewater
treatment plants to the coastline. Activity associated with urban development,
unless appropriately managed, impacts negatively on the water quality of
receiving waters. This poses public health concerns and degrades the
ecological health of the inland water bodies in particular.
The Catchment, Stormwater and River Management Branch within the Roads
& Stormwater Department is responsible for the routine monitoring of coastal
and inland waters. Laboratory services are provided by the Water Services
Department.
Various parameters, which include the physical, chemical, biological and
aesthetic properties of the water, are evaluated against the applicable South
African Water Quality Guidelines. For results for the 2006 Hydrological year
refer to Inland and Coastal Water Quality Report produced by CSRM (GOTO
3.12). In addition, under the umbrella of the national River Health Programme
(http://www.csir.co.za/rhp/) the ecological health of the City’s rivers is
assessed annually.
During 2004, an Environmental Management System was established for the
Potsdam Wastewater Treatment Works by the Environmental Planning
Department. The development of further EMS projects have been postponed
until each treatment works achieves compliance with effluent standards.
Atlantis Aquifer
An Environmental Management System (EMS) has been completed for the
Atlantis Aquifer System, and an environmental consultant audits the EMS on
an annual basis. In addition an environmental officer for the area was
appointed in July 1999, to safeguard the environment, water supply
infrastructure and to educate the public. The Council for Scientific and
Industrial Research (CSIR) assist in monitoring water quality and aquifer
levels on a regular basis. In terms of the National Water Act (1998) GOTO
3.1c, aquifers are protected.
Silwerstroom Spring which arises on the edge of the Atlantis dunefield is an
important component of the Atlantis Aquifer water supply scheme: good
quality water from the spring is used to blend with aquifer water. Abstraction
of water at the Silwerstroom weir results in drastic daily water level
fluctuations which has had a negative impact on the ecological health of the
system and may have contributed to the growth of filamentous algae in the
pool upstream of the weir. This practice has however recently stopped due to
clogging of pump equipment by algae. A consequence of this has been that
the Silwerstroom Spring now overflows the weir and is permitted to flow down
to the sea thus restoring some of the ecological functioning of the system.
The spring is also unique since it supports a population of the endemic fish
species, Galaxias zebratus (Cape galaxias). This Gondwanaland relic’s
closest genetic family is located in South America! The Water and Sanitation
Department and ecologists from Scientific Services and DWAF are seeking
solutions which will alleviate algae growth, allow sustainable abstraction and
leave sufficient flow for the system and the Galaxias population to remain
healthy.
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F.3.2.1.5
Quality of water returned to the resource: rural
Refer to F.3.2.1.4
F.3.2.1.6
Pollution contingency measures
For explanation from the Preparation Guideline GOTO Ex13.
Effluent from industrial consumers generally is discharged into the sewage
system and treated at the wastewater treatment works and is therefore not
considered as a pollution threat.
However, that which ends up in the stormwater system presents a real and
serious threat. Containment of chemicals in storage and during transportation
presents a definite risk to the stormwater system and hence the environment
at large. The Water Pollution Control Inspectorate and Tradewaste
Laboratory are equipped to monitor industrial effluents and provide
assistance with containment during pollution incidents.
The Wastewater Treatment Works’ status (For plans GOTO 3.13) with
respect to pollution contingency measures is tabulated below:
Resource Description
Potential source of pollution
Formal contingency
Measure?
Salt River
Athlone WWTW
Yes
Kuils River
Bellville WWTW
Yes
Salt River system
Borcherds Quarry WWTW
Yes
False Bay
Cape Flats WWTW
Yes
Atlantic Ocean
Camps Bay Outfall
Yes
Sir Lowry’s Pass River
Gordons Bay WWTW
Yes
Atlantis Ocean
Green Point Outfall
Yes
Atlantic Ocean
Hout Bay Outfall
Yes
Diep River
Klipheuwel WWTW
No
Diep River system
Kraaifontein WWTW
Yes
Atlantic Ocean
Llandudno WWTW
No
Eerste River
Macassar WWTW
Yes
Kleine Zoute River
Melkbosstrand WWTW
Yes
False Bay
Millers Point WWTW
No
False Bay
Mitchells Plain WWTW
Yes
Atlantic Ocean
Oudekraal WWTW
No
Salt River system
Parow WWTW
No
Diep River
Potsdam WWTW
No
Kuils River system
Scottsdene WWTW
Yes
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Resource Description
Potential source of pollution
Formal contingency
Measure?
False Bay
Simons Town
No
Atlantis Aquifer
Wesfleur WWTW
Yes
Wildevoelvlei Vlei
Wildevoelvlei WWTW
Yes
Kuils River
Zandvliet WWTW
Yes
The word “system” indicates that the effluent is discharged into a tributary of this river
F.3.2.2
Future trends and goals (water quality)
F.3.2.2.1
Quality of water taken from source: urban
Algae blooms and geosmin in the raw water is increasing problematic,
specifically at Theewaterskloof, Voelvlei, Steenbras and Constantia Nek.
Microbiological and chemical compliance to SANS 241/2005 of the drinking
water is expected to remain in the “Excellent” category.
Growth in the city will require increased monitoring in the new reticulation
areas.
F.3.2.2.2
Quality of water taken from source: rural
Refer to F.3.2.2.1
F.3.2.2.3
Report on quality of water taken from source: urban and rural
There are no changes expected to the reporting system.
F.3.2.2.4
Quality of water returned to the resource: urban
There have been some improvements in the quality of water returned to
resource from upgraded WWTWs. However, significant investment is still
required for the overall water quality to improve and achieve 89% and 95%
compliance by 2010 and 2012 respectively in accordance with the IDP
document.
F.3.2.2.5
Quality of water returned to the resource: rural
Refer to F.3.2.2.5
F.3.2.2.6
Pollution contingency measures
Ensure that all WWTWs and sewer pumpstations have Pollution Contingency
measures.
F.3.2.2.7
Strategic gap analysis (water quality)
There are a number of strategic gaps:
 Ineffective catchment management at dams resulting in algae blooms and
geosmin problems.
 Monitoring of drinking water quality in new areas of the reticulation is
falling behind.
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 The Program for upgrade and extension of Wastewater Treatment Works
has fallen behind due to lack of funding in previous years. Overall effluent
quality is still not to DWAF standards. Percentage compliance is

81% for treated effluent quality

37% in rivers

68% in coastal areas
 Lack of pro-active solutions to treated effluent quality issues that result
from operational problems.
 Lack of community empowerment to ensure that the “polluters pays”
principle is enforced.
 Some WWTWs and sewer pumpstations do not have pollution
contingency measures.
 Lack of understanding by the community of the excellent drinking water
quality
 Out of 289 industrial properties that are monitored for compliance with
industrial effluent bylaw (GOTO 2.3) standards 25% are non-compliant.
F.3.2.2.8
Implementation strategies (water quality)
The following strategies have been or are in the process of being
implemented:
 In order to at least stabilise and hopefully reduce the influx of nutrients
and subsequent algae blooms, serious and urgent catchment
management is required by the responsible authorities.
 Extend reticulation network water quality monitoring.
 Provide sufficient capital and human resources for upgrading and
extending WWTWs
 Pro-actively address operational problems so as to avert treated effluent
quality.
 Examine and resolve treated effluent quality monitoring issues.
 CMAs need to be established in the catchment areas and wastewater
charge discharge system needs to be implemented.
 Identify source and non-source points of pollution and implement strategy.
 Establish Pollution Contingency measures where there are none.
 Water Quality awareness campaigns (e.g. Hlonipha Amanzi for WDM)
 Water and Wastewater bylaws awareness campaigns (Raising the
Citizen’s Voice)
 Education of the consumer around the quality of drinking water in Cape
Town. (e.g. improve consumer’s level of understanding of the excellent
drinking water quality)
 Increase monitoring of industrial effluent discharging into WWTWs
 Non-compliant industrial effluents – identify the worst offenders, enforce
payment of penalties and encourage waste minimisation principles.
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F.3.3
Waterborne Sanitation
F.3.3.1
Situation Assessment
The majority of the properties in the Cape Town area are already served by
waterborne sanitation.
F.3.3.2
Future Trends and Goals
The City plans to implement waterborne sanitation throughout the municipal
area. In informal settlements this takes the form of shared facilities (refer to
Service Level Profile in Chapter 2) while in formal areas it takes the form of a
house connection.
F.3.3.3
Strategic Gap Analysis
The ability of the City to provide full waterborne sanitation to those in informal
areas and in backyard shacks is linked to its ability to provide state housing
through the national subsidy scheme or to place households on serviced
sites.
The ability of Water and Sanitation Services to provide households who
currently have septic tanks is dependent on adequate finance being available.
F.3.3.4
Implementation Strategies
Waterborne sanitation is provided to all new formal residential properties. In
the case of private developments it is the responsibility of the developer to
provide all household connections while in the case of state housing it is
funded through the housing subsidy.
Water demand and water resource planning by the City has factored in the
installation of waterborne sewerage for all formal and informal households.
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City of Cape Town WSDP 2008/09 to 2012/13
F.4
WATER CONSERVATION / DEMAND MANAGEMENT (WC/WDM)
For explanation from the Preparation Guideline GOTO Ex14.
Water is a scarce resource in South Africa and also in Cape Town. For more
than a century there have been periods of water restrictions restrictions (For
Water Restrictions Bylaw GOTO 4.1) followed by the development of new
schemes to expand the city’s water supply, usually through the building of a
dam. Until 1995 the focus was primarily on managing the supply of water by
developing new schemes to meet the growth in water demand.
Cape Town is a large city of approximately 3,1 million people that is expected
to consume increasingly more water, because of population and economic
growth. The availability of water resources and adequate bulk water and
wastewater infrastructure to meet the growing water demand in the City of
Cape Town (CCT) is a limiting constraint to the social upliftment and
economic prosperity of the city. As early as in 1995 City of Cape Town
committed itself to a 10% saving on the historical demand growth of 4 % per
annum.
Various studies have also indicated that Water Demand Management and
Water Conservation (WC/WDM) initiatives are the most feasible water
augmentation options to meet the growing water demand for the city.
In 2001 CCT developed a WC/WDM policy and strategy based on the
outcome of the IWRP study. A number of WC/WDM projects were
implemented and some of the projects such as the Khayelitsha Pressure
management project were very successful and received wide recognition.
The implementation of the strategy was however not sustainable and due to
numerous institutional challenges the initial commitment and resources to
WC/WDM were significantly reduced during 2003/2004 financial year and
again during 2005/2006. The revised WC/WDM Strategy under F.4.1.4 seeks
to overcome these challenges, build on experience gained and adapt to the
city’s approach in light of current socio-political, environmental and urban
management imperatives.
Integrated Water Resource Planning
The Integrated Water Resource Planning approach integrates critical
planning criteria and activities into one systematic planning process. It
involves the concurrent consideration of water supply and water demand
management options. It is conducted using an open and participatory
approach involving all stakeholders. IWRP also identifies and attempts to
quantify the external costs and benefits and inherent uncertainties associated
with each alternative.
With the realisation that water demand management was becoming
increasingly important in order to ensure future sustainability and affordability,
the former Cape Metropolitan Council (CMC) decided to adopt an integrated
approach to water demand management and water augmentation. Towards
the end of 1999, the CMC initiated an “Integrated Water Resource Planning”
(IWRP)
Study.
(GOTO
3.2a)../../../../../../../../George_/Local
Settings/Temp/GOTO IWRP-STUDY.MK.doc
The aim of the Studies was to investigate at pre-feasibility level various water
demand management initiatives along with various water supply
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City of Cape Town WSDP 2008/09 to 2012/13
augmentation schemes. Recommendations were to be made to the City of
Cape Town (CCT) on where to focus their resources and attentions with the
aim of meeting and managing the water demand within the Cape
Metropolitan Area (CMA). The study considered the technical, institutional,
socio-economic, environmental and financial aspects of the options using a
multi-criteria decision making analysis.
The results of the Studies indicated that a significant saving in water demand
could be achieved through the implementation of certain water demand
management initiatives. In comparison to the water supply options, certain
water demand management initiatives would have a significantly lower
implementation cost, could be implemented in a shorter time frame and were
generally more environmentally and socially acceptable.
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.
The need for WC/WDM
The need for a WC/WDM at CCT is not limited to the immediate water
resource shortages and includes the following:
i. Reconciling supply and future demand. Various studies have clearly
indicated that WC/WDM measures are the most feasible options for
reconciling supply and future demand.
ii. Financial viability of the Water Services. WC/WDM can contribute
significantly to ensuring the financial viability of water service delivery in
CCT in the following ways:
 Reducing the direct operating costs by reducing non-revenue demand
 Reducing the operating cost of revenue demand (not significant)
 Increasing income from consumers through more equitable tariffs
 Increasing income by capacitating non-paying consumers (reducing
consumption to affordable levels) to pay for water
 Postponing capital infrastructure requirements
iii. Water resource and environmental protection. Limiting water abstracted
from rivers and also reducing the pollution discharged through the
wastewater system can protect the environment.
iv. Assist in alleviating the current problems of the wastewater system. The
wastewater treatment in CCT is currently under severe stress due to lack of
capacity. There are a number of treatment plants where hydraulic loading
is the key constraint and WC/WDM can play a significant role in alleviating
problems and reducing costs.
Consequences of not implementing WC/WDM
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City of Cape Town WSDP 2008/09 to 2012/13
The consequences of not implementing the entire WC/WDM strategy can be
significant and will depend on the extent of implementation. Some of the
important consequences are as follows:
a. Premature development of the next water augmentation scheme at
significant cost.
b. The aim of achieving sustainable and affordable service delivery to lowincome areas could be threatened.
c. The existing loss of income to Council will continue to increase. Current
levels of loss of income could be as high as R 205 million per annum (20%
of total demand at an average selling price of R3.5 /kl).
d. The existing direct cost of distribution losses will continue to increase.
Current financial losses due to distribution losses are estimated as R 15
million per annum. (Assuming 10% of total demand and R0.5 / kl)
The role of WC/WDM in postponing a new water resource augmentation scheme
Analysing the potential role of WC/WDM on the two possible future demand
scenarios, a high water demand scenario and a low water demand scenario,
illustrate that WC/WDM can postpone the need for further water resource
augmentation scheme by a number of years. The figures below illustrate both
the impact of previous WC/WDM initiatives and water restrictions and the
estimated impact of the proposed strategy on future water demand
requirements.
Figure F.4a illustrates the existing demand and the water availability, (EEWE,
including Berg river scheme). There are three high water requirement
projections illustrated each starting at a different point on the existing curve.
The figure clearly indicates that if we assume that the impact of the water
restrictions is sustained and existing water consumers do not return to their
previous habits, then a new water augmentation is required during 2013 (light
blue line). If however we assume that existing consumer return to their
previous habits prior to 1999, then the next water augmentation scheme would
have been required in 2002.
Figure F.4a: Impact of past restrictions and WC/WDM
134
City of Cape Town WSDP 2008/09 to 2012/13
Impact of restrictions on High Water Requirement
780
680
580
480
380
280
19
95
19
97
19
99
20
01
20
03
20
05
20
07
20
09
20
11
20
13
20
15
20
17
20
19
20
21
180
existing
starting 1999
starting 2000
starting 2006
EEWE
Figure F.4b illustrates the proposed impact of the W/WDM strategy assuming
that existing consumers are not allowed to return to their previous water use
behaviour. The diagram illustrates that with the proposed WC/WDM strategy
the next water augmentation can be postponed until 2029.
Figure F.4b: Impact of proposed WC/WDM
680
630
580
530
480
430
380
330
280
230
180
19
95
19
98
20
01
20
04
20
07
20
10
20
13
20
16
20
19
20
22
20
25
20
28
20
31
20
34
20
37
Million m^3 per annum
Impact of proposed WDM - High Water Requirement
Year
EEWE
Full WC/WDM
existing
no more WC/WDM
There is no apparent reason why the demand of the existing consumers
should be allowed to return to its previous levels. The WC/WDM strategy
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City of Cape Town WSDP 2008/09 to 2012/13
should focus to ensure that current efficiency levels are maintained through
the following measures:
a. Capitalise on the consciousness and current consumer behaviour on
water usage by increasing consumer awareness and providing further
consumer assistance (i.e. water audits and handing out of low flow
shower heads and hippo bags)
b. Ensure the implementation of the WC/WDM strategy offsets any
additional increase in demand by existing consumers. This can be
achieved if the budget allocation for the strategy is approved.
c. Enforce the new WC/WDM by-laws.
Opportunity for reducing wastage and increasing efficiency
Based on the 2004 demand analysis and from the various discussions with
various key role players it is estimated that the implementation of WC/WDM
can achieve the following savings:
a.
Reduction of water wastage from an estimated 148 Ml/day to 111 Ml/day.
This included both reticulation leaks and plumbing leaks by consumers.
b.
Reduction of inefficient water usage from 210 Ml/day to 147 Ml/day
c.
Further treated effluent reuse of approximately 65 Ml/day
d.
Reduction in the normal natural growth rate due to new consumers by 25 %
per annum. Reduce growth rate from 3% to 2%. (excluding reduction of
existing water usage)
It can therefore be concluded that the water demand can be reduced through
WC/WDM by 323 Mlday (including 65.5 Ml/day from treated effluent re-use).
The following table illustrates where the various opportunities exist within
each sector. The savings achieved to date based on the 2004 demand are
estimated as 21 Ml/day assuming a natural growth rate of 3.09% per annum.
The savings achieved are a combination of the WDM interventions as well as
the impact of the water restrictions.
The activities and the target savings that can be achieved are illustrated in
the table below:
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City of Cape Town WSDP 2008/09 to 2012/13
Activities that will achieve the savings envisaged.
Inefficiency component
Max Saving % savings
target
Target
Savings
(Ml/day)
1
Reduction of UAW (leaks only)
93.0
60%
55.8
2
Inefficient water consumption in
poor areas
52.2
75%
39.2
Activity to achieve saving
·
Comprehensive
management programme
Primary necessity
reticulation ·
Financial sustainability of
Council
Comprehensive management programme ·
Financial sustainability of
in poor communities
Council
·
3
4
5
Inefficient water consumption of
business / industry
Inefficient water consumption of
domestic
Recycling and alternative water
resources
Total
77.0
135.6
72.0
429.8
80%
75%
91%
61.6
111.5
65.3
.
Behaviour change
·
Retro-fitting
·
Leak repair
.
Behaviour change
·
Retro-fitting
·
Leak repair
·
Effective tariff
.
Effluent recycling plants
.
Well and bore holes
·
rain harvesting
·
Unconventional resources
323.5
137
Affordability for consumer
·
Water
consideration
resource
·
Water
considerations
resource
·
Water
considerations
resource
City of Cape Town WSDP 2008/09 to 2012/13
Water resource management interventions: Situation Assessment and
Implementation progress to date
In 2003/04 the daily average water demand was 850Ml per day. During the
severe level 2 water restrictions of 2004/05 it dropped to 737Ml/day. Since
partially relaxing the water restrictions while maintaining several Water
Demand initiatives, it has climbed again to 796Ml per day in 2005/06 and 845
Ml per day in 2006/07. The variation results from many factors including
people’s reaction to the variation in restriction levels, how much winter rains
are received as well as the WDM projects and programmes undertaken.
The 12 month water consumption by month is given in the table below:
12 month Water Consumption by Month
350
340
330
mil m3 per annum
320
310
300
290
280
270
260
20% Restrictions
10% Restrictions
250
Month
Ja
n0
M 1
ay
-0
Se 1
p0
Ja 1
n02
M
ay
-0
Se 2
p0
Ja 2
n03
M
ay
-0
Se 3
p0
Ja 3
n04
M
ay
-0
Se 4
p0
Ja 4
n05
M
ay
-0
Se 5
p0
Ja 5
n06
M
ay
-0
Se 6
p0
Ja 6
n07
M
ay
-0
Se 7
p0
Ja 7
n08
M
ay
-0
Se 8
p08
F.4.1.1
The 12 month consumption by month is the annual consumption as at the
end of each month. Since the seasonality is removed from the consumption
figures one is able to have a better insight as to how the annual consumption
is increasing month by month.
The impact of restrictions and the lifting of restrictions can be clearly shown
from this graph.
From this the annual growth in demand can be determined on a month by
month basis as shown in the graph below:
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City of Cape Town WSDP 2008/09 to 2012/13
Annual Growth in Demand by Month
12.0%
10.0%
6.0%
4.0%
2.0%
0.0%
Ja
n0
M 1
ay
-0
Se 1
p0
Ja 1
n0
M 2
ay
-0
Se 2
p0
Ja 2
n0
M 3
ay
-0
Se 3
p0
Ja 3
n0
M 4
ay
-0
Se 4
p0
Ja 4
n0
M 5
ay
-0
Se 5
p0
Ja 5
n0
M 6
ay
-0
Se 6
p0
Ja 6
n0
M 7
ay
-0
Se 7
p0
Ja 7
n0
M 8
ay
-0
Se 8
p08
Growth Percentage
8.0%
-2.0%
-4.0%
-6.0%
-8.0%
-10.0%
-12.0%
20% Restrictions
10% Restrictions
-14.0%
Month
This shows that the increase consumption peaked at 9.5% in November
2006, dropping to 4.7% in June 2007 and 2.9% in June 2007. Should this
growth percentage stabilise as it appeared to do between the restrictions this
should give a good idea of the underlying growth provided the results of the
WC&DM implementation is factored out.
The indicator that used to be used to track performance in reducing water
demand is “% Reduction in actual demand below the predicted Unconstrained
Water Demand Curve”, the latter being what demand would have been if
demand patterns of 2001 were to continue unabated. The target us 20% by
2010. The reason this has been dropped is that the Water Demand
Management section has no control over the growth in the City. However, it is
included here for interest as the target is currently being exceeded, being at
25.5%
Water Demand: Percentage below unconstrained demand
30.0%
Percentage
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
2001
2002
2003
2004
2005
Year
139
2006
2007
actual % below
unconstrained
demand
Target %
City of Cape Town WSDP 2008/09 to 2012/13
The Water Demand Management Unit has initiated many projects with the
intention of reducing the water demand. In addition, most of the maintenance
activities of the Reticulation branch also have a Water Conservation/Water
Demand Management impact, for example replacing a leaking water main.
Reduction of non revenue demand and reticulation management
F 4.1.1.1
Targets for reducing unaccounted for water and water inefficiencies
The Unaccounted for Water (UAW) in the City stands currently at 19% or 151
Ml/day. (Refer to notes on UAW under Chapter F.6 Water Balance.) In 2004
the level of UaW was at 23.3 % or 186 Ml/day. The overall targeted savings
for this component by 2010 is 55.8 Ml/day which will reduce the level of
unaccounted for water to approximately 16.3 % of the total demand.
F 4.1.1.2
Reducing high-pressures for residential consumers: urban
It is estimated that the pressure reduction can reduce the overall water
demand by 25.02 Ml/day.
In the last financial year, two pressure management projects were completed,
which reduce excess pressure in a supply zone, thereby reducing losses
through any leaks:
Mfuleni
The average pressure in this township was reduced from 7 to 4 bar,
generating a saving of 36 000 kl (R200 880) per month. The night flows were
significantly reduced by more than 50%. The low project cost of R300 000
yields a very short payback period of only 2 months. Investigations are being
done to further reduce the pressure at night, by means of time-modulated
specialist controllers.
Gugulethu
Further savings can be obtained from the system installed, but current
statistics indicate a saving in the region of 48 180kl (R 268 844) per month.
The payback period is only 1 month.
It is estimated that combined reductions in demand from the projects have
already resulted in savings of approximately 2.5 Ml/day.
F.4.1.1.3
Reducing high pressures for residential consumers: rural
The City has a very small rural component and reducing pressures here will
result in an insignificant water saving.
Consumer / end-use demand management
F4.1.1.4
Public information and education programmes
Consumers have been made aware of the need to save water through a
variety of means. Many shopping malls have been targeted in the Metro
together with the Airwave media. Display stands have been set up at most
events held around the City including during Local Government-, Water- and
Sanitation Weeks.
The awareness and education campaign ‘Hlonipha Amanzi” is run primarily in
informal Settlements, the aim being to ensure that water is not wasted
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City of Cape Town WSDP 2008/09 to 2012/13
through lack of knowledge, once fully serviced plots are provided. This is a
proactive, enabling way of dealing with issues around wastage prior to them
occurring. This campaign will be continued.
F4.1.1.5
Leaks Projects
The focus here was to fix leaks in domestic plumbing on private property. The
following projects have been undertaken to date:
F.4.1.1.6

Mfuleni Integrated Water Leaks Repair Project (2005/06)

Protea Park Integrated Water Leaks Repair Project (2006/07)

The FixIt Leak Repair Project (ongoing)
Leak and meter repair programme: rural
See urban.
Water resource conservation
F4.1.1.7
Working for water programme; Removal of Alien Vegetation
The CCT has an ongoing programme for the removal of alien vegetation in
the catchment areas of their dams. This programme will have the effect of
increasing available run-off. The CCT also contributes towards the removal
of alien vegetation in DWAF catchments through a catchment management
charge.
The City’s Integrated Aquatic Weed Control Programme aims to assist with
management of alien aquatic weeds which occur in rivers, canals, wetlands,
dams and treatment ponds. Depending on conditions prevailing in the target
water body, mechanical, manual, chemical or biocontrol methods may be
recommended.
The national departments of Agriculture and DWAF have established regional
aquatic weed management groups (the City of Cape Town is represented on
the Western Cape Regional Aquatic Weeds group) which advocate this
approach.
Mechanical removal methods which are sometimes combined with litter or silt
removal activities can be destructive to rivers or wetlands since habitats and
sediments tend to be disturbed. Timing of such activities outside of bird and
frog breeding seasons is important. Chemical control methods involve the
use of herbicides which have been registered for use in water and which are
intended for use on the target weed. Trained operators should be used and it
is useful to provide information to the public or erect signage to help with
alleviating potential concerns about spraying herbicides over aquatic
ecosystems. Biocontrol agents are generally insects which are natural
enemies of the alien plant species. Introduction of biocontrols onto host
plants can result in moderate to complete control of the nuisance plant
population. Biocontrol agents are available in South Africa for control of water
hyacinth (Eichhornia crassipes), water lettuce (Pistia stratiotes), parrots
feather (Myriophyllum aquaticum), South American water fern (Azolla
filliculoides) and kariba weed (Salvinia molesta). An addendum to the
Catchment, Stormwater and River Management’s River Maintenance
Guidelines entitled “Decision Support Guide for the Control of Aquatic
Weeds” is available and additional advice regarding integrated aquatic weed
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City of Cape Town WSDP 2008/09 to 2012/13
control can be obtained from Scientific Services or Catchment, Stormwater
and River Management.
Non-conventional Resources
F.4.1.1.8
Treated Effluent re-use
Two thirds of the City’s water consumption ends up in more than 22
Wastewater Treatment Works across the City from where the final effluent is
normally discharged back into the environment. The opportunity for re-using
the treated effluent has not yet been fully exploited. Thus far, the majority of
Golf Courses in the City are using treated effluent for irrigation purposes, as
do parks and sport fields. A limited number of Industries are also benefiting
from the lower tariff. The total existing average daily summer re-use as given
in the “Treated Effluent Re-use Strategy April 2007” and updated with
inclusion of the additional Potsdam Re-use Scheme (GOTO 4.5) is given in
the table below:
Formal network distribution
Private Supply Schemes
Informal downstream re-use
WWTW re-use
TOTAL CURRENT RE-USE
Peak daily
summer re-use
56.9
14.5
10.5
15.6
97.5
% of current
usage
58.4%
14.9%
10.8%
16.0%
% of Daily
Dry
Weather
Flow
13.1%
3.3%
2.4%
3.6%
18.5%
There still is an additional potential 62.3 ML/day to expand the use of treated
effluent to more users now that Potsdam has been completed.
The major extension of the Potsdam Treated Effluent Re-use scheme has
been completed. It includes a new intake chamber, two new pump stations, a
filtration plant, 4km of pipeline and a 40Ml storage reservoir. This scheme is
able to re-use 17Ml/day (up from the original estimated potential 12.5Ml/day)
of treated effluent, saving on the same amount of potable water use. It was
constructed at a cost of R19,0M.
F.4.1.2
Water resource management interventions: Future trends and goals
Reduction of non revenue demand and reticulation management
F4.1.2.1
Targets for reducing unaccounted for water and water inefficiencies: urban
As the implementation of the WC/DM Strategy intensifies the assumptions will
be tested and the targets reviewed either up or down depending on the
accuracy of the current assumptions. District management areas will be
implemented throughout the Council by installing additional district meters.
Leak detection activities will be intensified and a dedicated team will soon be
established.
F.4.1.2.2
Leak reducing high pressures for residential consumers: urban
Further projects will be implemented and it envisaged that pressure reducing
valves will be installed in two more district management areas in the next
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City of Cape Town WSDP 2008/09 to 2012/13
financial year. One of the areas will be target for pressure reduction will be
the Atlantis (Protea Park). A city council assessment for pressure reduction
opportunities will also be carried out. The target assumptions stated above
will be tested and the targets reviewed either up or down depending on the
accuracy of the current assumptions.
F.4.1.2.3
Reducing high pressures for residential consumers: rural
Refer to F.4.1.2.2
Consumer / end-use demand management
F.4.1.2.4
Public information and education programmes
The following programmes/projects will be continued:





Water and Sanitation Weeks
Media Campaign
School education programme and water audits
Shopping Mall Promotions
The “Hlonipha Amanzi” Programme
In addition, the following programmes are in the process of being launched:




Bylaws awareness workshops
Raising the Citizen’s Voice
Top 100 consumers
Establishment of consumer forums
A project to introduce WC/WDM during the 2010 soccer world cup will also be
initiated.
F.4.1.2.5
Leak and meter repair programmes: urban
The following initiatives are planned for over the next two years:
 Further comprehensive demand projects will be identified and rolled out
over the next 5 years. Sanonsea and Wesbank are planned for 2007/08
while Delft is planned to start in 2007/08 and be complete in 2008/09.
 The Fix-It leak projects will continue in various areas. The Fix-It leak
projects targets high consumers in low cost areas until such a time as a
comprehensive demand project is implemented.
 A comprehensive debt management policy will begin to role out. Part of
the debt management will be to introduce flow limiters (water demand
management devices). The debt management policy will be implemented
as part of the comprehensive demand management projects but also on
an ad-hock basis for high consumers in low cost areas as part of the Fix-It
leak initiative.
F.4.1.2.6
Leak and meter repair programmes: rural
Refer to F.4.1.2.5
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City of Cape Town WSDP 2008/09 to 2012/13
Water resource conservation
F.4.1.2.7
Working for water programme
The Working for Water Programme will continue in its current state.
F.4.1.3
Strategic Gap analysis (WRM interventions)
For explanation from SFWS GOTO Ex15.
The envisaged WC/WDM strategy for Cape Town is perhaps a lot more
challenging and comprehensive than in most other cities in South Africa. An
estimated budget of over more than R 759 million of the next 10 years is
envisaged to achieve the full economic potential of WC/WDM. Monitoring the
effectiveness of the strategy is critical as it will impact planning for the next
water resource and infrastructure schemes. The most key strategic gaps in
the implementation of a WC/WDM Strategy are:
Resources
 Ensuing adequate financial resources
 Inadequate human resources to implement WC/WDM strategy
 Inadequate capacity to enforce by-laws
Institutional
 Lack of political leadership (currently been addressed)
 WC/WDM Strategy is not a big enough priority within the City.
 Differences in opinion and views regarding the role of WC/WDM by
various parties within Council and with other key stakeholders.
Technical capacity and tools
 Ineffective management information and monitoring systems
 Inadequate demand measurement systems and tools.
 Lack of key performance areas and benchmarks on a district
management level and in accordance with other key classification
parameters.
 Lack of adequate research on consumer behaviour and understanding.
 Lack of use of integrated water resource planning in decision-making.
External constraints
 Lack of adequate national water efficiency standards
 Other consumers in the Western Cape need to also embrace WC/WDM
 Availability of various water efficiency appliances and fittings in South
Africa.
F.4.1.4
Implementation Strategy: Implementation of long term WC/WDM strategy
(For full document GOTO 4.2 and for Grey Water Guidelines GOTO 4.3)
The WC/WDM Strategy (April 2007) was been developed to overcome the
strategic gaps identified. The enabling objectives are seen to be as important
as the implementation objectives. The Strategy was submitted to Council in
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City of Cape Town WSDP 2008/09 to 2012/13
May 2007. The purpose of the WC/WDM strategy is to ensure the longterm balance between available water resources and water demand, to
postpone the need for expensive capital infrastructure projects for as long as
it is economically viable and to minimise water wastage.
The results of the analysis indicate quite a significant potential for WC/WDM
in postponing new water resource augmentation. The calculations however
are based on a number of assumptions that need to be verified. In addition,
and as mentioned previously, the envisaged WC/WDM strategy for Cape
Town is perhaps a lot more challenging and comprehensive than in most
other cities in South Africa.
In the light of these factors, CCT commits to implementing and monitoring a
comprehensive WC/WDM strategy. While it is acknowledged that WC/WDM
is a critical component in the future planning of the Western Cape Water
Supply System, the effectiveness of the implementation of the WC/WDM
Strategy must be monitored and the timing of future interventions must be
planned accordingly. This will ensure security of supply for the residents of
Cape Town.
The strategy developed is divided into Enabling objectives and
Implementation objectives. The implementation objectives are sub-divided
into two categories; “Water demand reduction objectives” and “water
resource conservation objectives”
Framework of action
Based on the fundamental principles of WC/WDM as well as the policy
adopted in the previous WC/WDM strategy by CCT, five goals have been
identified and represent the overall policy.
Goals, A,B and E relate to the implementation objectives that will result in the
direct reduction of water demand. Thirteen implementation objectives have
been developed under the various goals. These objectives are illustrated in
the table below.
Goal A: CCT must by 2010 reduce and maintain the non-revenue water to
below 15% of the total average demand and within accepted international
benchmarks.
Goal B: Water wastage by consumers should be reduced and maintained to
below 2% of the total demand by 2012 and most consumers should achieve
acceptable water efficiency benchmarks by 2016.
Goal E: Reduce the projected potable water demand by 20% by the year
2012 and conserve Cape Town’s Water Supply.
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City of Cape Town WSDP 2008/09 to 2012/13
Implementation /Water Demand reduction objectives
Policy
Objective
number
Description
Goal A
A1
Reduce and maintain low levels of water losses through the
reticulation system
A2
Reduce and maintain low levels of non-revenue demand by
consumers
A3
Adopt and implement proactive O & M measures
A4
Reduce and maintain low levels of billing and metering losses
B1
Promote the efficient use of water to consumers and
customers
B2
Regulate and enforce the prevention of wastage of water
B3
Ensure the efficient use of water in new connections and
developments
B4
Introduce more equitable tariffs and informative billing
B5
Assist and capacitate consumers to be water efficient,
including the introduction of leak repair and retrofitting projects
B6
Reduce and maintain low levels of inefficient water use by
Council (internal money)
E1
Maximize the use of treated effluent
E2
Promote alternative water resources and technologies
E3
Conservation of existing water resources
E4
Ensure the quality of treated effluent is of suitable standards
Goal B
Goal E
The enabling goals defined in the strategy are as follows:
Goal C: CCT must by 2009 ensure and maintain ongoing effective
management systems and implement Integrated Water Resource Planning in
all decisions regarding water resources augmentation, bulk infrastructure
development and water efficiency projects.
Goal D: CCT must adopt WC/WDM as one of the key water service delivery
strategies, and must give priority to its implementation and ensure an
ongoing adequate enabling environment.
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Enabling WC/WDM objectives
Goal C
Goal D
Objective
number
Description
C1
Establish appropriate district management areas and
monitor the unaccountable for water
C2
Ensure adequate information and policies to support
decision-making
C3
Ensure all decisions are supported in terms of
Integrated Resource Planning (IRP).
C4
Monitor the impact of WC/WDM measures and KPI
D1
Ensure adequate financial resources
D2
Ensure adequate human resources and processes
D3
Ensure adequate transparency, stakeholder buy in and
commitment
Summary of requirements
The following table illustrates the budget requirements for the next ten years.
Not all of these requirements have been incorporated into the 3 and 5-year
budgets in this document.
Total programme requirements for ten years
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
TOTAL
Operating
R 19.58
R 40.42
R 57.13
R 54.69
R 52.62
R 26.87
R 18.77
R 16.14
R 15.94
R 15.84
R 317.99
Capital
R 27.17
R 56.08
R 79.26
R 75.88
R 73.00
R 37.28
R 26.04
R 22.39
R 22.11
R 21.98
R 441.20
Human Resource requirements
(Funded from operating budget listed above)







3 Prin. Technicians
1 Snr. Foreman
10 Snr. Artisans
30 Artisans
40 Workers
10 CDW’s
24 Inspectors
147
Total
R 46.75
R 96.50
R 136.39
R 130.58
R 125.62
R 64.16
R 44.82
R 38.53
R 38.05
R 37.82
R 759.19
City of Cape Town WSDP 2008/09 to 2012/13
Treated Effluent Re-use
CCT has identified recycling of treated effluent as the most feasible option of
alternative resources to conventional surface water resources. It forms an
important part of the WC/DM Strategy (refer to Goal E).
CCT had numerous existing treated effluent re-use schemes at various
WasteWater Treatment Works (WWTW). The extent of existing re-use,
potential for expansion and level of service was unknown due to the age of
some of the networks and a lack of measurement equipment and control
functions. Various studies were subsequently carried out by CCT during
2004/2005 to determine the feasibility of expanding the use of treated effluent
and to determine the infrastructure requirements. The objectives of the
studies were to investigate the current re-use schemes and the possibility of
further extensions to the re-use of treated effluent that are economically
viable. The studies looked at the following:
 Status of existing pump and pipeline schemes
 Quality of treated effluent being distributed
 Reporting on any supply problems currently experienced by end users
 Assessment of potential consumers for recycled water
 Investigation into the possible expansion of treated effluent distribution.
The feasibility study was reviewed during 2006/2007 and the information
contained in this revised strategy report reflects the most recent costs and
potential savings.
Three main programmes have been identified in order to achieve the
objective of maximising treated effluent and are as follows:
a)
a.
Installations and modifications to infrastructure
b.
Operations, maintenance and effective management of the treated
effluent systems
c.
Consumer and financial management
Installations and modifications to infrastructure
The proposed extensions to the infrastructure will require approximately R202
million of capital costs as indicated below:
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Waste Water Treatment
Works (WWTW)
Capital Cost
Estimates (Rm)
2007 costs
Development
and Operating
Cost (R/kl) @
10% over 20
years (2007
Costs)
Athlone
R 41
R 2.42
Bellville
R 40
R 2.29
-
-
Cape Flats
R 32
R 2.55
Gordonsbay
R
4
R 3.12
Kraaifontein
R
2
R 1.83
Macassar
R 13
R 1.48
Mitchells Plain
R 14
R 2.52
Parow
R
1
R 1.46
Potsdam
R 13
R 2.42
Scottsdene
R
9
R 3.11
Wesfleur (Atlantis)
R
9
R 2.76
Wildevoelvlei
R 11
R 2.47
Zandvliet
R 13
R 2.92
-
-
Borcherds Quarry
Marine Outfalls
Total
R 202
An immediate action plan was formulated to implement “quick-win” initiatives.
The immediate action plan is illustrated in the table below. Potential effluent
reuse figures are estimated annual averages.
PLANT
EFFLUENT REUSE
Site
Present
Immediate
Cost
Long term Cost
Total
Ml/d
Ml/d
NPV(R/m)
Ml/d
Demand
NPV(R/m)
Athlone
2.911
0
0
14.787
41
17.698
Bellville
4.133
0.000
0
7.103
40
11.236
Cape flats
2.620
0.204
0
5.356
32
8.180
Gordons Bay
0.000
0.291
0
0.763
4
1.054
Kraaifontein
0.833
3.202
0.54
0.623
2
4.657
Macassar
2.038
0.000
0
4.949
13
6.986
Mitchells Plain
0.000
0.000
0
3.528
14
3.528
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PLANT
EFFLUENT REUSE
Site
Present
Immediate
Cost
Long term Cost
Total
Ml/d
Ml/d
NPV(R/m)
Ml/d
Demand
NPV(R/m)
Parow
0.699
0.175
0.45
0.437
1
1.310
Potsdam
4.657
0.000
0
19.212
13
23.869
Scotsdene
0.116
3.202
2.5
1.182
9
4.500
Wesfleur
0.175
0.000
0
1.863
9
2.038
Wildevoelvlei
0.000
0.000
0
2.765
11
2.765
Zandvleit
0.291
0.000
0
2.329
13
2.620
18.473
7.073
3.49
64.895
202
90.441
Total
The income that can be generated from the immediate action plan is
estimated at R 5.2 million per annum.
The proposed activities of this programme that need to be budgeted are
indicated in ascending order of priority based on the allocations of the various
modifications to the WWTW and reticulation infrastructure.
E1.1.1 Implement immediate measures to upgrade existing works
E1.1.2 Implementation of Macassar w/t proposals
E1.1.3 Implementation of Athlone w/t proposals
E1.1.4 Implementation of Bellville w/t proposals
E1.1.5 Implementation of Cape Flats w/t proposals
E1.1.6 Implementation of Wildevoelvlei w/t proposals
E1.1.7 Implementation of Mitchells Plain w/t proposals
E1.1.8 Implementation of Potsdam w/t proposals
E1.1.9 Implementation of Kraaifontein w/t proposals
E1.1.10 Implementation of Zandvliet w/t proposals
E1.1.11 Implementation of Gordonbay w/t proposals
E1.1.12 Implementation of Parow w/t proposals
E1.1.13 Implementation of Scottsdene w/t proposals
E1.1.14 Implementation of Wesfleur (Atlantis) w/t proposals
E1.1.15 Review and update feasibility study
b)
Operations, maintenance and effective management of the treated
effluent systems
The recycled effluent treatment infrastructure requires a dedicated
management approach to ensure it is adequately maintained and managed.
Some of the operational functions will be done by the WWTW and the
reticulation staff, but a specialised team is required to carry out certain
maintenance, enhancements and monitoring functions. It is also necessary to
install bulk meters and carry out water balances in the same way that a water
balance is carried out with the water supply distribution system and
implement quality control measures to assure consistency in the quality of
effluent water supplied.
c)
Consumer and financial management
The success of maximising the use of treated effluent largely depends on
marketing it effectively to potential consumers and managing the revenue
from sales effectively.
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Strategy Summary Tables
The main programmes for that will achieve most of the water savings are
highlighted in the two tables that follow on the next two pages. The first table
lists the potential savings with the year that those savings must be achieved,
whilst the second table outlines the budget required to achieve those savings.
The link between the programme and the objective is shown below:
Objective
number
Programme
A1.1
Pressure reduction
A1.2
Establishment of leak detection task
teams
A2.1
Comprehensive water supply
management projects in previously
disadvantaged areas
A2.2
Fix-it leak in low income areas
A2.3
Implementation of debt management
policy
Objective A3
A3.2
Preventative maintenance
Objective A4
A4.2
Meter management /replacement
programme
B1.1
Consumer awareness campaign
B1.2
Consumer education campaign
B1.3
School education
B1.4
Special events
B1.7
2010 Soccer World cup
B2.2
enforcement of by-laws
B5.1
Implement a plumbing retro –fit
programme
B5.4
Implement an on-going support
programme for large consumers
Objective E1
E1.1
Recycling of treated effluent infrastructure
Objective E2
E2.1
Support working for water programme
Objective C1
C1.1
Establish District management areas
C2.1
Management Information System
C2.2
Upgrading the telemetry system,
remote communications (cell)
Objective A1
Objective A2
Objective B1
Objective B2
Objective B5
Objective C2
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Projected Water Savings for the main projects over the 10 Years
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
Pressure reduction
7.98
5.70
5.51
5.51
0.10
0.10
0.10
0.10
0.10
0.10
Establishment of leak detection task teams
0.43
0.43
0.31
0.31
0.31
0.31
0.31
0.31
0.31
0.31
Comprehensive water supply management
projects in previously disadvantaged areas
0.47
3.65
7.13
7.14
7.19
4.92
1.74
0.35
0.35
0.35
Fix-it leak in low income areas
0.39
0.69
0.79
0.90
1.03
1.18
1.03
0.90
0.79
0.69
Implementation of debt management policy
0.47
0.54
0.89
0.89
0.89
0.89
0.89
0.89
0.89
0.89
Preventative maintenance
0.25
0.57
0.94
0.94
0.94
0.94
0.94
0.94
0.94
0.94
Meter management /replacement programme
0.14
0.57
0.55
0.55
0.55
0.55
0.55
0.55
0.55
0.55
Consumer awareness campaign
0.44
0.62
0.75
2.29
0.84
0.84
0.84
0.84
0.84
0.84
Consumer education campaign
0.00
1.20
1.20
1.05
1.05
0.93
0.93
0.93
0.93
0.93
School education
0.48
0.96
0.96
0.96
0.96
0.96
0.96
0.96
0.96
0.96
Special events
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2010 Soccer World cup
0.00
0.00
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.00
enforcement of by-laws
0.00
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Implement a plumbing retro –fit programme
0.00
0.52
2.38
5.17
5.17
5.22
5.17
5.17
5.17
5.17
Implement an on-going support programme for
large consumers
0.00
2.96
6.09
6.09
4.95
4.95
4.95
4.95
4.95
4.95
Recycling of treated effluent - infrastructure
7.42
10.74
15.86
14.85
16.12
0.00
0.00
0.00
0.00
0.00
Support working for water programme
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Establish District management areas
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Information System
0.25
5.07
5.07
0.51
0.51
0.51
0.51
0.51
0.51
0.51
Upgrading the telemetry system, remote
communications (cell)
0.00
0.00
0.08
2.55
2.60
2.68
0.81
0.81
0.81
0.81
Total per Year
18.73
34.26
48.53
49.73
43.21
25.00
19.74
18.21
18.10
18.00
Cumulative Total
18.73
52.99
101.52
151.24
194.46
219.46
239.20
257.42
275.52
293.52
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Budget for main projects for WC&DM for next10 Years (R'000s)
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
Pressure reduction
4,200
3,000
2,900
2,900
50
50
50
50
50
50
Establishment of leak detection task teams
1,400
1,400
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
Comprehensive water supply management projects in previously
disadvantaged areas
2,000
15,700
30,620
30,676
30,879
21,142
7,485
1,485
1,485
1,485
Fix-it leak in low income areas
1,293
2,300
2,630
3,010
3,446
3,948
3,446
3,010
2,630
2,300
Implementation of debt management policy
1,920
2,220
3,640
3,640
3,640
3,640
3,640
3,640
3,640
3,640
300
700
1,150
1,150
1,150
1,150
1,150
1,150
1,150
1,150
Meter management /replacement programme
1,000
4,200
4,050
4,000
4,000
4,050
4,000
4,000
4,000
4,000
Consumer awareness campaign
1,410
2,010
2,410
7,350
2,710
2,710
2,710
2,710
2,710
2,710
0
2,040
2,040
1,790
1,790
1,590
1,590
1,590
1,590
1,590
1,150
2,300
2,300
2,300
2,300
2,300
2,300
2,300
2,300
2,300
745
845
895
945
995
1,045
1,095
1,145
1,145
1,145
2010 Soccer World cup
0
500
2,600
1,500
0
0
0
0
0
0
enforcement of by-laws
80
305
5
150
5
5
5
5
5
5
0
500
2,300
5,000
5,000
5,050
5,000
5,000
5,000
5,000
870
Preventative maintenance
Consumer education campaign
School education
Special events
Implement a plumbing retro –fit programme
Implement an on-going support programme for large consumers
Recycling of treated effluent - infrastructure
Support working for water programme
Establish District management areas
Management Information System
Upgrading the telemetry system, remote communications (cell)
0
520
1,070
1,070
870
870
870
870
870
23,490
34,000
50,200
47,000
51,000
0
0
0
0
0
0
950
950
950
950
950
950
950
950
950
1,600
1,500
1,500
0
0
0
0
0
0
0
500
10,000
10,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
0
0
200
6,400
6,530
6,730
2,030
2,030
2,030
2,030
Total per Year
41,088
84,990
122,460
121,831
117,315
57,230
38,321
31,935
31,555
31,225
Cumulative Total
41,088
126,078
248,538
370,369
487,683
544,913
583,235
615,169
646,724
677,950
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City of Cape Town WSDP 2008/09 to 2012/13
Projected Water Savings per annum
Savings in ML/day
60.00
50.00
40.00
30.00
20.00
10.00
0.00
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2015/16
2016/17
Year
Projected Cumulative Water Savings per annum
Savings in ML/day
350.00
300.00
250.00
200.00
150.00
100.00
50.00
0.00
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Year
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The actual savings achieved per project and therefore programme will be
tracked against the projected target to monitor whether the savings achieved
line up with the targets in the strategy. This is critical not only from a
management point of view but also for the planning of the next water
resource scheme.
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City of Cape Town WSDP 2008/09 to 2012/13
F.5
WATER SERVICES INFRASTRUCTURE PROFILE
F.5.1.
Water services infrastructure
A summary of the existing water supply and wastewater infrastructure as well
as the estimated replacement cost (excl. consumer connections) is provided
in the table below:
Water Supply Infrastructure
Dams and catchments
Replacement Value R mil*
932
Treatment Works
1 021
Water Reticulation
8 073
Water Pump Stations
314
1 268
Reservoirs
Depots (shared)
30
Sub Total
11 638
Wastewater Infrastructure
WW treatment works
1 420
Sewer Reticulation
4 159
Sewer Pump Stations
284
Depots (shared)
30
Sub Total
5 893
Total
17 531
*Based on June 2003 Rand Values
For a full inventory of the main infrastructure refer to the infrastructure
database dated June 2003 GOTO 5.1. A detailed description of the bulk
system and internal systems is not pertinent to the identification of issues
and performance indicators and is therefore not described in detail. For
further information refer to the various Master Plans and the studies on the
bulk systems:
Bulk Water: “Computer Analysis and Master Plan for Bulk Water Supply
System”
Bulk Wastewater: “Strategic Evaluation of Bulk Wastewater” GOTO 5.2.
Detailed reports are held at the offices of the Wastewater Treatment Branch.
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City of Cape Town WSDP 2008/09 to 2012/13
Figure F.5.1(a) : Main Components of Bulk Water Supply Infrastructure
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City of Cape Town WSDP 2008/09 to 2012/13
Figure F.5.1 (b) Main components of Wastewater Treatment
Infrastructure showing Catchments
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City of Cape Town WSDP 2008/09 to 2012/13
Figure F.5.1(a) and Figure F.5.1(b) shows the main components of existing
bulk water and bulk wastewater infrastructure in the City of Cape Town
(CCT). A Geographical Information System (GIS) and Geodatabase is on
operation and maps the majority of the infrastructure along with related data.
F.5.1.1
Situation assessment (water services infrastructure)
F.5.1.1.1
Existing infrastructure
The water supply infrastructure is historically and logically categorised into
two groups, namely the Bulk water supply system and the internal distribution
system (Reticulation). The former system is generally in good order with
sufficient capacity to meet the current required demand. Water gravitates
from the majority of the dams, located mainly outside of the Cape
Metropolitan area, via a number of large diameter pipelines to the water
treatment works and bulk storage reservoirs from where water is distributed
directly, but also via internal service reservoirs to consumers via bulk
connections to the Reticulation system. A number of pumping stations are
also required to boost supply in the higher lying areas.
For a more detailed description of the Bulk water supply infrastructure refer
to a document entitled “Bulk Water Supply Infrastructure” GOTO 5.3a.
The wastewater system, similar to the water system, consists of a bulk
system and an internal Reticulation system. Tygerberg Hill forms the
watershed, with wastewater draining towards the wastewater works, many of
which are located next to the coast. The drainage areas and the location of
pumping stations and wastewater works are indicated on Figure F.5.1(b).
The Strategic Bulk Wastewater Study completed in June 1999 GOTO
5.2http://www.capetown.gov.za/en/Water/WaterservicesDevPlan/Documents/
WSDP_2008_2009/5_2_GOTO_Ch5_Strat_evaluation_of_bulk_wastewater.
pdf is continuously used to assess performance of existing wastewater
equipment, processes and management systems and identify where
improvements are necessary for more effective performance.
For a more detailed description of the bulk wastewater infrastructure refer to
a document entitled “Bulk Wastewater Infrastructure” GOTO 5.4a
F.5.1.1.2
Brief functional description of existing main infrastructure components (urban
and rural)
Refer to F.5.1.1.2
F.5.1.1.3
Existing groundwater infrastructure
The following groundwater resources exist within the Cape Metropolitan Area.




Albion Springs
Atlantis Aquifer
Cape Flats Aquifer
Newlands Aquifer
Only two of the abovementioned ground water resources are currently being
exploited namely Albion springs and the Atlantis Aquifers. The Table
Mountain Group Aquifer (TMG) falls outside the boundaries of the CMA.
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City of Cape Town WSDP 2008/09 to 2012/13
Albion Springs
Water from Albion Springs is treated with chlorine and lime and then pumped
directly into the reticulation system of the City of Cape Town.
Atlantis
The Atlantis Supply Scheme comprises of two aquifers, one at Witzands and
one at Silwerstroom.
The number of boreholes and abstraction potential is listed below:
AQUIFER
NO. OF BOREHOLES
ABSTRACTION POTENTIAL
(APPROXIMATE)
(MILLION m /a)
Witzands
30
Silwerstroom
14
3
5
For a schematic of the scheme GOTO 5.5
The Altantis water supply scheme supplies the towns of Altantis and Mamre
and is situated within the Blaauwberg area.
F.5.1.1.4
Existing surface water infrastructure
Only the major surface water infrastructure owned by CCT is included here.
For further information on CCT (including the CCT’s smaller dams) and
DWAF infrastructure GOTO 5.6
Component name
Steenbras
Lower
Dam
Steenbras
Upper Dam
Wemmershoek
Dam
Steenbras
Steenbras
Wemmershoek
Dam safety registration?
Yes
Yes
Yes
% allocation of total consumption
8.8%
for
upper and
lower
8.8%
upper
lower
% of domestic allocation used
100%
100%
100%
Yes
Yes
Yes
Date of last dam safety inspection
Jan 2002
Jan 2002
April 2006
Date of last water restriction
2004/05
2004/05
2004/05
Component ID
Scheme name
Operation
Is the abstraction
DWAF?
registered
with
160
for
and
11.9%
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Steenbras
Lower
Dam
Steenbras
Upper Dam
Wemmershoek
Dam
Number of water restrictions in last 5
years
1
but
ongoing
10%
for
WC&DM
purposes
1
but
ongoing 10%
for WC&DM
purposes
1 but ongoing
10%
for
WC&DM
purposes
Planned
Planned
Planned
Are spare parts available?
Yes
Yes
Yes
Number of breakages / failures per
year
nil
nil
Nil
Physical condition (in operation, poor,
good)
Good
Good
Good
Cost of refurbishment required
t.b.d.
t.b.d.
R12m
Cost of
required
n/a
n/a
n/a
Date Constructed
1921,
raised
1928,
raised
1954
1977
1957
Expected total lifespan
78
78
90
R183m
R47m
R470m
Annual operating cost
t.b.d.
t.b.d.
t.b.d.
Annual maintenance cost
t.b.d.
t.b.d.
t.b.d.
68,6
29,7
86
Full supply storage capacity (m )
33.5 million
31.7 million
58,6 million
Type of structure (dam, rim of river,
abstraction)
Dam
Dam
Dam
600
800
770 (SEF)
40 million
Upper
&
Lower
combined
54 million
No
No
No
Functionality
Maintenance –
demand, planned
none,
infrastructure
infrequent,
replacement
Asset Assessment
Estimated
2003)
replacement
value
(Jan
Type and Capacity
Catchment area (km
2)
3
3
Spillway capacity (m / sec)
Total annual
annum)
assured
yield (m
3
/
Can the dam capacity be increased?
161
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Steenbras
Lower
Dam
Steenbras
Upper Dam
Wemmershoek
Dam
Capacity available for development (%)
WC
System at
capacity
WC System
at capacity
WC System at
capacity
Wemmerhoek Dam
The Wemmershoek Dam was completed in 1957 and is owned and operated
by the City of Cape Town. The dam is situated on the Wemmershoek River in
3
the mountains near Franschhoek and has a capacity of 58,6 Mm . The dam
has a gravel and boulder embankment with a sloping clay core.
The Wemmershoek Water Treatment Plant is situated at the base of the dam
wall.
Wemmershoek Dam has a yield of 51 Mm3/annum at 99% assurance of
supply. When Wemmershoek Dam was constructed a compensation
agreement involving an exchange of water rights for agricultural use, between
Wemmershoek Dam and the RSE scheme was made and a 10 Mm3 annual
release is made into the Berg River from the RSE Scheme in lieu of that from
the Wemmershoek Dam.
Table 3 in Annexure “A” in GOTO 5.6 sets out the main characteristics of the
Wemmershoek Dam.
Steenbras Upper and Lower Dams
The construction of Steenbras Lower Dam was completed in 1921. In 1928
the dam wall was raised by 12,29 m and then raised again to its present
3
height. The capacity of Steenbras Lower Dam is 36,2 Mm .
Steenbras Upper Dam was completed in 1977 and is situated 5 km upstream
of Steenbras Lower Dam. Steenbras Upper Dam was constructed for a dual
purpose of providing an upper reservoir for the City of Cape Town’s
Steenbras Pumped Storage Scheme and for supplying water for
domestic/industrial use to Cape Town. The capacity of Steenbras Upper
Dam is 31,7 Mm3. Both Steenbras Upper and Lower Dams are owned and
operated by the CCT. Steenbras Water Treatment Plant is situated on the
Western side of the Hottentots Holland Mountains and receives its water via a
752 m long tunnel from Steenbras Lower Dam.
Steenbras Upper Dam is also an integral part of the Palmiet Phase 1 system
and stores water transferred via a canal from the Palmiet River.
Table 4 in Annexure “A” in GOTO 5.6 sets out the main characteristics of
Steenbras Upper and Lower Dams.
The combined historic firm yield of both dams together is approximately 38 x
106 m3.
Kleinplaas and Lewis Gay Dams
Kleinplaas and Lewis Gay Dams are both situated on the Woel River and
have storage capacities of 1,36 Mm3 and 0,18 Mm3 respectively. Water is
also pumped into Kleinplaas Dam from the small Rawson Reservoir in the
162
City of Cape Town WSDP 2008/09 to 2012/13
adjacent Klawer River catchment. In 1996 the yield of the system was
3
estimated to be 1,85 Mm /annum at 96% assurance. The dams are owned
by the CCT and water from the two dams is treated at Brooklands Water
Treatment Plant.
Table 5 in Annexure “A” in GOTO 5.6 sets out the main characteristics of the
dam.
Table Mountain Dams
There are 5 dams utilised for water supply which are situated on the top of
Table Mountain. All these dams are owned and operated by the CCT.
Woodhead Dam and Hely-Hutchinson Dam
The construction of Woodhead Dam was completed in 1897. The dam is on
the Disa River and has a capacity of 0,955 Mm3. The dam is a stone faced
structure of cement mortar, and rubble fill.
Hely-Hutchinson Dam was completed in 1904. The dam also lies on the Disa
River and acts as an extension to the Woodhead Dam. The dam has a
capacity of 0,927 Mm3. The outlet works on the Woodhead Dam feeds the
water back into the Disa Gorge en route to the Twelve Apostle tunnel. Both
dams are owned by the CCT and their water is treated at Kloof Nek Water
Treatment Plant.
Table 5 in Annexure “A” GOTO 5.6 of sets out the main characteristics of the
dams.
De Villiers Dam, Victoria Dam and Alexandra Dam
3
The Victoria Dam was completed in 1895 and has a capacity of 0,128 Mm .
Alexandra Dam was completed in 1903 and has a storage capacity of 0,126
Mm3. The De Villiers Dam was completed in 1910 and holds 0,243 Mm3 of
water. All three dams are located on the Disa River, with water from Victoria
Dam being discharged into the Alexandra Dam as the levels in that dam
dropped, and from there into the De Villiers Dam.
F.5.1.1.5
Existing water treatment works infrastructure
There are 22 wastewater treatment works within CMA as tabulated below:
NAME OF WASTEWATER TREATMENT
CAPACITY (Ml/day)
Cape Flats Wastewater Treatment Works
200.0
Athlone Wastewater Treatment Works
105.0
Zandvliet Wastewater Treatment Plant
55.0
Bellville Wastewater Treatment Plant
46.0
Mitchells Plain Wastewater Treatment Works
37.5
Macassar Wastewater Treatment Plant
34.0
Borcherd’s Quarry Wastewater Treatment Works
33.0
163
City of Cape Town WSDP 2008/09 to 2012/13
NAME OF WASTEWATER TREATMENT
CAPACITY (Ml/day)
Potsdam Wastewater Treatment Works
32.0
Wildevoëlvlei Wastewater Treatment Works
14.0
Wesfleur Wastewater Treatment Works
14.0
Kraaifontein Wastewater Treatment Plant
7.0
Simon’s Town Wastewater Treatment Works
5.0
Scottsdene Wastewater Treatment Plant
4.5
Gordon’s Bay Wastewater Treatment Plant
3.5
Melkbosstrand Wastewater Treatment Works
2.5
Parow Wastewater Treatment Plant
1.2
Llandudno Wastewater Treatment Works
0.5
Dover Wastewater Treatment Works
0.1
Philadelphia
0.08
Oudekraal Wastewater Treatment Works
0.03
Miller’s Point Wastewater Treatment Works
0.03
Klipheuwel
0.03
For spreadsheet GOTO 5.3b
For a full description of bulk wastewater infrastructure GOTO 5.4a and for
details of wastewater treatment works GOTO 5.4b
F.5.1.1.6
Existing pump stations infrastructure
The existing bulk water pump stations infrastructure is given below:
PUMP STATIONS
ATLANTIS
NO. OF
PUMPS
FLOW PER
PUMP UNIT
(Mℓ/day)
HEAD
(m)
RATED MOTOR
POWER (kW)
EACH
Softening Plant
Raw Water
3
8,4
50
55
Softening Plant
Product Water
3
9,1
8
15
Witzands No. 1
3
7,8
120
185
Witzands No. 2
3
7,8
120
185
Witzands No. 3
2
8,6
71
160
Silverstroom No. 1
2
6,0
18,5
18
2
5,7
110
110
Weir
Silverstroom No. 2
164
REMARKS
City of Cape Town WSDP 2008/09 to 2012/13
PUMP STATIONS
ATLANTIS
NO. OF
PUMPS
FLOW PER
PUMP UNIT
(Mℓ/day)
HEAD
(m)
RATED MOTOR
POWER (kW)
EACH
Silverstroom No. 3
2
5,7
110
110
Silverstroom No. 4
2
5,7
110
110
Proposed Witzands
“A”
3
14,4
166
410
Proposed Witzands
“B:
3
13,9
240
575
PUMP STATIONS
NO. OF
PUMPS
FLOW PER
PUMP UNIT
HEAD
(m)
RATED MOTOR
POWER (kW)
EACH
77,4
56
REMARKS
REMARKS
(Mℓ/DAY)
Wynberg No. 1
1
4,3
1
4,3
Wynberg No. 2
1
23,0
8,40
330
Monterey
1
19,0
80,0
250
1
19,0
86,0
250
Pumping in
parallel – 7,2
Mℓ/day
Pumping in
parallel –
21,1 Mℓ /day
Garlandale
1
91,0
104,0
1 400
Kildare Road
1
65,4
43,6
400
1
65,4
87,2
400
Albion Spring
1
4,8
100,00
90
Newlands 535
1
50,0
50,0
373
Voëlvlei Low Lift
3
68,1
24,0
306
2
79,5
29,0
429
5
68,1
120,0
1 313
1
22,7
125,0
429
3
60-300
110
1 700
1
23
90
400
1
23
90
400
Voëlvlei High Lift
Firlands
1
Wynberg No. 3
165
Variable speed
motor
Variable speed
motor Pumping in
series – 69,0
Mℓ/day
Variable speed
motor
Variable speed
motor
Variable speed
motor. Maximum
300 Mℓ /day with 3
pumps
City of Cape Town WSDP 2008/09 to 2012/13
For a full description of bulk water and bulk wastewater pumpstations GOTO
5.3a and GOTO 5.4a For a full description of the water and sewer reticulation
pump stations refer to the individual master plans.
F.5.1.1.7
Existing bulk pipeline infrastructure
For a description of bulk water and bulk wastewater infrastructure GOTO 5.3a
and GOTO 5.4a. For a full description of the water and sewer reticulation
pipelines refer to the individual master plans.
F.5.1.1.8
Existing reservoir infrastructure
The main characteristics of the CCT’s Bulk Water Service Reservoirs are
listed in the table below:
NO.
SERVICE RESERVOIR
CAPACITY @ FSL
FSL
DEPTH
(Mℓ)
(m) RL
(m)
1
Blackheath Upper
48,20
174,50
7,28
2
Blackheath Lower
537,60
110,60
11,84
3
Constantia Nek
3,38
230,97
7,32
4
Monterey
23,35
189,06
6,39
5
Newlands Upper
132,60
138,20
7,63
6
Plattekloof
583,60
110,97
12,23
7
Tygerberg No. 1
33,44
110,57
7,64
8
Tygerberg No. 2
275,90
110,57
12,19
9
Wynberg No. 1
8,64
118,19
3,50
10
Faure
614,20
110,68
12,22
11
Glen Garry
149,20
140,20
6,88
12
Melkbos No. 1
20,00
100,00
11,75
13
Melkbos No. 2
20,00
100,00
11,75
14
Witzands (boreholes)
0,250
60,00
2,00
15
Pella No. 1
10,00
241,95
9,69
16
Pella No. 2
40,00
239,4
6,7
17
Hospital No. 1
10,00
193,50
8,2
18
Hospital No. 2
20,00
193,50
9,0
19
Midlands
10,00
175,00
9,08
20
Silwerstroom (boreholes)
1,00
25,52
5,82
166
City of Cape Town WSDP 2008/09 to 2012/13
For a description of the reservoirs GOTO 5.3a. For a full description of the
water and sewer reticulation reservoirs refer to the individual master plans.
F.5.1.1.9
Existing reticulation infrastructure (by supply zone)
The main supply zone for the city is the 110 meter system. There are a
number of other water supply zones to higher areas. The supply zones also
correspond to the areas of the former pre-1997 local authorities.
Recently there have been problems with the AC pipelines in Kraaifontien. It
would appear that the reason for these reaching the end of their useful life is
that these did not include slag.
For a full description of the water and sewer reticulation infrastructure refer to
the individual master plans.
F.5.1.1.10
Existing Sanitation Infrastructure
Stormwater Ingress into Sewers
Stormwater ingress into sewers is one of the major problems facing Water
and Sanitation Services in CCT. The ingress negatively impacts on the
capacity of the conveyance system, as well as that of the wastewater works.
The causes of the ingress can be summarized as follows:

The sewerage network is aging and starts to fail.

