CITY OF CAPE TOWN
WATER SAFETY PLAN
2010-2012
CONTENTS
1. Introduction……………………………………………………………………………
4
1.1 Background…………………………………………………………………………...
4
1.2 City of Cape Town……………………………………………………………………
4
1.3 What is water safety plan……………………………………………………………
4
1.3.1 Main Objectives of a Water Safety Plan (WSP)………………………...
4
1.3.2 Benefits of Water Safety Plan to City Of Cape Town…………………..
5
1.4 City of Water Safety Plan team …………………………………………………….
6
Module 2 . Description of City of Cape Town Water Supply System……………….
8
2.0 Bulk Water Supply Infrastructure Summary Description……………………..
8
2.1.1 Introduction……………………………………………………………...
8
2.1.2 Reticulation……………………………………………………………....
8
2.1.3 Water quality monitoring………………………………………………..
8
2.2 Water Treatment Plants…………………………………………………………..
9
2.2.1 Faure Water Treatment Plant…………………………………………..
9
2.2.2 Blackheath Water Treatment Plant…………………………………….
10
2.2.3 Wemmershoek Water Treatment Plant………………………………..
10
2.2.4 Voelvlei Water Treatment Plant…………………………………………
12
2.2.5 Steenbras Water Treatment Plant………………………………………
12
2.2.6 Brooklands Water Treatment Plant……………………………………..
13
2.2.7 Kloofnek Water Treatment Plant…………………………………………
15
2.2.8 Constantia Nek Water Treatment Plant…………………………………
15
2.2.9 Atlantis………………………………………………………………………
15
2.2.10 Albion Spring………………………………………………………………
18
2.2.11 Helderberg Water Treatment Plant……………………………………..
18
Page 2 of 211
2.3 Bulk Service Resevoirs……………………………………………………………….
18
2.4 Pump Stations………………………………………………………………………….
19
2.5 Reticulated potable water infrastructure summary description……………………. 21
2.5.1 Introduction and brief system description …………………………………….. 21
2.5.2 Distribution Network……………………………………………………………… 22
2.6 Network maintenance and performance……………………………………………… 22
2.7 Network operations and pressure reduction…………………………………………. 22
2.8 Resevoirs and pumps stations………………………………………………………… 27
2.9 Water Quality…………………………………………………………………………… 28
2.9.1 Background………………………………………………………………………. 28
2.9.2 Drinking Water Specifications…………………………………………………… 28
2.9.3 Water Quality Monitoring………………………………………………………
28
Module 3 Risk Management Plan of Water and Sanitation and Branches
3.1 Utility Services Water & Sanitation Risk Register 14th October 2010………….35
Module 4 Supporting Development Programmes for Water Quality Improvement………..121
4.0 Executives Summary
Page 3 of 211
WATER SAFETY PLANS
1. INTRODUCTION
1.1 Background
The Constitution of South Africa states that everyone has the right to access safe drinking
water. The Minister of the Department of Water Affairs (DWA) is legislated by the National
Water Act (198. 2007) to be the regulator who ensures that Water Services Providers manages
the provision of constant water supply and clean, safe drinking water. The Minister has the
powers to intervene when the quality is not of acceptable standards. The consumers also have
the right to the knowledge of their quality of their water. Therefore it is critical that the Water
Service Provider to prove to the regulator that their management processes and systems are
not questionable.
The World Health Organisation (WHO) has developed the step by step Water Safety Plan
(WSP) which is the international tool recognised for the management of safe drinking water.
1.2 City Of Cape Town
1.3 WHAT IS WATER SAFETY PLAN
A Water Safety Plan is a plan to ensure the safe drinking water through the use of
comprehensive risk assessment and risk management approach that encompasses all steps in
water supply from the catchment to consumer. In simple terms it is the means of managing the
risk to water quality and supply across the all nodes of water supply system. It envelops all
operations linked to water supply including management, procedures, asset management,
monitoring, credible laboratories, training, internal and external communications, reporting and
incident management protocols and procedures.
1.3.1 MAIN OBJECTIVES OF A WATER SAFETY PLAN (WSP)
A WSP aims to improve drinking water quality by optimizing ;
 Control of source-water contamination
 Removal, reduction, or inactivation of contaminants during treatment processes
 The prevention of re-contamination during distribution, storage and handling
1.3.2 BENEFITS OF WATER SAFETY PLAN TO CITY OF CAPE TOWN
City of Cape Town serves a population of 3 300 000 million consumers with drinking water. The
development of WSP provides our consumers and our regulator with the confidence in the
drinking water quality we supply each and every day. It enables us to act pro-actively to the
risks identified through our system for the future and ensure that the rate payer money is
invested in the cost effective way and public health is protected.
Page 4 of 211
TEN STEPS OF EFFECTIVE WATER SAFETY PLAN
Table 1.1
Define monitoring and control
measures- what limits define
acceptable performance and how
these are modified
Assemble the team to prepare
the water safety plan
Establish procedures to verify
that the water safety plan is
working effectively and will
meet the health based targets
Document and Describe the
Supply System
Undertake a hazard assessment and
risk characterization to identify and
understand how hazards can enter into
the water supply
Develop supporting programmes
(e.g. training, hygiene practices,
standard operating procedure
upgrade and improvement, research
and development)
Assess the existing proposed
system
Prepare Management
procedures (including
corrective actions) for normal
and incident conditions
Identify control measures and
the means by which risk may
be controlled
Establish documentation and
communication Procedures
1.4 CITY OF WATER SAFETY PLAN TEAM
The provision of the City of Cape Town Drinking Water Supply is performed by Water and
Sanitation Department which consist of 8 Branches, i.e. Bulk Water, Reticulation, Wastewater,
Scientific Services, Engineering and Asset Management, Water Demand Management and
Strategy, Finance and Support Services. The approach of the selection of the water safety plan
Page 5 of 211
was taken from the principle of looking from catchment to consumer where all branch key
members and technical specialist are members of the steering committee. The City Health
Directorate also forms part of the committee for the monitoring of human health impact of the
drinking water. The
Table 1.2 below indicates members of the WSP team and their key functions.
CITY OF CAPE TOWN WATER SAFETY PLAN COMMITTEE
1.
NAME
DESIGNATION
ROLE
PHILEMON MASHOKO
DIRECTOR: WATER & SANITATION
Oversee Water Quality
Safety Plan
2.
PETER FLOWER
MANAGER: BULK WATER
Chairperson, Blue Drop
Committee
Treatment of Bulk Water
3.
PIERRE MARITZ
MANAGER: RETICULATION
Distribution of Drinking
Water and Collection of
Wastewater
4.
MPHARU HLOYI
MANAGER: SCIENTIFIC SERVICES
Water Quality Monitoring
and Quality Assurance and
Blue Drop Data
Management
5.
JOSIAH MPOFU
MANAGER: EAM
Water and Sanitation
Department Asset
Management
6.
SAREL PIETERSE
SECTION HEAD: WATER LAB,
Drinking Water Specialist
SCIENTIFIC SERVICES
7.
ALF MOLL
HEAD: OPERATIONAL LOGISTICS
Drinking Water Protocol
development
8.
MJIKISILE VULINDLU
SECTION HEAD: BIOLOGICAL LAB,
SCIENTIFIC SERVICES
Page 6 of 211
Drinking Water Specialist
9.
JACO DE BRUYN
HEAD: WS DEV PLANNING
Information Management
10.
STEVIE DARK
SPO: WATER LAB, SCIENTIFIC SERVICES Scientist
11.
ASA LEKKER / CARMEN JOHNSON
PROFESSIONAL OFFICER: LIMS,
Information Management
SCIENTIFIC SERVICES
12.
DESIREE DAMON
SECTION HEAD: QUALITY ASSURANCE,
Quality Assurance
SCIENTIFIC SERVICES
13.
DOUGLAS KIEWIET
ACTING AREA MANAGER:
Process Operations
PLATTEKLOOF WTP
14.
ARNE SINGELS
SPECIALIST: BULK WATER
Bulk Water System
specialist
15.
ZAMUXOLO TUTU
MANAGER: MAINTENANCE
Asset registers,
PROGRAMMING
Maintenance plan
MODULE 2
Page 7 of 211
DESCRIPTION OF CITY OF CAPE TOWN
WATER SUPPLY SYSTEM
2.0 BULK WATER SUPPLY INFRASTRUCTURE
SUMMARY DESCRIPTION
SEPTEMBER 2010
2.1
BULK WATER SUPPLY INFRASTRUCTURE
2.1.1
INTRODUCTION
The Bulk Water Branch of the Water & Sanitation Department of the City of Cape Town
(CoCT) provides the bulk supply of treated water to the City’s Reticulation Branch as
well as to other Water Services Authorities outside the Metropolitan Area. In order to
carry out this function, it abstracts water from various water sources, purifies the water
to a potable standard at its water treatment plants, and then stores or conveys the water
to various points of supply within or outside the Metropolitan Area.
The CoCT owns and operates the following water treatment plants (WTP):
Table 1.3
NO.
WATER TREATMENT PLANTS
TREATMENT
CAPACITY
(Mℓ/day)
1
Witzands (softening plant)
14
2
Silwerstroom
3
Kloof Nek
4
Constantia Nek
5
Faure
500
6
Steenbras
150
7
8
Wemmershoek
Pre-Treatment Plant (not additional capacity)
Voëlvlei
250
120
230
9
Blackheath
420
10
Brooklands
5
11
Helderberg
12
12
Albion Spring
3
18
3
4
TOTAL
1609
The sustainable treatment capacity for a peak week may be less than the figures
portrayed in
the table due to operating circumstances and conditions (Total
approx. 1500 Ml/d).
Page 8 of 211
The CoCT also owns and operates numerous large storage reservoirs (dams) and
pump stations as part of the bulk supply system. In addition to the above, the CoCT
also owns and operates the Rockview Aqueduct.
The bulk supply system consists of many large diameter pipelines. The pipelines
themselves will not be described individually, but rather as elements of the WTP’s.
The quantity of water leaving each WTP, Reservoir and Pump Station is monitored
by flow meters. All points of supply on the bulk pipelines are metered and monitored.
2.2
WATER TREATMENT PLANTS
2.2.1
FAURE WATER TREATMENT PLANT
The Faure WTP is situated just outside the Cape Metropolitan Area between the
settlements of Faure and Firgrove. The WTP was designed for construction in two
stages, the first stage which was completed in 1994 has a treatment capacity of 500
Mℓ/day.
Raw water is conveyed to the WTP via two large diameter pipelines, namely:
(A)
A 12.9 km long 1 830/1 675 mm diameter pipeline from the Stellenboschberg
tunnel portal supplying water from the Riviersonderend/Berg/River
Government Water Scheme
(RSE
Scheme);
and
(B)
A 17.8 km long 1 675 mm diameter pipeline from the Lower Reservoir of the
Steenbras Pumped Storage Scheme, supplying water transferred from the
Palmiet River. This water is pumped to Faure Water Treatment Plant by
means of Firlands Pump Station.
The distribution pipeline exiting Faure WTP is a 22.4 km long 2 400/1 830 mm
diameter pipeline that links up with the existing bulk supply system. Figure 1 shows
the layout of the water supply infrastructure to and from Faure WTP.
The treatment process at Faure WTP has to cater for water from the Riviersonderend
and Palmiet Rivers. The water treatment process consists of raising the pH of the
raw water with lime to an optimum level for coagulation with ferric sulphate, taste and
odour removal with powdered activated carbon (when required), horizontal flow
settlement, declining rate rapid gravity sand filtration, stabilisation with lime and
carbon dioxide and disinfection with chlorine. Sludge is dewatered and then
thickened by means of centrifuges before being trucked off site to a landfill waste
dump.
2.2.2
BLACKHEATH WATER TREATMENT PLANT
Blackheath WTP is situated near Kuils River and has a maximum treatment capacity
of 420 Mℓ/day. The plant was completed in 1982.
Raw water from the Stellenboschberg Tunnel Outlet is conveyed to the Blackheath
WTP by means of a 17,8 km long 1 500 mm diameter prestressed concrete gravity
pipeline with a design capacity of 420 Mℓ/day. Water from the treatment plant flows
to the nearby Blackheath Upper Service Reservoir with a capacity of 48,2 Mℓ or the
Blackheath Lower Service Reservoir with a capacity of 537.6 Mℓ. From there, water is
distributed through two 1 500 mm diameter prestressed concrete pipelines with
Page 9 of 211
lengths of 20,5 km and 12.7 km. Figure 1 shows the layout of the water supply
infrastructure around Blackheath WTP.
The treatment process consists of: pH adjustment with lime, coagulation with
aluminium sulphate, taste and odour control with powdered activated carbon (when
required) preceding settlement in horizontal flow settling tanks, followed by rapid
gravity sand filtration, stabilisation with lime and carbon dioxide and final disinfection
with chlorine.
2.2.3
WEMMERSHOEK WATER TREATMENT PLANT
The Wemmershoek WTP which was completed in 1958 is located at the base of
Wemmershoek Dam. The maximum output from the WTP is approximately 250
Mℓ/day. A pre-treatment plant was added in 1980 to allow a supplementary supply of
lesser quality raw water, up to 120 Mℓ/day, from the RSE Scheme to be treated
before final treatment in the main plant.
Raw water is conveyed to the Wemmershoek Water Treatment Plant from the RSE
Scheme through a 18.1 km long 1100 mm diameter steel pipeline with a design
capacity of 130 Mℓ/day. Treated water from Wemmershoek Water Treatment Plant is
conveyed to Tygerberg Service Reservoir through a 49.6 km prestressed concrete
pipeline. The first 26,3 km of the pipeline has a diameter of 1 525 mm, whilst the
remaining 23,2 km has a diameter of 1 220 mm. The pipeline is designed to deliver a
peak flow of 227 Mℓ/d to Tygerberg Reservoir.
This pipeline also supplies an offtake to Paarl and Wellington 5 km downstream of
the Water Treatment Plant. Figure 1 shows the layout of the water supply
infrastructure around Wemmershoek WTP.
The water treatment process at the main treatment plant comprises: coagulation,
flocculation, direct sand filtration, stabilisation and disinfection. At the pre-treatment
plant the water treatment processes used are: coagulation, flocculation and
settlement before further treatment at the main plant.
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2.2.4
VOËLVLEI WATER TREATMENT PLANT
Voëlvlei Water Treatment Plant is located near Gouda and adjacent to Voëlvlei Dam
and was completed in 1971. The maximum output from Voëlvlei WTP is 230 Mℓ/d.
Raw water is pumped to Voëlvlei Water Treatment Plant from the dam through a 1
525 mm diameter 1.9 km long pipeline, utilizing the Low Lift Pump Station.
Treated water is pumped from the 9,1 Mℓ clearwell at Voëlvlei Water Treatment Plant
by means of a high pressure pump station with variable speed motors through a 75.7
km long 1 525 mm diameter pre-stressed concrete pipeline to Plattekloof Service
Reservoir. Figure 1 shows the bulk supply pipeline from Voëlvlei WTP.
The water treatment process at this plant consists of: coagulation, flocculation, taste
and odour control with powdered activated carbon (when required), vertical flow
settling, rapid gravity sand filtration, final pH adjustment and disinfection.
2.2.5
STEENBRAS WATER TREATMENT PLANT
The Steenbras Water Treatment Plant is situated on the Cape Town (West) side of
the Hottentots-Holland Mountains. The water treatment plant was completed in 1946
and has a capacity of 150 Mℓ/d.
The water treatment plant is supplied with raw water from Steenbras Lower Dam via a
752 m long tunnel through the Hottentots-Holland Mountains.
Potable water from the Steenbras Water Treatment Plant is distributed through 3 bulk
pipelines, namely:
(A)
the Steenbras 840 mm diameter main. This 51.6 km pipeline is a bitumen
lined steel pipeline feeding
Newlands Service Reservoir with a
booster pump station at Garlandale. The capacity of the pipeline is 91 Mℓ/d
when Garlandale pump station is utilised. The capacity is 50 Mℓ/d without
the
booster
pump
station
being
operational.
(B)
the Steenbras 810 mm diameter main. This is a cement mortar lined steel
pipeline
that supplies Newlands No. 1 Reservoir directly and Wynberg
No. 2 Reservoir through a 915 mm diameter branch pipeline. The 810 mm
pipeline is 51.2 km long and was designed to deliver 45,5 Mℓ/day. With
Kildare Booster Pump Station operating, the capacity is increased to 91
Mℓ/day.
(C)
the Steenbras 760 mm diameter pipeline. This is a 63.5 km long cast iron
pipeline
from Steenbras Water Treatment Plant to the City of Cape
Town’s Molteno Service Reservoir. Delivery directly to Molteno has been
discontinued and the pipeline is currently in parts isolated and used as a
distribution pipeline.
Page 12 of 211
Figure 1 shows the layout of this water supply infrastructure.
The treatment processes used at Steenbras Water Treatment Plant consists of
coagulation, flocculation, horizontal flow settlement, rapid gravity sand filtration,
stabilisation and disinfection.
2.2.6
BROOKLANDS WATER TREATMENT PLANT
Brooklands Water Treatment Plant is situated close to Simon’s Town. The new
treatment plant was completed in 1974 and has a treatment capacity of 5 Mℓ/day.
The raw water is obtained from the Lewis Gay and Kleinplaas Dams and is
augmented from the South African Navy’s Rawson dam. The treated water is fed into
the distribution system via service reservoirs such as the Prince George and Neptune
reservoirs. See Fig 2.
The treatment process used is coagulation, flocculation, horizontal flow settlement,
rapid gravity sand filtration, stabilisation and disinfection.
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2.2.7
KLOOF NEK WATER TREATMENT PLANT
Kloof Nek Water Treatment Plant was completed in 1938 and is situated above
Camps Bay. The water treatment plant has a capacity of 18 Mℓ/day.
Raw water is obtained from the Hely-Hutchinson and Woodhead Dams through the
Twelve Apostles Tunnel, which was constructed in 1960. It is then transported
through a 450/ 375 mm raw water pipeline (3.4 km long) to the treatment plant. The
treated water is delivered to the Kloof Nek Service Reservoir by means of two
outlets, a 375 mm cast iron pipeline and a 300 mm steel pipeline. See Fig 3.
The treatment process consists of coagulation, flocculation, horizontal settlement,
rapid gravity sand filtration, stabilisation and disinfection.
2.2.8
CONSTANTIA NEK WATER TREATMENT PLANT
Constantia Nek Water Treatment Plant is the smallest of the City’s water treatment
plants and is situated in Oranjekloof near Constantia Nek. It was completed in 1934
and has a treatment capacity of 3 Mℓ/day.
Raw water is obtained from the Victoria, Alexandra and de Villiers Dams situated on
the top of Table Mountain. Treated water is fed into the reticulation system via the
Constantia Nek Service Reservoir. See Fig 3.
The treatment process consists of coagulation, flocculation, horizontal settling, rapid
gravity sand filtration, stabilisation and disinfection.
2.2.9
ATLANTIS
The Atlantis Water Undertaking consists of the following components which have
been built since the start of development of Atlantis in 1975 through to 1986, and was
further upgraded from 2000 to 2005.









Silwerstroom wellfield, treatment plant and reservoir,
Silwerstroom pumping main, 300 mm diameter and 17,8 km long with 4
pumping stations, delivering up to 8.6 Mℓ per day to the Pella Reservoirs,
Witzands wellfield, water softening plant and balancing tank,
Two Pella service reservoirs holding 10 Mℓ and 40 Mℓ respectively and serving
Atlantis, Mamre and Pella residential areas,
Two Hospital service reservoirs holding 10 Mℓ and 20 Mℓ respectively and
serving the Atlantis industrial area,
A pump station at Witzands dedicated to pumping to the Pella Reservoirs
capable of pumping 23 Ml/day through a 13.3 km 450 mm diameter pipeline,
A second pump station at Witzands pumping to the Hospital Reservoirs
capable of pumping 23 Ml/day through a 8.4 km 400 mm diameter pipeline,
A pump station at the Hopital Reservoirs pumping to the Pella Reservoirs and
capable of pumping 9.8 Ml/day through the 5.5 km 400 mm diameter pipeline,
and
A gravity main 500 mm diameter (11.8 km in length) from the Melkbos
pipeline to the Witzands treatment plant.
The water treatment process consists of:
Page 15 of 211
(A)
(B)
The Silwerstroom Water Treatment Plant: pressure sand filtration, pH
adjustment with caustic soda and disinfection.
The Witzands Water Treatment Plant: 50% of the raw borehole water flow
is directed through a softening plant, this is again blended with the rest of
the flow. The outgoing flow then disinfected.
The balance of the demand is made up by drawing from the Voëlvlei pipeline via the
Melkbos Reservoirs.
Page 16 of 211
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2.2.10
ALBION SPRING
Albion Spring is situated in Rondebosch. See Fig 3. It was completed in 1890, but the
current treatment processes was installed in 1994 and has a capacity of 4 Mℓ/day.