A big portion of the network was constructed with pitch fibre pipes, in
conditions which are not suitable for this type of pipe material. The result
is that the pipes will not reach their expected design lifespan. The pipes
fail unpredictable and progressively which leads to groundwater ingress
for years before the pipe finally fails completely. Only then does the
problem become visible and can be repaired.

In some catchments, glazed clay pipe was used. CCTV inspections have
shown that root ingress into the joints is a problem. The biggest problem
with the pipes is that the pipes fail at the ogee but don’t collapse. The
failure creates a big opening for water to enter or exit and sand and roots
to enter.

Poorly constructed manholes leads to ingress through the joints. Where
sewerage gasses are a problem, the mortar in the concrete has been
dissolved which leads to leaking joints.

Theft of manhole covers, especially in low-lying areas, leads to storm
water ingress

House-connections which are usually constructed by contractors are not
completed with the correct materials or skill and lead to open joints.

In some of the older areas, the storm water from the property cannot
drain to the street. The result is a flooded back yard and proof was found
that the consumers will lift the sewer manhole covers to drain the water
away.

A problem across the City is the connection of roof water down pipes to
the sewerage system.
167
City of Cape Town WSDP 2008/09 to 2012/13
Replacing of stolen and broken covers is done on a routine basis and the
replacement of pitch fibre replacement is approximately 25% complete.
The silt problems in the Cape Flats sewers remains a problem because there
is insufficient capacity in the one line to allow the other to be taken out of
commission for a period.
The Lourens River to MACASSAR WWTW sewer has reached the end of its
useful life and collapses are a regular occurrence.
There are also specific areas where infill and densification has resulted in
capacity constraints.
F.5.1.1.11
Existing sewerage treatment works infrastructure
Financial investment into wastewater treatment infrastructure has been
lacking historically due to the high demand on capital throughout the city and
this is affecting essential maintenance and upgrading which results in further
deterioration of the infrastructure or “asset stripping”.
Where investment has taken place, benefits have been achieved through
improved wastewater treatment processes, effluent quality, sludge
management, effluent re-use and the creation of treatment capacity to cater
for development in the City. This in turn improves the re-use potential of
wastewater effluent.
Although it was previously an urgent requirement to adhere to the proposed
2010 standards, the implementation of these standards is currently being
delayed by DWAF and each application for upgrading is being assessed on
its merit and the reserve determination of the receiving water body.
Should the City be again required to implement the DWAF’s proposed 2010
standards, the capital requirements would have to be substantially increased.
Furthermore all of the city’s 22 WWTWs would have to be upgraded to meet
these requirements. Any increase in capital budget allocation for this
purpose will impact the sanitation tariff.
As a result of the lack of historical investment into wastewater treatment
infrastructure the % compliance of Treated Effluent quality with DWAF
standards is low at 81% (76% in December 2006) for the four critical
operational parameters viz., COD,TSS,FSA and E.coli. Major sustained
further investment is required to get to higher levels. Capital of R77,4M was
spent on more than 14 Treatment Works during 2005/06 and R148 spent
during 2006/07 as part of a significant 10 year programme ahead to deal with
the requirements for improved effluent quality compliance as well as
treatment capacity for the proposed development in the metropolitan area.
Since 2004/05 the Wastewater Treatment Branch has experienced
significant success in sludge-to-land/ composting as a means of beneficial
sludge disposal. This project is an example of private-public partnership for
mutual benefit and has led to soil enrichment of farming land as well as
reduced the uptake of valuable space on landfill sites. This initiative is being
carried out with the approval of DWAF.
A schedule of the Wastewater Treatment Works outline key characteristics
and other data is given in the following tables. The following abbreviations
apply to the tables that follow:
168
City of Cape Town WSDP 2008/09 to 2012/13
AS = Activated Sludge; BF = Bio filters; RDU = Rotating Disc Unit; Ox Pond =
Oxidation Ponds
LA = Land application; Comp = composting
to other = liquid sludge take to another treatment works for handling
ind = industrial re-use; irrig = used for irrigation
volume recycled is estimated
no (GA) = covered by General Authorisation
Wesfleur eff comp.: 1st fig = Dom, 2nd fig = Ind.
GW recharge = groundwater recharge
The statistics applicable to the existing wastewater treatment works and
sewer outfalls are contained in the following tables. For the spreadsheet of
these tables GOTO 5.7a
169
City of Cape Town WSDP 2008/09 to 2012/13
Athlone
Bellville
ATH
Current owner
Current operator
Future owner / WSA (If applicable)
Component name
Component ID
Camps Bay
Cape Flats
Dover
Gordons Bay
Green Point
Hout Bay
BEL
Borcherds
Quarry
BOR
CBY
CAP
DOV
GOR
GRN
HBY
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Scheme name
Institutional status
Future operator / WSP (If applicable)
CoCT
CoCT
Date constructed
1920's
1950's
Expected total lifespan
>2020
>2020
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
1973
1978
1960's
1984
1994
1985
1993
>2020
>2020
>2020
>2020
>2020
>2020
>2020
Asset assessment
Estimated replacement value (based on R7 million/Ml)
R700 M
R350 M
R210 M
R35 M
R1 400M
R0.1M
R25 M
R210 M
R63 M
Annual operating cost (2006/2007 FY)
R 11,276,656
R 11,525,248
R 9,666,195
R 140,210
R 24,974,971
R 69
R 1,845,472
R 869,925
R 361,144
Annual maintenance cost (2006/2007FY)
R 4,138,360
R 3,331,724
R 4,937,821
R 488,000
R 5,453,176
R0
R 792,773
R 929,146
R 672,550
R 0.39
R 0.75
R 1.27
R 0.78
R 0.55
R 0.04
R 2.52
R 0.18
R 0.60
AS
AS
AS
Sea Outfall
AS
Ox Pond
AS
Sea Outfall
Sea Outfall
9.8
Cost per kl
Type (process) & capacity
Type of plant
Design Capacity - Hydraulic Load (Ml/day)
Present hydraulic loading (Annual daily average)
How much capacity is still available for development? (%)
105
54.6
33
5.5
200
0.01
3.1
40
109.2
54.6
31.6
2.2
151.0
0.0
2.9
27.0
4.7
NIL
0.1
4.2
59.9
24.5
50.7
7.4
32.6
51.6
Design Capacity - Organic Load (COD kg/day)
99,000
63,930
39,600
4,400
199,100
-
1,530
25,600
8,820
Design Capacity - Organic Load - population equivalents
900,000
581,182
360,000
40,000
1,810,000
-
13,909
232,727
80,182
Present Organic loading - pe's (annual daily average)
782,717
561,047
400,000
19,903
1,164,078
-
16,400
175,000
32,762
How much capacity is still available for development? (%)
13.0
3.5
NIL
50.2
35.7
50.0
NIL
24.8
59.1
Mag + flume
open flume
open flume
magnetic
open flume
none
magnetic
magnetic
Magnetic
Permitted effluent volume (Ml/annum)
73,000
14,691
12,045
2,000
91,250
-
1,290
10,950
3,600
Total volume of water received and treated per year (Ml)
39,841
19,915
11,539
804
55,103
2
1,048
9,841
1,731
Discharge volume (Ml/annum)
39,841
18,845
11,174
804
53,303
2
1,048
9,841
1,731
0
1,070
365
0
1,800
0
0
0
0
Inlet meter (type)
Operation
Volume of effuent recycled (Ml/annum)
Applications of recycled effluent (i.e. irrigation, mining, etc)
Operating hours per day (manned hours per day)
Discharge into (description of source)
-
ind + irrig
irrig
-
irrig
-
-
-
-
24
24
24
0
24
0
8
0
8
river
river
river
sea
sea
evap.
river
sea
Sea
170
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Does raw wastewater contain industrial effluent?
Industrial Effluent control (by whom)
Solid waste disposal - grit& screenings (m³/annum)
How is sludge dewatered
Sludge produced (m³/annum)
Solids content of sludge as removed offsite (%)
Annual mass on dry basis (Tons)
Is sludge used beneficially? If so how
How often is water quality monitored? (state frequency)
What laboratory is used?
Is stormwater infiltration an operating problem (yes/no)
Athlone
Bellville
Borcherds
Quarry
yes
Camps Bay
Cape Flats
Dover
Gordons Bay
Green Point
Hout Bay
yes
yes
no
yes
no
no
no
Yes
own staff
own staff
own staff
own staff
own staff
-
own staff
own staff
own staff
2,500
1,200
3,100
150
2,200
-
300
300
150
beds, to other
mech
mech
-
mech
-
beds
-
-
11,000
37,857
15,294
-
7,580
-
375
-
-
40
14
17
-
95
-
40
-
-
4,400
5,300
2,600
-
7,200
-
150
-
-
some, LA
LA
Comp + LA
-
fuel
-
LA
-
-
weekly
weekly
weekly
weekly
weekly
never
weekly
weekly
Weekly
own
own
own
own
own
-
own
own
Own
no
yes
no
no
no
no
yes
no
No
933B
476B
1457B
1527B
1504B
NONE
2097B
1474B
2070B
Legislative requirements
DWAF Permit Number
Date of issue
09/03/1981
11/10/1979
17/01/1991
24/06/1992
19/02/1992
-
18/10/2001
24/05/1991
01/09/2000
Still valid (yes/no)
valid
vol exceeded
valid
valid
valid
-
expired
valid
Expired
Has licence ito National Water Act been applied for.
yes
yes
yes
yes
yes
no (GA)
yes
yes
Yes
Compliance with Suspended Solids Standard
98.1
82.7
98.1
N/A
46.2
N/A
100.0
N/A
N/A
Compliance with Chemical Oxygen Demand Standard
100.0
82.7
96.2
N/A
48.1
N/A
98.0
N/A
N/A
Compliance with Ammonia Standard
98.1
63.5
96.2
N/A
76.9
N/A
100.0
N/A
N/A
Compliance with E Coli Standard
0.0
0.0
69.9
N/A
85.1
N/A
97.8
N/A
N/A
Describe the physical condition (in operation, poor, good)
fair to good
fair to good
fair to good
good
reasonable
good
good
reasonable
Good
How well is the infrastructure maintained?
reasonable
reasonable
reasonable
good
reasonable
good
good
reasonable
Good
Are spare parts readily available? (Yes/No)
yes
yes
yes
yes
yes
N/A
yes
most yes
Yes
Number of breakages / failures per year
>10
>10
>10
<10
>10
nil
<10
>10
<10
digesters
nil
mat. Ponds
nil
digesters
nil
nil
fine screens
Nil
inlet screens
belt press,
centrifuge
nil
nil
nil
fine screens
Nil
odour control
Nil
no
No
Effluent Quality (Fin Year 2006/2007)
Functionality
What needs to be refurbished? (cost)
What needs to be replaced? (cost)
What additional processes are required
Does the works need to be extended within 5 years?
sludge
dewatering
maturation
ponds,
disinfection
disinfection
nil
nil
nil
sludge
mechanical
dewatering
no
yes
no
no
no
no
yes
171
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Klipheuwel
Kraaifontein
Llandudno
Macassar
Melbosstrand
Millers Point
Mitchells
Plain
Oudekraal
Parow
KLI
KRA
LLA
MAC
MEL
MIL
MIT
OUD
PAR
Current owner
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Current operator
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Future owner / WSA (If applicable)
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Future operator / WSP (If applicable)
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Component ID
Scheme name
Institutional status
Asset assessment
Date constructed
2000
1971
1973
1978
1977
1996
1976
1996
1976
Expected total lifespan
>2020
>2020
>2020
>2020
>2020
>2020
>2020
>2020
>2020
Estimated replacement value (based on R7 million/Ml)
R1 M
R10 M
R1 M
R100 M
R2 M
R350 M
R40 M
R1 M
R315 M
Annual operating cost (2006/2007 FY)
R 135,941
R 4,774,774
R 287,262
R 7,111,712
R 656,163
R 11,740
R 12,323,863
R0
R 123,573
Annual maintenance cost (2006/2007FY)
R 72,546
R 2,029,992
R 865,593
R 2,171,329
R 656,163
R 49,231
R 7,357,317
R 24,463
R 315,075
R 8.34
R 0.93
R 8.73
R 0.70
R 1.16
R 2.77
R 1.65
R 2.22
R 1.16
Type of plant
RDU
AS + BF
RDU
AS
AS
RDU
AS
RDU
AS
Design Capacity - Hydraulic Load (Ml/day)
0.07
17.5
0.28
57
5.4
0.06
45
0.03
1.2
Present hydraulic loading (Annual daily average)
0.1
20.1
0.4
36.2
3.1
0.1
32.7
0.0
1.0
How much capacity is still available for development? (%)
NIL
NIL
-29.2
36.4
42.6
NIL
27.4
NIL
13.9
Design Capacity - Organic Load (COD kg/day)
50
17,500
175
40,755
2,700
66
52,800
33
748
Design Capacity - Organic Load - population equivalents
455
159,091
1,591
370,500
24,545
600
480,000
300
6,800
Present Organic loading - pe's (annual daily average)
750
125,415
1,036
236,382
15,753
600
392,895
300
7,092
How much capacity is still available for development? (%)
NIL
21.2
34.9
36.2
35.8
NIL
18.1
NIL
NIL
Open flume
open flume
magnetic
open flume
open flume
none
open flume
none
open flume
Cost per kl
Type (process) & capacity
Inlet meter (type)
Operation
Permitted effluent volume (Ml/annum)
-
2,810
114
13,280
5,475
-
9,024
1.26
438
Total volume of water received and treated per year (Ml)
25
7,319
132
13,224
1,132
22
11,921
11
377
Discharge volume (Ml/annum)
25
6,819
132
12,931
274
22
11,921
11
12
172
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Klipheuwel
Kraaifontein
Llandudno
Macassar
Melbosstrand
Millers Point
Mitchells
Plain
Oudekraal
Parow
Volume of effuent recycled (Ml/annum)
0
500
0
293
858
0
0
0
365
Applications of recycled effluent (i.e. irrigation, mining, etc)
0
irrig
-
irrig
irrig
-
-
-
irrig
Operating hours per day (manned hours per day)
Discharge into (description of source)
Does raw wastewater contain industrial effluent?
Industrial Effluent control (by whom)
Solid waste disposal - grit& screenings (m³/annum)
0
24
0
24
8
0
24
0
8
evap
no
river
no
sea
no
river
no
river
no
sea
no
sea
no
Sea
No
stormwater
no
-
own staff
-
-
-
-
-
-
-
-
620
25
300
300
-
2,000
-
50
to other
mech
to other
mech
beds
to other
mech/beds
to other
to other
Sludge produced (m³/annum)
-
5,000
-
20,357
375
-
9,300
-
-
Solids content of sludge as removed offsite (%)
1
16
1
14
40
1
17/40
1
0.5
-
How is sludge dewatered
Annual mass on dry basis (Tons)
-
800
-
2,850
150
-
2,600
-
Is sludge used beneficially? If so how
-
composting
-
LA
LA
-
some LA
-
-
weekly
weekly
weekly
weekly
weekly
weekly
weekly
weekly
weekly
own
own
own
own
own
own
own
Own
own
no
yes
no
no
no
no
no
No
no
How often is water quality monitored? (state frequency)
What laboratory is used?
Is stormwater infiltration an operating problem (yes/no)
Legislative requirements
DWAF Permit Number
Date of issue
Still valid (yes/no)
letter
459B
494B
904B
2026B
NONE
934B
1682B
456B
01/11/1999
06/03/2001
08/05/1984
02/11/1988
20/01/2000
-
09/03/1981
29/07/1996
12/03/1987
?
vol exceeded
valid
valid
valid
-
vol exceeded
valid
valid
no (GA)
in progress
no (GA)
yes
yes
no (GA)
yes
no (GA)
no (GA)
Compliance with Suspended Solids Standard
95.8
98.0
92.0
100.0
100.0
73.9
94.2
76.9
94.2
Compliance with Chemical Oxygen Demand Standard
62.5
84.3
96.0
92.3
100.0
30.4
90.4
69.2
86.5
Compliance with Ammonia Standard
12.5
84.3
94.0
53.8
100.0
47.8
94.2
92.3
76.9
Compliance with E Coli Standard
90.5
97.8
62.2
83.0
88.9
100.0
40.4
59.1
83.3
Describe the physical condition (in operation, poor, good)
good
fair to good
good
fair
good
good
fair
good
good
How well is the infrastructure maintained?
good
reasonable
good
reasonable
good
good
reasonable
good
good
Are spare parts readily available? (Yes/No)
yes
yes
yes
most yes
yes
yes
most yes
Yes
most yes
Number of breakages / failures per year
<10
>10
<10
>10
<10
<10
>10
<10
nil
PST's
nil
aerators
nil
nil
inlet works
Nil
<10
civil
structures
Has licence ito National Water Act been applied for.
Effluent Quality (Fin Year 2006/2007)
Functionality
What needs to be refurbished? (cost)
173
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Klipheuwel
Kraaifontein
Llandudno
Macassar
Melbosstrand
Millers Point
Mitchells
Plain
Oudekraal
Parow
nil
sludge
dewatering
Nil
aerators
What needs to be replaced? (cost)
nil
inlet works
nil
inlet screens
nil
What additional processes are required
nil
Nil
nil
nil
nil
nil
disinfection
nil
Nil
yes
Yes
no
no
yes
yes
no
no
Yes
Philadelphia
Potsdam
Scottsdene
Simons Town
Wesfleur
Wildevoelvlei
Zandvliet
PHI
POT
SCO
SI,
WES
WIL
ZAN
Current owner
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Current operator
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
WSSSA
Future owner / WSA (If applicable)
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
Future operator / WSP (If applicable)
CoCT
CoCT
CoCT
CoCT
CoCT
CoCT
WSSSA
1996
1957
1976
1970
1978
1976
1989
Does the works need to be extended within 5 years?
Component name
Component ID
Scheme name
Institutional status
Asset assessment
Date constructed
Expected total lifespan
>2020
>2020
>2020
>2020
>2020
>2020
>2020
Estimated replacement value (based on R7 million/Ml)
R0.5 M
R250 M
R84 M
R35 M
R100 M
R100 M
R420 M
R0
R 10,014,748
R 3,458,747
R 1,056,994
R 2,809,249
R 3,642,717
R 18,172,559
Annual operating cost (2006/2007 FY)
Annual maintenance cost (2006/2007FY)
Cost per kl
R0
R 4,208,423
R 915,825
R 1,881,255
R 2,160,091
R 1,264,498
R 45,124
R 0.00
R 1.05
R 1.29
R 3.03
R 1.38
R 1.31
R 0.92
Ox Pond
AS + BF
AS
BF
AS
AS
AS
Type (process) & capacity
Type of plant
Design Capacity - Hydraulic Load (Ml/day)
0.086
40
12
5
14
14
59
Present hydraulic loading (Annual daily average)
0.1
37.0
9.3
2.7
9.8
10.3
54.2
How much capacity is still available for development? (%)
14.0
7.5
22.9
46.9
29.8
26.5
8.2
Design Capacity - Organic Load (COD kg/day)
-
33,600
10,200
3,040
16,800
9,460
41,300
Design Capacity - Organic Load - population equivalents
-
385,000
92,727
27,636
152,727
86,000
375,455
174
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Philadelphia
Potsdam
Scottsdene
Simons Town
Wesfleur
Wildevoelvlei
Zandvliet
-
385,000
68,417
12,710
87,713
73,615
336,341
How much capacity is still available for development? (%)
10.0
NIL
26.2
54.0
42.6
14.4
10.4
Inlet meter (type)
none
open flume
open flume
open flume
open flume
open flume
open flume
Present Organic loading - pe's (annual daily average)
Operation
Permitted effluent volume (Ml/annum)
-
14,700
2,140
730
2,372
2,555
16,790
Total volume of water received and treated per year (Ml)
27
13,511
3,379
969
3,589
3,757
19,771
Discharge volume (Ml/annum)
27
8,873
3,014
969
12
3,757
19,771
Volume of effuent recycled (Ml/annum)
0
4,638
365
0
3,577
0
0
Applications of recycled effluent (i.e. irrigation, mining, etc)
-
ind + irrig
irrig
-
GW recharge
-
-
Operating hours per day (manned hours per day)
0
24
24
8
8
8
24
evaporation
no
river
yes
river
no
sea
no
GW recharge
yes
vlei
no
river
no
-
-
own staff
-
3,000
Discharge into (description of source)
Does raw wastewater contain industrial effluent?
Industrial Effluent control (by whom)
-
own staff
Solid waste disposal - grit& screenings (m³/annum)
-
1,000
300
150
300
300
How is sludge dewatered
-
mech
beds
beds
beds
mech
mech
Sludge produced (m³/annum)
-
27,800
2,050
200
2,500
5,700
37,200
Solids content of sludge as removed offsite (%)
-
18
40
40
40
14
14
Annual mass on dry basis (Tons)
-
5,000
820
75
1,000
800
5,200
Is sludge used beneficially? If so how
How often is water quality monitored? (state frequency)
What laboratory is used?
Is stormwater infiltration an operating problem (yes/no)
-
composting
LA
no
LA
composting
LA
never
weekly
weekly
weekly
weekly
weekly
weekly
-
own
own
own
own
own
own
no
no
no
no
no
no
no
Legislative requirements
DWAF Permit Number
NONE
2076B
1616B
372B
777B
754B
1507B
Date of issue
-
09/05/2000
20/01/1995
13/09/1983
01/03/1979
25/08/1978
30/04/1992
Still valid (yes/no)
-
expired
vol exceeded
vol exceeded
vol exceeded
vol exceeded
vol exceeded
no (GA)
yes
yes
in progress
yes
yes
yes
Compliance with Suspended Solids Standard
no effluent
86.7
94.2
78.8
98.1 / 86.5
100.0
96.2
Compliance with Chemical Oxygen Demand Standard
no effluent
42.2
96.0
17.3
100 / 67.3
98.1
98.1
Compliance with Ammonia Standard
no effluent
42.2
100.0
63.5
100 / 88.5
98.1
63.5
Compliance with E Coli Standard
no effluent
21.1
83.0
63.0
100 / 59.1
95.8
93.5
Has licence ito National Water Act been applied for.
Effluent Quality (Fin Year 2006/2007)
175
City of Cape Town WSDP 2008/09 to 2012/13
Component name
Philadelphia
Potsdam
Scottsdene
Simons Town
Wesfleur
Wildevoelvlei
Zandvliet
Describe the physical condition (in operation, poor, good)
good
fair to good
fair
fair
good
good
good
How well is the infrastructure maintained?
good
reasonable
fair
fair
reasonable
good
good
Are spare parts readily available? (Yes/No)
N/A
most yes
yes
most yes
yes
yes
yes
Number of breakages / failures per year
NIL
>10
<10
<10
>10
<10
<10
What needs to be refurbished? (cost)
nil
bio-filters
reactors
Sed tanks
inlet mech's
nil
nil
screens
nil
nil
nil
being
extended
Functionality
What needs to be replaced? (cost)
What additional processes are required
nil
inlet works
inlet works
bio-filter
medium
pump to
emergency
pond
replace
bioFilter with
A/S.
sludge
mechanical
dewatering
recycle
pumping
system
extra
maturation
ponds
nil
yes
at present
yes
no
yes
yes
Does the works need to be extended within 5 years?
176
City of Cape Town WSDP 2008/09 to 2012/13
Capacities versus flow/load for WWTWs
Catchment 1
Capacity/Flow (Ml/day)
Catchment 1: Capacity vs Flow
90
80
70
60
50
40
30
20
10
0
Capacity
Flow
Bellville
Kraaifontein
Scottsdene
Fisantekraal
Total
WWTW
Catchment 1: Capacity vs Loading
900000
Loading (pe)
800000
700000
600000
500000
Capacity
400000
Loading
300000
200000
100000
0
Bellville
Kraaifontein
Scottsdene
Fisantekraal
Total
WWTW
While catchment 1 still has hydraulic and organic capacity, Kraaifontein’s flows are above
capacity and Belville is at the organic capacity. The catchment has very little spare
capacity.
Hydraulic
Organic
Bellville
Kraaifontein
Scottsdene
Capacity (Ml/day)
54.6
17.5
12
84.1
Flow (Ml/day)
50.5
19.2
9.9
79.6
4.1%
-1.7%
2.1%
5.4%
Spare cap %
Capacity (COD
kg/day)
Fisantekraal
Total
65,113
17,500
10,200
92,813
Capacity (pe)
591,936
159,091
92,727
843,755
Loading (pe)
591,000
130,000
65,000
786,000
Spare cap %
0.2%
18.3%
29.9%
6.8%
177
City of Cape Town WSDP 2008/09 to 2012/13
Catchment 2
Capacity/Flow (Ml/day)
Catchment 2: Capacity vs Flow
400
350
300
250
200
150
100
50
0
Capacity
Flow
Athlone
Borcherds
Quarry
Cape Flats
Parow
Total
WWTW
Catchment 2: Capacity vs Loading
3500000
Loading (pe)
3000000
2500000
2000000
Capacity
1500000
Loading
1000000
500000
0
Athlone
Borcherds Quarry
Cape Flats
Parow
Total
WWTW
While the catchment has spare hydraulic and organic capacity, Athlone is near its limit for
both and Bocherds Quarry is at capacity hydraulically and overloaded organically. The
Cape Flats Sewer which allows the transfer of sewer flows has silting problems.
Hydraulic
Capacity (Ml/day)
Flow (Ml/day)
Organic
Spare cap %
Capacity (COD
kg/day)
Athlone
Borcherds Quarry
Cape
Flats
Parow
Total
105.0
33.0
200.0
1.2
339.2
99.5
32.1
146.9
0.9
279.4
5.5%
0.9%
53.1%
0.3%
17.6%
99,000
35,970
181,000
748
316,718
Capacity (pe)
900,000
327,000
1,645,455
6,800
2,879,255
Loading (pe)
800,000
380,000
1,200,000
7,400
2,387,400
Spare cap %
11.1%
-16.2%
27.1%
-8.8%
17.1%
178
City of Cape Town WSDP 2008/09 to 2012/13
Catchment 3
Capacity/Flow (Ml/day)
Catchment 3: Capacity vs Flow
140
120
100
80
Capacity
60
Flow
40
20
0
Gordons Bay
Macassar
Zandvliet
Total
WWTW
Catchment 3: Capacity vs Loading
700000
Loading (pe)
600000
500000
400000
Capacity
300000
Loading
200000
100000
0
Gordons Bay
M acassar
Zandvliet
Total
WWTW
The catchment is overloaded organically but has spare capacity hydraulically. Gordon’s Bay
is at its hydraulic capacity and overloaded organically, Macassar is near its organic capacity
and Zandvliet is near its hydraulic capacity and is overloaded organically.
Hydraulic
Capacity (Ml/day)
Flow (Ml/day)
Organic
Spare cap %
Capacity (COD
kg/day)
Gordons
Bay
Macassar
Zandvliet
Total
3.1
57.0
59.0
119.1
2.8
30.4
56.1
89.3
0.3%
26.6%
2.9%
25.0%
1,484
26,460
37,180
65,124
Capacity (pe)
13,491
240,545
338,000
592,036
Loading (pe)
17,000
220,000
400,000
637,000
Spare cap %
-26.0%
8.5%
-18.3%
-7.6%
179
City of Cape Town WSDP 2008/09 to 2012/13
Catchment 4
Capacity/Flow (Ml/day)
Catchment 4: Capacity vs Flow
50
40
30
Capacity (Ml/day)
20
Flow (Ml/day)
10
0
Melbosstrand
Potsdam
Total
WWTW
Catchment 4: Capacity vs Loading
450,000
Loading (pe)
400,000
350,000
300,000
250,000
Capacity (pe)
200,000
Loading (pe)
150,000
100,000
50,000
0
M elbosstrand
Potsdam
Total
WWTW
Catchment 4 has both hydraulic and organic capacity.
Melbosstrand
Hydraulic
Organic
Potsdam
Total
45.4
Capacity (Ml/day)
5.4
40
Flow (Ml/day)
3.2
35.9
39.1
2.2%
4.1%
13.9%
Spare cap %
Capacity (COD
kg/day)
2,700
35,000
37,700
Capacity (pe)
24,545
385,000
409,545
Loading (pe)
15,000
350,000
365,000
Spare cap %
38.9%
9.1%
10.9%
Potsdam WWTW:
The second phase upgrading to increase the treatment capacity from 40 to 47 Ml/day will
be commissioned before the end of the 2007/08 Financial Year. The previous extension to
40 Ml/day allowed the housing development in the Blaauwberg area to resume, following
the earlier restrictions imposed.
180
City of Cape Town WSDP 2008/09 to 2012/13
Catchment 5
Capacity/Flow (Ml/day)
Catchment 5: Capacity vs Flow
20.0
15.0
Capacity (Ml/day)
10.0
Flow (Ml/day)
5.0
0.0
Simons Tow n
Wildevoelvlei
Total
WWTW
Catchment 5: Capacity vs Loading
120,000
Loading (pe)
100,000
80,000
Capacity (pe)
60,000
Loading (pe)
40,000
20,000
0
Simons Town
Wildevoelvlei
Total
WWTW
The WWTWs and the catchment have spare capacity hydraulically and organically.
Hydraulic
Organic
Simons
Town
Wildevoelvlei
Total
Capacity (Ml/day)
5.0
14.0
19.0
Flow (Ml/day)
2.3
9.5
11.8
2.7%
4.5%
37.9%
3,040
9,450
12,490
Capacity (pe)
27,636
85,909
113,545
Loading (pe)
13,000
68,000
81,000
Spare cap %
53.0%
20.8%
28.7%
Spare cap %
Capacity (COD
kg/day)
181
City of Cape Town WSDP 2008/09 to 2012/13
F.5.1.1.12
Schemes to be transferred: water
There are no water schemes to be transferred.
F.5.1.1.13
Schemes to be transferred: sanitation
There are no sanitation schemes to be transferred.
F.5.1.1.14
Schemes to be rehabilitated
Many of the components of the exiting wastewater treatment works need to
be rehabilitated or upgraded while at the same time the works require
extension. The following wastewater schemes are in the process of being
rehabilitated and or extended:
Scottsdene WWTW: The installation of new mechanical screens and grit
removal facilities commenced at the inlet works and will be completed during
the 2007/08 financial year.
Mitchells Plain WWTW: The installation of an additional sludge dewatering
belt press continued, together with the replacement of aeration pipework in
four biological reactors, and mixers in the equalisation basins. R9 M was
spent.
Operational performance.
With regards the operation of the wastewater treatment works, a progressive
improvement in effluent quality is being achieved. The overall compliance
with chemical and bacteriological parameters in the 2006/07 is 81,3% which
compares with 75,5% for 2005/06. This is a result of the capital upgrading
programme and improved operational control. The target for compliance is a
minimum of 95% in June 2012.
F.5.1.2
Future trends and goals (water services infrastructure)
Draft 15.03.07vx2.2 of the IDP states:
“Strategic Focus Area 2: Sustainable Urban Infrastructure and Services
A small percentage of the city’s increasing population does not have access
to basic services. Increasingly-stressed infrastructure is impairing
sustainable service delivery, social development and economic growth in
Cape Town. The reality is that all the infrastructure requirements cannot be
met simultaneously, given the limitations of the current budget and the
financing models. The City’s objectives include related to Water and
Sanitation include:
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2.1 Reduce backlogs in line with national objectives for basic services.
2.2 Large or bulk infrastructure programmes that are essential must
receive priority.
2.3 Develop an integrated programme approach to infrastructure and
service planning and budgeting.
2.4 Develop demand management programmes for water, electricity,
waste and transport and reduce attendant pollutants.
F.5.1.2.1
New infrastructure to be built
The infrastructure to be built is contained in the Bulk Water, Wastewater
Treatment and Reticulation master plans.
The status of the Reticulation master plans is shown in the following table:
Area
Date
Consultant
Water
Sewerage
Bellville
01 May 2004
GLS
Khayelitsha
01 June 1999
Liebenberg Stander
X
Durbanville
01 November 2003
KV3
X
Tygerberg: South Area
01 April 2001
GLS
X
Tygerberg: West Area
01 September 2000
GLS
X
01 June 2000
GLS
X
Helderberg
01 December 2000
GLS
Blaauwberg
01 March 2000
GLS
X
Oostenberg
01 May 2002
GLS
X
Oostenberg
01 May 2004
GLS
Tygerberg: Central Area
For spreadsheet GOTO
Remarks
X
X
X
Awaiting
Updated
planning for 2006
master
Awaiting
Updated
planning for 2006
master
5.7b
To ensure more effective long term integrated planning within Water and
Sanitation Services, Consultants were appointed to identify what information
exists and what the gaps in the current master plans are. The report for this
is due at the end of February 2008. A tender has recently been advertised to
procure professional services to develop master plans where there are gaps
and to update existing master plans. Loading on the infrastructure will be
based on land use and apply to all services.
The objectives of the master planning process are:
 All services within Water and Sanitation use the same customer data with
respect to existing flows/loadings and their expected growth rates in
particular areas,
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