Raw water is obtained directly from the Albion Spring, the pH is adjusted by aeration
and is disinfected and then pumped directly into the distribution system of the City at
Newlands.
2.2.11
HELDERBERG WATER TREATMENT PLANT
The Somerset West Water Treatment Plant is situated in Helderberg Nature Reserve
above Somerset West. It has a treatment capacity of 12 Mℓ/day.
Raw water can be conveyed from the Lourens River to the water treatment plant by
means of:
- a gravity feed from Lourensford Estate
- a rising main from Radloff Park
- a borehole supply
Treated water is either gravity fed to the Helderberg area or pumped up to the
Hillcrest Reservoir.
The treatment process is slow sand filtration and disinfection.
2. 3
BULK SERVICE RESERVOIRS
The main characteristics of the CoCT’s Bulk Water Service Reservoirs are listed in
the table below:
NO.
SERVICE RESERVOIR
1
Blackheath Upper
CAPACITY @ FSL
(Mℓ)
48,2
FSL
(m) RL
174,50
DEPTH
(m)
7,28
2
Blackheath Lower
537,6
110,60
11,84
3
Constantia Nek
3,7
230,97
7,89
4
Monterey
29,0
189,06
6,39
5
Newlands Upper
132,6
138,50
7,63
6
Plattekloof
583,6
110,97
12,28
7
Tygerberg No. 1
33,4
110,57
7,64
8
Tygerberg No. 2
264,3
110,57
11,84
9
Wynberg No. 1
8,4
118,19
3,50
10
Faure
614,2
110,68
12,22
11
Glen Garry
149,6
140,20
6,68
12
Melkbos No. 1
20,0
100,00
11,75
13
Melkbos No. 2
20,0
100,00
11,75
14
Wynberg No. 2
22,2
118,19
5,08
Figure 1 shows the geographical location of the large Service Reservoirs with
respect to the water treatment plants and the rest of the bulk supply system.
Page 18 of 211
2.4
PUMP STATIONS
The main characteristics of the pump stations are listed in Annexure “A”.
ANNEXURE “A”
1
PUMP STATIONS AT
ATLANTIS
NO. OF
PUMPS
PUMP STATIONS
FLOW
HEAD
(Mℓ/day)
(m)
RATED POWER
(kW) EACH
Hospital to Pella
1
9,8
71
160
Silwerstroom No. 2
2
5,7
110
110
Silwerstroom No. 3
2
5,7
110
110
Silwerstroom No. 4
2
5,7
110
110
Witzands “A” to Hospital
1
13,0
200
450
2
23,0
1
13,0
270
600
2
23,0
NO. OF
PUMPS
FLOW
HEAD
(Mℓ/DAY)
(m)
RATED POWER
(kW) EACH
1
4,3
77,4
2
7,2
85,3
Wynberg No. 2
1
23,0
8,40
276
Monterey
1
19,0
80,0
250
2
21,1
86,0
250
1
85,0
104,0
970
1
77,0
104,0
1080
1
65,4
43,6
400
2
69.0
87,2
400
1
4,8
100,00
90
Witzands “B” to Pella
PUMP STATIONS
Wynberg No. 1
Garlandale
Kildare Road
Albion Spring
Page 19 of 211
REMARKS
REMARKS
56
Variable speed motor
Variable speed motor
PUMP STATIONS
NO. OF
PUMPS
FLOW
HEAD
(Mℓ/DAY)
(m)
RATED POWER
(kW) EACH
Newlands 535
1
50,0
50,0
373
Voëlvlei Low Lift
3
68,1
24,0
306
2
79,5
29,0
420
5
68,1
120,0
1 212
1
22,7
125,0
429
3
300
111
1 000
1
80
1
23
90
470
2
46
90
Voëlvlei High Lift
Firlands
Wynberg No. 3
Page 20 of 211
REMARKS
Variable speed motor
Variable speed motor
Variable speed motor
2. 5 RETICULATED POTABLE WATER INFRASTRUCTURE
SUMMARY DESCRIPTION
2.5.1 INTRODUCTION AND BRIEF SYSTEM DESCRIPTION (POTABLE WATER
RETICULATION)
From up to eleven sources of potable water, water enters a distribution system of
approximately 10 000 km of pipework and approximately 120 reservoirs and break
pressure tanks ranging in size from a few kilolitres capacity to up to 650 Ml capacity
Bulk Water Reservoirs. Thereafter a continually pressurised water distribution
pipework ranges from 1,2 m diameter bulk mains to the normal 100 mm local street
water main. (There are small sections where distribution mains are less than
100 mm diameter).
Consumer complaints are logged via a “C3” notification system which is integral to
the City’s SAP, ERP system. Consumer complaints can enter the SAP system from
any Council workstation but are predominantly captured via the 24/7 Corporate Call
Centre and Water and Sanitation Technical Operations Centre (TOC) before being
transmitted to the relevant depots for attention.
Progress on the attention to consumer complaints is monitored by reports generated
from SAP. Approximately 6 000 consumer complaints and queries per month are
attended to through this process.
21
2.5.2 DISTRIBUTION NETWORK
Asset Register
The distribution network is made up of a number of localised networks roughly
based on pre 1997 Municipal boundaries. Whilst great strides have been made
in producing a uniform network Asset Register based on a GIS platform, many
field checks will have to and are continually being performed to verify information
accuracy. A system for network checking has been introduced and this is
yielding results.
An approximate age analysis of the networks is as follows:
0 – 10 years
1 168 km
11 – 20 years
3 074 km
21 – 30 years
1 420 km
31 – 40 years
1 050 km
41 – 50 years
1 148 km
51 – 60 years
267 km
Over 60 years
1 627 km
An approximate materials analysis of the network is as follows:
PVC and uPVC
589 km
GRP
12 km
Fibre-cement
7 429 km
HDPE
42 km
Steel lined and sheathed
166 km
22
Pre-stressed concrete
3 km
Cast-iron
296 km
Cast-iron (lined)
503 km
Steel
541 km
Unknown
173 km
An approximate size analysis of the network is as follows:
NOMINAL DIAMETER
LENGTH km
50
253
75
1 223
100
4 592
125
50
150
1 727
200
242
225
538
250
149
300
422
350
71
380
71
400
86
450
118
500
109
600
58
23
NOMINAL DIAMETER
LENGTH km
685
25
700
9
800
4
900
1
1 000
1
1 220
5
2.6 NETWORK MAINTENANCE AND PERFORMANCE
Network performance is largely based on the age of the various components of the
network and the policies and practises of the Municipal structures controlling these
networks. Up until 2005 network replacement was only carried out systematically in
some of the six previous Municipal structures. After a series of presentations to
Council committees, tariffs were increased to account for necessary infrastructural
maintenance and as a result of the income raised therefrom, accelerated
infrastructural relay rates were achieved from 2008/2009 financial year onwards.
Infrastructural replacement is based on the individual performances of individual
pipe sections so as to achieve an accurately focused programme replacement. This
programme is elaborated on in the Reticulation Branch’s Operational, Maintenance
and Budget Plan for 2010/2011”.
Current (2010/11) proposed network replacements are as follows:
PROPOSED WATER MAINS REPLACEMENT
2010/2011
24
PER DISTRICT
ESTIMATED
OPERATIONAL AREA
APPROXIMATE
LENGTH INSTALLED
RELAY LENGTH
VALUE
R
DISTRICT South Peninsula
1 600 km
10 527 m
11 369 000,00
DISTRICT Tygerberg
1 600 km
7 580 m
6 822 000,00
DISTRICT Khayelitsha
400 km
-
DISTRICT Helderberg
1 500 km
10 473 m
11 393 000,00
DISTRICT Cape Town
2 500 km
5 754 m
5 179 000,00
DISTRICT Blaauwberg
2 200 km
8 847 m
7 962 000,00
-
The fruits of this investment in the infrastructure are the equalising of operational
---
district network performances as indicated in attached Appendix 1.
In its 1996 review of World Bank Water and Wastewater Utility indicators, burst rates
varied as follows:
Santiago, Chile
31 breaks/100 km/year
187
“
“
Minsk, Belarus
70
“
“
Brussels, Belgium
21
“
“
Singapore
17
“
“
USA (average)
17
“
“
Bogota, Colombia
In its 1998 review the Australian urban water industry reported as follows:
25
Australia (average)
35 breaks/100 km/year
YarraValley Water, Melbourne
53
“
“
Sydney Water Corporation
70
“
“
With the above in mind, Cape Town’s performance of 63 bursts/100km/year could
be better, but is comparable to some world cities.
Current indications are that water main relay backlogs as at the 2010-07-01 are in
the region of 90 000m. This is in comparison to 2010/11 financial year proposed
relay of 43 181 m. It must be noted that, as infrastructure ages, additional poor
sections of water mains will exhibit themselves by the end of this current financial
year.
2.7 NETWORK OPERATIONS AND PRESSURE REDUCTION
The Metro’s water networks comprise of approximately 175 individual water supply
zones. These zones are necessitated by the following aspects:
(a) Development/bulk supply considerations.
(b) Topographical considerations (pressure reduction)
(c) Water demand considerations (pressure reduction)
26
A summary of these zones together with consumer profile is attached as
Appendix 2.
The majority of the supply zones regulated by pressure reduction installations also
have installation performance monitoring by way of 24/7 pressure recordings which
enable the detection of faulty valve operation.
The overall network performance is likewise monitored by 24/7 pressure recorders.
2.8 RESERVOIRS AND PUMP STATIONS
The vast majority of the City’s water consumers consume water directly emanating
from the City’s reservoirs located around the peninsula on the 110 m AMSL contour.
However, there are a small number of consumers that, out of necessity, are fed by
reservoirs located above this contour. These reservoirs are supplied via gravity from
higher sources or via pump stations.
---
A listing of reservoirs is attached as Appendix 3.
reservoirs are listed in Appendix No. 4.
Pump stations feeding these
The City has embarked upon a three year programme to upgrade the telemetry
systems monitoring and controlling these pump stations and reservoirs so as to
enable closed control thereof through the 24/7 manned Technical Operations
Centre.
Due to the inherent storage capacity of the reservoirs, reliability of the pump stations
are currently assumed adequate by way of duty and standby pump configurations.
Back-up generation capacity has not been installed on the potable water reticulation
reservoirs and any water supply shortages due to power outages would be averted
using the Water and Sanitation fleet of mobile diesel generators. Water and
Sanitation water tankers are considered another option.