Infrastructure plans within Water and Sanitation Services are fully
aligned,
Capital budgets for future years are mainly based on the master plans
which are kept up to date, and
Monitor where new infrastructure and identified replacement
infrastructure is lagging due to inadequate funding.
A summary of new infrastructure to be built is contained in the sections
F.5.1.2.2, F5.1.2.3 and F.5.1.2.4. For diagram of priority investment GOTO
5.7c
F.5.1.2.2
Future internal and connector infrastructure
The growth rate of the City is driving the need for new infrastructure.
However, over the last few years the financial situation and priorities of the
City of Cape Town has created a scenario where it is not in a position to
timeously provide the required bulk pipeline infrastructure.
During 2004, mostly at the insistence of the Water Services and Transport
Directorates, a City-wide Economic Development project process was started
to address the situation. A key element of this current initiative is a
partnership approach with developers, to ensure that development can
continue. Development contributions from the developers are determined
and agreed on for each Development Node or Corridor and which funds can
be used to provide the required infrastructure.
The development areas are described below.
West Coast/Parklands development corridor
This is one of the fastest growing areas in the City of Cape Town. The
Services Master Plan for this area is updated on a regular basis through a
Bureau system. Apart from the normal reticulated infrastructure internal to
the development parcels, a number of larger pipes are required.
Water
A 1000mm diameter main feeder from a new connection on the bulk Voëlvlei
pipeline will be constructed within the next year or so, leading to 1 or 2 new
reservoirs as described under Bulk Water. General upgrades and extension
of networks will continue, to match parcel development.
Sewer
The biggest constraint for development was wastewater treatment capacity at
Potsdam WWTW. The commissioning of the additional 7 Ml/day at Potsdam
WWTW will be completed before the end of the 2007/8 Financial Year.
Additional capacity in the Blaauwberg area of 20 Ml/day will be required by
2013. An EIA is underway to review the Potsdam/Melkbos waste water
treatment strategy. Depending on the outcome Potsdam could be increased
to more than 47Ml/day or a new works have to be constructed at Melkbos.
Pumping waste water to Melkbos will be costly.
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De Grendel / N7 development corridor
This area is one of the latest development corridor additions. The area is on
the East of the N7 between Plattekloof Township and Contermanskloof. The
installations of services for the first two of four phases are practically
complete. The Developer is selling serviced land to sub-developers for
further development and building of houses.
Water
A reservoir is needed but will be constructed closer to the time when the
corridor is fully developed. For the interim the water will be boosted and the
same booster installation will be used to pump water to the future reservoir.
Water is supplied from the Voëlvlei system.
Sewer
The sewer master plan required a south western and north western bulk
sewer to Potsdam for the corridor. Negotiations with the land owners have
led to an upsized south western bulk sewer crossing the N7. The south
western bulk sewer is more economical than the alternative and will be able
to serve the whole corridor.
Northern development corridor
All economic development in this corridor has been stopped, due to waste
water treatment capacity not being available. This area north and north-east
of Durbanville and Kraaifontein is in desperate need of infrastructure in order
to continue with development.
Water
The Master Plan for this area was implemented over the last few years. Two
reservoirs will need replacement in future. The new supply system from the
Voëlvlei pipe is already in operation.
The latest update of the master plan has suggested a number of
improvements to optimise the pressure zones and to reduce the volume of
water supplied by booster installations. Most of the optimisations are within
existing developments which will be costly to council and will be attempted as
and when budget permits.
Sewer
The sewer main and Fisantekraal WWTW is planned to be operational by
2010/11.
Bottelary development corridor
This area between Brackenfell and Kuilsriver along the Bottelary Road was
one of the first identified nodes.
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Water
A reservoir, feeder main and new bulk connection will be constructed as part
of the new development. Apart from the normal reticulation required as per
the Master Plan, a number of bulk connections will be required. The bulk
connections will be made as and when required
Sewer
The Master Plan for this area is up-to-date and indicates that major
infrastructure is required. A new bulk sewer, a new bulk pump station and
upgrading of the Bellville WWTW will be required. Developments in the area
are stopped due to treatment capacity problems at Bellville WWTW.
Scoping for the EIA process to upgrade Bellville WWTW has started.
Macassar / AECI development corridor
The development of this area has already been delayed due to a lack of
infrastructure. The area is vast and major infrastructure is required.
Water
The Master Plan for this area is updated on a regular basis to ensure that
required infrastructure is identified timeously.
In general, the water
reticulation can cater for this area.
Sewer
Major infrastructure is required to provide capacity for the proposed
development as well as backlog capacity for existing areas already
approved.
The construction of the new sewer across AECI property to Macassar is
planned to be completed by 2008/2009 financial year. It will replace the
badly corroded sewer and it will serve the whole Helderberg basin. The new
sewer will release the development potential of the AECI site as well as Sir
Lowrey’s Pass and Gordons Bay
Fast-track, In-fill housing projects and growth
The City’s priority N2 Gateway housing project opens up a number of places
where new infrastructure is required. The development in Delft where more
than 9 000 houses need to be built has highlighted the need for a new bulk
sewer to serve the entire catchment.
The proposed development at Wingfield will require the completion of the
final phase of the Northern area sewer to Langa Pump Station.
The Ysterplaat proposed development will require bulk infrastructure to the
Athlone WWTW.
Densification and redevelopment of the Cape Town CBD and others require
the updating of master plans and verification of available capacities in the
water and sewerage system.
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Commercial and Industrial growth require in existing area’s requires further
infrastructure upgrading.
F.5.1.2.3
Future bulk supply infrastructure
Planning of the bulk water distribution (refer to Computer Model Analysis and
Master Plan for Bulk Water Supply System, dated March 2001 and updated
in January 2005 held by the Bulk Water Branch) system has been based on
a future AADD of 1350 Ml/d.
Conceptual planning of bulk water supply infrastructure has however been
carried out up to an AADD of 1850 Ml/d. The timing of the bulk water
infrastructure required is dependent on the growth in water demand and the
effectiveness of the WDM strategy being implemented.
Bulk Water Planning Investigations
The planning and development of major water resource schemes, like the
Berg Water Project, is usually complemented by the planning and
development of additional bulk water supply infrastructure needed to convey
the raw water to water treatment plants, the treatment of the raw water into
potable water and then the conveyance and bulk storage of the treated
water.
The former CMC appointed specialist consultants in 1998 to conduct a Bulk
Water Supply Master Plan (and development of a computer model) for the
City. The objectives of the Study were to:

optimize the operation of the existing bulk water supply system

assist with the maximization of existing and future water resources

assist in making optimal decisions when constraints on the bulk water
supply system necessitate operational changes

to assist in the planning and optimization of future capital works
The Bulk Water Master Plan identified that a new Water Treatment Plant
(WTP) and associated bulk water pipelines and bulk reservoirs would have to
be constructed within the next 7 years in order to meet the demand of water.
The new water treatment plant would be linked to the Berg River Dam
currently under construction.
A new WTP abstracting water from the Berg River Dam will reduce the
reliance, which the City currently places on the RSE Tunnel System, and
thereby increase security of supply. The WTP would also: directly supply the
rapidly growing northern areas of the City; cater for the growing demands of
the Drakenstein and Stellenbosch Municipalities; and increase the flexibility in
the operation of the bulk water supply system.
In 2003, the Bulk Water Branch initiated an environmental process as part of
a feasibility study (including route selection and location of infrastructure) to
ensure timeous development of a new 500 ml/d Water Treatment Plant
(WTP), 300 Ml bulk water supply reservoirs and associated pipe work in
order to meet the future growth in water demand for the City. It is anticipated
that the full Environmental Impact Assessment phase of the environmental
process will be completed during 2007.
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Should the new WTP and associated infrastructure not be constructed
timeously, water restrictions would have to be imposed in the dry summer
months in order to ensure that the peak water demand does not exceed the
CCT’s available WTP capacity.
Areas that are being considered for the location of the new treatment works
are Klapmuts, Muldersvlei and Joostenburg Vlakte.
Additional bulk water reservoirs are required in the Blaauwberg area
(Contermanskloof Reservoir) and in the Helderberg area (Steenbras Bulk
Reservoir).
Additional bulk water supply infrastructure may also be required in order to
boost bulk water supply to Houtbay.
Timing, Phasing and Cost of the new Infrastructure
The timing and phasing of the construction of the new bulk water supply
infrastructure would be dependent on the growth in peak week water demand
in the area served by the bulk water supply infrastructure as well as factors
such as security of supply. It is proposed that the infrastructure be phased in,
in such a way so that it can be utilised as part of the bulk water supply
system upon completion and commissioning.
It is currently estimated that a 300 Ml bulk water supply reservoir (and
associated interlinking pipe work) will be required to provide balancing
storage on the Wemmershoek pipeline by the end of 2010. The completion
of the proposed water treatment plant will be required by the end of 2011,
with the remainder of the bulk water supply infrastructure connecting the
proposed WTP to the proposed Spes Bona Transfer Reservoir and the
existing Glen Garry Reservoir being required shortly after this point in time.
The cost of the new water treatment plant and associated bulk reservoirs and
bulk pipelines (including the Voëlvlei to Glen Garry Transfer Scheme) is in
the order of R1.4 billion.
Should the imposition of water restrictions and the implementation of the
water demand management strategy change consumer behaviour with
regards to water consumption, the implementation date of the new water
treatment plant will have to be revised accordingly. This will however have to
be monitored on an annual basis.
A Schematic layout description of required bulk water supply infrastructure is
given in Figure F.5.1.2.3 Future Bulk Infrastructure Requirements
It must be noted that the description, phasing and costing of the bulk water
supply infrastructure described in all the text above is provisional and is also
subject to the outcomes of various further planning initiatives.
F.5.1.2.4
Future bulk sanitation infrastructure
The Bulk Infrastructure Programme has been updated in the form of a
Master Plan which summarises the sewage infrastructure requirements to
meet future growth. GOTO 5.8 for 3 and GOTO 5.9 for 7 year program. For
a spreadsheet outlining WWTPs with excess capacities and those with deficit
capacities and their potential rationalisation GOTO 5.9a.
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Figure F.5.1.2.3 - Future Bulk Water Infrastructure Requirements
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Strategic Bulk Wastewater Study
The Strategic Bulk Wastewater Study (1999) (GOTO 5.2) assessed the
performance of existing wastewater infrastructure, processes and
management systems and identified where improvements were necessary
for more effective performance. In addition the development predicted to
take place in the CMA over the next 20 years, identified the need for facilities
to be extended or new ones to be put in place. This study formed the basis
of the more recent 10 Year Master Plan.
The Wastewater Treatment Branch’s Master Plan was compiled as an easy
reference document giving general information on issues in the Branch, the
comprehensive Bulk Wastewater Strategic Study organizational structures
and flow predictions. The document reflects the latest statistical information
and includes a 3 year and 7 year capital programme (total of 10 years) which
is based on prioritizations to achieve improved compliance of effluent quality
and/ or increased treatment capacity to keep pace with development.
The Master Plan is a living document which will be updated on a regular
basis as priorities change and issues emerge which influence strategic plans.
It is a useful tool especially with regards to flow predictions and capital
improvement intentions and will serve the Branch well as a basic planning
document.
The highlights of the 10-year master plan with interim strategies to deal with
overloading are given below with the wastewater treatment plants grouped in
catchments.
Catchment 1: Bellville, Kraaifontein, Scottsdene & Fisantekraal
This is a very high growth area of the City with development applications
outpacing the ability to provide additional wastewater treatment capacity.
Bellville is the most overloaded WWTW and as a result, the effluent is largely
non-compliant with standards. Kraaifontein and Scottsdene WWTW are at
capacity and the proposed first phase of Fisantekraal WWTW (an intended
25 Ml/day) will only be constructed by 2010.
An interim strategy to relieve the overload situation and allow limited
development to take place is to divert some of the flow from the Bellville
WWTW to Zandvliet WWTW. This appears possible for the next few years
due to the slow pace of the N2 Gateway project. Once Fisantekraal WWTW
is operational, some of the wastewater flow from the catchment areas of
Bellville and Kraaifontein will be diverted to the new works, creating capacity
at Bellville and Kraaifontein WWTW on a permanent basis.
Authority has been granted by the Department of Environmental Affairs and
Development Planning to extend Bellville and Scottsdene WWTW and to
construct the proposed Fisantekraal WWTW. During 2006/07 land was
purchased for the proposed wastewater treatment works and tenders were
invited for the appointment of consultants for the design and contract
administration of the first phase (24 Ml/day) of this regional facility.
The Bellville WWTW improvements will be undertaken in two phases: (a) a
preliminary upgrading (maturation ponds, UV disinfection, additional sludge
dewatering equipment and hopper storage of the sludge cake) to address
improvement of the existing plant performance and to reach effluent
compliance standards. (b) A capacity extension.
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Proposed Capacity Extensions (Hydraulic Rating in Ml/day)
2007/07/01
Bellville
54.6
Kraaifontein
17.5
Scottsdene
7.5
Fisantekraal
0.0
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
15.0
5.0
24.0
Cap / add cap
Cumulative
Capacity
79.6
79.6
79.6
Loading
83.9
88.1
5.0
24.0
15.0
79.6
84.6
108.6
108.6
123.6
92.5
97.1
102.0
107.1
112.4
There is no capacity for growth until the extension is completed at Scotdene
and a new WWTWs is completed a Fisantekraal.
Cumulative Capacity
Catchment 1
Hydraulic Loading versus Capacity
Loading
140.0
120.0
ML/day
100.0
80.0
60.0
40.0
20.0
0.0
2007/07/01
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
Year
Catchment 2: Athlone, Cape Flats, Borcherds Quarry and Parow
Cape Flats WWTW has adequate capacity but requires improvements to
certain critical structures.
Parow is a small treatment facility the effluent from which is used for irrigation
of the Parow Golf course.
Borcherds Quarry is approaching capacity and a decision will need to be
taken in the course of the next 5 years or so, whether to extend this works or
by-pass the additional flow generated in the catchment to Athlone WWTW.
Athlone WWTW has some spare capacity but needs mechanical sludge
dewatering, effluent disinfection and odour control.
There are no capacity extensions planned in this catchment. It is anticipated
that within the next 6 -10 years additional capacity will have to be provided to
deal with development in the catchment.
There are currently contracts being implemented to remove the silt from
Cape Flats Sewers 1 and 2. This is critical as it enables flow to be diverted to
Cape Flats. Without this the other WWTWs in the catchment are overloaded.
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Cumulative Capacity
Catchment
Hydraulic Loading versus Capacity
Loading
400
350
ML/day
300
250
200
150
100
50
0
2007/07/01
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
Year
The figure above shows that the WWTWs in catchment have sufficient
capacity until 2012/13 at an annual growth rate of 3%.
Catchment 3: Macassar, Zandvliet and Gordon's Bay
Zandvliet WWTW: Construction of the 18 Ml/day capacity extension
complete with the installation of the membrane filtration equipment will be
completed during 2007/08. This technology will be a first for the City’s
wastewater treatment and will produce a high quality effluent, very suitable
for effluent reuse. This capacity extension will accommodate the N2
Gateway development.
Gordon's Bay is a further high growth area of the City and the WWTW
serving this area is almost at capacity. Rather than extending the treatment
works, which would mean purchase of privately owned land, new
development will be accommodated by means of a proposed relief sewer
which will connect to the Lourens River pump station and then onwards via a
new reticulation system to Macassar WWTW where spare capacity is
available.
Macassar WWTW has spare capacity due to some of the wastewater inflow
being diverted to the Zandvliet WWTW as part of the new bulk sewer
installation to serve the N2 Gateway project.
Proposed Capacity Extensions (Hydraulic Ratings in Ml/day)
2007/07/01
Gordons Bay
3.1
Macassar
57
Zandvliet
Cap / add cap
Cumulative
Capacity
Loading
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
59
18
119.1
18
119.1
137.1
137.1
137.1
137.1
137.1
137.1
93.3
98.9
104.8
111.1
117.8
124.9
132.3
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Catchment 4: Melkbos and Potsdam
The Potsdam WWTW will be extended to 47 Ml/day by the end of the
2007/08 financial year to accommodate housing development in the
Blaauwberg area. Projected continuing development in the area requires
additional wastewater treatment capacity by 2011/12.
Proposed Hydraulic Capacity Extensions
2007/07/01
Melbosstrand
Potsdam
2007/08
2008/09
2009/10
2010/11
5.4
2011/12
2012/13
20
40
7
Cap / add cap
Cumulative
Capacity
45.4
7
45.4
52.4
52.4
52.4
52.4
72.4
72.4
Loading
40.0
42.4
44.9
47.6
50.5
53.5
56.7
20
Catchment 5: Simon's Town and Wildevoelvlei
Both of these treatment works currently have spare capacity. Development
potential in the Kommetjie area is high and the Noordhoek area requires
waterborne sewage to replace the current septic tank system. It is therefore
anticipated that the Wildevoelvlei WWTW will need to be extended within the
next 6 years or so.
Catchment 6: Llandudno and Sea Outfalls
There are no extensions required to the Llandudno WWTW. The sea outfall
pumping stations at Hout Bay, Camps Bay and Green Point require
upgrading of certain mechanical and electrical equipment. Due to the
development in the catchment area of the Green Point outfall an application
has been made to DWAF to increase the capacity to 40 Ml/day.
For the 3-year capital programme and the remaining 7 year master plan
GOTO 5.8 and GOTO 5.9 respectively.
F.5.1.2.5
Asset Management Plan
One of the important issues identified, as part of previous WSDPs was the
lack of proper asset management strategy. This has inevitably lead to the
deterioration of infrastructure and service provision.
As a result of the lack of a proper asset management strategy, a project
(GOTO 5.10 for Project Definition Report) was set up in 2003/04 to develop a
Framework for a Strategic Municipal Asset Management Plan [AMP]. It
encompasses stages one, two and three as listed below and forms the basis
of a Basic Asset Management Plan [BAMP]. The implementation of stages 4,
5, and 6, will form the basis of a further project dependent upon the
satisfactory progress of this project.
Stage 1: Improvement Strategy Development
Stage 2: Basic Asset Register
Stage 3: Basic Asset Management
Stage 4: Improved Maintenance Management
Stage 5: Introduce Advanced Asset Management Techniques
Stage 6: System Optimization
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The Water and Sanitation Services is now focusing on growing its “asset
management maturity” with the implementation of a strategic municipal asset
management programme (SMAM), facilitated through Reliability Engineering
(formerly Asset Care Centre or ACC)
Reliability Engineering was being managed through a bureau arrangement
with asset performance management specialist PRAGMA Africa from March
2004 but that contract has since been terminated. Reliability Engineering is
now managed by Water and Sanitation staff.
SMAM, which outlines ways of implementing asset management principles in
municipal environments, was implemented at Cape Flats Wastewater
Treatment works as a pilot project for Water and Sanitation Services.
The programme requires the adoption of a continuous improvement process.
For this the CCT bought PRAGMA’s asset management improvement
programme (AMiP). An AMiP base line assessment was conducted to first
establish a point of reference for future assessments. The analysis
determined that the critical problem areas in the department included:

a lack of asset management planning through uncontrolled and
uncoordinated performance of maintenance work,

a reactive rather than proactive approach to maintenance, and

poor asset lifecycle management.
Reliability Engineering was established to address these issues. Reliability
Engineering is essentially a central hub where all maintenance- and assetrelated information is recorded, analysed and stored while maintenance
schedules, budgets and contractors are managed and proper work execution
ensured. Work requests are called in and logged onto an asset management
software system. These requests, along with preventative maintenance work,
are then assigned to staff.
Asset histories are built up, providing valuable data for future procurement
decisions. The centralisation of maintenance enforces tight adherence to
service level agreements and affords the CCT improved control and
negotiating power when dealing with service providers. Reliability
Engineering also ensures compliance with statutory requirements and safety,
health and environmental regulations.
The Reliability Engineering site captures and records all required work as
well as preventative maintenance schedules, generating reports including
details of failure analysis.
The Reliability Engineering procedure is designed to ensure work is planned
to effectively utilise resources and ensure all necessary spares are available
to conduct maintenance work. Through a series of workshops, work planning
and control procedures and policies are developed and implemented.
The implementation of Reliability Engineering has resulted in:

improved productivity at the site and

improved the proactive versus reactive maintenance ratios.

improved planning and co-ordination

consolidation and maximisation of shared best practices.
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Reliability Engineering is integrated with the SAP ERP system and the Work
Scheduler/Planner decides whether identified work needs to be part of a
maintenance plan or a reactive job.
In terms of stage 2 “Basic Asset Register” GOTO 5.11 for the latest
information on “Asset Databases in Water Services – their State and
Condition from an Infrastructure Asset Management Perspective.”
A pilot programme was launched in March 2004 at Cape Flats Wastewater
Treatment Works Mechanical Workshop. The success of the pilot saw the
implementation of Reliability Engineering extended to cover the Wastewater
Branch sites, together with the Bulk Water Branch and Reticulation.
The Reliability Engineering is currently managing the maintenance
programming aspects, which incorporates electrical and mechanical including
pipeline infrastructure. It has developed a proper reliability engineering
structure which will focus on CIP (Continuous Improvement Programme), this
will enable water and Sanitation to be able to look beyond maintenance but to
look at condition based maintenance which is critical for most of the rotating
equipment. So Asset Management Maturity is still in the developmental
stages and will take some time.
While the branch has generally achieved Stage 3 (Basic Asset
Management), there are still gaps in the equipment register and maintenance
plans on SAP. This causes distortions in the assets management process.
This has resulted because Reliability Engineering is critically short
staffed. Critical posts will be filled to get the programme back on track.
Urgent actions that are required are detailed under F.5.1.4 Implementation
Strategies.
Reticulation
The overall condition of the water and wastewater reticulation pipe network
has not yet been quantified on a Metro basis. In some former MLC areas,
conditions of networks are known and these records need to be
amalgamated in order to focus expenditure. Some networks are showing
signs of weakness that require addressing.
Records of burst mains and blockages, on a Metro basis, has been
introduced and maintained. Burst main and blockage incidents are reported
under the following topics:

Street address of burst locality including locality sketch

GIS code/SAP Asset Code

Pipe details (size, type, lining, sheathing etc.)

Ground conditions

Details of fracture/blockage
The condition of the reticulation network is in need of an immediate upgrade.
Although not all the network is covered on the GIS, the Branch has an idea
as to which areas are a priority based on the number of bursts or
breakdowns that are being experienced on the mains.
For statistics refer to GOTO 5.12
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City of Cape Town WSDP 2008/09 to 2012/13
The indicator used to track the integrity of a water network is the number of
bursts per 100 km per annum. An example of records from the Water Branch
of the former CT Administration shows that the number of bursts per 100 km
on a 12 month moving has deteriorated from approximately 6 to 14 in the last
20 years due to a reduction in the number of kilometers of pipeline replaced
per annum.
Bursts per 100 km pa (m oving 12 m onth average)
18
Bursts per 100 km pa
16
14
12
10
8
6
4
2
From such records, investigations and tools such a CCTV cameras for sewer
pipes, a comprehensive pipe replacement programme will be developed
which will need adequate funding and staffing to ensure success.
CP (Cathodic Protection) is being looked at as a means to which extension of
pipeline life will be improved, this will focus on mains that are made of
carbonised steel and other related materials.
Bulk Water
Maintenance tactics have been completed. A hardcopy and a CD were
provided to the City Of Cape Town by Pragma.
WADMS: CDs were provided to the City Of Cape Town containing the
following information: Asset class, asset type, asset description, cost centre, location,
capitalization, GAMAP expected life, age of asset, replacement value,
depreciation value and current book value. The areas that are covered are: Dams, depots, pump stations, reservoirs, sewer retic, water retic, water
treatment plants and waste water treatment plants.
Challenges: The A.M. module (Finance) and P.M. module (Engineering) are
not linked as yet. The bar coding is at different hierarchy levels in these two
modules.
Wastewater Treatment
Maintenance tactics have been completed. A hardcopy and a CD were
provided to the City Of Cape Town by Pragma.
196
Sep200
Jan2007
Sep200
May200
May200
Year to
Jan2005
Sep200
Jan2003
Sep200
May200
Jan2001
Sep199
May200
May199
Jan1999
Sep199
Jan1997
Sep199
May199
Jan1995
Sep199
May199
Jan1993
Sep199
May199
Jan1991
Sep198
May199
Jan1989
Sep198
May198
Jan1987
0
City of Cape Town WSDP 2008/09 to 2012/13
Attributes: An update has been done on the following asset types: - Pumps,
motors and gearboxes. These above constitute 39% of waste water assets.
Challenges: Name plates are missing in some assets.
F.5.1.3
Strategic gap analysis
Wastewater Infrastructure
Financial investment into wastewater treatment infrastructure has been
lacking historically due to the high demand on capital throughout the city and
this is affecting essential maintenance and upgrading which results in further
deterioration of the infrastructure or “asset stripping”. This tendency has
reversed in recent years. It is critical to ensure that investment keeps up with
the capital and operating requirements since the demand escalates at a
much higher rate while the investment backlog grows.
The lack of investment has resulted in effluent being below DWAF standards
and a lack of treatment capacity in growth areas. The lack of capacity has
resulted in development applications not being approved e.g. in the northern
areas (Catchment 1: Bellville, Kraaifontein, Scottsdene & Fisantekraal) and
the and Catchment 4: Melkbos and Potsdam.
Operational issues related to poor effluent quality are being addressed but
further effort is required.
Staff reduction has continued over the past five years and increased use is
made of consultants to implement capital improvements.
Bulk Water Infrastructure
A significant amount of capital investment in infrastructure is required in the
northern growth areas to ensure that the northern growth areas have
sufficient supply into the future and that the risk of imposing restrictions in the
short to medium term is reduced. It is critical that sufficient funds be made
available for the Northern areas Augmentation Scheme. It is important to note
that this scheme will still be required even with an aggressive WC&DM
Strategy as it is a growth are in the City.
Reticulation Infrastructure
Major funding is required to replace and extend the reticulation infrastructure
especially in the growth areas.
Asset Management
For explanation on need for maintenance from SFWS GOTO Ex16.
The maturity level is at stage 3 – Basic Asset Management.
The gap relates to capacity and skills. Capacity is required to ensure that the
status of being at Stage 3 is brought back on track as the loss of staff has
resulted in backlogs. It is also important that the relevant skills are obtained if
the Service wants to move to stage 4: Improved Maintenance Management
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City of Cape Town WSDP 2008/09 to 2012/13
F.5.1.4
Implementation strategies (water services infrastructure)
Strategy for Growth areas
To alleviate the problem of overloading of infrastructure in the growth areas
of the City a process under the leadership of the Corporate Development
Directorate was started to address the situation in a multi-disciplinary way. A
partnership approach with developers was started to ensure that
development could continue. Development contributions are determined and
agreed for each node or Corridor to fund some of the required infrastructure.
There are still a number of challenges such as obtaining bridging finance,
and implementation and capacity constraints in the City. The areas where
water and sewer infrastructure are severely stressed and are in need of
significant upgrades 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
Strategy for Wastewater Treatment Works
The strategies for ensuring that wastewater treatment capacity is sufficient
are:
 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.
The strategies that are in place but that are currently being tightened up that
should reduce non-compliance due to operational issues are:
 Pro-active maintenance of all mechanical and electrical equipment as well
as civil structures as part of the Asset Management Strategy,
 Process optimisation, and
 Improved monitoring and operational control.
The plans for Catchments 1 and 4 where there are capacity backlogs are
detailed below:
Catchment 1
The total of all the wastewater treatment works in Catchment 1 are currently
near their design capacities as shown in the graph below:
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City of Cape Town WSDP 2008/09 to 2012/13
CATCHMENT 1: TOTAL FLOW
Bellville, Kraaifontein, Scottsdene & Fisantekraal
120
y = 0.1852x - 164.02
y = 0.218x - 199.16
110
100
90
Fisantekraal 24 Ml/d
80
Ml/d
70
60
Kraaifontein
extension
50
Scotsdene ext
5 Ml/day
40
30
ANNUAL RATE OF GROWTH:
total flow = 3.5%
dry w eather flow = 3.3%
20
10
Daily flow
Dry weather flow
Linear (Daily flow)
Linear (Dry weather flow)
design ADWF
To overcome the capacity constraints it is planned to extend Scotsdene by 5
Ml/day and construct phase 1 of the Fisantekraal works (24 Ml/day)
Agreement on the purchase of land for the new wastewater treatment works
at Fisantekraal has been concluded and consultants have been appointed
and are busy with the design. Construction will commence around mid 2008
with the expected commissioning by mid 2010.
The upgrading of Bellville WWTW should be substantially complete by the
end of 2008 and will be followed by a capacity extension to deal with on-going
development in the catchment.
Catchment 4
The Potsdam WWTW will be extended by another 7 Ml/day by the end of
June 2008 to bring the capacity to 47 Ml/day. Due to the rapid growth in the
area it is anticipated, an additional 20 ML/day will be required by June 2012.
199
Jul-2020
Jul-2019
Jul-2018
Jul-2017
Jul-2016
Jul-2015
Jul-2014
Jul-2013
Jul-2012
Jul-2011
Jul-2010
Jul-2009
Jul-2008
Jul-2007
Jul-2006
Jul-2005
Jul-2004
Jul-2003
Jul-2002
Jul-2001
Jul-2000
Jul-1999
Jul-1998
Jul-1997
0
City of Cape Town WSDP 2008/09 to 2012/13
DEADP accepted the scoping report for increasing the treatment capacity at
either Melkbos or Potsdam WWTW to cater for growth in the area.
Specialist environmental studies have been undertaken and the draft
Environmental Impact Report will be presented to the public early in 2008.
This will be followed by the submission of the report and recommendation to
DEADP.
The Zandvliet WWTW is currently being extended in capacity to
accommodate the N2 Gateway project and other developments in the area.
The new treatment process which utilises membrane technology, a first for
Cape Town, is due to be completed by May 2008.
The capital upgrading programme is not only providing capacity for
development but also for improved performance for a higher quality effluent.
The planned capacity extensions are detailed in the table on the following
page.
Strategy for Bulk Water Infrastructure
To cater for the growth in demand in the northern areas there are plans and
budgets for the implementation of the Northern Areas Bulk Water
Augmentation Scheme. The phase of this scheme involving the
implementation of a new water treatment plant and bulk reservoir is currently
in its EIA phase. Revisions to the EIA and additional infrastructure to be
covered in the EIA process has resulted in planned completion of the EIA and
submission to the environmental authorities in May 2008.
The table of proposed wastewater treatment capacity extensions for the
period of this plan is shown on the following page.
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City of Cape Town WSDP 2008/09 to 2012/13
Strategy for Long Term Integrated Planning
To ensure more effective long term integrated planning within Water and
Sanitation Services, Consultants were appointed to identify what information
exists and what the gaps in the current master plans are. The report for this
is due at the end of February 2008. A tender has recently been advertised to
procure professional services to develop master plans where there are gaps
and to update existing master plans. Loading on the infrastructure will be
based on land use and apply to all services.
The objectives of the master planning process are:
 All services within Water and Sanitation use the same customer data with
respect to existing flows/loadings and their expected growth rates in
particular areas,
 Infrastructure plans within Water and Sanitation Services are fully
aligned,
 Capital budgets for future years are mainly based on the master plans
which are kept up to date, and
 Monitor where new infrastructure and identified replacement
infrastructure is lagging due to inadequate funding.
Reference should be made to the Bulk Water, Wastewater Treatment and
Reticulation Master Plans mentioned previously. For priority investment areas
GOTO 5.7c.
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City of Cape Town WSDP 2008/09 to 2012/13
Proposed Wastewater Treatment Capacity Extensions
Existing Capacity as at
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Capacity Extensions by
Total proposed additional
Total Capacity by
01-Jul-07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
capacity by 2012/13
2012/13
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
Organic
Hydraulic
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
(Ml/day)
(pe's)
Athlone
105
900,000
105.00
900,000
Bellville
54.6
581,182
69.60
740,842
Borcherds Quarry
33
360,000
33.00
360,000
Camps Bay
5.5
40,000
5.50
40,000
Cape Flats
200
1,810,000
200.00
1,810,000
Dover
0.01
0
0
0
Fisantekraal
15.00
24.00
159,660
218,160
15.00
24.00
159,660
Organic
218,160
0.01
0
24.00
218,160
Gordons Bay
3.1
13,909
3.10
13,909
Green Point
30
232,727
30.00
232,727
9.80
80,182
Hout Bay
9.8
80,182
Klipheuwel
0.07
455
Kraaifontein
17.5
159,091
Llandudno
0.28
1,591
0.28
1,591
57
370,500
57.00
370,500
Melbosstrand
5.4
24,545
25.40
217,045
Millers Point
0.06
600
0.06
600
45
480,000
45.00
480,000
0.03
300
0.03
300
1.2
6,800
1.20
6,800
Macassar
Mitchells Plain
Oudekraal
Parow
Philadelphia
0.07
455
0.07
20.00
192,500
20.00
0.086
0
Potsdam
40
385,000
Scottsdene
7.5
92,727
5
27,636
Wesfleur
14
152,727
Wildevoelvlei
14
86,000
Zandvliet
59
375,455
TOTALS
707
6,181,427
25.00
181,909
0.00
0
5.00
61,815
28.07
262,251
20.00
192,500
15.00
159,660
Cumulative Capacity
707
6,181,427
732.14
6,363,336
732.14
6,363,336
737.14
6,425,151
765.21
6,687,402
785.21
6,879,902
800.21
7,039,562
13.2%
13.9%
1.8%
1.9%
Simons Town
7.00
67,375
5.00
61,815
4.00
18.00
43,636
114,534
total growth in capacity over 5 years
average growth in capacity pa over 5 years
202
455
192,500
0.14
910
17.50
159,091
0.09
0
7.00
67,375
47.00
452,375
5.00
61,815
12.50
154,542
5.00
27,636
18.00
196,363
4.00
43,636
14.00
86,000
18.00
114,534
77.00
489,989
93.07
858,135
800.21
7,039,562
City of Cape Town WSDP 2008/09 to 2012/13
Strategy for Asset Management
The strategy is to move the entire Water and Sanitation Services Department
up the levels of maturity in accordance with the AmIP (Asset Management
Improvement Plan).
A Reliability Engineering structure which will focus on CIP (Continuous
Improvement Programme) has been agreed on but now needs to be
capacitated.
Besides the filling of critical posts, the urgent actions that are required are:

Ensure all proactive orders are generated and completed,

All gaps in Equipment data to be identified and put on SAP Master
Data,

All gaps in Equipment without Maintenance Plans to be identified and
put onto SAP Master Data,

Rationalise the number of Maintenance Plans where possible,

All completed Works Orders to be captured timeously without build up
in a backlog,

Improvement the procurement process to ensure that all the tools and
materials required for pro-active work is received timeously,

Re-instate monitoring systems and indicators such as the ratio of proactive to reactive maintenance.
Once these issues have been addressed, the department will then be able to
be in a position to do work scheduling and then improved work scheduling
where there is a closer co-ordination with the operational staff. Currently, proactive jobs are generated for the month and work is done in accordance with
the daily needs rather than a planned schedule. A planned schedule enables
more effective utilization of resources. Another current gap is the determining
of the catalogue of the notification. This enables one to determine which parts
in a piece of equipment are continuously failing and thereby take effective
remedial action.
This will enable water and Sanitation to be able to look beyond maintenance
to condition based maintenance which is critical for most of the rotating
equipment.
Strategy for Stormwater Ingress into Sewer Mains
The elements of the Strategy are
 The network-related will be resolved by proactive maintenance.
 The consumer-related problems will be addressed by education
programs, pamphlets and frequent inspections.
 It is not possible to adjust the plot levels if it was originally too low. In
these areas the problem is not easy to resolve. Mid-block storm-water
systems will to be investigated.
 No future developments will be allowed that cannot drain to street level.
Where possible it will be beneficial to the sewerage system if no trees are
planted directly above the pipe. In economical developments, the
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City of Cape Town WSDP 2008/09 to 2012/13
sewerage pipes should be installed under the road and no mid-block
sewers should be allowed.
The major impediments to implementation are the lack of funding and
capacity constraints. The Financial and Institutional strategies are therefore
key to the Infrastructure strategy.
Financial Strategy for infrastructure
The by-product of the lack of wastewater treatment capacity causing
development applications not to be approved is that the issue of the historical
lack of funding has been highlighted. As a result more funding is being made
available for wastewater and wastewater treatment.
The Financial Strategy in the IDP (GOTO 3.9) is also key to ensuring that
funding is available. Tariffs have been increased and will continue to be
increased in real terms over the next 5 years to ensure that the necessary
funding is available.
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City of Cape Town WSDP 2008/09 to 2012/13
F.6
WATER BALANCE
For explanation from the Preparation Guideline GOTO Ex17.
F.6.1
Water balance
F.6.1.1
Situation assessment (water balance)
Unaccounted For Water and Non-Revenue Demand
Unaccounted for Water, although still around 19%, is being focussed on
through a phased plan of action. Currently this is not a true UAW because
bulk and reticulation losses (see note below). Initial success has been to
undertake improved monthly Water Balance calculations with the involvement
of a Working Group of affected Branches. An audit of the large Bulk Water
meters has highlighted areas for improvement and will be reviewed quarterly.
Moreover, international best practice has moved away from UAW and
percentages as it can be misleading.
A water balance is usually categorised into the following:
System Input
(Former MLC
meters)
Authorised
Consumption
Billed Authorised
Consumption
Billed Metered
Consumption
Revenue Water
Billed Unmetered
Consumption
Unbilled
Authorised
Consumption
Unbilled Metered
consumption
Non-Revenue
Water
Unbilled
Unmetered
Consumption
Water Losses
Apparent Losses
Illegal
Connections
Metering
Inaccuracies
Real Losses
Mains Leaks
Reservoir
Overflows / Leaks
Service
Connection Leaks
By using this methodology one is able to identify the real losses which can
then be targeted for water demand management interventions. Real losses
can be categorised into UARL – unrealisable annual real losses and CARL –
calculated annual real losses. This methodology needs to be applied to Bulk
and Reticulation separately.
F.6.1.1.1
Amount of bulk water abstracted
Bulk water is abstracted from DWAF and CCT dams which form part of the
Western Cape System. In order to optimise the yield from the system water is
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City of Cape Town WSDP 2008/09 to 2012/13
drawn from the dams that are spilling at any point in time. It is therefore not
relevant to list the water abstracted from each dam.
As mentioned above the losses in the bulk and reticulation systems need to
be separately recorded. There are currently problems with some of the
meters that supply the previous MLCs (Metropolitan Local Councils). This has
resulted in inaccuracies in calculating the bulk and reticulation losses.
In order to determine a water balance the amount of treated water from the
water treatment works is recorded on a monthly basis to produce an annual
figure. The amount of treated water supplied is given in the table below:
2001/02
3
(mil m )
2002/03
3
(mil m )
2003/04
3
(mil m )
2004/05
3
(mil m )
2005/06
3
(mil m )
2006/07
3
(mil m )
287.5
301.4
310.2
282.7
294.5
308.4
Total water treated
For the source of these figures
F.6.1.1.2
GOTO 6.1
Amount of bulk water purchased from others
Refer to notes under F.6.1.1.2
F.6.1.1.3
Water supply to consumers : urban
The water sold to consumers as extracted from the SAP system is given below:
2001/02
3
(mil m )
*
2002/03
3
(mil m )
*
2003/04
3
(mil m )
*
2004/05
3
(mil m )
222.5
2005/06
3
(mil m )
235.8
2006/07
3
(mil m )
249.0
Unbilled metered
and unbilled
unmetered
*
*
*
6.0
6.0
6.0
Total authorised
*
*
*
228.5
241.8
255.0
Billed
* SAP installed in August 2003. Figures before this are unreliable. For source of these figures
GOTO 6.2
The 2004/05, 2005/06 and 2006/07 figures include 19.9, 22.5 and 23.5
(2006/07 is an estimate) mil m3 respectively sold to other municipalities and
users.
Due to an estimated authorised consumption for “unbilled metered” and
“unbilled unmetered” of approximately 6 mil m3 the total authorised
consumption in 2004/05, 2005/06 and 2006/07 is 228.8, 241.8 and 255 mil m3
respectively.
F.6.1.1.3.1
Categorisation of residential uncontrolled volume supply
The statistics for this are not currently available.
F.6.1.1.4
Water supply to consumers : rural
Included under urban
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City of Cape Town WSDP 2008/09 to 2012/13
F.6.1.1.5
Total physical water losses
The total losses given below include a portion of the bulk losses and all the
reticulation losses.
2001/02
3
(mil m )
Total losses
*
2002/03
3
(mil m )
*
2003/04
3
(mil m )
*
2004/05
3
(mil m )
2005/06
3
(mil m )
2006/07
3)
(mil m
54.2
52.7
53.4
5.4
5.2
5.2
48.8
47.5
.482
17.0
17.0
17.0
Estimated Apparent
losses
Estimated Real
losses
Estimated UARL
*
*
*
* SAP installed in August 2003. Figures for consumer consumption before this are unreliable
Currently a 12 month moving average is used to calculate the UAW which
stands at 19.8%.
F.6.1.1.6
Total effluent received at treatment works
The total effluent received at the treatment works is given in the table below:
Total (Ml)
Inc / dec
2000/01
193 453
2001/02
192 083
2002/03
195 865
2003/04
196 214
2004/05
196 498
2005/06
198 891
2006/07
218 903
-0.7%
+2.0%
+0.2%
+0.1%
+1.2%
+10.1
88.3%
84.3%
85.8%
%age of
water supply
The relatively high proportion of effluent received at the treatment works to
the water supplied can be attributed to the stormwater ingress.
The average annual increase in total effluent received at the works over the
period 2000/01 to 2005/06 was 0.6%. Over the same period the total water
demand decreased by 0.2%. The low annual increase can be attributed to
water demand management and water restrictions reducing the flow into the
sewer network. However, the increase from 2005/06 to 2006/07 was 10.1%
which corresponds to a 4.7% increase in water demand over the same
period.
For a table of monthly and annual flows since 1 July 1997 for each WWTW
GOTO 6.3.
F.6.1.1.6
Total returns to the Water Resource System
The total returns to the water resource system are not currently recorded.
F.6.1.2
Future trends and goals (water balance)
F.6.1.2.1
Amount of bulk water to be abstracted
The amount to be purchased from DWAF and CCT sources will be in line with
the allocation of 213 million cubic metres per annum until the end of 2007.
The additional allocation of 81 million cubic meters from the Berg Water River
Dam will now be available.
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City of Cape Town WSDP 2008/09 to 2012/13
For the demand growth projections versus supply available refer to Figure
F.3.1.2a in Chapter F.3. It shows the unconstrained demand (3-4% pa
growth) and the low water demand curve (2% pa growth). The comprehensive
WC&DM Strategy aims to ensure that the demand remains at current levels
beyond 2020. Due to the untested nature of the assumptions in the strategy
resource and infrastructure planning is currently based on the low water
demand curve.
F.6.1.2.2
Amount of bulk water to be purchased from others
The Western Cape System is a combination of CCT and DWAF owned dams.
The abstractions from both are managed as a whole so as to maximise the
yield from the system.
F.6.1.2.3
Water to be supplied to consumers:
The water supplied to consumers is expected to be at or below the low water
demand curve less water losses.
F.6.1.2.4
Total physical water losses
The WC/WDM Strategy assumes that the total real losses will reduce from
47.5 to 27.2 over an 8 year period.
F.6.1.2.5
Total influent received at treatment works
It is difficult to predict with any certainty what the trends will be with respect to
the total influent received at treatment works. The impact of ground water
infiltration is also not quantified.
F.6.1.3
Strategic gap analysis (water balance)
Currently the meters from the water treatment works into the system are
reliable. The meters from the bulk system feeding the reticulation system
cannot be used with confidence because:


Some meters are faulty
The integrity of the reticulation feed zones may not be reliable as there
may be inter-connections
No information on ground water infiltration or the reasons why the total
influent received at treatment works has reduced.
Water losses calculations need to be refined based on more accurate zone
information.
F.6.1.4
Implementation strategies (water balance)

Bulk and Reticulation UAW needs to be separated. For the division
between bulk and reticulation systems:
 Repair or replace faulty meters.
 Check zones are discrete.

Zone metering needs to be intensified. Refer to WC/WDM strategies.

Improve water balance and water loss estimates by comprehensive zone
metering and meter testing programs.
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City of Cape Town WSDP 2008/09 to 2012/13
F.7
WATER SERVICES INSTITUTIONAL ARRANGEMENT PROFILE
For explanation from the Preparation Guideline GOTO Ex18.
F.7.1
Water services institutional arrangements
F.7.1.1
Situation assessment (water services institutional arrangements profile)
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.
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.
During the establishment period, Council underwent political and strategic
changes. As a result of these changes ODA, aloeCap and Africon were
appointed between October 2003 and March 2004 using USAID funding. The
appointment was to review the decisions taken and propose a way forward.
This culminated in a report entitled “High level review of the project to
establish internal business units for Electricity, Water and Sanitation and
Solid Waste Management Services” (C07/06/04) dated 24 June 2004 which
was adopted by Council in June 2004.
The recommendations of this report were:
 The creation of an appropriate service authority mechanism for the City of
Cape Town
 The establishment of a Water Services Authority (WSA) and Water Services
Provider (WSP) arrangement.
Current Institutional Arrangements and Organizational Structure
The City’s organisational structure, under revision since 2001, has
predominantly reached finalisation, with new staff rapidly being appointed and
current staff mostly having being placed. Internal optimisation of structure
and process, inter-departmental coordination, integrated planning, as well as
Employment Equity are being given high priority in conjunction with the
placement process. Water and Sanitation has continued on a path to further
optimise its organisational structure which is being implemented where and
when possible, within given constraints. It is based on the optimal allocation
of available staff, augmented by advanced information and operational
technology.
An additional staff budget of R116 million per annum from 2007/08 onwards
to alleviate the critical staff shortages has been approved and budgeted for.
Of particular significance are the funds to appoint several Financial staff
including accountants and staff focused on increasing income. Engineering
staff is also being recruited.
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Processes and Systems
To enhance processes and systems and promote a world class status for the
Water and Sanitation Services Department, it is intended that all branches
achieve ISO 9001:2000 accreditation. The Progress of each branch is given
below:
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.
The Branch was assessed and found to satisfy the requirements of ISO
9001:2000 QMS in respect of: The Management of Water Resources, and
the Planning, Design, Development and Maintenance of the Infrastructure for
the Catchment, Treatment, Storage and Conveyance for Bulk Water Supply
excluding clause 7.5.4 Customer Property.
The Branch has embarked on integrating ISO 9001:2000 QMS with other
management systems, such as OHSAS 18001:1999 Occupational Health and
Safety Management Systems (OHSMS), including Risk Management
Systems, and ISO 14001:2004 Environmental Management Systems
This alignment of the management system will help the Branch in the
facilitation of Integrated Management Systems also known as SHREQ
(Safety Health Risk Environment and Quality).
The Branch implemented the OHSAS 18001:1999 (OHSMS) in 2004 and the
certification is due by December 2008. The Environmental Management
System (ISO 14001:2004) it is still in its development phase.
Controlled Document Management System, ZIZO (Zoom In Zoom Out)
software: In 2003 the Branch simultaneously took a decision to also introduce
a multidisciplinary document control system that was paperless, user-friendly,
flexible, self expandable to complement ISO 9001:2000 (QMS) and later ISO
18001:1999, and ISO 14001:2004 (EMS) (SHREQ)
Wastewater Treatment Branch
It is envisaged that ISO has progressed slower than expected.
Planning commenced during 2002/2003 for the introduction of an
Environmental Management System (EMS) at Potsdam Wastewater
Treatment Works that will integrate treatment process requirements and
operational control with environmental protection. Specialist consultants are
assisting in this initiative which involves both operational and management
staff. The EMS is based on best practice approach for such systems with ISO
14001 used as a guide. The EMS will be extended to incorporate the new
sections of the Potsdam Works once constructed.
The goal to complete EMS for Potsdam by 2004 has not yet been achieved,
mainly due to the final effluent quality not meeting the license application
conditions. It is planned to roll the system out to three additional treatment
works per annum until all works are included.
It is envisaged that ISO 9001:2000 will be implemented at all works during
2007/08.
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Reticulation Branch
The existing ISO Quality Management System certification at South
Peninsula (SPA) Water Division is being maintained.
Since 2001, some progress has been made with preparations for certification
of the whole of Reticulation. It is envisaged that certification will be achieved
over the next few years.
Asset Management Services
During the first quarter of 2004, the Electrical Engineering Maintenance
workshop embarked upon obtaining the SABS standardization in order to
benchmark them against an acceptable quality standard.
During December 2004 the workshop was audited for ISO 9001 and at the
same time pre-audited for ISO 14001 & 18001. During February 2005, ISO
9001 accreditation was achieved while 14001 & 18001 final audit took place
in July 2005.
Other
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
An increase in Safety standards have been achieved mainly due to a focus
on training and implementation of safety practice. No fatalities occurred for
the 2005/06 financial year. About 10 % of all procedures were reviewed
during the 2005/06 financial year but a lot of work remains on addressing the
identified risks.
As a number of engineering contractors working for Water and Sanitation
Services have been contravening basic provisions of the OHSA, its
management proved to be a challenge. Steps taken included ensuring the
requirements are in the contract and are enforced by undertaking unexpected
site checks. A structured programme of assistance to contractors to improve
on safety is also being developed.
During the 2005/06 financial year, 54 plants and 70 pump stations were
inspected in order to ensure compliance with the OHSA act GOTO 9.7a. It
was found that the majority of all the plants have improved steadily over the
years and that all statutory requirements were met or exceeded. In general
the older installations needed upgrading and this is being done on a phased
priority basis.
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WSA functions and outputs
In order to fulfil the WSA roles and responsibilities the following major
functions that need to be in place are addressed in the table below:
(Y= Yes, N= No, I= insufficient / inadequate, NA= Not applicable)
Generally only problem areas are highlighted.
If no by when?
Personnel
Infrastructure
Bylaws
Resources available to
perform the function
Budget
F.7.1.1.1
Policy Development
Indigent Policy
Y
Free basic water policy (including
equitable share)
Y
Free basic sanitation policy
Y
Procurement Policy
Y
Credit Control and debt Collection Policy
(GOTO 9.8)
Y
I
2007/08
I
2007/08
I
2007/08
I
2007/08
Regulation and Tariffs
Water Services bylaws with conditions as
required by the Water Services Act
Y
Y
Mechanisms to ensure compliance with
bylaws
N
NA
Tariff structure
Y
NA
Tariffs promulgated
Y
NA
Mechanisms to undertake project
feasibility studies
Y
NA
Criteria for prioritising projects
Y
NA
Mechanisms to assess and approve
project business plans
Y
NA
I
2007/08
Mechanisms for selecting, contracting,
managing and monitoring implementing
agents
Y
NA
I
2007/08
Mechanisms to monitor project
implementation
Y
NA
I
2007/08
Infrastructure development
Water conservation and demand
management
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Personnel
If no by when?
Infrastructure
Water conservation and demand
management strategy
I
I
2007/08
NA
I
2007/08
NA
I
2007/08
Bylaws
Budget
Resources available to
perform the function
Y
Performance management and monitoring
Performance management systems
Y
NA
Water Service monitoring and evaluation
system
Y
NA
WSDP information system
I
NA
Mechanisms for stakeholder participation
Y
NA
Mechanisms to monitor and report on
WSDP implementation
Y
NA
Criteria to select appropriate WSPs
Y
NA
Mechanisms to contract, manage and
monitor WSPs
Y
NA
Mechanisms to approve WSP business
plans
Y
NA
WSA overall capacity
I
WSDP
WSP institutional arrangements
Sufficient staff and systems to fulfil all
WSA functions
Other (state)
In summary the major issue is staff capacity constraints.
F.7.1.1.2
WSA capacity development
Integration or centralisation of several functions have delivered benefits of
improved planning, efficiency and cost saving:
 Strategic and Master Planning;
 Benchmarking;
 Regulation of the new by-laws;
 Fleet maintenance;
 Electrical-/ Mechanical Maintenance.
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Communication both internally and externally has improved with the
development of a communication strategy, implemented via, inter alia:
 launching of various roadshows, events and ceremonies,
 communication with international cooperation partners and
 media releases.
Water and Sanitation Services’ internal IT capability has streamlined through
the acquisition and installation of various new systems such as infrastructure
for the new LIMS software at Scientific Services, upgrades to SCADA and
Telemetry at reservoirs and works or optimising connectivity such as by
sharing the connection to Bellville Compost Plant of Solid Waste.
The Department has developed version 7 of the Workplace Skills Plan.
F.7.1.1.3
Bylaws affecting water services
The bylaws affecting water services are listed in the table below:
By-law
Date
promulgated
Short Description
Effect on Water Services
Water
1 September
2006
To control and regulate water
services in the City
More effective
management of the use of
water and sanitation
services by users
Wastewater
and Industrial
Effluent
(GOTO 2.3)
1 September
2006
To control and regulate sewerage
and industrial effluent and
discharges
More effective
management of the
discharge of industrial
effluent by users
Credit Control
and Debt
Collection
(GOTO 9.8)
Update still in
draft form.
To give effect to the Council’s
credit control and debt collection
policy, its implementation and
enforcement, as required by
Section 98 of the Municipal
Systems Act, 32 of 2000, and to
give effect to the duty imposed by
Section 96 of the Municipal
Systems Act to collect all money
that is due and payable to the
Council.
Water Services is more
financially sustainable.
By-law relating
to Stormwater
Management
(GOTO
3.10b)
23 September
2005
To provide for the regulation of
stormwater management and to
regulate activities which may have
a detrimental effect on the
development, operation or
maintenance of the stormwater
system
More effective
management of the
discharge of stormwater by
users
Treated Effluent
In preparation
To control and regulate the use of
treated effluent in the City
More effective
management of the use of
treated effluent by users
(GOTO
7.1)
(Existing
policy dated
June 2004)
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F.7.1.1.4
Water services providers (retail water)
The internal Water and Sanitation Department within the City of Cape Town is
the retail water provider.
F.7.1.1.5
Water services providers (sanitation)
The internal Water and Sanitation Department within the City of Cape Town is
the retail sanitation provider.
F.7.1.1.6
Water services providers (bulk water)
The internal Water and Sanitation Department within the City of Cape Town is
the bulk water provider. The Department also provides bulk water to
Drakenstein and Stellenboch
F.7.1.1.7
Water services providers (bulk sanitation)
The internal Water and Sanitation Department within the City of Cape Town is
the bulk sanitation provider.
F.7.1.1.8
Support services agents (water)
The internal Water and Sanitation Department within the City of Cape Town
provides some support functions while some are provided corporately by the
City.
F.7.1.1.9
Sanitation promotion agent:
This function is provided in-house by the Water and Sanitation Department.
The Health Department of the City also undertakes health and hygiene
awareness programmes
F.7.1.1.10
Support service contract:
For explanation from the Preparation Guideline GOTO Ex19. The following
functions have service contracts:
 Wastewater Treatment works at Zandvliet
 Meter reading in specific areas
F.7.1.1.11
Water Services Institutions
There are no public Water Services institutions that assist the City in its WSA
functions.
F7.1.1.12
WSP staffing levels: water
The delay in the transformation process has had a significant effect on staff
moral. There has also been a significant loss of staff as part of the City’s
strategy to reduce the staff levels through natural attrition.
The number of employees in Water and Sanitation Services is approximately
2,500. There is currently a process of finalising staff lists before the new
appointments in 2007/08.
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F.7.1.1.13
WSP staffing levels: sanitation
By way of example of the critical issue of staff capacity the Wastewater
Treatment Branch is highlighted.
The Wastewater Treatment Branch staff levels have reduced from 449 in
December 1997 to 279 in March 2007 – almost a 38% reduction. Staff losses
as reported in June 2005 has continued.
For this branch, significant losses have been experienced in the following
groups:
Table - Staff Losses in Wastewater Treatment Branch
Group
Professional
Managers
Controllers
/
Process
Process Assistants
December
1997
20
June 2005
March 2007
11
13
Percentage
Decrease
35%
76
57
63
17%
136
95
72
47%
In the last 2 years there has been an increase in the number of Process
Controllers due to having taken over some Operators from the Athlone Power
Station. They are experienced in operating mechanical and electrical
equipment, but have no knowledge of wastewater treatment.
There is an urgent need to attract, develop and retain skilled staff in Water
and Sanitation Services.
F.7.1.1.14
WSP training programmes
During 2005/06 Version 7 of the Workplace Skills Plan was completed and
general operating funds were re-prioritised to enable more appropriate
training of staff than originally budgeted. The Pinelands Training Centre was
also fully accredited by the ESETA (Energy Sector Education Authority).
Accredited and Non-accredited Training
Programmes
For details of programmes
2002
/03
2003
/04
2004
/05
2005
/06
1,839
3,700
6,782
2,209
2006
/07
GOTO 7.2
Total person days
F.7.1.2
Person Days
Future trends and goals (water services institutional arrangements)
Institutional Reform
The national agenda is to set up public services (and tariff services in
particular) in a manner that is both predictable in terms of availability and
competitive in terms of pricing so that
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 There is a platform for economic growth and job creation. (well functioning
city attracts investment etc)
 There is a platform to create opportunities for Black Economic
Empowerment (BEE).
 There is a platform to enhance operational and financial performance
which leads to sustainable funding for the service.
 This sustainable funding leads to sufficient (sustainable) infrastructure
asset replacement and expansion.
 Sustainable water services delivery will enhance the municipality's ability to
provide equitable and affordable water and sanitation services through
cross-subsidization.
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. There is a high priority
for economic growth and job creation, and ensuring a sustainable city.
Water Services’ institutional reform process is also guided by the Strategic
Framework for Water Services (SFWS) dated September 2003. GOTO 7.3.
For an extract from the SFWS on the institutional reform of water services
provision GOTO 7.4.
The objectives of the reform process are given in Table below:
Reform Objectives (Strategic Framework for Water Services)
The key objectives of reform are:

Ensure the provision of an appropriate level of water services that are
sustainable to all households in South Africa and to implement the free basic
water and sanitation policies effectively and efficiently

Improve the performance of water services providers

Improve the financial viability and sustainability of the water services sector by
significantly enhancing revenue collection (from those who use in excess of a
basic service) and improving consumer management

Improve the accountability of water services providers to water services
authorities and to consumers

Use existing capacity, skills and resources in the water services sector in an
integrated and optimal way and to attract, develop and retain the necessary
professional and technical skills, and improve employment and gender equity

Improve the efficiency of water use so as to ensure the wise use of South
Africa’s scarce water resources through appropriate demand management and
conservation initiatives and