Water quality controls of water from these reservoirs are by way of routine water
sampling and operational sampling.
27
2.9 Water Quality
2.91 Background
The quality of drinking water in Cape Town is of a high standard. This is due to the fact
that most of the water consumed in Cape Town is abstracted largely from unpolluted
mountain catchments. The Scientific Services Branch within the Water and Sanitation
Department of the City of Cape Town is largely responsible for the monitoring of various
types of water, including drinking water, in the Cape Metropolitan Area (CMA). The
Scientific Services Branch is not only equipped with some of the most sophisticated
water testing instrumentation in the water industry, but also consists of a group of highly
skilled, qualified and experienced scientists and technicians who ensure that the
consumer is supplied with drinking water of acceptable quality.
2.9.2 Drinking Water Specifications
Access to safe drinking water is essential to health and considered to be a basic human
right. The City of Cape Town is committed to providing quality tap water to its
consumers by ensuring that the drinking water supplied by its various water treatment
plants does comply with the recommended guidelines as stipulated in the South African
National Standards (SANS 241:2006) for Drinking Water. Every effort is made to meet
the highest national and international standards for drinking water.
2.9.3 Water Quality Monitoring
The Scientific Services Branch performs numerous tests on water samples which are
taken from the water treatment plants, service reservoirs and from various points within
the distribution system. Over 320 000 chemical and biological tests are performed each
year on the raw water entering the water treatment plants and also on the treated water
leaving the plants into the reservoirs and distribution network.
 Frequency of monitoring
Water Treatment Plants – Raw, Treated and Intermediate composite water
samples are taken weekly at 11 water treatment plants and submitted to the
Scientific Services Branch for chemical and biological testing. Unlike the other
water treatment plants, Atlantis WTP treats groundwater by first passing it
through a softening plant after which it is blended with the treated water from the
28
Voelvlei pipeline via the Melkbos Reservoir. This blended treated water is then
disinfected before release into the distribution network. Even though the raw
borehole blended water entering the softening plant is sampled and analysed
weekly, the individual boreholes (approximately 42 boreholes in operation) are
sampled and analysed monthly for chemical and biological monitoring.
Reservoirs – Treated water samples are taken weekly at 14 reservoirs of various
capacities and submitted to the Scientific Services Branch for chemical and
biological testing.
Distribution – Treated water samples are taken weekly at approximately 120
sampling points situated across the entire distribution network and submitted to
the Scientific Services Branch for chemical and biological testing. These
sampling points include those situated in the various informal settlements.
 On-site monitoring
Water Treatment Plants – All raw, treated and intermediate samples are sampled
every 2 hours at the water treatment plants and tested for various chemical
parameters e.g. pH, Alkalinity, Turbidity, UV Absorbance, Residual Chlorine,
Hardness, etc. These results are used to optimize plant operations and to
monitor the quality of the water throughout the treatment process. The Bulk
Water Branch recently acquired 9 ProcessLab (ATLab) analyzers for each of the
water treatment plants to perform the above-mentioned analyses. The
ProcessLab is a modular and fully customizable analyzer for automated process
analysis (at-line analysis). Its operation is based on the same methods that are
already used for several MATi (Metrohm Automated Titration) systems at the
Scientific Services’ Water Laboratory. The methods feature fully automated
electrode calibration as well as record keeping of calibration data. The
ProcessLab analyzes samples within minutes with a much higher repeatability
and accuracy compared to the previous manual determination methods. The
ProcessLab is easy to operate with the process controller/operator bringing the
sample to the analyzer, enters his/her user name and password, simply selects
the appropriate method and then starts the determination. All the systems are
equipped with Uninterrupted Power Supplies (UPS) to guarantee all-time
availability of the analyzers. All the analytical results, which are stored in the
system’s database, are immediately transferred to a central server where it can
be viewed by the Bulk Water Management, Area and Plant Managers and the
Water Laboratory staff at Scientific Services. Data transmission to the central
server is achieved via the technical network of the City of Cape Town with
Ethernet and wireless point to point connections being used over distances
greater than 80 km. These automatic ProcessLab analyzers play an important
29
part in maintaining the high quality of drinking water leaving the water treatment
plants.
Distribution Network - Treated water samples are taken every week at
approximately 120 sampling points situated across the entire distribution
network. The residual chlorine is also tested at these sampling points at the time
of sampling to monitor the concentration of free chlorine present in the drinking
water distribution network. The Reticulation Branch acquired approximately 20
on-line Chlorine Analyzers that have been strategically placed within the
distribution network where it is expected that the residual chlorine concentration
will be low (e.g. the furthest point from the reservoir, the outer perimeter of the
distribution network, etc.). These on-line analyzers constantly monitor the free
chlorine in the drinking water and send the results to a central server and website
where it can be accessed by the Reticulation Branch management who will then
authorize the necessary operational changes accordingly. These on-line
analyzers play an important part in maintaining the desired residual chlorine
concentration in the drinking water in all areas of the distribution network.
 Biological monitoring
The Water and Biological Sciences Laboratories at Scientific Services also
perform weekly toxin and algal analysis on the raw and treated water entering
and leaving the water treatment plants. The Water Laboratory performs weekly
analysis on the raw and treated water to determine the Geosmin concentration
which, if present in high concentrations, gives an earthy taste and odour to the
water. The Biological Sciences Laboratory also performs regular tests for
Protozoan Parasites (e.g. Cryptosporidium, Giardia, etc.) and other biological
microorganisms which may be present in the raw water entering the water
treatment plants. Toxin and Algal analyses are also performed weekly on the raw
and treated water samples. All these results are sent to the respective clients
(e.g. Bulk Water and Reticulation Management, etc.) for the necessary corrective
action, if required.
 Water Treatment Plant Optimization
The Scientific Services Branch plays an important role in assisting the water
treatment plants with the optimization of its various water treatment processes.
Analytical Chemists from the Scientific Services’ Water Laboratory perform
weekly water treatment plant inspections to monitor the quality of water
30
throughout the water treatment process and to give scientific guidance where
needed. Research projects are also conducted at the various water treatment
plants to monitor the quality of the water as it passes through the various water
treatment processes, to monitor the efficiency of each process and to further
optimize each process and the treatment as a whole. An example of such a
research project was the 24 hour monitoring of each of the 20 filters at the
Steenbras water treatment plant (which included backwashing) to determine if
there was any breakthrough of Aluminium and Turbidity through the filters as
there was a slight increase of these two parameters in the treated water. This
monitoring project concluded that these elevated levels were due to improper
coagulation control and not filter breakthrough as originally thought. With the
assistance of auto-samplers, the Scientific Services’ Water Laboratory also
conducts regular monitoring projects at the smaller water treatment plants to
assist with process control and optimization.
 Water Quality Results
The Bulk Water Branch, in conjunction with the Reticulation Branch, regularly
publishes the drinking water quality results in the local newspapers and these
results are also available, upon request, to any member of the public. This water
quality report indicates an average (or typical) result for a specific determinant in
the water over a period of time (normally 3 years).
Example: The water quality report below indicates the analytical data and
approximate distribution for Cape Town drinking water for the period 1 June 2007
to 31 May 2010. The South African National Standards (SANS 241:2006)
Specification for a Class I and II water is also stipulated on this report. This report
indicates the quality of the drinking water leaving each of the major water
treatment plants and the approximate distribution areas they service.
31
 Water Quality Challenges
There are some water quality challenges facing the City of Cape Town and its
water treatment plants that need to be addressed. For example, in some
instances there are some slight increases in the Aluminium and Turbidity results
leaving some the water treatment plants and this can also be detected in the
distribution network. It must be noted that even though these results do not
comply with the SANS 241:2006 Class I Specification, they do comply with the
Class II Specification. Although these results do not impose an immediate threat
to the overall water quality, their elevated levels in the treated water are reason
32
for concern. The Bulk Water Branch has therefore acquired new UV/Visible
Spectrophotometers for each of its water treatment plants which are able to
measure the Aluminium concentration in the raw and treated water entering and
leaving the water treatment plant. Unlike the past where the water treatment
plant had to wait for the Aluminium result from the Scientific Services Water
Laboratory, which could take days, the Aluminium result is now available (onsite) within minutes allowing the water treatment plant staff to take immediate
corrective action. This will provide better and more efficient process control
thereby minimizing the incidents of elevated levels of Aluminium in the treated
water.
 Future Requirements of Water Quality
The Bulk Water, Reticulation and Scientific Services Branches of the City of
Cape Town will have to take note of any future water quality requirements and
then, as a result, put the necessary steps in place to meet these requirements.
The international and national specifications for drinking water are changing all
the time with specifications becoming more stringent and with new ones being
added e.g. possible future water analysis for radioactivity, viruses, EDC’s, etc.
The City of Cape Town will have to put measures in place to meet these future
requirements, e.g. purchase of new specialized analytical equipment to perform
these measurements, stricter process control at the water treatment plants, etc.
With proper planning between the above-mentioned Branches of the City of
Cape Town, these future water quality requirements can be met.
33
MODULE 3
RISK MANGEMENT PLANS OF
WATER AND SANITATION DEPARTMENT
AND BRANCHES
34
Root Causes and Actions
21
Security of Water
Supply
• Insufficient supply to
meet demand
• Increased pressure on
infrastructure
• Revenue loss
• Lack of economic
growth / investment
• Reputational risk
• Wastage
• Inefficiencies
• Riots / Service delivery
protests
• Adverse affect on
relations with other
municipalities
• Provincial and City are
not moving in unison e.g.
Water Reconciliation of City
vs. regional DWA
(desalination focus)
Root Cause
Jeopardised by
ageing or failing
infrastructure
Current Controls
• Legislation
• Budget
• Asset Policy and
CE
80
Development and
implementation of
Integrated Asset
Management Plan
Budget alignment to
Integrated Asset
Management Plan
Materials Procurment
• Upgrading,
rehabilitation and
replacement (CAPEX) Water and sewer network
replacement program
(CAPEX), Replacement of
water and sewer
infrastructure assets
(CAPEX))
• Operational and
Maintenance
Implementation plans
• Condition monitoring
of assets
• EMT task team
• IAMP Task Team
within utility services
(integrated asset
management plan)
Limited by extent
and capacity of
existing
infrastructure
network to service
• Effective water
reconciliation strategy (e.g.