Improve the regulation of water services providers to ensure technical and
environmental standards are met, services are provided efficiently and services
are appropriately priced.
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The key determinant of Water and Sanitation’s institutional arrangements is
the institutional arrangements of the City as a whole. An extract from the
2007/08 IDP (Draft 15.03.07vx2.2) is given below: of the IDP states:
Strategic Focus Area 7 Good Governance and Regulatory Reform
There is a short term, high priority need to stabilize the organisation and execute
various institutional improvements to give effect to the IDP. The focus, therefore,
is on an intensive effort to develop and sustain a better public administration as
well as improving the regulatory environment to maximise the impact of public
investment and service delivery on the development potential of Cape Town.
The current level of performance of the City, mainly due to a lack of capacity,
cumbersome red tape processes, a silo approach to the developmental
challenges facing Cape Town and the absence of a high performance service
delivery culture have a significant negative impact on public performance. The
City will continue to align with and strengthen intergovernmental (including with
state-owned enterprises) strategies, processes and programmes, including
budgets, in order to maximise resources and support delivery and positively
impact on efficiencies and sustainability.
The City therefore intends to
 Stabilise the organisation
 develop and sustain a better public administration
 improving the regulatory environment
With the aim of maximising the impact of public investment and service
delivery on the development potential of Cape Town.
The institutional objectives given in the IDP are:
7.1 Optimising the development of our Organisation staff structure, strategies, policies
and promote skills development.
7.2 Enhance service delivery through exploring alternative service delivery
mechanisms.
7.3 Strategically utilise information technology, validated data bases and systems to
support the transformation of public services to provide better and more efficient
government and reporting structures.
7.4 Improve the service culture and workplace ethics by accomplishing sound financial
governance; improved accountability and transparency.
7.5 Management of key financial areas such as income control, cash flow, indigent
support, alternative income opportunities, asset management and risk
management.
7.6 Improve the regulatory environment through conducting policy and by-law review
(Bureaucratic red tape).
7.7 Establishment of representative Ward Participatory Mechanisms
7.8 Improvement of community satisfaction
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Human Resources
Primary Objective
The strategic provision, development and retention of a skilled-, motivated-,
and economically-viable workforce for Water Services in the interests of the
City of Cape Town, its residents and visitors, and aligned to the vision of the
City.
Secondary objective(s)
 Ensure staff is orientated towards learning thus establishing a sustainable
skills base.
 Introduce a performance-driven culture by developing appropriate reward
strategies.
 Ensure employment equity by appropriate training programmes and staff
assessments.
 Ensure effective personnel administration as set out in the Just
Administration Act.
 Facilitating business process engineering / redeployment of staff by
combining emergency repair gangs and eliminating duplication of
functions.
 Establish Wellness coordination for Occupational Risk Management
initiatives, for example HIV/AIDS/ TB/ EAP programmes.
 Develop and maintain a skilled and motivated workforce by retraining
managers, attending to remuneration levels, and inspiring staff.
F.7.1.2.1
Water services providers (retail water)
The trends and goals that apply to the how service, as outlined in F.7.1.2
applies to this.
F.7.1.2.2
Water services providers (sanitation water)
The trends and goals that apply to the how service, as outlined in F.7.1.2
applies to this.
F.7.1.2.3
Water services providers (bulk water)
The trends and goals that apply to the how service, as outlined in F.7.1.2
applies to this.
F.7.1.2.4
Water services providers (bulk sanitation)
The trends and goals that apply to the how service, as outlined in F.7.1.2
applies to this.
F.7.1.2.5
Support services agent (water)
The trends and goals that apply to the how service, as outlined in F.7.1.2
applies to this.
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F.7.1.2.6
Sanitation promotion agent
The trends and goals that apply to the how service, as outlined in F.7.1.2
applies to this.
F.7.1.3
Strategic gap analysis
Institutional Reform
The decision to establish an appropriate service authority mechanism and the
establishment of a Water Service Authority (WSA) and a Water services
Provider (WSP) arrangement has experienced numerous obstacles. The
decision to form an internal ring-fenced business unit dates back to
November 2001 with the confirmation that WSA and WSP be established
dating back to June 2004.
The purpose of investigating Section 78 options and deciding on an
appropriate model for the separation was to:
 Comply with national legislation.
 Bring effect to national and City’s strategic intent
 Comply with the Council resolution on the matter in June 2004
 Ensure that water and sanitation services in the City are sustainable
The current arrangement is that accountability for the financially ring-fenced
internal branch acting as WSP rests with the Director: Water Services who is
expected to deliver on the city’s strategic goals through the organizational
structure to the Executive Director: Utility Services and the 3-year rolling
business plan made up the WSDP and related documents such as the SDBIP
and the Utility Services: BSC. The branch has set up a properly-staffed
Financial section to focus on financial sustainability. Management is finding
that this arrangement is working well and that introducing further measures
such as a formal service-level agreement between the WSA and WSP is not
a priority, with no apparent advantages.
Human Resources
The lack of staff capacity in key areas such as Finance, technical and project
management is hampering delivery.
Processes and Systems
Processes and systems to support service delivery need improvement.
F.7.1.4
Implementations strategies (water services institutional arrangements)
Institutional Reform Strategy
 Establish an appropriate service authority mechanism and the
establishment of a Water Service Authority (WSA) and a Water services
Provider (WSP) arrangement in accordance with Council resolution. Date
of implementation is still to be set. For the roles and definition of the WSA
and WSP GOTO 7.6
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City of Cape Town WSDP 2008/09 to 2012/13
 Accountability for the entire service will rest with the Director: Water and
Sanitation Services who will then be expected to deliver on the national
and city strategic intent through a Service Provision Agreement (SPA)
and a 3 year rolling business plan. Investigate alternative service delivery
mechanisms.
HR Strategy
The HR Strategy includes:
 Budget for and fill key financial, technical and project management posts.
The financial posts focus on income generation.
 Multi-skilling existing staff through learnerships and other Tertiary
education, therefore full impact of replacement staff can largely be
negated and resultant financial sustainable manpower costs.
 Increase Training programmes and reduce labour and support costs.
 Actively head hunt – Humanity Science and Technology students via
Tertiary Educational Institutions, build partnerships to “groom” designated
students for the Water Services sector, e.g. by job shadowing.
 Establishing Science
designated groups.
and
Technology
mentorships
for
in-house
 Utilisation of a small Nucleus of well trained multi-skilled contract staff to
supplement manpower resources.
Processes and Systems
To enhance processes and systems and promote a world class status for the
Water and Sanitation Services Department, it is intended that all branches
achieve ISO 9001:2000 accreditation.
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F.8
CUSTOMER SERVICE PROFILE
For explanation from the Preparation Guideline GOTO Ex20
F.8.1
Customer service
F.8.1.1
Situation assessment (customer services)
Item
Resources available to perform the function
Budget
Bylaws
Infrastructure
Personnel
1
Quality of service for water: urban
Yes
Yes
Yes
Yes
2
Quality of service for water: rural
Yes
Yes
Yes
Yes
3
Attending to complaints for water:
urban
Yes
Yes
Yes
Yes
4
Attending to complaints for water:
rural
Yes
Yes
Yes
Yes
5
Attending to complaints for water:
urban
Yes
Yes
Yes
Yes
6
Attending to complaints for water:
rural
Yes
Yes
Yes
Yes
7
Education for basic water services
Yes
Yes
Yes
Yes
8
Pollution Awareness
Yes
Yes
Yes
Yes
While the budget, infrastructure and personnel are generally in place for this
function, projects are ongoing to improve the performance of the function and
to obtain consolidated statistics.
The CCT is committed to providing efficient, uninterrupted and affordable
services, which are clean and safe to all consumers. It plans to enhance this
by extending the implementation of the ISO 9001 Quality Management
System throughout Water and Sanitation Services.
Customer/Consumer Charter
Key elements of the extended implementation of ISO 9001 Quality
Management System are:



Communication including the Customer Charter and Opinion Surveys
Revenue collection including data rectification, informative and accurate
billing
Quality management, which includes the improvement of service levels
and the implementation of benchmarking, procedures and Audits
The ISO 9001 Quality Management System will:
 assist integration of previous administrations
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



help ensure better customer service
improve safety
improve efficiency/production- lower costs
facilitate performance management
The Consumer (previously Customer) Charter was introduced as part of this
process during 2001. For the latest copy GOTO 8.1.
Consumer Surveys
Since 2002, Water and Sanitation Services have been commissioning
research on an annual basis, to discover what the needs and perceptions of
the consumers of water were.
The findings from the research are being used:




as input to the ISO 9001:2000 certification auditing, helping to ensure that
an acceptable level of service satisfaction is achieved and maintained
to uncover needs not currently being addressed, especially informal areas
to uncover needs among specific groups, such as business and
commerce
to prepare input for updating the Water Services Customer Charter to
measure the level of satisfaction with the service
Information is being gathered from a range of users in the CCT by a
professional market research consultant. Samples taken are statistically
representative of all the users, which implies that the findings are taken
seriously.
The following issues are mainly addressed:







Perception of services received: drinking water, effluent water or
sewer(sanitation) drainage
Evaluation of services rendered when reporting problems or enquiring
about water services
Awareness of environmental initiatives, including water conservation or
restrictions
Effectiveness of marketing drives such as around Water Week
Issues relating to payment and billing procedures for services
Importance rating and evaluation of services supplied
Demographics of the market
Presentations on all the findings are given on the Cape Town website GOTO
or the PDF document GOTO 8.2. For a report on the 2006 findings GOTO
8.3.
Customer and Meter Management Strategy
In terms of Chapter 9 Section 95 of the Local Government Municipal Systems
Act 2000, the CCT is required to establish a Sound Customer and Revenue
Management System. Over the years Local Government has had a wide
variety of service policies, service practices and levels of resources in the
previous seven Administrations. Water and Sanitation Services is committed
to addressing these aspects within an integrated comprehensive Customer
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City of Cape Town WSDP 2008/09 to 2012/13
and Meter Management Strategy for Water and Sanitation Services to ensure
a focussed, effective and efficient service delivery on an equitable basis to all
our communities across the City of Cape Town.
The strategic issues, policies, objectives and initiatives of the Customer and
Meter Management Section are herewith briefly discussed:
Key Strategic Issues
There are seven key strategic issues on which CCT is basing its customer
and meter management strategy:







F.8.1.1.1
An Effective Debt Management Process (refer to 9.6 Income and Sales)
Meter Verification and Meter Accuracy (refer to 9.7 metering and billing)
Meter Management and Billing (refer to 9.7 metering and billing)
Meter Reading (refer to 9.7 metering and billing)
24/7 Technical Operation Centre (refer to F.8.1.1.3)
Corporate Call Centre (refer to F.8.1.1.3)
Customer Interaction (refer to F.8.1.1.7)
Quality of service for water: urban
The overview of the quality of service provided is given in the table below:
Item
Current*
1.
Total no. of consumers
656 800
2.
No. of consumers experiencing greater than 7
days interruption in supply per year
Zero
3.
No. of consumers receiving flow rate of less than
10 litres per minute
Zero
4.
Water quality: no chlorination
Zero
5.
Water quality: chlorinated
Zero
6.
Water quality: full treatment
656 800
*Information is not available for the previous years.
The fourth annual detail independent survey of consumer perceptions of
Water and Sanitation Services has been completed. 87% of consumers are
satisfied with the service, a result up from 83% in 2004, with a significant
upward swing from “Somewhat satisfied” to “Very satisfied”. Specific findings
from this survey have been used to identify areas where service can be
improved.
The ratings from previous surveys are given in the table below:
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City of Cape Town WSDP 2008/09 to 2012/13
Percentage of
customers satisfied
with the service
F.8.1.1.2
2002/03
2003/04
2004/05
2005/06
> 80%
> 80%
83%
87%
Quality of Services for water: rural
Refer to F.8.1.1.1
F.8.1.1.3
Attending to complaints for water: urban and rural
The statistics with respect to attending to complaints is given below:
Item
2005/06
1 Total number of consumer units
656,800
2 No. of complaints queries of quality of service
within a year
28,912
3 % of complaints / queries
4.40%
4 % queries responded to within 24 hours
5 Number of major or visible leaks reported per
annum
*
**
6 % Major or visible leaks repaired within 48 hours
after being reported
*
Event recording is not currently done at the TOC. The Districts are
informed and enter the notification into SAP themselves. Statistics
are therefore not available.
**
These statistics are now being captured City wide and are
available as from June 2006
*
Technical Operation Centre (24hr Emergency Service)
During 2004, Water and Sanitation Services set up a centralised Technical
Operation Centre (Tel. 086 010 3054) to respond to all technical complaints
and enquiries such as:




Burst, leaking and damaged water and mains/leadings and meters
Water taste and discoloration problems
Low water pressure or interrupted supply
Water restriction contravention reporting or advice
It provides a one-number 24/7 customer interface and technical dispatch
centre for all of Water and Sanitation Services functions as an after hours
operational centre for a number of other services also. It has become a
critical role player in the management process relating to events affecting
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City of Cape Town WSDP 2008/09 to 2012/13
Water and Sanitation Services such as the Water Restrictions since 2004 as
well as the electricity power outage schedules of 2006.
Water restrictions are policed and monitored by Water Officers who not only
respond to complaints but also pro-actively investigate suburbs where water
wastage is detected.
During the 2005/06 financial year, the TOC’s operation was bedded down and
much improved. An average of 45 000 calls per month are taken with and an
average call response time of 8 seconds and only 1% dropped.
The following table is sent to the Portfolio Committee on a monthly basis to
keep them informed of the call volumes and complaints/requests at the TOC:
MONTH
Mar
CALL VOLUMES
IN
OUT
TOTAL
16 901
14 043
30 944
Apr
20 303
18 327
38 630
4
2 496
3 850
1 490
7 840
May
18 983
19 162
38 145
1
2 194
3 825
1 388
7 408
Jun
22 016
20 587
42 603
2
2 844
4 113
1 192
8 151
Jul
21 255
19 042
40 297
0
2 501
3 367
936
6 804
Aug
23 313
23 701
47 014
0
2 768
4 801
1 000
8 569
Sep
20 260
18 388
38 648
0
3 398
5 035
658
9 091
Oct
22 146
19 656
41 802
0
4 199
5 089
777
10 065
Nov
24 749
21 055
45 804
0
4 836
5 320
1 007
11 163
Dec
23 643
20 124
43 767
0
4 814
5 844
839
11 497
Jan 07
23 323
19 802
43 125
0
5 109
5 509
916
11 534
Feb 07
20828
18980
39808
0
5114
5522
894
11530
Avg
/month
21 477
19 406
40 882
1
3 540
4 659
1 041
9 241
TOTAL
257
720
232
867
490
587
17
42 480
55 905
12 488
110 890
Restrictions
10
COMPLAINTS / REQUESTS
Water
Sanitation
Other
2 207
3 630
1 391
From this table the key complaints/requests statistics are given below:
Area
Total: Year to
Feb 07
Monthly
average
490 587
40 882
17
1
Water
42 480
3 540
Sanitation
55 905
4 659
Total incoming and
outgoing calls
Water restrictions
226
TOTAL
7 238
City of Cape Town WSDP 2008/09 to 2012/13
Area
Total: Year to
Feb 07
Monthly
average
Other
12 488
110 890
All calls are logged and responded to appropriately, becoming part of the
Workflow process. All calls reaching the Corporate Call Centre but dealing
with Water and Sanitation Services-related matters are re-routed to it.
A number of pilot applications for new technology utilisation towards improved
operational processes such as GIS, GPS and Vehicle tracking have been
implemented.
Corporate Call Centre
A Corporate Call Centre (Tel 086 010 3089, Fax 086 010 3090, e-mail
accounts@capetown.gov.za) has been established by the City, which
receives most complaints and requests, also those in respect of water
account queries. Any technical complaints or others related to water that
cannot be dealt with by the Corporate Call Centre, is forwarded via an
electronic notification to the Technical Operation Centre for action.
F.8.1.1.3
Attending to complaints for sanitation: urban and rural
The statistics with respect to attending to complaints is given below:
Item
2005/06
1 Total number of consumer units
656,800
2 No. of complaints of quality of service within a year
45,310
3 % of complaints / queries
6.90%
4 No. of blockages reported per annum
**
5 % queries responded to within 24 hours
*
6 % blockages repaired within 48 hours after being
reported
*
*
Event recording is not currently done at the TOC. The Districts are
informed and enter the notification into SAP themselves. Statistics
are therefore not available.
**
These statistics are now being captured City wide and are
available as from June 2006
Refer also to F.8.1.1.3
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City of Cape Town WSDP 2008/09 to 2012/13
F.8.1.1.4
Education for basic water services
Customer Interaction
This function includes engaging the public and educating them in the
awareness of Water Conservation, Water Pollution and Water Demand
Management. It also deals with broad-impact citizen queries and
correspondence as well as matters that are logged at the Corporate Call
Centre but which require specialist investigations.
Customer education, communication and liaison are accepted as key
strategic issues and are being afforded a high priority in the new structure of
Water and Sanitation Services. Water conservation, water pollution, water
ingress and payment habits, among others, are all being addressed in a
comprehensive and sustainable fashion.
Hlonipha Amanzi (Respect Water) Programme
In 2006/07 Water and Sanitation Services launched their “Hlonipha Amanzi”
Programme. The programme covered 30 informal areas.
The project was aimed at informing and educating informal communities on
the basic services provided. The campaign promoted and encouraged
community cooperation to better manage valuable resources such as water,
to help keep the environment and themselves clean and to prevent the
spread of diseases associated with an unhealthy environment. Through this it
was hoped to build better communities.
The objectives of the project were:





Promotion of sustainable service delivery
Promotion of improved management of existing resources
Promotion of health and well-being of individuals
Education on how to be responsible and create a safe, secure and
hygienic community
Making information/reporting lines more accessible
It was a requirement of the project that the consultants employ individuals
from each community, through a consultative process, for the duration of
each set of workshops and to leave behind capacity-building skills.
This project was unique to the Branch in that three consultants (each
assigned different areas) worked closely with the project leaders to ensure
that the same content, material and issues were taken to each area to
provide the consistency required. This was important, as the intention is to
continue to roll this project out to the remaining informal areas throughout the
City of Cape Town until all informal areas have been covered.
A series of workshops were held in each area. The workshops started off with
an icebreaker to bring everyone together. This was then followed by the main
body of the workshop running through topics on flipcharts which included:
service delivery elements, vandalism, unhealthy environments, disease/germs
and what the community can do to prevent this. The workshops culminated in
washing of hands, tea/coffee and sandwiches for all and presentation of
certificates for all attendees as well as a bucket, soap, and soap dispenser.
The last workshop in each area also had lucky draws for small prizes, like
retail store vouchers and food hampers.
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City of Cape Town WSDP 2008/09 to 2012/13
Areas covered in this first phase included: Thabo Mbeki, Klipfontein, Area K,
Kosovo, Samora Machel, Ekanni, Ekanni (Michells Plain), Morkel’s Cottages,
Sir Lowry’s Pass, Solly’s Town, Siyahlala, Happy Rest, Silihluwe, Polile, Wag
‘n Bietjie, Cuban Heights, Rondevlei, Joe Slovo (zones 1, 2 & 3),
Wallacedene, Happy Valley, Kalkfontein, Malawi, Red Hill, Vrygrond, Mxolisi
Petani – Taiwan, Monwabisi Park, Mfuleni, Witsand, and Doornbach.
Overall, the workshops have been very well received by the communities they
served. The community members attending the workshops were very
enthusiastic and some very valuable comments have been received, which
will be utilised in the next round of workshops.
F.8.1.1.5
Pollution awareness
The Hlonipha Amanzi Programme covers pollution awareness in informal
settlements.
F.8.1.2
Future trends and goals (customer services)
F.8.1.2.1
Quality of service for water: urban and rural
For explanation from the Preparation Guideline GOTO Ex21.
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.
F.8.1.2.2
Attending to complaints for water: urban and rural
The goal is to ensure that all complaints / queries are routed through the TOC
within the next two years and that consolidated statistics on response times
and other indicators are available.
F.8.1.2.3
Attending to complaints for sanitation: urban and rural
Refer to F.8.1.2.3.
F.8.1.2.4
Education for basic water services
The goal is to extend the successful “Hlonipha Amanzi” programme to all
currently existing informal areas by mid 2009.
F.8.1.2.5
Pollution awareness
The Hlonipha Amanzi Programme will continue to be used to raise awareness
on pollution issues.
F.8.1.2.6
Quality of health and hygiene education and awareness
Refer to F.8.1.2.5
F.8.1.3
Strategic gap analysis (customer services)
For explanation from the Preparation Guideline on targets GOTO Ex22.
There is no consolidated information on response times to complaints and
queries and to repairing water and sewer mains. The reasons are:
229
City of Cape Town WSDP 2008/09 to 2012/13
 TOC does not currently do notifications on SAP and the information
systems are not integrated.
 There is a huge backlog in closing of notifications.
The lack of integration of the TOC and District processes also means that
other statistics such as number of burst water mains and sewer blockages
repaired have to be obtained from the Districts. It is not possible to get a
consolidated report.
The link between SAP and GIS is not in place.
All informal areas have not been covered with education for basic water and
sanitation services.
F.8.1.4
Implementations strategies (customers services)
In order to ensure that consolidated information is readily available from SAP
the project for integrating the TOC and SAP processes have been raised to
the level of a corporate project. It is envisaged that it will still take 12-14
months before the system is fully integrated.
The link between SAP and GIS is planned to be in place by the end of 2007
More funding is required to improve the facilities at the TOC Centre
The successful “Hlonipha Amanzi” Programme will be rolled out to the
remaining informal settlements
230
City of Cape Town WSDP 2008/09 to 2012/13
F.9
FINANCIAL PROFILE
For explanation from the Preparation Guideline GOTO Ex23.
As part of the review of the WSDP, and in the context of important financial
constraints on the City, Water and Sanitation Services commissioned a study
in 2004/05 to undertake a financial assessment of its services. The high level
purpose of the study was to assess an affordable and sustainable level of
capital expenditure for Water and Sanitation Services and to determine the
implications of this for future operations.
For the Financial report from Palmer Development Group GOTO 9.1 (Draft 2
- dated 17 November 2005). The figures contained in this report were
updated in November 2006. For an update of the model results dated
November 2006 GOTO 9.2a and for the presentation GOTO 9.2b.
The financial model was developed to allow the user to develop and choose
from four capital expenditure scenarios, as follows:

A “needs-based” capital programme based on information received
directly from the water services officials;

The “modelled” scenario which is based on unit costs (input) and demand
(early model assumptions); This scenario is a “smooth” scenario and
assumed no “lumpiness” in capital development. Although this is
unrealistic, it nevertheless provides a useful basis for comparison with
other scenarios at an indicative level.

An ”affordable” scenario which can be input directly by the user. The
Consultant assumed 25% of revenues as an affordable long-term capital
spend.

A “selected option” allowing the user to choose one of the three options
for each of the major components of the system, viz. bulk water
expansion, bulk water renewals, etc.
The primary objectives of this study were to:

To determine an indicative affordable and sustainable capital expenditure
programme for the City of Cape Town Water and Sanitation Services;

To determine the implications of the capital programme on:


Financing (how funds are secured),

The service (what can and cannot be done), and

Tariffs (the impact on the customer); and
To identify the key strategic issues facing the service in order to ensure
Water and Sanitation Services were provided in a sustainable manner into
the future.
The conclusions of the report were that:

An affordable long-term capital expenditure programme appears to be in
the region of R500 million per annum (smoothed over time), though it is
recognised that actual expenditure will be “lumpy”.
231
City of Cape Town WSDP 2008/09 to 2012/13

The implications of the capital expenditure programme were:
 Financing (how funds are secured),
1. Water services needs to secure an appropriate share of MIG
funds
2. The current cost of capital for sanitation is too high and must
be renegotiated with the Department of Finance in the City.
3. Water services should investigate project finance, especially
for large discrete bulk water and wastewater investments.
Some of the wastewater investment could be packages to
make them more attractive.

The service (what can and cannot be done), and
Direct operating costs need to increase significantly in real terms
over the next four years as a result of a need to increase
maintenance costs and because of increasing bulk water costs.
This is notwithstanding efficiency gains with respect to staff costs
and general expenses.

Tariffs (the impact on the customer);
The average tariffs need increase in real terms annually.

The report identified the key strategic issues facing the service in order to
ensure Water and Sanitation Services are provided in a sustainable
manner into the future:
 A sustainable capital programme must cater for three important
elements simultaneously: (1) elimination of backlogs and provision for
new demand (2) bulk expansion to cater for new demand, and (3)
rehabilitation and replacement of existing infrastructure.
 At present there is an inadequate provision for depreciation of assets.
This must change to ensure sustainability. Depreciation should
encompass all assets, including grant funded assets and assets fully
paid for.
 At present there is inadequate maintenance of infrastructure.
Expenditure (and efficiency in spending) must increase significantly in
real terms. It is not clear by how much without more detailed study.
 An adequate cash collection is critical to the business. This is not in
the control of the business and failure to perform in this area could
seriously jeopardise the business.
 In all of the scenarios modeled, there is a need to increase tariffs
significantly in real terms to ensure sustainability.
 Much more attention needs to be given to the financial aspects of the
business. It needs dedicated attention from a high level financial
person adequately resourced with skilled staff such as cost
accountants to improve the overall financial performance and
efficiency of the business. Joburg Water, arguably the best performing
232
City of Cape Town WSDP 2008/09 to 2012/13
water services utility in the country, have about 40 staff dedicated to
the finances of the business, under a senior Chief Financial Officer.
 The current tariff structure is in need of urgent reform. It is an
inherently unstable tariff structure and places the Water and
Sanitation Services business in potential financial jeopardy. For intercity comparison of GOTO 9.3
 Much more attention needs to be given to data integrity (see separate
report produced during the long-term water demand study for more
detail).
Further to the Palmer Development Group report the City has undertaken a
range of measures to ensure that the finances of the City remain sustainable
into the future. These are targeted towards the City achieving long-term
financial viability and sustainability.
The 2007/08 IDP lists the strategies that are being pursued:  Reducing salary costs to acceptable levels, taking into account the City’s new
operating model and transferring savings to improve the maintenance of
assets. Water and Sanitation have had to increase their staff due to critical
shortages. However, strategies outlined above ensure that the service
remains affordable;
 Reducing the dependency on cross-subsidisation from tariff-based services
to within acceptable norms. As from 2007/08 the water tariff no longer cross
subsidizes rates;
 Maintaining rate and tariff adjustments within national norms and guidelines,
ensuring the national and local economy are not undermined. Despite higher
than inflation increases in tariffs necessitated by infrastructure needs the step
tariffs and relief to Indigent households outlined above ensures that water
and sanitation is affordable;
 Making adequate provision for free basic services for the poor, to ensure that
there is no further marginalisation of poorer communities or individuals
through the entrenchment of the indigent policy. The Water and Sanitation
approach to affordability is outlined above;
 Preparing realistic income budgets with adequate provision for non-recovery
to ensure the expenditure reflected for each year can be fully covered by
cash receipts; (Being Done)
 Ensuring that adequate cash reserves are maintained to cover legislated
funds and provisions. (Being Done)
Some of the interventions in place, though not fully integrated, include:
 The consolidation of all legacy billing systems and implementation of a
uniform rates and service structure for the City as a whole;
 the working of a single/integrated financial system (SAP), providing
regular and timely reports to all stakeholders;
 constantly seeking out opportunities for external funding to supplement
the City’s budget and reducing reliance on the City’s own funds for capital
development; and
 regularly reviewing financial strategies and benchmarking against other
organisations
233
City of Cape Town WSDP 2008/09 to 2012/13
F.9.1
Capital funds
F.9.1.1
Situation assessment (capital funds)
F.9.1.1.1
Capital expenditure (budget): water (R Million)
The historical capital budget for water and sanitation is given in the table below:
2004/05
R mil
2005/06
R mil
2006/07
R mil
2007/08
R mil
0.1
10.1
0.0
31.3
13.0
27.3
17.8
77.8
156.0
278.3
307.6
404.1
SUPPORT SERVICES
0.0
4.0
0.0
3
SCIENTIFIC SERVICES
0.0
3.0
0.0
2.3
61.7
78.7
87.7
133
0.0
0.0
2.0
22.5
WATER METER
REPLACEMENT
**
**
**
16.0
INFORMAL SETTLEMENTS
**
**
**
56.4
13.6
0.0
8.5
0.0
244.5
401.3
423.6
746.4
EAMS
BULK WATER
RETICULATION
WASTE WATER
WDM
OTHER
W & S SERVICE TOTAL
For spreadsheet GOTO
9.4
** Included elsewhere previously.
F.9.1.1.2
Capital expenditure (budget): sanitation (R Million)
Refer to F.9.1.1.2
F.9.1.1.3
Sources of capital income: water (R Million)
The historical sources of capital funding for water and sanitation is given in
the table below:
2005/06
R mil
2006/07
R mil
AFF (now CRR)
55.4
62.0
BICL
22.6
53.0
CMIP
4.5
0.0
DWAF
1.7
0.3
161.6
152.1
EFF
234
City of Cape Town WSDP 2008/09 to 2012/13
MIG
Other
TOTAL
2005/06
R mil
2006/07
R mil
137.5
141.1
18.1
15.1
401.3
423.6
For spreadsheet GOTO 9.4. Historically EFF and MIG funding for water and
sanitation have been approximately been R155 million and R140 million
respectively.
F.9.1.1.4
Sources of capital income: sanitation (R Million)
Refer to F.9.1.1.4.
F.9.1.2
Future trends and goals (capital funds)
The backlog in basic services and in infrastructure development that has
arisen over a number of years and the continued growth in the city particularly
at specific growth nodes results in an extensive capital infrastructure
programme being required.
Water and Sanitation Services is committed to eradicating the backlogs and
keeping pace with the growth while at the same time reducing the demand for
water through its WC&DM Strategy.
The projected capital expenditure (in R mil) for the next 3 years is:
Functional Area
Bulk Water
Reticulation
Wastewater Treatment
Water Demand
Management
EAMS
Informal Settlements
Meter Replacement
Information Technology
Technical Operation
Centre
Masterplanning
TOTAL
2008/09
R mil
38.4
351.5
226.5
2009/10
R mil
149.5
293.6
228.0
2010/11
R mil
414.9
269.8
222.0
27.0
0.6
18.1
14.0
3.5
38.3
19.1
40.5
15.0
3.5
26.5
18.0
17.0
15.0
2.5
1.0
2.0
682.5
0.5
2.0
790.0
0.5
2.0
988.2
GOTO 9.5 for more detail
F.9.1.2.1
Capital expenditure (budget) : water
See F.9.1.2
F.9.1.2.2
Capital expenditure (budget): sanitation (R Million)
See F.9.1.2
235
City of Cape Town WSDP 2008/09 to 2012/13
F.9.1.2.3
Sources of capital income: water (R Million)
The sources of capital income for water and sanitation are given below:
Funding
MIG
BICL
EFF
Total
2008/09
171.6
79.2
431.7
682.5
2009/10
137.5
0.0
652.5
790.0
2010/11
93.5
4.0
890.7
988.2
MIG = Municipal Infrastructure Grant
BICL= Bulk Infrastructure Contribution Levy
EFF = External Financing Fund
F.9.1.2.4
Sources of capital income: sanitation (R Million)
See F.9.1.2.3
F.9.1.3
Strategic gap analysis (capital funds)
For explanation from SFFWS GOTO Ex24
Obtaining sufficient capital for the infrastructure programme is a challenge. A
reliable and steadily improving income stream is required.
F.9.1.4
Implementation strategies (capital funds)
The following strategies, in addition to the corporate strategies mentioned
under F.9, have been developed to ensure that there is sufficient capital to
meet the infrastructure challenges. They are:
 Optimisation of Grant funding.
 Increase of the CRR via gains made through interventions.
 Finding sustainable / affordable level of EFF funding via MTREF
modelling.
F.9.2
Operating cost and income
F.9.2.1
Situation assessment (operating costs and income)
The historical operating costs broken down into categories as reported
through the SAP system are:
2003/04
R mil
2004/05
R mil
2005/06
R mil
2006/07
R mil
Salaries Wages and Allowances
304.36
314.31
343.94
348.21
General Expenses - Other
190.14
182.00
234.30
251.58
Bulk Purchases
119.15
165.92
218.59
249.71
44.58
51.62
58.75
67.88
0.00
0.00
0.00
0.00
197.75
128.56
165.51
324.86
Contract Services
Grants and Subsidies
Bad Debts / Working Capital
Reserve
236
City of Cape Town WSDP 2008/09 to 2012/13
2003/04
R mil
2004/05
R mil
2005/06
R mil
2006/07
R mil
Repairs and Maintenance
(primary)
64.86
68.21
89.17
77.06
Repairs and Maintenance
(secondary)
77.89
124.97
137.13
116.20
0.00
114.28
125.28
129.47
110.91
129.22
122.88
110.40
3.82
148.64
190.08
147.41
43.02
42.75
44.48
48.24
664.51
645.58
687.02
735.11
8.78
9.78
10.60
11.82
Internal Contribution Expenditure
119.88
119.88
90.00
92.04
Activity Based Costs
-74.59
-99.18
-108.07
-92.30
60.25
117.63
100.38
134.36
1,935.29
2,264.15
2,510.04
2,752.06
Depreciation
Interest Internal Borrowings
Transfers to&from Reserves/Appr
Acct
Internal Utilities Expenditure
Bulk Charges Expenditure
Insurance Departmental
Expenditure
Corporate Support Services
Water and Sanitation Totals
The nominal and real increases in the previous budgeted expenditure were as
follows:
Nominal Increases
2003/04
to
2004/05
17.0%
2004/05
to
2005/06
10.9%
2005/06
to
2006/07
9.6%
6.0%
6.0%
6.0%
11.0%
4.9%
3.6%
Inflation
Real Increase
F.9.2.1.1
Operating costs: water
See F.9.2.1
F.9.2.1.2
Operating costs: sanitation
See F.9.2.1
F.9.2.1.3
Operating income: subsidies
The Equitable share stands at R178.9 million for 2007/08 increasing at 5%
per annum for the next 5 years.
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City of Cape Town WSDP 2008/09 to 2012/13
F.9.2.1.4
Operating income: tariffs
For explanation from the Preparation Guidline GOTO Ex25.
Revised Water and Sanitation Tariff Policies are approved every year. For the
2007/08 policies GOTO 9.6.
F.9.2.2
Future trends and goals (operating cost and income)
F.9.2.2.1
Operating costs: water
The City is expected to grow at 1.5% per annum for the next 5 years with
inflation at 6.5%. While water demand has historically grown at between 3
and 4% per annum, Water and Sanitation Services is planning on the low
water demand curve of 2% pa increase by continuing to implement the
WC&DM Strategy. The purchase of bulk water is therefore expected to
increase by inflation plus 2%.
Costs in specific areas as highlighted under F.9.2.3 are expected to increase
above 6.5% (inflation and city growth) due to current shortages and backlogs.
The drive to reduce non-payment and bad debt will result in the reduction of
the bad debt provision over time.
The three year operating budget from 2008/09 onwards with 2006/07 and
2007/08 for water and sanitation broken and down into categories as reported
through the SAP system are given in the table below:
ITEM
Salaries, Wages and Allowance
Employee Related Costs - Social Contribution
General Expenses
Contracted Services
Repairs and Maintenance (Primary)
Bad Debts Provision / Working Capital Reserve
Collection Costs
Bulk Purchases - Electricity
Bulk Purchases - Water
Bulk Purchases - Water Research Levy
Indigent Relief
Grants & Subsidies Paid
Interest on External Loans
Depreciation
Transfer to / from Future Depreciation Fund
Transfer to / from CRR
Housing Funds
FDR :Transfer Capital Receipts
Operating G & D - Projects
Internal Utilities Expenditure
Bulk Charges
Insurance Departmental Premiums: Assets Based
Insurance Departmental Premiums: Remuneration Based
Interest Paid Internal loans
Trading Contribution to Rates
Activity Based Costing - Operating Account
Activity Based Costing - Recharges
Repairs & Maintenance (Sec)
238
2006/07
R mil
264
58
248
69
86
437
0
0
163
8
0
0
0
127
-36
15
1
148
0
21
782
11
2
117
90
-57
17
71
2007/08
R mil
431
61
274
107
104
263
0
0
259
12
0
0
0
158
-42
200
1
125
13
55
865
11
4
123
0
-139
10
159
2008/09
R mil
543
81
309
91
126
256
0
0
264
13
0
0
0
190
-63
91
1
172
15
61
942
11
5
142
0
-130
13
146
2009/10
R mil
592
88
341
97
138
284
0
0
295
14
0
0
0
199
-66
206
1
138
23
65
1,003
12
5
60
0
-138
14
155
2010/11
R mil
646
96
365
103
152
234
0
0
329
16
0
0
0
215
-71
100
1
94
23
69
1,068
13
5
296
0
-147
15
165
City of Cape Town WSDP 2008/09 to 2012/13
ITEM
Operating Grants and Donations - Projects (Sec)
Activity Based Costing - Capital Account
Support Services
Total Operating Expenditure
% Increase in operating budget
F.9.2.2.2
2006/07
0
-10
106
2,739
2007/08
0
-14
147
3,189
16.4%
2008/09
0
-17
218
3,480
9.1%
2009/10
0
-18
232
3,741
7.5%
Operating costs: sanitation
For trends on operating costs for sanitation refer to F.9.2.2.1 above.
F.9.2.2.3
Operating income: subsidies
The Equitable Share is projected to increase by inflation each year.
F.9.2.2.4
Operating income : tariff
The income from tariffs will be monitored over time to assess whether there is
a need to change the tariff policies or structure.
F.9.2.3
Strategic gap analysis (operating cost and income)
On the expenditure budget there is insufficient budget provision in a number
of areas which is impacting the effectiveness of the service. These are:



Staff
Maintenance of infrastructure
Replacement of infrastructure
There are cost pressures coming from the internal support services.
Other gaps are:
 The capacity of the operating budget to cater for the backlogs in
infrastructure maintenance and the operating impact of replacement and
infrastructure development as a result of the growth in the city.
 Achieving acceptable levels of bad debts.
F.9.2.4
Implementation strategic (operating cost and income)
In order to close the gaps the following strategies will be implemented:
 Increase operating expenditure in key areas over 3 years in the following
areas:
Item
Salaries, Wages and Allowance
Repairs and Maintenance (Primary)
Depreciation
Transfer to / from Future Depreciation Fund
Operating G & D – Projects
Interest Paid Internal loans
Activity Based Costing – Recharges
Activity Based Costing - Capital Account
Support Services
239
Increase pa
14.4%
13.3%
10.9%
19.3%
20.4%
33.9%
11.9%
12.1%
19.1%
2010/11
0
-19
248
4,015
7.3%
City of Cape Town WSDP 2008/09 to 2012/13

Increased Expenditure need to be addressed via Increased Revenue.
Affordable / Sustainable tariff levels to be obtained via MTREF

Ensure payment of current accounts. Utilisation of R30 to assist indigent
households with specific reference to water and sanitation.
Implementation of water demand management devices to assist indigent
households with water usage. Increase in capacity of water restriction
teams. Very reasonable terms to pay outstanding debt. More focused
approach current payments and top debtors.
F.9.3
Tariff and charges
F.9.3.1
Situation assessment (tariff and charges)
The historical average tariff for water and sanitation/sewerage is:
2003/04
Average tariff (water &
sanitation)
Increase
Restrictions
2004/05
2005/06
2006/07
5.47
6.56
6.71
7.22
No restrictions
19.9%
0% & 20%
restrictions
2.2%
20% & 10%
restrictions
7.7%
10%
restrictions
The increase from 2003/04 to 2004/05 was high due to the imposition of 20%
restrictions while the subsequent year’s increase was low due to the reduction
of the restrictions to 10%.
During the same period the income from user charges increased on the
budget (refer to section F.9.6.1) by:
F.9.3.1.1
2004/05
2005/06
2006/07
8.8%
8.7%
7.1%
Fixed charges: residential (per month) for water
There are no fixed charges for water.
F.9.3.1.2
Fixed charges: residential (per month) for sanitation
There are no fixed charges.
240
City of Cape Town WSDP 2008/09 to 2012/13
F.9.3.1.3
Volume charges or other charge mechanisms: residential sanitation
2004 /
2005
2005
/2006
2006/
2007
2007/
2008**
0 – 4.2
0
0
0
0
+4.2 – 8.4
R1.52
R 1.60
R 1.68
R3.78
Domestic Full- Single residential
properties. 70% of water
consumption to a maximum of 28 Kl
(pre 2006/07) and 35 (from 2007/08)
of sewerage per month
+8.4 – 14.0
R8.04
+8.4 – 28
R3.70
R 3.90
R 4.10
+14.0 – 28
R8.79
+28.0 - 35
R9.23
Domestic Cluster - Bulk metered
flats, cluster developments. Including
sectional and single title units.
90% of Water Consumption (* see
note)
R3.65
R 3.85
R 4.04
R9.10
An allowance of 4.2 kl per unit per
month will be made available at zero
cost upon submission of a signed
affidavit stating the number of units
supplied
from
that
metered
connection.
**Note that the fixed charge was dropped from 2007/08. The sewerage tariff
became fully volumetric.
F.9.3.1.4
Block tariffs: residential (R/k) for water
Block
Domestic Full
0-6
2004/
2005
0
Water
that
is
used
predominantly for domestic
purposes and supplied to
single residential properties.
+6-12
R2.26
+6-12
R 2.39
R 2.56
R3.05
+12 – 20
R4.82
+12 – 20
R 5.10
R 5.46
R6.50
+20 – 40
R7.12
+20 – 40
R 7.55
R 8.08
R9.63
+40 – 60
R8.80
+40 – 50
R 9.33
R 9.98
R11.90
+60
R11.61
+50
R 12.31
R 13.17
R15.17
241
Block
0-6
2005/
2006
0
2006/
2007
0
2007/
2008
0
City of Cape Town WSDP 2008/09 to 2012/13
Block
Domestic Cluster – Bulk
metered
flats,
cluster
developments
including
single title and sectional title
units. An allowance of 6 Kl
per unit per month at zero
cost upon submission of
affidavits stating the number
of units.
2004/
2005
R4.82
Block
F.9.3.2
Future trends and goals (tariff and charges)
F.9.3.2.1
Fixed charges: residential (per month) for water
2005/
2006
R 5.11
2006/
2007
R 5.47
There are no plans to introduce fixed charges for water.
F.9.3.2.2
Fixed charges: residential (per month) for sanitation
The fixed charge for sanitation will be discontinued from 2007/08 onwards.
F.9.3.2.3
Volume charges or other charge mechanisms: residential sanitation
There are no plans to change the blocks in the sewerage tariff.
F.9.3.2.4
Block tariffs: residential (R/k) for water
There are no plans to change the blocks in the water tariff. The successful
implementation of the WC & DM Strategy may necessitate a revision to the
tariffs in the lower blocks.
F.9.3.3
Strategic analysis (tariff and charges)
For explanation from the Preparation Guideline GOTO Ex26.
The tariffs are modelled every year and changes in consumption patterns are
factored into the annual adjustments.
Increasing expenditure will require increasing tariffs
Reduction in water demand due to water demand management strategy may
affect income received.
Increasing expenditure will require
increasing tariffs
Reduction in water demand due to
water demand management strategy
may affect income received.
No gap. Strategy is in place
Request to increase the tariffs in line with MTREF
modelling to meet increasing requirements.
Monitor reduction in consumption and income and adjust
tariffs accordingly
Free basic water is provided to all. In addition Indigent
households receive a credit of R30 pm on their water
account. This enables them to use 10.62 Kl of water and
dispose of 7.43 Kl of sewer for free. In addition, in order
to reduce indigent households' water consumption, there
is a program to repair plumbing leaks and install water
management devices.
242
2007/
2008
R6.95
City of Cape Town WSDP 2008/09 to 2012/13
F.9.3.4
Implementation strategies (tariff and charges)
Implementation Strategies are outlined below:

Request to increase the tariffs in line with MTREF modelling to meet
increasing requirements.

Monitor reduction in consumption and income and adjust tariffs accordingly
The proposed domestic tariffs for water for 2008/09 are:
TARIFFS FOR 2007/08
Domestic Full
0-6
0
PROPOSED
TARIFFS
PER KL
VAT EXCLUSIVE
2008 / 2009
0-6
0
Water
that
is
used
predominantly for domestic
purposes and supplied to
single residential properties.
+6-12
R 3.05
+6-12
R 3.33
+12 – 20
R 6.50
+12 – 20
R 7.10
+20 – 40
R 9.63
+20 – 40
R 10.52
+40 – 50
R 11.90
+40 – 50
R 12.99
+50
R 15.70
+50
R 17.14
R6.52
R 6.52
R 7.12
Domestic Cluster – Bulk metered flats,
cluster developments including single
title and sectional title units. An
allowance of 6 Kl per unit per month at
zero cost upon submission of affidavits
stating the number of units.
For the tariffs for 0%, 20% and 30% restrictions GOTO 9.7.
The proposed domestic tariffs for sanitation for 2007/08 are:
VOLUMETRIC TARIFFS
Domestic
FullSingle
residential properties. 70%
of water consumption to a
maximum of 28 Kl of
sewerage per month (70% of
40 Kl of water equals 28 Kl
of sewerage)
TARIFFS
2006 / 2007
PROPOSED
TARIFFS
2007 / 2008
0 – 4.2
0
0 – 4.2
0
+4.2 – 8.4
R 3.78
+4.2 – 8.4
R 3.78
+8.4 – 14
R 8.04
+8.4 – 14
R 8.04
+14 – 28
R8.79
+14 – 28
R8.79
+28 - 35
R9.23
+28 - 35
R9.23
243
City of Cape Town WSDP 2008/09 to 2012/13
VOLUMETRIC TARIFFS
TARIFFS
2006 / 2007
PROPOSED
TARIFFS
2007 / 2008
R9.10
R 9.65
Domestic Cluster - Bulk
metered
flats,
cluster
developments.
Including
sectional and single title
units.
90% of Water Consumption
(* see note)
An allowance of 4.2 kl per
unit per month will be made
available at zero cost upon
submission of a signed
affidavit stating the number
of units supplied from that
metered connection.
* Important Note: The Director of Water and Sanitation may adjust the percentages as
appropriate to the consumer. This is not applicable to the domestic full category.
For the tariffs for 0%, 20% and 30% restrictions GOTO 9.7.
There will be ongoing analysis of the changing water consumption and
wastewater discharge patterns to ensure that income will be sufficient.
In order to ensure that Water and Sanitation Services is able to meet the
infrastructure and other challenges above inflation increases in the average
tariff will be required as shown in the table below:
Average Tariff (water and
sanitation)
Average Tariff (water)
Average Tariff (sanitation)
Average Tariff (water and
sanitation) increase
2006/07
7.22
2007/08
7.61
2008/09
8.53
2009/10
9.25
2010/11
10.01
4.70
3.60
4.82
3.99
5.4%
5.45
4.40
12.1%
5.97
4.69
8.4%
6.53
4.97
8.2%
Over the period income from user charges are projected to increase in
accordance with the table below:
2007/08
4.6%
12.8%
Service Charges (water)
Service Charges (sanitation)
244
2008/09
15.3%
12.7%
2009/10
11.7%
8.5%
2010/11
11.5%
8.3%
City of Cape Town WSDP 2008/09 to 2012/13
This assumes a city growth of 2.0% per annum, a 2% annual increase in
water demand (low water demand curve), an inflation rate of 6.5% and that
the 10% restriction will continue for the next 5 years.
The reduction in revenue demand as a result of the WC&DM Strategy will
result in higher increases in the average tariff although not a high average
cost to the consumer. In other words the projected income from the user
charges will remain the same but because of the lower water consumption
the average tariff will increase.
Based on a 0% annual increase in water demand the increases in the
average tariff are as illustrated below:
2006/07
2007/08
2008/09
2009/10
2010/11
7.22
4.70
3.60
7.77
4.92
4.07
8.88
5.67
4.58
9.82
6.34
4.97
10.83
7.06
5.38
7.5%
14.3%
10.5%
10.4%
Average Tariff (water and
sanitation)
Average Tariff (water)
Average Tariff (sanitation)
Average Tariff (water and
sanitation) increase
F.9.4
Free basic water
F.9.4.1
Situation assessment (free basic)
F.9.4.1.1
Subsidy targeting approach for free basic water
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.
This subsidy would be ineffective without the ongoing Integrated Leaks
Repair and Fixit Projects aimed at repairing leaks, reducing consumption,
reducing monthly bills and eliminating arrears of properties occupied by
Indigent households. Refer to the Water Conservation and Demand
Management Strategy.
F.9.4.1.2
Subsidy targeting approach for free basic sanitation
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.
The net result is that at 2008/09 tariffs an Indigent household can consume
10.29 kilolitres per month of water (with sewerage disposal assumed to be
70% of water consumption) without attracting any charges.
F.9.4.2
Future trends and goals (free basic)
F.9.4.2.1
Subsidy targeting approach for free basic water
No changes to the existing structure are planned. The approach of free basic
water to all may need to be revised in future.
245
City of Cape Town WSDP 2008/09 to 2012/13
F.9.4.2.2
Subsidy targeting approach for free basic sanitation
No changes to the existing structure are planned. The approach of free basic
sanitation to all may need to be revised in future.
F.9.4.3
Strategic gap analysis (free basic)
For explanation from the Preparation Guideline GOTO Ex27.
While the tariff structure is aligned to the needs of the Indigent and a
significant number of leak repairs have been done, leaking plumbing
continues to result in higher water consumption and sewerage disposal and
therefore higher and unaffordable charges.
F.9.4.4
Implementation strategies
The Integrated Water Leaks Repair and the Fixit Projects are addressing the
high water consumption and sewerage disposal (refer to Water conservation
and Demand Management).
The Indigent Grant on top of free basic services will be monitored over time
and changes made should it be necessary.
F.9.5
Charges and block tariffs: Industrial and Commercial
F.9.5.1
Situation assessment (charges and block tariffs)
Water
2004/05
2005/06
2006/07
R 5.14
R 5.45
R5.83
/
R4.54
R 4.81
R 5.15
Provincial
R4.88
R 5.17
R 5.53
Municipal – Departmental use
R4.54
R 4.81
R 5.15
Miscellaneous – All consumers who do not fall
within the above categories.
R4.88
R 5.17
R 5.53
Miscellaneous External - All consumers
supplied outside the City of Cape Town.
R5.83
R 6.18
R6.61
Bulk Tariff - Exclusive of the Water Research
Commission Levy
R1.77
R 1.98
R 2.21
Commercial – Water supplied to premises
predominantly of a commercial nature
Industrial - Water which is used in
manufacturing, generating electricity, land-based
transport, construction or any related purpose.
Schools / Sport – Any educational activity
sporting body
Government
Departments
-
National
and
Only for Bulk Supply to other Municipalities and
for cost recovery from Water and Sanitation
Services Reticulation of the City of Cape Town
246
City of Cape Town WSDP 2008/09 to 2012/13
Wastewater
Industrial and Commercial - Schools,
hospitals, Government: National / Provincial and
any other – 95% of water consumption (* see
note)
Departmental - 95% of water (* see note)
consumption excluding facilities not connected to
the sewer system
F.9.5.1.1
2004 / 05
2005 /06
R2.27
R 2.39
R 2.20
2006/07
R2.51
R 2.31
R2.09
Fixed charges and block tariffs: industrial for water (per month)
There are no blocks in the tariff or fixed charges for water supplied to
industrial properties.
F.9.5.1.2
Fixed charges and block tariffs: industrial for wastewater (per month)
There are no blocks in the tariff but there is a fixed charge for wastewater
removed from industrial properties.
F.9.5.1.3
Fixed charges and block tariffs: commercial for water (per k)
As for Industrial.
F.9.5.1.4
Fixed charges and block tariffs : commercial for wastewater (per month)
As for Industrial.
F.9.5.1.5
Fixed charges and block tariffs: other for water
The other tariffs for water are:
School / Sports
Government
Municipal
Miscellaneous
Miscellaneous external
Bulk Tariff
Water is charged at a one rate per Kl. There are no fixed charges.
F.9.5.1.6
Fixed charges and block tariffs: other for wastewater
Wastewater is charged at one rate per Kl discharged. The volume discharged
is assumed to be 95% of the water consumed. The Director: Water and
Sanitation can adjust the percentage based on measurements taken.
There is a fixed charge for wastewater removed from “government and other”
properties. The fixed charge is based on the value of the property and is
charged on a “cents in the Rand” basis. The current (2006/07) cents in the
rand is 0.2008.
247
City of Cape Town WSDP 2008/09 to 2012/13
F.9.5.2
Future trends and goals (charges and block tariffs)
F.9.5.2.1
Fixed charges and block tariffs : industrial for water
No changes to the structure are planned for the future. Above inflation
increased can be expected in line with the average tariff.
F.9.5.2.2
Fixed charges and block tariffs: industrial for wastewater
The fixed charge based on the cents in the rand will be dropped from 1 July
2007. Above inflation increases for tariffs can be expected in line with the
average tariff increases.
F.9.5.2.3
Fixed charges and block tariffs: commercial for water
No changes to the structure are planned for the future. Above inflation
increased can be expected in line with the average tariff.
F.9.5.2.4
Fixed charges and block tariffs: commercial for wastewater
The fixed charge based on the cents in the rand will be dropped from 1 July
2007. Above inflation increases for tariffs can be expected in line with the
average tariff.
F.9.5.2.5
Fixed charges and block tariffs: other for water
No changes to the structure are planned for the future. Above inflation
increased can be expected in line with the average tariff.
F.9.5.2.6
Fixed charges and block tariffs: other for sanitation
The fixed charge based on the cents in the rand will be dropped from 1 July
2007. Above inflation increases for tariffs can be expected in line with the
average tariff.
F.9.5.3
Strategic gap analysis (charges and blocks tariffs)
The current tariff modelling uses the historical water demand in the various
categories in order to ensure that there is sufficient income. The successful
implementation of WC & WDM Strategy will necessitate a revision of the
tariffs.
The tariffs are modelled every year and changes in consumption patterns are
factored into the annual adjustments.
F.9.5.4
Implementation strategies (charges and block tariffs)
The average tariff for water and sanitation are projected to increase by above
inflation annually.
The proposed sanitation tariffs for Industrial, Commercial and departmental
for 2007/08 are:
248
City of Cape Town WSDP 2008/09 to 2012/13
CURRENT
TARIFFS
2007 / 2008
R 6.95
PROPOSED
TARIFFS
PER
KL
2008 / 2009
VAT EXC
R 7.59
Schools / Sport – Any educational
activity / sporting body
R 6.14
R 6.70
Government
Departments
R 6.59
R 7.20
Municipal – Departmental use
R 6.14
R 6.70
Miscellaneous – All consumers who do
not fall within the above categories.
R 6.59
R 7.20
Miscellaneous External - All consumers
supplied outside the City of Cape Town.
R 7.88
R 8.60
Bulk Tariff - Exclusive of the Water
Research Commission Levy
R 2.37
R 2.59
Commercial – Water supplied to
premises predominantly of a commercial
nature
Industrial - Water which is used in
manufacturing, generating electricity,
land-based transport, construction or any
related purpose.
- National and Provincial
Only for Bulk Supply to other
Municipalities and for cost recovery from
Water Services Reticulation of the City of
Cape Town
For the tariffs for 0%, 20% and 30% restrictions GOTO 9.7.
The proposed sanitation tariffs for Industrial, Commercial and departmental
for 2007/08 are:
VOLUMETRIC TARIFFS
TARIFFS
2007 / 2008
PROPOSED
TARIFFS
2008 / 2009
Industrial and Commercial - Schools,
hospitals,
Government: National /
Provincial and any other – 95% of water
consumption (* see note)
R 5.65
R 5.99
Departmental - 95% of water (* see
note) consumption excluding facilities not
connected to the sewer system
R 5.20
R 5.51
* Important Note: The Director of Water and Sanitation may adjust the percentages as
appropriate to the consumer. This is not applicable to the domestic full category.
For the tariffs for 0%, 20% and 30% restrictions GOTO 9.7.
249
City of Cape Town WSDP 2008/09 to 2012/13
F.9.6
Income and sales
F.9.6.1
Situation assessment (income and sales)
The historical budgeted income for water and sanitation broken down into the
categories as reported on SAP is given below:
2003/04
R mil
-1,276
User Charges for Services
Service charges - water revenue
from tariff billings
Service charges - sanitation
revenue from tariff billings
Service charges - other
Rental of facilities and equipment
Interest earned - outstanding
debtors
Operating Grants and Subsidies
Capital, Grants and Donations
Grants & Subsidies (Conditional)
Gain on disposal of property plant
and equipment
Other Income
Internal Contributions
Internal Utilities Revenue
Bulk Charges Revenue
Accumulative Surplus
TOTAL
Annual Increase
2004/05
R mil
-1,388
2005/06
R mil
-1,508
2006/07
R mil
-1,052
-564
-1
0
0
-72
0
-52
-72
-101
-162
-31
0
-141
-148
0
-1
-2
0
-4
0
-8
-34
-709
124
-1,935
-699
0
-2,264
17.0%
-744
-2
-2,510
10.9%
-17
-34
-74
-782
-14
-2,859
13.9%
Since GAMAP was introduced all municipalities have to budget for expected
income and therefore add a provision for bad debt into the budget. A deficit
would only then occur if the sales volumes were less than originally projected.
F.9.6.1.1
Total income (and non-payment) and expenditure: water (R)
Water and Sanitation income is combined under F.9.6.1
F.9.6.1.2
Total income (and non-payment) and expenditure: sanitation (R)
Water and Sanitation income is combined under F.9.6.1
F.9.6.1.3
Sales arrangements
The billing system is integrated with the SAP computer software. The Water
and Sanitation bill is sent monthly with the rates and other services accounts.
The City is divided into 20 billing areas / meter reading areas. Bills are sent
out daily in order to cover the whole city in one month.
Payment for municipal accounts can be easily made at any municipal office,
through third party payments (supermarkets etc) and electronic funds
transfers (EFTs) or stop orders through banks
When insufficient payment is made by a customer the payment is not
necessarily allocated to water even though payment may have resulted as a
consequence of dis-connection / restricting the water supply.
250
City of Cape Town WSDP 2008/09 to 2012/13
The current credit control policy (GOTO 9.8) was developed during 2007/08.
F.9.6.2
Future trends and goals (income and sales)
F.9.6.2.1
Total income (and non-payment) and expenditure: water
The future trends for water and sanitation income are shown in the table
below:
Service charges - water revenue
from tariff billings
Service charges - sanitation
revenue from tariff billings
Service charges - other
Rental of facilities and equipment
Interest earned - outstanding
debtors
Capital, Grants and Donations
Grants & Subsidies (Conditional)
Gain on disposal of property plant
and equipment
Other Income
Internal Contributions
Internal Utilities Revenue
Bulk Charges Revenue
Accumulative Surplus
Total Operating Revenue
% increase in Revenue
2006/07 2007/08
R mil
R mil
-1,052 -1,101
2008/09
R mil
-1,269
2009/10 2010/11
R mil
R mil
-1,417 -1,580
-564
-637
-718
-778
-843
-31
0
-141
-69
0
-110
-68
0
-110
-73
0
-117
-77
0
-125
-148
0
-1
-125
-13
0
-172
-15
0
-138
-17
0
-94
-19
0
-17
-34
-74
-782
-14
-2,859
-13
-38
-111
-865
-107
-3,189
11.5%
-13
-42
-106
-942
-26
-3,480
9.1%
-14
-45
-113
-1,003
-26
-3,741
7.5%
-14
-48
-120
-1,068
-26
-4,015
7.3%
This assumes a city growth of 1.5% per annum, a 2% annual increase in
water demand (low water demand curve), an inflation rate of 6.5% and that
the 10% restriction will continue for the foreseeable future.
F.9.6.2.2
Total income (and non-payment) and expenditure: sanitation
Refer to F.9.6.2.1.
F.9.6.2.3
Sales arrangements
The Credit Control and Debt Management Policy (GOTO 9.8) was updated
during the 2007/08 Financial Year.
The City has plans to set up a customer internet portal on SAP.
F.9.6.3
Strategic gap analysis (income and sales)
For explanation from the Preparation Guideline GOTO Ex28.
The gaps are:

Many indigent households have huge municipal debt due to previous
or ongoing water leaks on their property that discourages them from
paying the current account.

Capacity for disconnections /restrictions and reconnections
251
City of Cape Town WSDP 2008/09 to 2012/13

F.9.6.4
There is a gap between the number of properties being
disconnected/restricted and those being reconnected.
Implementation strategies (income and sales)

All debt before September 2003 has been written-off. The focus of the
leaks project is to assist such indigent households. These households
are also encouraged to make arrangements (reasonable terms) with
Council on arrears with the focus on getting the current accounts paid.

Internal teams appointed to increase debt management actions. Tender
being approved for further capacity via external contractors.

Programme in place to regularly update these properties and to ensure
inclusion in future debt processes. Programme to standardise the
meters in the long term. Reports are being put in place to identify
tampered meters and take corrective action.
F.9.7
Metering and Billing Urban
F.9.7.1
Situation and assessment (metering and
F.9.7.1.1
Metering and billing: urban
Meter Verification and Meter Accuracy
The CCT is committed to ensure through its accredited Meter Verification
Laboratory that each metered customer has the right and recourse to
challenge the accuracy of its meter through a process as provided for in
terms of the Trade Metrology Act and the SABS 1529-1:2003.
Meter Management and Billing
The CCT is committed to reading and billing all consumers monthly and has
provided a line of communication for customers to lodge any queries in
respect of their accounts through the Corporate Call Centre. Water and
Sanitation Services deal with the management of the water meter, its
accuracy and the preparation of the customers account before invoicing by
the Corporate Finance Department.
Meter Reading
The CCT currently reads approximately 84% of the 642 456 water meters
monthly, while the rest are estimated. There are major advantages to the
customer in a read versus an estimated meter reading, among these paying
for actual usage and greater confidence in the account figure. Continual
estimating also results in reduced income for the service as the high
consumption in summer months is smoothed by the lower winter
consumption.
There are currently approximately 20,000 (22,000 reported in 2007/08
WSDP) meters that have been repeatedly estimated for over a year due to
meters not being accessible.
252
City of Cape Town WSDP 2008/09 to 2012/13
Consolidated monthly statistics on the following have been collected through
the District Managers’ Operational report since June 2006:






Meters installed
Meters replaced
Meters relocated / refixed
Meters stolen
Meter connections removed
Leaking meters repaired
Historical data will therefore be available from 2006/07. For an example of the
District Managers’ Operational Report GOTO 9.9.
F.9.7.1.2
Metering and billing: rural
Refer to F.9.7.1.1
F.9.7.2
Future trends and goals (metering and billing)
F.9.7.2.1
Metering and billing: urban
Water and Sanitation Services has set a target to reduce the number of
estimated readings to 10% by 2012 and to progressively eliminate estimating
of those meters that have been estimated for over a year.
It has also set a goal to reduce the number of meters being repeatedly
estimated to zero by 2012.
F.9.7.2.2
Metering and billing: rural
Refer to F.9.7.2.2
F.9.7.3
Strategic gap analysis (metering and billing)
There are a number of issues that need to be addressed:
F.9.7.4

Estimated readings of meters above acceptable norm.

Inaccurate readings of a number of meters.

Outdated data on SAP from legacy systems.