Aquifer - pilot and
desalination investigation)
35
Actions
Action
Increase skilled and
experienced
maintenance staff
compliment
Improve condition
monitoring of
equipment
70
Motivate additional
budget for existing
infrastructure
maintenance
(adequate/decent
budget)
Improve quality and
workmanship, and
quality of materials
used
Action
Continue with
capacity upgrading,
driven by Capex plan
Owner
Peter and Pierre: 30
June 2011 with
milestones for a long
term project
Peter and Pierre: 30
June 2011 with
milestones for a long
term project
Peter and Pierre: 30
June 2011 with
milestones for a long
term project
Peter and Pierre: 30
June 2011 with
milestones for a long
term project
Josiah
Josiah
8
Due
Date
2015-0630
2015-0630
2015-0630
2015-0630
2011-0630
2011-0630
Owner
Pierre and Peter
Due
Date
2011-0630
5
40
V@R
Consequence
Impact
Risk
Likelihoo
d
Rating
Utility Services> Water and sanitation>Risk Register>14th October 2010
Id
##
Root Causes and Actions
growing demand
Vulnerable to
Natural disasters
(EQ & Drought)
and climate
change (global
warming, rainfall
patterns) or
human induced
events (sabotage
& vandalism)
affecting
infrastructure or
raw water supply
• High level planning
with other directorates
(Housing, Planning etc)
• Forward planning Water and Sanitation
Master Plan
• National and
Provincial measurements
and reporting demands to
ensure that water supply
demands are being met
• Partnerships
• Optimise usage of
current resources and
infrastructure
• Informal settlement
master plan
• IAMP Task Team
within Utility services
• Physical security and
perimeter fencing
• Physical inspections
systems
• Emergency
Response Plan
• Disaster risk
Management plan
• Water safety plan
• Loss Control Officers
• Dam Safety Plan and
regulations
• Water Demand
Managment Strategy
• Inherent engineering
standards of built
infrustructure
• Reconciliation
strategy (Research on
future resourcesdesalination, TableMt
36
Annually update
Water and Sanitation
master plan, consult
with all stakeholders
(eg. Housing)
80
Zolile
Action
2011-0630
Owner
Due
Date
2011-0630
Maintenance and
update of DRM plan
ManCo
Develop and
implementation of a
Water Safety Plan
Implement increased
security measures
e.g. fencing and
CCTV (Molteno and
Pump stations)
Implementation of
Loss Control Policy
Mpharu
2010-1231
Peter and Pierre:
Ongoing
Unknown
Josiah: Ongoing
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
Aquifer)
• OHS advisors
appointed
Environmental
Compliance
restricting
development for
Water Supply
infrastructure
Vulnerability to
failure in energy
supply, source of
supply or/and
cost of available
supply
• EIAs
• City Policy
• Proactive planning
40
Action
All Managers:
Ongoing
80
Appropriate Forward
Planning and
feasiblilty studies to
be completed ito
Environmental
Management
requirements
Appointment of
qualified Project
Managers
Formalise
Communication with
relevant departments
e.g. ERM and
Housing and Property
Management wrt land
availability and EIA,
through master
planning forums
Investigate efficiency
processes e.g.
service servitude vs.
water servitude
Action
Investigate alternative
power sources
Peter and Josiah:
Ongoing
Continue
communication with
Eskom
Improvement of fuel
reserves and route
optimisation
Director W%S with
Director ES: Ongoing
Unknown
Josiah
2011-0630
such as Informal settlement
master plan
• Inter departmental
communication wrt new
developments
• Land forum
• Legal forums
• Cost recovery tariffs
• Own plant generation
(Turbines)
• Backup generators
(not everywhere)
• Reserve Fuel stock
• Supply agreement
with Eskom
• City policies and
37
Owner
Due
Date
Unknown
All Managers
2010-0831
Zolile Basholo, in
conjunction with all
Manager: As the need
arises
Unknown
All Managers:
Ongoing
Unknown
Owner
Due
Date
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
28
Unable to service
Sanitation demands
• Production of non
compliant effluent
• Potential litigation
• Outdated Sanitation
services cause health and
environmental risk to
communities
• Sewearge overflow
results in Health and
Environmental Hazards
Root Cause
Jeopardised by
ageing or failing
infrastructure
Limited by extent
and capacity of
existing
infrastructure
network to service
procedures
• Fragmented UPS
implementation
Current Controls
•
•
•
•
Risk Abatement Plan
Legislation
Budget
Upgrading of the
Waste water treatment
plant (WWTP)
• 10 yr plan
• Monitoring Data
• On going
assessment of future
capacity requirements
• Upgrading,
rehabilitation and
replacement (CAPEX) Water and sewer network
replacement program
(CAPEX), Replacement of
water and sewer
infrastructure assets
(CAPEX))
• Operational and
Maintenance
Implementation plans
• Condition monitoring
of assets
• EMT task team
• IAMP Task Team
within utility services
(integrated asset
management plan)
• Risk Abatement Plan
High level planning with
other directorates (Housing,
Planning etc)
38
Investigate standby
generators at
strategic facilities
CE
80
70
Josiah: Ongoing
Unknown
Actions
Action
Owner
8
Due
Date
2015-0630
Development and
implementation of
Integrated Asset
Management Plan
Budget alignment to
Integrated Asset
Management Plan
Kevin: 30 June 2011
with milestones for a
long term project
Kevin: 30 June 2011
with milestones for a
long term project
2015-0630
Increase skilled and
experienced
maintenance staff
compliment
Kevin: 30 June 2011
with milestones for a
long term project
2015-0630
Improve condition
monitoring of
equipment
Kevin: 30 June 2011
with milestones for a
long term project
2015-0630
Motivate additional
budget for existing
infrastructure
maintenance
(adequate/decent
budget)
Improve quality and
workmanship, and
quality of materials
used
Josiah
2011-0630
Josiah
2011-0630
Action
Continue with
capacity upgrading,
driven by Capex plan
Owner
Kevin
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Due
Date
2011-0630
5
40
##
Root Causes and Actions
growing demand
Vulnerable to
Natural disasters
(EQ & Drought)
and climate
change (global
warming, rainfall
patterns) or
human induced
events (sabotage
& vandalism)
affecting
sanitation
infrastructure or
treatment
Environmental
Compliance
• Forward planning Water and Sanitation
Master Plan
• Partnerships
• Optimise usage of
current resources and
infrastructure
• Informal settlement
master plan
• IAMP Task Team
within Utility services
• Physical security and
perimeter fencing
• Physical inspections
systems
• Emergency
Response Plan
• Disaster risk
Management plan
• Water safety plan
• Loss Control Officers
• Dam Safety Plan and
regulations
• Water Demand
Managment Strategy
• Inherent engineering
standards of built
infrustructure
• Reconciliation
strategy (Research on
future resourcesdesalination, TableMt
Aquifer)
• OHS advisors
appointed
• EIAs
39
Annually update
Water and Sanitation
master plan, consult
with all stakeholders
(eg. Housing)
80
40
Zolile
Action
2011-0630
Owner
Due
Date
2011-0630
Maintenance and
update of DRM plan
ManCo
Develop and
implementation of a
Water Safety Plan
Implement increased
security measures
e.g. fencing and
CCTV (Molteno and
Pump stations)
Implementation of
Loss Control Policy
Mpharu
2010-1231
Kevin: Ongoing
Unknown
Josiah: Ongoing
Unknown
Action
Owner
Due
Date
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
restricting
development for
Sanitation
infrastructure
Vulnerability to
failure in energy
supply, source of
supply or/and
cost of available
supply
Non compliant
industrial effluent
entering
sanitation
treatment system
• City Policy
• Proactive planning
such as Informal settlement
master plan
• Inter departmental
communication wrt new
developments
• Land forum
• Legal forums
• Risk Abatement Plan
Cost recovery tariffs
• Own plant generation
(Turbines)
• Backup generators
(not everywhere)
• Reserve Fuel stock
• Supply agreement
with Eskom
• City policies and
procedures
• Fragmented UPS
implementation
• Inspectors
• WPC inspectors
• Industrial Effluent By
law
40
80
70
Appropriate Forward
Planning and
feasiblilty studies to
be completed ito
Environmental
Management
requirements
Appointment of
qualified Project
Managers
Formalise
Communication with
relevant departments
e.g. ERM and
Housing and Property
Management wrt land
availability and EIA,
through master
planning forums
Investigate efficiency
processes e.g.
service servitude vs.
water servitude
Action
All Managers:
Ongoing
Unknown
All Managers
2010-0831
Zolile Basholo, in
conjunction with all
Manager: As the need
arises
Unknown
All Managers:
Ongoing
Unknown
Investigate alternative
power sources
Kevin and Josiah:
Ongoing
Continue
communication with
Eskom
Improvement of fuel
reserves and route
optimisation
Director W&S with
Director ES: Ongoing
Unknown
Josiah
2011-0630
Investigate standby
generators at
strategic facilities
Josiah: Ongoing
Unknown
Action
Continue to
implement Upgrading
of Works projects as
per 10 year master
Owner
Owner
Kevin Samson and
Michael Arkley
Due
Date
Unknown
Due
Date
2011-0630
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
plan
Develop a plan to
Manage Ingress of
Stormwater
4
Human Resource
Capacity constraints
and instabilty
• Adverse effect on
service delivery
• Increased absenteesim
• Staff turn over
• Competency and staff
skill lacking
• Institutional
knowledge/memory loss
Root Cause
Current Controls
CE
Lack of local
Education and
training courses
for water and
sanitation specific
skills e.g. Process
controllers at
treatment plants,
and general
avaialbility in of
experienced staff
in the SA Market
• Work Place Skills
Plan (WPSP)
• Training and
development (admin &
technical e.g. learnerships)
CE 70
• Apprenticeship
programme - low Control
• In-service training
• Organisational
Structures
• SAP Post
Organograms appropriately
funded
• Approved JD and
mentoring
• Scarce skills
allowance
• Retention policy
40
41
Kevin Samson,
Richard Ballard and
Roland Moollan
2010-1231
Actions
Action
Finalise the
appointment of HR
and training staff
within W&S. Ensure
training is to an
accredited level
Resolve findings from
Skills Gap analysis.
Identification of
specialised training
for the City's
engineering and
technical services
(CPD) and ECSA
registration,
implementation and
application (corporate
dependency on
CHEC)
Owner
4
Josiah in conjunction
with all managers
Due
Date
2011-0630
Josiah in conjunction
with all managers
2011-0630
8
32
##
Root Causes and Actions
Stability in the
workplace is
jeopadised by low
morale,
frustraiton,
overworked staff,
atrrition
Limited skilled
labour
availability/market
to support water
and sanitation
needs
• Managment and
supervision
• Conditions of working
environment
• Posts Filled,
alleviates pressure
Budget
• Organisational
Structures
• SAP Post
Organograms appropriately
funded
• Recruitment and
selection processes
• Work ethic
• Work Place Skills
Plan (WPSP)
• Approved JD and
mentoring
• Scarce skills
allowance
• Retention policy
• Training and
development (admin &
technical e.g. learnerships)
• Apprenticeship
programme
• In-service training
• Weekly meetings b/w
Director and Managers on
all staff amtters
• Budget
• Organisational
Structures
• SAP Post
Organograms appropriately
funded
• Recruitment and
42
70
40
Action
Finalise the
appointment of HR
and training staff
within W&S. Ensure
training is to an
accredited level
Owner
Josiah in conjunction
with all managers
Due
Date
2011-0630
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
selection processes
• Work ethic
• Work Place Skills
Plan (WPSP)
• Approved JD and
mentoring
• Scarce skills
allowance
• Retention policy
• Training and
development (admin &
technical e.g. learnerships)
• Apprenticeship
programme
• In-service training
Resolve findings from
Skills Gap analysis.
Identification of
specialised training
for the City's
engineering and
technical services
(CPD) and ECSA
registration,
implementation and
application (corporate
dependency on
CHEC)
Enhance
apprenticeship
scheme
Extend scarce skills
implementation and
persue scarce skills
allowance (competive
renumeration)
Revisit the 3-year
Departmental Staffing
Strategy (subject to
funding availability),
including structures
that where
inappropriate
Communicate with
Corporate HR on
Process weakness
experienced
Closer management
of line management
wrt filling posts
Key staff may be
lost to other
• Scarce skills
43
60
Action
Josiah in conjunction
with all managers
2011-0630
Josiah in conjunction
with all managers
2011-0630
Charmaine Meyer in
conjunction with all
managers and
corporate HR - date
linked to SDBIP
Charmaine Meyer in
conjunction with all
managers and
corporate HR - date
linked to SDBIP
2010-0630
Charmaine Meyer in
conjunction with all
managers and
corporate HR - date
linked to SDBIP
Charmaine Meyer in
conjunction with all
managers and
corporate HR - date
linked to SDBIP
Owner
2010-0630
2010-0630
2010-0630
Due
Date
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
sectors due to
renumeration or
other inticements,
and natural
attririon
20
Poor quality service
• Increase customer
Root Cause
allowance
• Talent Management
(W&S City Pilot)
• Dependency on
current 'slow' job market to
create stability within CoCT
• Budget
• Organisational
Structures
• SAP Post
Organograms appropriately
funded
• Recruitment and
selection processes
• Work ethic
• Work Place Skills
Plan (WPSP)
• Approved JD and
mentoring
• Scarce skills
allowance
• Retention policy
• Training and
development (admin &
technical e.g. learnerships)
• Apprenticeship
programme
• In-service training
Current Controls
44
Implement Talent
Management
Model/Strategy
CE
Ntoza/Corporate
Actions
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
2011-0630
4
7
28
##
to customers
(consurmers, other
departments,
stakeholders(DWA))
complaints
• Services delivery
protests / Increased conflict
with Communities
• Reputational risk
• Health Hazards
• Business efficiency and
Return on investment not
achieved
• Rework
• Service delivery delays
• Delayed project
completion / Adverse impact
on infrastructure upgrades
• Wastage / inefficiencies
• Non compliance with
legislation and City policy
• Reliability and integrity
of information in question
• Misrepresentation of
data by external users
• Delay in obtaining data
• Non compliance with
Environmental Legislation
• Adverse impact on
water quality
• Lost revenue
• Unrealised revenue
• Failure to meet budget
• Increase financial
costing
• Increased virementing
• Operating budget
reduction
• Continuous pressure to
reduce resources
Root Causes and Actions
Insufficient/ageing
infrastructure to
support required
service level or
quality
Shortage of
human resources
(skills and
numbers) to
deliver on
services or
requests
• Legislation
• Budget
• Asset Policy and
Materials Procurment
• Upgrading,
rehabilitation and
replacement (CAPEX) Water and sewer network
replacement program
(CAPEX), Replacement of
water and sewer
infrastructure assets
(CAPEX))
• Operational and
Maintenance
Implementation plans
• Condition monitoring
of assets
• EMT task team
• IAMP Task Team
within utility services
(integrated asset
management plan)"
• Satellite depots (36
Depots)
• Engineering
directives
• Standards and norms
• Shared number for
customer complaints reporting
• Current Staffed
Organogram
• Labour Relations Act
• BCEA
• ISO (partial
implementation)
45
80
70
Actions as per Risk 21 Action: Jeopardised by
ageing or failing infrastructure (above)
Action
Owner
Due
Date
2013-0630
Complete
implementation of
EAM regional depots
to enhance service
delivery to branches
Determine resource
capacity requirements
to address the gaps
identified
Josiah
All Managers: Dec
and ongoing
2010-1231
3 regional depots to
be implemented, in
phases. Phase 1:
Sign off of report by
City manager
Pierre Maritz
2010-1130
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
• Customer
Satidfaciton surveys
(annual)
Inadequate
systems in place
wrt to information
and reporting
• Fragmented
document management
system and record keeping
• MIS & GIS
• Collation of
information from Legacy
Systems
• SAP: Business
warehouse
• Dynamic Integrated
Management System
(DIMS) e.g. Technical
Operations Centre (TOC)
Information Centre and
Laboratory Information
Management Systems
(LIMS)
• ZiZo
• SharePoint
• Directorate
KPA's/SDBIP
• City Delegations and
sub delegations
46
70
Improve
communication with
other departments
and communities
Pierre, Zolile Basholo,
Bertus, Kevin:
Ongoing
2010-1231
Implement a toll free
number for informal
settlement customers,
dependency on
Corporate - due
process must be
followed
Action
Pierre Maritz:
dependency on
corporate
2010-1231
Streamline
communication
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Ongoing
Fully implement and
operationalise DIMS
(Operations) and SAP
BI (SCM, etc.) Central repository of
information
Corporate revisiting
reporting processes
ito Sub Councils
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Ongoing
Unknown
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Ongoing
Unknown
Investigation of
centralised document
management system
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Ongoing
Unknown
Owner
Due
Date
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
• Quarterly Reporting
• Weekly Director
Access to
servitudes is often
limited
Challenging
economic
environment
constraining the
quality of output
i.e. fuel price,
increased
operating costs,
politcal pressure
on low tarrifs,
meetings with ED
• Monthly portfolio
committee meetings
• Weekly Mayco
member meetings
• Fortnightly Mancos
meetings
• DIMS
• PCER
• Mayors Dashboard
• Legislation
• National Guidelines
• City Policy
• Community
Engagement
• Law Enforcement
• Informal settlement
master plan
• Inter departmental
communication wrt new
developments
• Land forum
• EIA
• Legal forums
• Forward cover
(foreign exchange cover)
• Annual budget
parameters
• Alternative energy
sources
• Energy savings plan
• Investigation into
CDM (Cleaner Development
Mechanisms)
47
Implement Outage
Management System
40
60
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Ongoing
Action
Owner
Formalise
Communication with
relevant departments
e.g. ERM and
Housing and Property
Management wrt land
availability and EIA,
through master
planning forums
Investigate efficiency
processes e.g.
service servitude vs.
water servitude
Zolile Basholo, in
conjunction with all
Manager: As the need
arises
Action
Owner
Develop metering
strategy
Improving metering
readability
Improving metering
management
Enforcement of bylaws through
enforcement and fines
All Managers:
Ongoing
Director W&S
Bertus
Pierre
Zolile and Pierre:
Ongoing
Unknown
Due
Date
Unknown
Unknown
Due
Date
2010-1130
2011-0630
2011-0630
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
• Continuous
improvement of controls
• Water demand
management systems
• Review staffing
structure continuously
• Metering
Inferior products
and works
received from
suppliers
(includes
workmanship)
ISO systems not
fully implemented
• Tender specifications
• Tresting and
evaluating of samples
• Infrastrucutre
standards
• ISO certificate of
compliancefronm supplier
• City polices and
procedures
• Standard Operating
Procedures
• Legislation
• Audits
• Peer reviews
• Benchmarking
• Gap analysis
assessment - consultant
appointed
• Blue drop and green
drop system (status
assessment)
• Committee related to
ISO
• ISO partially
implemented in some
branches
48
70
Installation of vehicle
tracking system
Josiah and Pierre:
Ongoing
Unknown
Investigation into Life
cycle costing
Maintain / optimise
opex
Write-off bad debt
Bertus and Josiah
2011-0630
Unknown
Insallation of WDM
devices
Action
Zolile: Ongoing
Unknown
Owner
Complete 'Rejections
and Acceptance'
procedure for
materials (covered in
ISO processes)
Complete inspection
of plumbing of
housing projects
before handover to
water and sanitation
Action
All Managers:
Ongoing
Due
Date
Unknown
Maintain quality
systems
Implement additional
ISO 9001 and 14000
standards
Implement ISO 17025
in scientific services
All Managers:
Ongoing
All Managers
All Managers
2015-0630
Implementation of
ISO 18000 standards
(OHS)
All Managers
2015-0630
All Managers:
Ongoing
Bertus: Ongoing
Pierre and Zolile:
Ongoing
Owner
Unknown
Unknown
Due
Date
Unknown
2015-0630
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
30
Business Financial
Risk
• Jeopardises the efficiency
of W&S business and
sustainability of service
delivery
• Failure to provide additional
services
• Service levels adjusted to
compensate for decreased
revenue
• City credit rating
jeopardised
• Potential Litigation
• Liquidity / Cashflow
• Non compliance with
legislation
Root Cause
Non revenue
water
Poor project
management
Debt
management
Fragmentation in
cost centre
control
Tariff structure
and sensitivity for
price elasticity
Increase in
Indgident
households
29
Pollution
• Increased costs in
Financial
sustainability of
supply due to
increased free
basic services
needs, tariff
limitations and
increased
pressure on
operating costs
Root Cause
Current Controls
CE
• Items contained in the
"Unaccounted for Water
Strategy"
• Qualified Project
managers
• Project Plans and
expenditure/Service
provider contracts
50
• Debt Actions (restitions /
disconnections)
• Implementaiton of Water
Management Devices
• Branch Manager
Monitoring
• Reporting and
Information management
• Tariff Modelling
• Benchmarking (with other
municipalities)
• Tariff Policy
•
• Tariff Policy (corss
subsidizaiton)
• Indigent Policy (levels of
service, min stds)
• Indigent grant / Equitable
share
60
Current Controls
CE
49
80
Actions
Action
Improve Project
Management
Owner
Unknown
6
4
24
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
##
Due
Date
Unknown
60
70
40
Actions
##
Root Causes and Actions
water treatment and waste
water treatment
• Non compliant Waste
water effluent
• Environmental Risk
• Non compliance with
legislation
• Potential litigation
Uncoordinated
growth leading to
unserviced
communities
pollutes
catchment
systems
Non compliant
industry and
residential waste
water into sewage
system
Construction
projects
• Legislation
• National
Guidelines
• City Policy
• By-laws
• Law Enforcement
• Informal
settlement master plan
• Inter
departmental
communication wrt new
developments
• Land forum
• EIA
• Legal forums
• Catchment
Mangement Forums
• Inland and Coastal
Water Managment
Forumn
•
•
• WPC inspectors /
enforcemet
• Industrial Effluent
By law
• OH&S on site
50
50
Action
??