The existence of Unbilled Areas

There is often a delay in loading the meters of new developments onto
SAP. This results in customers not receiving a bill for some time and
when they do they are not affordable. This is particularly prevalent in
state housing schemes.
Implementation and strategies (metering and billing)

Increase of capacity via updated tenders for meter reading contract.
Specific focus of problematic meters, e.g. covered by building rubble.
Program to systematically move meters to the outside of the properties

Programme in place to identify zero consumption meters as well as
"inaccurate (low) reads" as part of meter replacement programme.
253
City of Cape Town WSDP 2008/09 to 2012/13

Set up a program to clean up customer data

Incorporate the loading of meters into the process and ensure that
Developer is billed in the interim period.
254
City of Cape Town WSDP 2008/09 to 2012/13
F.10
LIST OF PROJECTS
F.10.1
Annual, WSA Sustainability and IDP Project Lists
For explanation from the Preparation Guideline GOTO Ex29
The project list as provided from the SAP system is given in the table below:
(Source: Water 2008/09 Capital Budget as at 18 September 2007).
This is a comprehensive list of Projects which includes the sustainability list.
The table lists the total cost of each project as well as the funding source. All
the projects are for inclusion in the IDP.
The infrastructure projects are listed in group in accordance with their
investment reason i.e. new asset, enhancement asset and replacement of
asset. Support Services projects are grouped together.
255
City of Cape Town WSDP 2008/09 to 2012/13
WBS Element
Description
Functional Area
CGD 2008/09
CGD 2009/10
CGD 2010/11
EFF 2008/09
EFF 2009/10
EFF 2010/11
BICL 2008/09
BICL 2009/10
BICL 2010/11
Total
ENHANCEMENT
Athlone Wastewater
Treatment Works
Wastewater
Treatment
Melkbos Wastewater
Treatment Works
26,000,000
27,000,000
13,000,000
15,000,000
81,000,000
Wastewater
Treatment
1,000,000
20,000,000
50,000,000
71,000,000
Infrastructure
Replacement
Bulk Water
12,388,000
10,240,500
17,014,500
39,643,000
Scottsdene WWTWMIG
Wastewater
Treatment
Cape Flats Wastewater
Treatment Works
Wastewater
Treatment
Informal Settlements :
Sanitation
Informal Settlements
Sewer Network
Emergencies
2,000,000
0
13,000,000
0
0
24,000,000
39,000,000
9,000,000
7,000,000
20,000,000
36,000,000
3,000,000
0
0
26,000,000
Reticulation
5,000,000
7,000,000
7,000,000
19,000,000
Borcherds Quarry WTW
Wastewater
Treatment
2,000,000
10,500,000
5,000,000
17,500,000
Potsdam Wastewater
Treatment
Wastewater
Treatment
16,000,000
0
0
16,000,000
Monwabisi Pumpstation
Reticulation
Upgrade Wood Rd /
Belgravia Sewer
Reticulation
Wallacedene New
Sewer Upgrade
Reticulation
1,650,000
2,000,000
0
Pich Fibre Replacement
- M/Plain
Reticulation
2,000,000
0
0
Rehab of Sewer
Network (Citywide)
3,000,000
8,000,000
10,000,000
0
10,000,000
0
8,000,000
2,000,000
2,000,000
2,000,000
6,000,000
3,650,000
1,000,000
0
0
3,000,000
Reticulation
1,000,000
1,000,000
1,000,000
3,000,000
Pump Station Rehab (
Citywide)
Reticulation
1,000,000
500,000
500,000
2,000,000
Remove midblock water
network-Bishop Lav
Reticulation
2,000,000
0
0
2,000,000
Reticulation
1,200,000
0
0
1,200,000
0
500,000
500,000
1,000,000
263,000
279,500
307,500
850,000
Bridgetown Sewer Pump
station
Informal Settlements
Water Incremental
Upgrade
Extension of Bulk
Pipeline
Informal Settlements
Bulk Water
256
City of Cape Town WSDP 2008/09 to 2012/13
WBS Element
Description
Functional Area
CGD 2008/09
CGD 2009/10
CGD 2010/11
EFF 2008/09
EFF 2009/10
EFF 2010/11
BICL 2008/09
BICL 2009/10
BICL 2010/11
Total
NEW
Development of
Additional Infrastructure
Bulk Water
17,800,000
122,500,000
385,000,000
525,300,000
Cape Flats Collector
Sewer
Reticulation
5,235,000
70,000,000
70,000,000
145,235,000
Bellville Wastewater
Treatment Works
Wastewater
Treatment
7,000,000
10,000,000
40,000,000
122,000,000
40,000,000
40,000,000
40,000,000
120,000,000
37,500,000
54,500,000
0
92,000,000
Northern Area Sewer
Thornton
Fisantekraal WWTWEFF
Fisantekraal Main Sewer
Wesfleur WWTW-EFF
Helderberg / AECI
Macassar system
Water Meters
Fisantekraal WWTWMIG
Main Rd Upgrade
M/Berg to Clovelly
Rehab
Replace Water
Infrastructure
13,000,000
20,000,000
32,000,000
Reticulation
Wastewater
Treatment
Reticulation
Wastewater
Treatment
30,660,547
0
0
0
10,000,000
15,000,000
Reticulation
5,000,000
0
0
Meters
Wastewater
Treatment
14,000,000
15,000,000
15,000,000
44,000,000
14,000,000
26,000,000
0
40,000,000
40,000,000
0
10,000,000
0
0
10,000,000
70,660,547
45,000,000
39,236,170
0
0
44,236,170
Reticulation
24,650,000
7,350,000
0
32,000,000
Reticulation
1,900,000
10,000,000
20,000,000
31,900,000
TMS Aquifer Deep
Borehole
Bulk Water
5,000,000
15,000,000
11,000,000
31,000,000
Potsdam WWTW-MIG
Wastewater
Treatment
Durbanville Collectors
Sewers
Reticulation
1,000,000
6,000,000
18,000,000
25,000,000
Contermans Kloof Water
mains
Reticulation
11,000,000
10,000,000
0
21,000,000
Athlone treated effluent
WDM
10,000,000
5,000,000
5,000,000
20,000,000
Rehabilitation of Sewer
Network (Citywide)
Reticulation
Bellvile North Water
Supply system
Capeflats Treated
Effluent (eastern &
western)
Installation of flowcontrol devices
30,000,000
7,500,000
0
5,000,000
0
30,000,000
5,000,000
Reticulation
17,500,000
8,000,000
8,000,000
0
16,000,000
WDM
0
5,500,000
10,000,000
15,500,000
WDM
5,000,000
5,330,000
5,000,000
15,330,000
257
City of Cape Town WSDP 2008/09 to 2012/13
WBS Element
Description
Functional Area
Pump Station & Rising
Main Du Noon
Reticulation
Pump Stn Rehab (
Citywide)
Reticulation
Replace Sewer
Infrastructure D6
Reticulation
Bellville Treated Effluent
WDM
Somerset West Bus.
Park Main sewer
Reticulation
Bulk Sewer Connection
MIG
Informal Settlements
1,000,000
10,000,000
0
11,000,000
New Water Main MIG
Informal Settlements
1,000,000
10,000,000
0
11,000,000
Protea Heights Water
Sup
Reticulation
7,000,000
3,000,000
0
10,000,000
Water Reticulation
Replacement
Reticulation
0
10,000,000
0
10,000,000
Aandrag Supply System
Reticulation
700,000
700,000
4,000,000
Expansion of WWTW EFF
Wastewater
Treatment
3,000,000
6,000,000
0
9,000,000
Treated Effluent Inf
Upgrade
WDM
2,500,000
2,500,000
2,500,000
7,500,000
Upgrade Water Network
District 6
Reticulation
3,500,000
4,000,000
0
7,500,000
Informal Settlements
Water
Informal Settlements
Mitchells Plain WWTW
Wastewater
Treatment
0
2,000,000
5,000,000
7,000,000
Master Plan Sewer
Upgrade
Reticulation
800,000
1,000,000
5,000,000
6,800,000
Water Upgrades for
Master Plan
Reticulation
800,000
1,000,000
5,000,000
6,800,000
Reticulation
2,000,000
2,000,000
2,000,000
6,000,000
Informal Settlements
1,500,000
2,000,000
2,000,000
5,500,000
0
4,500,000
1,000,000
5,500,000
250,000
0
0
5,050,000
C/Flats II Cleaning of
Pipeline
Incremental Upgrade
Areas - Standpipes MIG
Macassar Treated
Effluent
Informal Settlements :
Sand & Rag Trap
CGD 2008/09
CGD 2009/10
CGD 2010/11
EFF 2008/09
800,000
3,500,000
1,000,000
5,000,000
3,000,000
2,800,000
2,000,000
EFF 2010/11
12,000,000
BICL 2008/09
BICL 2009/10
BICL 2010/11
2,000,000
13,500,000
3,000,000
4,000,000
6,000,000
13,000,000
0
10,000,000
2,500,000
12,500,000
6,450,000
0
5,000,000
11,450,000
3,000,000
0
258
Total
14,800,000
5,000,000
WDM
Informal Settlements
EFF 2009/10
0
0
4,000,000
9,400,000
7,000,000
City of Cape Town WSDP 2008/09 to 2012/13
WBS Element
Description
Functional Area
N2 Gateway Delft
Pressure Management
WDM
Wildevoelvlei WWTW
Wastewater
Treatment
Gugulethu/Nyanga
Sewer Investigation
Reticulation
CGD 2008/09
CGD 2009/10
CGD 2010/11
EFF 2008/09
EFF 2009/10
EFF 2010/11
BICL 2008/09
BICL 2009/10
BICL 2010/11
Total
2,500,000
2,500,000
0
5,000,000
0
0
5,000,000
5,000,000
750,000
500,000
500,000
4,250,000
Bulk Water
1,000,000
1,210,000
1,331,000
3,541,000
Reticulation
1,000,000
1,500,000
1,000,000
3,500,000
Reticulation
1,500,000
1,500,000
0
3,000,000
Install New
Infrastructure D6
Reticulation
1,000,000
2,000,000
0
3,000,000
Macassar Wastewater
Treatment Works
Wastewater
Treatment
0
3,000,000
0
3,000,000
Master Planning -CLF 15
Master Planning
1,000,000
1,000,000
1,000,000
3,000,000
Pitch Fibre Sewer
Replacement
Reticulation
1,500,000
1,500,000
0
3,000,000
Water Infrastructure
Master Planning
Master Planning
1,000,000
1,000,000
1,000,000
3,000,000
Belhar Pressure
Management
WDM
2,500,000
0
0
2,500,000
Langa Advanced
Pressure Management
WDM
0
2,500,000
0
2,500,000
Fish Hoek Outfall Sewer
Reticulation
1,200,000
1,200,000
0
2,400,000
Construction of new
water main Macassar
Reticulation
2,000,000
0
0
2,000,000
Informal settlements
sewer Installations
Informal Settlements
2,000,000
0
0
2,000,000
Reticulation
1,000,000
1,000,000
0
2,000,000
WDM
1,000,000
500,000
500,000
2,000,000
WDM
2,000,000
0
0
2,000,000
Reticulation
1,587,000
0
0
1,587,000
Plant & Equipment
Additional
Small Plant &
Equipment
Blue Route Interceptor
Sewer
Installation of New
Infrastructure
PVR Controllers &
Upgrades
Strandfontein Pressure
Management System
De Gendel Reservior
link
Informal Settlement Proj
- Standpipes - EFF
Informal Settlements
0
0
1,000,000
1,500,000
1,500,000
0
259
1,500,000
City of Cape Town WSDP 2008/09 to 2012/13
WBS Element
Description
Functional Area
CGD 2008/09
CGD 2009/10
CGD 2010/11
EFF 2008/09
EFF 2009/10
EFF 2010/11
BICL 2008/09
BICL 2009/10
BICL 2010/11
Mitchells Plain Pressure
Management
WDM
1,500,000
0
0
1,500,000
Basic Sanitation:
Informal Settlements
Informal Settlements
1,000,000
0
0
1,000,000
Replacement of Plant &
Equipment- BW
Bulk Water
200,000
220,000
242,000
662,000
Wallacedene New
Sewer Upgrade
Reticulation
500,000
0
0
500,000
Servitudes -CLF - 15 Y
Bulk Water
50,000
50,000
50,000
150,000
Replace & Upgr Sew
Netw
Reticulation
16,000,000
16,000,000
16,000,000
48,000,000
Repl&Upgr Sew Pumps
Citywide
Reticulation
15,600,000
15,600,000
16,500,000
47,700,000
Reticulation
13,000,000
16,000,000
18,000,000
47,000,000
Wastewater
Treatment
15,000,000
15,000,000
15,000,000
45,000,000
Wastewater
Treatment
0
8,000,000
10,000,000
18,000,000
Rehab Outfall Sewers
Pentz Sandrift m/qu
Reticulation
8,000,000
8,000,000
0
16,000,000
Rehab of Water Network
(Citywide)
Reticulation
Maitland Sewer at
Valkenberg Rehab
Reticulation
7,000,000
0
0
7,000,000
Rehab Liesbeeck
Interceptor Sewer
Reticulation
500,000
3,000,000
3,000,000
6,500,000
Replace Pitch Fibre
Sewers District 2
Reticulation
2,000,000
0
3,000,000
5,000,000
Ruyterwacht Midblock
Water Pipes
Reticulation
1,000,000
4,000,000
0
5,000,000
Informal Incremental
Areas Upgrade
Informal Settlements
1,500,000
1,500,000
1,500,000
4,500,000
Lansdowne Riversdale
Rd - Sewer Rehab
Reticulation
1,000,000
1,000,000
1,000,000
3,000,000
Retreat Rising Main Rehab
Reticulation
Railway Pumpstation
Upgrade
Reticulation
Total
REPLACEMENT
Replace & Upgrade
Water Network
Infrastructure
Replace/Refurbish WWT
Kraaifontein/Fisantekraa
l
2,500,000
3,000,000
4,000,000
0
7,000,000
13,500,000
0
3,000,000
0
260
2,500,000
0
2,500,000
City of Cape Town WSDP 2008/09 to 2012/13
WBS Element
Description
Functional Area
CGD 2008/09
CGD 2009/10
CGD 2010/11
EFF 2008/09
EFF 2009/10
EFF 2010/11
BICL 2008/09
BICL 2009/10
BICL 2010/11
Rehab Main Rd Green
Point Sewer
Reticulation
750,000
750,000
750,000
2,250,000
Replace Valves District
2
Reticulation
1,000,000
1,000,000
0
2,000,000
Voëlvlei : replace LLPS
P
Bulk Water
1,700,000
15,000
0
1,715,000
Replacement of Langa
Sewer
Reticulation
500,000
0
0
500,000
Infrastructure
Replace/Refurbish
Bulk Water
25,000
0
0
25,000
1,000,000
500,000
500,000
2,000,000
50,000
50,000
0
100,000
2,000,000
2,000,000
1,000,000
5,000,000
Total
SUPPORT SERVICES
TOC Infrastructure
Development
Tech Operational
Centre
Depot Rationalisation for
transformation
EAMS
Furniture & Equipment
Information
Technology
Mobile Generators
Emergencies
EAMS
0
1,000,000
0
1,000,000
Tools & Sundry
Equipment
EAMS
20,000
20,000
0
40,000
Replacement of
Vehicles
EAMS
0
17,500,000
18,000,000
35,500,000
IT Equipment
Replacement
Information
Technology
1,500,000
1,500,000
1,500,000
4,500,000
Replacement of Plant &
Equipment
EAMS
500,000
500,000
0
1,000,000
431,668,000
652,515,000
890,695,000
TOTAL
171,610,547
137,500,000
93,500,000
261
79,236,170
0
4,000,000
2,460,724,717
City of Cape Town WSDP 2008/09 to 2012/13
10.2
Future Trends and Goals
The City has accepted that the upgrade and extension of infrastructure is key to ensuring an efficient, effective and sustainable
Water and Sanitation Service. All the projects necessary to achieve this end are likely to be approved by Council in future years.
10.3
Strategic Gap Analysis
The project list will have to be adjusted to cater for the informal settlement projects.
10.4
Implementation Strategy
The financial strategy is the key strategy that will ensure that the necessary projects are implemented. In implementing the
comprehensive WC&DM Strategy the project list will need to be adjusted. Supply side projects will be re-examined.
262
City of Cape Town WSDP 2008/09 to 2012/13
F.11
Key Performance Indicators
F.11.1
Situation Assessment
The actual performance in the Utility Services Balanced Scorecard for the financial year 2006/07 is given in the table below:
Period: 1 July 2006 to 30 June 2007. For spreadsheet GOTO 11.1
Indicator
% of households with
access to basic levels
of water 1
% of households with
access to basic levels
of sanitation 1
% of households with
access to basic levels
of solid Waste
Removal 1
% of households with
access to basic levels
of Electricity 1
Unit of
Measure
%
%
%
%
Baseline as at 30
June 2006
100%
95%
97%
89%
Annual Target
for 30 June
2007
Strategy/ Programme
100%
Provision of basic water
services in informal
settlements, infrastructure
serving low-cost housing
developments
97%
Provision of basic sanitation
services in informal
settlements, infrastructure
serving low-cost housing
developments
99%
90%
Basic Service Provision
Basic Service Provision
263
Target
Actual
100%
97%
99%
90%
Reasons for Variance
Next Steps
100%
Consistent performance
despite significant
growth in number of
households in informal
settlements.
Maintain & better
management(i.e.,contractor
supervision & contract
Management)
98%
Consistent performance
despite significant
growth in number of
households in informal
settlements.
Maintain & better
management(i.e.,contractor
supervision & contract
Management)
99%
Consistent performance
despite significant
growth in number of
households in informal
settlements.
91%
Additional funding
received from the City
Manager/Mayor
(extraordinary provision)
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
% of households
earning less than
R1100 with access to
basic levels of water 2
% of households
earning less than
R1100 with access to
basic levels of
sanitation 2
No. of Water Taps in
informal settlements
No. of Toilets in
informal settlements
Unit of
Measure
%
%
Number
Number
Baseline as at 30
June 2006
100%
86%
2262 taps
installed
3410 toilets
installed
Annual Target
for 30 June
2007
Strategy/ Programme
100%
Provision of basic water
services in informal
settlements, infrastructure
serving low-cost housing
developments
86%
Provision of basic sanitation
services in informal
settlements, infrastructure
serving low-cost housing
developments
938 taps
installed (Ratio
17.4 : 1)
3490 toilets
installed (Ratio
7.5 : 1)
Provision of basic water
services in informal
settlements
Provision of basic sanitation
services in informal
settlements
264
Target
Actual
Reasons for Variance
Next Steps
100%
Consistent performance
despite significant
growth in number of
households in informal
settlements.
Maintain & better
management(i.e.,contractor
supervision & contract
Management)
93%
Consistent performance
despite significant
growth in number of
households in informal
settlements.
Maintain & better
management(i.e.,contractor
supervision & contract
Management)
12.6 : 1
Consistent water
services provision
despite significant
growth in number of
households in informal
settlements.
Maintain & better
management(i.e.,contractor
supervision & contract
Management)
7.9 : 1
1. Increased density in
most informal
settlements.
2. Political tensions in
certain areas where
toilets were going to be
installed prevented
installation
3. Vandalization of
toilets and problems
with contractors resulted
in increased
maintenance
expenditure.
1. Measures have been put in
place to improve contract
management.
2. Additional human and
financial resources have
been made available. 5-year
budget plan for servicing all
informal settlements must be
sustained.
100%
86%
938 taps
installed (Ratio
17.4 : 1)
3490 toilets
installed (Ratio
7.5 : 1)
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Unit of
Measure
Baseline as at 30
June 2006
Annual Target
for 30 June
2007
Strategy/ Programme
Target
Actual
Reasons for Variance
% implementation of
key infrastructure
projects synchronised
to N2 Gateway
requirements: Delft
Sewer
%
Project 75%
complete
Project 100%
completed
N2 Gateway project (Delft
WWTW)
Project 100%
completed
Completed
On target
Project 12.5%
completed
89% complete
for
commissioning
(provided an
Appeal by a
contractor does
not delay
construction)
% implementation of
key infrastructure
projects synchronised
to N2 Gateway
requirements:
Zandvliet WWTW
extension
% reduction on
unconstrained water
demand curve
through
implementation of
water demand
programme
%
%
27.7%
29%
N2 Gateway project
(Zandvliet WWTW)
Water Demand
Management
265
89% complete
29%
Next Steps
76%
Lower expenditure is
due to late delivery of
stainless steel pipework
by the mechanical
contractor and a
slowdown in progress of
the civil works due to
lack of skilled staff
Civil work contracts to be
completed in August and
mechanical/electrical
equipment installed and
commissioned by November
2007
26%
1. The population and
economic growth; as
well as weather and
consumer's changing
water usage patterns
after the lifting of 20%
restrictions have
impacted on the
achievement of this
indicator.
2. Jan - Feb 2007 was
the hottest months over
the last few years
3. There were Water
Demand Management
interventions to try to
suppress the demand
(includes water losses
and non-revenue water)
with varying success
4. Inadequate funding
received in 2006/2007 to
roll-out WDM
Programmes
Note: The City has
exceeded the DWAF
legal requirement of
20%.
W&S have secured capital of
R21 million in 2007/2008 to
implement hard programmes
eg. PRV's, installation of flow
limiters and re-use of treated
effluent, and to address soft
issues through eg.
awareness campaigns.
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Completion of key
projects to ensure
augmentation of bulk
water resources:
Desalinisation Plant
Unit of
Measure
Milestone
description
Baseline as at 30
June 2006
Feasibility study
completed. MOU
drafted and
commitment to
sign
Annual Target
for 30 June
2007
Formal
Agreement with
V&A Waterfront
signed.
Strategy/ Programme
Water supply
augmentation/
Desalinisation Pilot project
266
Target
Actual
Reasons for Variance
Next Steps
To be
determined
V&A
Waterfront will
no longer
proceed with
the City of
Cape Town
with the Pilot
Project, an
alternative site
will have to be
Identified and
Approved
Pursue other options for
siting
Use one of the identified
sites(Silwerstroom)
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
% completion of key
projects to ensure
augmentation of bulk
water resources:
TMG Aquifer
% completion of key
projects to ensure
augmentation of bulk
water resources: Berg
River Dam
% unaccounted for
water
Unit of
Measure
Baseline as at 30
June 2006
Annual Target
for 30 June
2007
Strategy/ Programme
Target
Actual
Reasons for Variance
Next Steps
48%,
Monitoring
Contract
awarded.
Exploratory
drilling tender
to be readvertised
during 07/08.
Explaratory
drilling will
commence in
the 07/08
financial year.
Start to drill in Dec 07
Ensure Project Performance
90%
On target & Hands on
approach
Consistent engagements with
DWAF & TCTA
19%
System optimisation
across the supply chain
Rigorous approch to all
metering systems
% and
milestone
description
Project 41%
complete.
Completion of
prelimary phase
and
commencement
of exploratory
phase
Project 60%
complete.
Completion of
exploratory
drilling (physical
drilling)
Water supply
augmentation/TMG Aquifer
Project
Project 60%
complete.
Completion of
exploratory
drilling and
evaluation of
results.
% and
milestone
description
Project 63%
complete with
construction
underway
Monitoring at
90% completion
by DWAF to
ensure
commisioning in
2007
Water supply
augmentation/Berg River
Water Project (Bulk water
OPEX)
Berg River Dam
90% complete
17.5%
Bulk Meter verification
project, Universal metering
programme and ongoing
meter (and pipe)
replacement
%
18.9%
267
18%
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Annual Target
for 30 June
2007
Strategy/ Programme
Target
76.0%
Upgrading and expanding
of Wastewater treatment
infrastructure (all plants)
76% compliance
with DWAF's
effluent
standards
81%
Sustained increased
capital funding for
upgrading of the WWTP
together with improved
management systems
32% completion
47% completion
Upgrading and expanding
of Wastewater treatment
and conveyance
infrastructure (all plants) Potsdam WWTW
(completion by 2008)
Project 47%
complete
58%
Better Project
Management
Ensure Project Performance
% and
milestone
description
Tenders of
consultants being
adjudicated
Project depends
on capital
funding.
Present funding
not sufficient to
start project. If
funding
becomes
available then
potentially 5%
Upgrading and expanding
of Wastewater treatment
and conveyance
infrastructure (all plants) Fisantekraal WWTW
(completion by 2008)
Subject to
funding: 5%
Price for land purchase
was lower than
estimated.
Detail design consultant to be
appointed at the end of
August 2007 after the appeal
period
milestone
description
Scoping studies
submitted and
approval obtained
by DEA & DP
Specialist
studies
completed for
submission to
DEADP and
possible ROD
Upgrading and expanding
of Wastewater treatment &
conveyance infrastructure
(all plants) - Melkbos
WWTW completed by
2007)
Specialist
studies
completed for
submission to
DEADP and
possible ROD
Unit of
Measure
% treated wastewater
parametres compliant
with DWAF's effluent
standards for safe
and effective waste
water treatment and
conveyance through
upgrading of WW
Treatment works
%
% completion of key
wastewater treatment
project: Potsdam
WWTW
% and
milestone
description
% completion of key
wastewater treatment
project completion:
Fisantekraal new
works
% completion of key
wastewater treatment
projects: Melkbos
WWTW
Baseline as at 30
June 2006
73.9%
268
Actual
Reasons for Variance
2%
In Progress,
to be
submitted to
DEADP in 3
months time
In Progress, to be
submitted to DEADP in
3 months time
Next Steps
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Unit of
Measure
Baseline as at 30
June 2006
Annual Target
for 30 June
2007
Strategy/ Programme
Target
Actual
Internal customer
Satisfaction
measured in terms of
Likert scale (1-5)
Likert
scale/index
(1-5); Maximise
New
3
Internal customer
Satisfaction Survey
Likert Scale - 3
Caesar
Scullard to
provide
Number
300 (excluding
work opportunities
generated
through Sicoca
iKapa
programme)
710
Align work programme on
both Capital and Operating
budget to achieve corporate
EPWP targets
95% on 12
months rolling
Unable to
report due to
nature of SAP
reports
Completed
Completed
No. of additional jobs
created
% actual collections
against billing
Development and
implementation of a
plan to optimise tariffs
(within CPIX + %) for
water and sanitation
%
87.0%
95.0%
Maximize income against
billing
Review and
update
Tariff optimisation
plan reviewed and
updated for 06/07
in respect of
affordability and
CPIX
Tariff
optimisation
plan reviewed
and updated for
07/08 in respect
of affordability
and CPIX
Tariffs
269
71000%
Garnett to
provide
Reasons for Variance
Next Steps
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Unit of
Measure
Baseline as at 30
June 2006
Annual Target
for 30 June
2007
Strategy/ Programme
Target
% items on GAMAP
Compliant Register
verified
%
0.888
>90%
Asset register
>90%
95% of year to
date
94%
95% - 100% of
year to date
98%
% expenditure on
Capital Budget
%
0.925
>95%
Monthly monitoring of
projects and monthly
tracking of Capital spend
against projected cash flow
% expenditure on
Operating Budget
%
0.996
95% - 100%
Ensure minimal variance on
Operating budget
expenditure to allocation
% expenditure on
operational
maintenance budget
%
0.973
>95%
Maintainance & Upgrades
New
Utilities Asset
Management
Plan and
implementation
framework
developed
Development of a
Utilities Infrastructure
Asset Management
Plan and
Implementation
Framework in
compliance with
MFMA and/or
Corporate Asset
Management Policy:
– Water and
Sanitation
– Electricity
– Solid Waste
Management
Number of SLAs
drawn and monitored
against key service
areas at Directorate
level
Plan and
Implementation
framework
Number
New
3
Asset Management Plan
and Implementation
framework
Business improvement agreements
270
Actual
Reasons for Variance
100%
95%
Utilities Asset
Management
Plan and
implementation
framework
developed
300%
116%
Reformulated as
a Corporate
Scorecard
project (US &
TR&S crosscutting project)
0%
Could not be undertaken
due to re-alignment of
support services and
pending determination of
a model and service
menu to support delivery
Next Steps
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Unit of
Measure
Baseline as at 30
June 2006
Annual Target
for 30 June
2007
City’s input
provided to the
national
legislative
processes
related to waste
management
and waste
minimisation
Strategy/ Programme
Target
Actual
Reasons for Variance
Next Steps
Strategic Planning and ByLaws
Promulgated
and
implemented
Integrated
Waste
Management
By-law,
City’s input
provided to the
national
legislative
processes
related to waste
management
and waste
minimisation
Comments on
National
legislative
processes
related to
waste
management
completed.
IWM By-Laws
in draft.
Internal
consultation
stage
completed.
Change in process by
Speakers' office
(Feb07).
Process also delayed
with considerations for
the NEMA Waste
Management Bill's
promulgation process to
prevent discrepencies
with CoCT SW By-law
Report to Utility services
Portfolio Committee then to
speakers' office prior to
public comment period and
finalization
100%
completion
In progress
Corporate Risk
Management
Framework Plan
outstanding.
Development and
implementation of
administrative and
legal systems and
instruments to
regulate and ensure
waste management
and waste
minimisation
Phases for
development
and
implementation
of administrative
and legal
systems and
instruments
New
Development and
implementation of a
Risk Management
strategy and
implementation plan
to minimise service
disruption 3
% development
and implentation
of plan
New
100%
Strategic Planning/Risk
Register
% implementation of
WSP in line with plan
%
To be determined
at end of 05/06
financial year
80%
Implementation of WSP
Promulgated
and
implemented
Integrated
Waste
Management
By-law
271
80%
Maurietta to
provide
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Unit of
Measure
Baseline as at 30
June 2006
Annual Target
for 30 June
2007
Strategy/ Programme
Target
Actual
% Implementation of
EE Plan in line with
the Corporate
Strategy i.r.o. new
appointments
%
New
>98%
Implementation of EE Plan
>98%
Maurietta to
provide
% compliance to
performance
management policy
(including Lev 4 and
below)
%
System and
procedures
implemented for
IPM Lev 1-3
1
IPM System
272
100%
100%
compliance
with IPM
System.
Compliance
with midyear
review
process i.t.o.
policy.
PM System
extended only
to those staff
members who
have the
performance
clause in
employment
contracts
Reasons for Variance
Next Steps
Conclude 06/07 end of year
assessments
Give input into review of
performance policy, process
and systems
City of Cape Town WSDP 2008/09 to 2012/13
Indicator
Unit of
Measure
% improvement in the
positive emloyee
climate (using staff
Satisfaction Survey,
Likert 1-5 Scale)
(Likert 1-5
Scale)
Baseline as at 30
June 2006
New
Annual Target
for 30 June
2007
3
Strategy/ Programme
Target
Actual
Employee survey
Employee
Survey
conducted
(Likert Scale - 3)
Caesar
Scullard to
provide
Reasons for Variance
Next Steps
1
Legislated NKPI - quarterly reporting to include number of households receiving basic services in addition to percentage
Legislated NKPI - quarterly reporting to include number of households receiving basic services in addition to percentage. Measure subject to the availability of an accurate
estimate of households earning less than R1100
3
Subject to a Corporate Risk Management framework and implementation plan
2
The Director: Water and Sanitation also has its own Scorecard which expands on that of Utility Services in some respects. For
spreadsheet (GOTO 11.2)
For the past 2 years, Water and Sanitation has also been taking part in the National Benchmarking Initiative (NBI) driven by SALGA
and bringing together DWAF, WRC as well as a wide range of Metros, Local Authorities and District Municipalities. The purpose is to
drive a uniform set of indicators into the sector, based on the Basic Key Indicators made mandatory on all Water Service Providers in
DWAF’s Framework, but also including specific indicators relevant to the Metro/Local/District sub-sectors. The process is a true
Benchmarking process in that the results are compared at national conferences once a year, in order for the parties to learn from each
other’s best practices. For spreadsheet (GOTO 11.3).
273
City of Cape Town WSDP 2008/09 to 2012/13
F 11.2 Future targets
The City of Cape Town’s Corporate Scorecard for 2007-2012 in the IDP (GOTO 3.9) contains some Water and Sanitation targets,
falling into the following categories:
2A Universal access to basic service (objectives 2.1)
2.1 Reduce backlogs in line with national objectives for basic services.
2B Conservation of natural resources (Objectives 2.2 – 2.5)
2.2 Develop demand management programmes for water, electricity, waste and transport and reduce attendant pollutants.
2.3 Reduce impact of flooding on community livelihoods and regional economies
2.4 Conserving biodiversity and improving quality living environments through greening, education and access
Safeguard human health, protect natural aquatic environments, and improve and maintain recreational water quality.
2C Effective management of City’s Infrastructure and Resources (Objectives 2.6 – 2.7)
2.5 Large or bulk infrastructure programmes that are essential must receive priority.
2.6 Develop an integrated programme” approach to infrastructure and service planning and budgeting.
274
City of Cape Town WSDP 2008/09 to 2012/13
The targets with adjustments from the previous 2007/08 WSDP for Water and Sanitation are listed in the table below. For the complete
spreadsheet (GOTO 11.4):
Core Objective/Indicator
Baseline
30.6.2007
Target
30.6.2008
Target
30.6.2009
Target
30.6.2010
2A.1 Percentage of
households with access to
basic levels of sanitation
(NKPI)
97.9% 95%
recalculated
wrt updated
City
household
stats and
functional
service points
97.5% 96%
recalculated
wrt updated
City
household
stats and
functional
service points
97,5%
2A.2 Percentage of
households with access to
basic level of water (NKPI)
100%
100%
100%
100%
100%
100%
Quarterly reports
2B.1Volume of water
consumption in the City
308.4 million
kl/a
309.1 million
kl/a
309.6 million
kl/a
309.3
million kl/a
308.8
million kl/a
308.2
million kl/a
Dependant on the WC/WDM
Strategy and associated
budget. Natural growth rate
of 2.7% assumed.
98,5%
Target
30.6.2011
99,5%
Target
30.6.2012
100%
Evidence
Quarterly reports
5-year plan to eradicate.
Based on a total household
count estimate of 883 933
Target based on natural
growth projected total water
treated for June 08 of 316.8
million kl/a
Baseline based on actual
total water treated at June
07 of 308.4 million kl/a
2B.1 Percentage reduction in
unconstrained water demand
25.5%
27.4%
33%
36%
275
38%
40%
Annual report
City of Cape Town WSDP 2008/09 to 2012/13
Core Objective/Indicator
Baseline
30.6.2007
2B.2 Percentage compliance
with 4 critical DWAF effluent
standards (E-coli count,
Ammonia content, Oxygen
demanding substances, Total
suspended solids)
81%
2B.3 Percentage of
recreational waters sampling
points (i.e. bathing beaches,
vleis, lagoons, etc) comply with
applicable Department of
Water Affairs standards
87%
2.C.1 Development and
Implementation of a planned
infrastructure maintenance
programme iro Electricity,
Sewerage, Water, Transport,
Roads & Stormwater and Solid
Waste disposal
New
Target
30.6.2008
79% 83%
Target
30.6.2009
85% 86%
Target
30.6.2010
90% 89%
Target
30.6.2011
95% 92%
Target
30.6.2012
98% 95%
Evidence
Annual report
5 year target amended to be
more realistic and links
directly
to
DWAF
requirement of 95%
76%
78%
80%
82%
85%
89%
90%
92%
94%
95%
Integrated
Infrastructure
Plan
developed
and approved
100%
compliance
with
plan
specifications
for Year 1
100%
compliance
with
plan
specificatio
ns for Year
2
100%
compliance
with
plan
specificatio
ns for Year
3
100%
compliance
with
plan
specificatio
ns for Year
4
276
Annual report
Quarterly reports