70
Unknown
Action
Continue to
implement Upgrading
of Works projects as
per 10 year master
plan
Continue to
implement Industrial
Effluent programme
80
Owner
Action
Owner
Kevin Samson and
Michael Arkley
Kevin Samson,
Richard
Ballard;Roland
Moollan: Ongoing
Owner
Due
Date
Unknown
Due
Date
2011-0630
Unknown
Due
Date
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
Non compliant
effluent/byproducts released
into natural
environment by
W&S Services
Recieving water
bodies standards
conflicting with
treated waste
water standards
31
Constraints to
effective internal
administration
Root Cause
Excessive inter
and intra-
• EIA requires
Environmental Control
Officer or committee
• By-laws and
naitonal legislations
(NEMA, NWA)
• Rectification
processes (Action plans)
• Training
• Implementation of
ISO system
• Quality
Management System
• Monitoring Data
• sampling and
testing of all by products
• On going
assessment of future
capacity requirements
• Upgrading of the
Waste water treatment
plant (WWTP)
• 10 yr plan
•
• Standards and
Ensure tightened
monitoring on
contractors and
ensure close out
reports
70
Current Controls
• Directorate
51
Action
Upgrading sewage
retic network - as per
Annual Upgrade plan
Regular inspection of
manholes
Shorten reaction time
to sewage spillage
incidents
Raising manholes
(increasing retention
time)
Action
guidelines from DWA
(Legislation)
• Permits
All Managers:
Ongoing
??
Due
Date
2010-0630
Pierre: ongoing
Unknown
Pierre: ongoing
Unknown
Pierre: ongoing
Unknown
Owner
Due
Date
Unknown
Unknown
CE
Unknown
Owner
Pierre
Actions
Action
Owner
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
##
Due
Date
Root Causes and Actions
departmental
reporting
Unpredictable
Political
Environment at
micro and macro
level
Highly regulated
KPA's/SDBIP
• City Delegations
and sub delegations
• Quarterly
Reporting
• Weekly Director
meetings with ED
• Monthly portfolio
committee meetings
• Weekly Mayco
member meetings
• Fortnightly
Mancos meetings
• DIMS
• PCER
• Mayors
Dashboard
• City Delegations
and sub delegations
• Legislative
Guidelines
• Code of Conduct
for Councillors
• Council decisions governance structures
• Apolitical stance
of directorate
• Staff ethic
• Insulate staff
culture - professionalism
/ strong governance
processes e.g. ISO
• SCM Policy and
52
Streamline
communication
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Onging
Unknown
Fully implement and
operationalise DIMS
(Operations) and SAP
BI (SCM, etc.) Central repository of
information
Corporate revisiting
reporting processes
ito Sub Councils
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Onging
Unknown
Philemon Mashoko
and Zolile Basholo in
conjunction with All
Managers: Onging
Unknown
Action
Maintain Engineering
Standards and
apolitical / unbiased
stance
Appropriate PrePlanning Contingency /
Continuity scenarios
to be unpacked to
communicate with
Politicians when
challenged
Action
Owner
All Managers and
staff: Immediate and
ongoing
All Managers:
Immediate and
ongoing
Owner
Due
Date
Unknown
Unknown
Due
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
SCM environment
Inadequate
Information
Management
procedure
• SCM Oversight
Committee
• Legislation and
regulations related to
SCM
• MFMA
• Engaged with SCM
with W&S specific needs
• External
contractors (contracted
services, labour brokers)
• Fragmented
document management
system and record
keeping
• MIS & GIS
• Collation of
information from Legacy
Systems
• SAP: Business
warehouse
• Dynamic
Integrated Management
System (DIMS) e.g.
Technical Operations
Centre (TOC)
Information Centre and
Laboratory Information
Management Systems
(LIMS)
• ZiZo
53
Date
Ongoing direct
interaction with SCM
to streamline
processes
Continue to request
Director SCM to liaise
with NT on revising
tender threshold based on unqualified
AG reports
Continue to liaise with
SCM to accommodate
W&S business needs
within the confines of
legislation
Action
All Managers (with
assistance from
Bertus Saayman): as
the need arises
All Managers (with
assistance from
Bertus Saayman): as
the need arises
Unknown
All Managers (with
assistance from
Bertus Saayman): as
the need arises
Unknown
Investigation of
centralised document
management system
Implement Outage
Management System
Unknown
Due
Date
Unknown
Unknown
Unknown
Owner
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
• SharePoint
Non consolidated
Registry for city
records
Environmental
Compliance
restricting
development for
Water and
Sanitaiton
infrastrucutre
54
Action
Owner
Due
Date
2010-1231
Interact with
Corporate Services
on the formalisation of
the SAP centralised
document
management system /
registry / referencing
processes
Formalise a
centralised staff
archiving and retrieval
document
management system
Charmaine Meyer in
conjunction with all
Managers in
conjunction with Corp
Services
Charmaine Meyer in
conjunction with all
Managers in
conjunction with Corp
Services
2010-1231
Centralisation of OHS
records
Charmaine Meyer in
conjunction with all
Managers in
conjunction with Corp
Services
2010-1231
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
Fraud,
Corrruption and
misconduct
• Standing item on ED
Meeting Agenda
• Fraud Policy,
Response Plan and Whistle
blowing Policy
• Fraud Hotline
• National
interventions
• Departmental Loss
Control Units
• IR Departments Disciplinary Action
• Policy on the
Declaration of interest
• Applications for
private work
ss
55
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Utility Services> Water and sanitation> Operational Bulk Water>Final Draft Risk
Register>19Aug2010
Availability of competent
staff
Current Controls
CE
• Overtime
• Overtime
• Training and
40
Action
Robbie
Fortune
Robbie
Fortune
2011-0630
40
Accelerating
the recruitment
of funded
vacant posts
(95 post to be
filled by
december internal target)
Complete filling
of all vacancies
(approx 50
posts after Dec
2010)
Action
Due
Date
2010-1231
Robbie
Fortune
Robbie
Fortune
2011-0630
40
Accelerating
the recruitment
of funded
vacant posts
(95 post to be
filled by
december internal target)
Complete filling
of all vacancies
(approx 50
posts after Dec
2010)
Action
Due
Date
2010-1231
Development
• Recruitment
Resource capacity
constraints
Actions
System under
development
• Overtime
56
Owner
Owner
Owner
Due
Date
BW
StratGrid Ref
Root Cause
Lack of Appraisal
systems for
advancement
Essential Service
demands
V@R
• Adverse effect on service
delivery
• Non-compliance with
legislation - overtime hours
• Fatigue of stretched staff
• Increase in OHS exposure
• Overtime (Financial impact)
• Untrained and inadequately
trained staff performing essential
services
• Unmanned Operations
• Consequential vacancies as
a result of internal advancement
into new posts
Root Causes and Actions
Rating
Staff
compliment
does not meet
operational
requirements
Consequence
Likelihood
5
Risk
Impact
Id
5
9
45
R0
I6
Vacancy posts cut, past
moratorium on filling of
posts and unfunded
posts needs
2
Skills set loss
• Ineffective and inefficient
service delivery
• Delayed response
• Poor customer satisfaction
• Inadvertent damage
• Drop in water quality
• Loss of Institutional
Knowledge
• Systems knowledge limited
• Age profile
R & S process slow due
to stretched
management within Bulk
Water
Root Cause
Unfavourable age profile
Retirements,
resignations, attrition,
• Recruitment
and Selection
• Overtime
60
Accelerating
the recruitment
of funded
vacant posts
(95 post to be
filled by
december internal target)
Complete filling
of all vacancies
(approx 50
posts after Dec
2010)
Action
Robbie
Fortune
2010-1231
Robbie
Fortune
2011-0630
Motivate for
unfunded posts
to complete
Bulk Water
needs, once
funded
vacancies are
complete
Robbie
Fortune
Owner
BW
StratGrid Ref
• Training and
Development
• Recruitment
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
6
7
42
R0
O2
Due
Date
2011-0630
• HR partner
Current Controls
• Engage
corporate HR when
necessary
(Retention Policy)
• Continuous
training of staff and
skills transfer
(internal - coaching
and mentoring)
• Some
external training
• Engage
57
CE
50
Actions
Action
Complete
Development of
O&M manuals
and SOP's
Development of
Succession
Planning
50
Action
Owner
Peter
Flower
Due
Date
2010-1030
Robbie
Fortune
2010-1230
Owner
Due
Date
O3
Limited succession
planning
No career pathing
3
SCM policies is
not always
supportive of
some of Bulk
Water
operational
needs
• Water Quality non
compliance
• Interruption of supply
• Staff frustrations
• Project Delays
• Unecessary unplanned
Overtime
• Results in increasing
expenditure
Root Cause
Lack of capacity within
SCM to deal with
Emergency and urgent
procedures
SCM process permits
one supplier selection
as opposed to business'
request for two suppliers
- ensuring continuity,
where a supplier
defaults
Rigid SCM Policy
interpretation
(Procurement)
corporate HR when
necessary
(Retention Policy)
• Continuous
training of staff and
skills transfer
(internal - coaching
and mentoring)
• Some
external training
• No Controls
Complete
Development of
O&M manuals
and SOP's
Development of
Succession
Planning
Action
• No Controls
Current Controls
• Engagement
with SCM
Management
• SCM
Legislation
• SCM Policies
• Engagement
with SCM
Management
• SCM
Legislation
• SCM Policies
• Engagement
with SCM
Management
• SCM
Legislation
• SCM Policies
58
50
Robbie
Fortune
2010-1230
Owner
Robbie
Fortune
Development of
Succession
Planning
Robbie
Fortune
Owner
Action
Owner
Peter
Flower
6
7
42
R0
I3
Due
Date
2010-1230
Due
Date
2010-1230
Actions
Imminent
engagement
with SCM
50
2010-1030
Development of
Succession
Planning
Action
CE
50
Peter
Flower
BW
StratGrid Ref
etc
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Due
Date
2010-1031
Root Cause
Ageing of infrastructure
legislation, policy, procedure and
standards
• Public Relations
implications
• Water quality
• Loss of life/fatalities
• Health and other Hazards
• Interruption of supply
•
•
Limited OHS
compliance enforcement
- HIRA (Hazard
Identification Risk
Assessment)
Lacking skill, capacity,
Current Controls
• Training
• Self
compliance audits
(machinery and
staff--ISO)
• Risk
assessments
• Safety
procedures
• SOP's
• Continous
equipment & Plant
monitoring
• External
service provider
audit reviews
• Safety
Committees
• Site Inspector
(Annual)
• training
• Self
compliance audits
(machinery and
staff--ISO)
• Risk
assessments
• Safety
procedures
• SOP's
• Continous
equipment & Plant
monitoring
• External
service provider
audit reviews
• Chlorine
59
CE
Actions
80
70
70
Action
Owner
Due
BW
StratGrid Ref
• Potential Litigation
• 3rd party liability
• Non compliance with
V@R
Major Hazard
Installations
Risk Exposures
e.g.various
chemicals
Root Causes and Actions
Rating
10
Consequence
Likelihood
Risk
Impact
Id
10
4
40
R0
I4
Lack of support for
maintenance (internal)
Shifts not adequately
staffed resulting in
legislation non
compliance
4
Pipe Bursts
• Flooding and
consequential damage
• Interruption of supply
• Asset stripping
• Financial liability
Root Cause
Natural events (e.g.
Earthquake)
training
• Appropriate
staff appointments
• Overtime
50
Current Controls
CE
• Emergency
60
60
6
6
36
R0
F5
Date
• Continous
equipment & Plant
monitoring
• Works
Orders
• Safe working
permits
• PJO'sPlanned job
observations
• Appropriate
staff appointments
• Overtime
• BCOE
• Legislation
response team
• Spares Store
• Pressure
monitoring quipment
• CRR
• Engage with
other branches
• Bulk water
financial strategy
• Asset
BW
StratGrid Ref
training of staff
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
20
Complete the
filling of vancies
and
subsequent
training
required for
new appointess
Action
Robbie in
conjunction
with HR
2011-0630
Owner
Complete the
filling of vancies
and
subsequent
training
required for
new appointess
Robbie in
conjunction
with HR
Due
Date
2011-0630
Action
Owner
Complete the
filling of vancies
and
subsequent
training
required for
new appointess
Robbie in
conjunction
with HR
Actions
Due
Date
2011-0630
Infrastructure
Management Plan
(being developed)
Age of infrastructure
Inadequate Capital
Budget to meet
replacement demands
• Emergency
response team
• Spares Store
• Pressure
monitoring quipment
• CRR
• Engage with
other branches
• Bulk water
financial strategy
• Asset
Infrastructure
Management Plan
(being developed)
• Asset
Infrastructure
Management Plan
(being developed)
• Spares Store
• CRR
• Bulk water
financial strategy
61
60
50
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
7
HR processes
impact
negativley on
staff morale
•
•
•
•
•
Decrease in staff morale
Reduced productivity
Stress overload
High absenteeism
Loss of
skills/experience(institutional
knowledge)
Root Cause
Slow HR Corporate
Processes i.e. R&S
• Emergency
response team
• Spares Store
• Pressure
monitoring quipment
• CRR
• Engage with
other branches
• Bulk water
financial strategy
• Asset
Infrastructure
Management Plan
(being developed)
Current Controls
• Engage with
4
9
36
R0
O3
60
CE
40
Consistency issues how
rules are interpreted and
implemented across
directorates and
branches
corporate
• Approved
Organisational
Structure (evolving)
• Staff
communications
• R&S process
• Legislative
requirements
• TASK
• R&S process
• Revising
ORG structure
Lack continuity in
corporate administration
• HR policies
and procedure
50
ORP Objections at
SALGBC (Bargaining
Council)
• Appeals
process
• Knock on
process
50
62
BW
StratGrid Ref
Lack of Infrastructure
maintenance due to lack
of resources
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
40
Actions
8
Difficulty in
procuring
materials /
heavy
equipment
•
•
•
•
Water Quality influenced
Interruption of supply
Health and other Hazards
Adverse affect on City
Credibility - Reputation
• Frustration
• Inferior materials used
result in re work
Root Cause
Capacity and skills
within SCM
Essential Service
demands
Dependency on
Procurement Processes
outside normal
operational hours
Decline of internal skills
in preparing
specifications
Regional logistics of
moving stock
9
Management
controls are
limited
• Time and money wastage
• Limited influence/input
causes distorted budgeting
process (OPEX)
• Forced and rushed planning
• Unfocused prioritisation
Root Cause
Inadequate supervisory
capacity
BW
StratGrid Ref
TASK evaluation
processes yet to be
completed
(benchmarking)
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Actions
6
6
36
R0
I3
Actions
4
9
36
R0
?
• TASK
• Corporate
processes
Current Controls
• Ongoing
discussions with
role-players,
including SCM
• Ongoing
discussions with
role-players,
including SCM
• SCM policy
• SCM policy
• R&S process
• Internal
Capacity
• Informal
knowledge transfer
• Education of
buyers
• Tender
specifications
Current Controls
• Improved
Senior Management
quality
• Management
reporting
• Management
systems (SAP
Reports and
Exception Reports)
• Re
63
CE
40
40
40
40
40
CE
80
V@R
BW
StratGrid Ref
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
7
5
35
R0
F5
organization and
filling of vacancies
Shortage of staff
Operational involvement
Management required to
assist with high level
information request
distracting line from core
responsibilities
1
Finances do not
• Interruption of services
Root Cause
• Improved
Senior Management
quality
• Management
reporting
• Management
systems (SAP
Reports and
Exception Reports)
• Re
organization and
filling of vacancies
•
• Management
reporting
• Re
organization and
filling of vacancies
• Org structure/
job descriptions
• Legislated
Classification for
process control staff
• Improved
Senior Management
numbers
Current Controls
64
60
40
50
CE
Actions
meet existing
and new
Infrastrucutre
needs
• Reputational Risk
• Non compliance with
Legislation, Policy, Procedure
and Standards
• Reduction in security of
supply
Densification,
developments,
indiscriminant
developments and
informal settlement
growth resulting in
increase water demand
in the region
Resistance to increase
tariff resulting in
inadequate Capital and
Operating Budget to
meet infrastructure
development and
replacement demands
11
Pollution of
• Water Quality influenced
Root Cause
• Dependency
on other depts
(Housing)
• Security
against invasion
• Bulk water
financial strategy
• Asset
Infrastructure
Management Plan
(being developed)
• Engage
corporate finance
• Bulk
infrastructure
finance strategy
• Tarrif
committee
• Long Term
Planning
• Management
Information to
inform budget
requests
• Intimate
communication with
councillors
• Asset
Infrastructure
Management Plan
(being developed)
Current Controls
65
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
40
F6
50
Action
Presentation of
Management
Reports for
decision
making
CE
Owner
Unknown
Actions
Due
Date
Unknown
5
7
35
R0
C2
catchments
• Operational
impacts(deviation ofsupply
• finanacial impacts
• increase chemical usuage
• Adverse affect on City
Credibility
• Diminished ability to comply
with treated water standards
Failed catchment
management (riverine
and aquifer and outlying
regions)
Eutrophication of DWA
Dams (Various
catchments/ open
areas)
Poor control of Informal
Settlements
• Engage DWA
• Stakeholders
in catchment
consulted
• CSIR
(Council of Scientific
and Industry
Research)
• MLC's
(Municipal Local
Councils)
• Water User
Associations
• Legislation
(e.g. NEMA)
• By laws
• Engage DWA
• Stakeholders
in catchment
consulted
• CSIR
(Council of Scientific
and Industry
Research)
• MLC's
(Municipal Local
Councils)
• Water User
Associations
• Legislation
(e.g. NEMA)
• By laws
• Dependancy
on Local Govt
Housing
66
30
30
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
21
Assets/
Infrastructure
management
constraints
•
•
•
•
Failure of infrastructure
Interruption of services
Reputational Risk
Non compliance with
legislation, policy, procedure and
standards
• Multitasking, job scope
creep
Root Cause
Insufficient funds
EAM capacity
constraints
Bulk Water human
capacity constraints
Dependency on DWA
capacity
Loss of focus
• Adverse affect on service
• Monitor
CE
Actions
5
7
35
R0
F5
50
spending of repairs
& maintenance
(Budget)
• Implementing
SAP PM correctly
Inadequate asset
maintenance plan
22
• Dependancy
on DWA driving the
initiatives
• Water user
Associations
Current Controls
BW
StratGrid Ref
Failed / inadequate
infrastructure networks
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Root Cause
•
• Asset
Infrastructure
Management Plan
(in progress)
• Asset
Register (Phase 1 in
draft)
• Appointment
of approriate staff
• Appointments
pending
• Training
• O&M
manuals
• SOPs
• Good
systems
inherited/system
redundancy
• Western
Cape Systems
analysis
Current Controls
67
I3
50
O2
60
60
CE
Actions
4
8
32
R0
?
Productivity Demands
ito workload
requirements
Capacity constraints
Legal compliances
Administrative demands
14
Changes in
• Non compliance with
Root Cause
• Focused
business planning
• Portfolio
committee
• New
management
playing a role in
handling demands
• Excellence
Program
• Focused
business planning
• New
management
playing a role in
handling demands
• Pending
appointments
• Pending
appointments
• Good support
from ERM and
Legal
• EAM support
• Risk
Management
• Legisation
guidance
• Audits
• Focused
business planning
• Portfolio
committee
• New
management
playing a role in
handling demands
Current Controls
68
BW
StratGrid Ref
Corporate and Political
Demands
V@R
delivery
• Non-compliance with
legislation
• Core service sacrifices
• Staff frustration and morale
• Effects long and short term
planning, keeping eafait with new
developments, industry
advancements
Root Causes and Actions
Rating
on core
functions
Consequence
Likelihood
Risk
Impact
Id
6
5
30
R0
I4
70
70
70
80
CE
Actions
HR legislative
requirements
Environmental
compliance
requirements
• Regular
legislative audits
• Engagement
with key
stakeholders
• Advisors
(ERM and Legal )
• Participation
in DWA workshops
• Compliance
BCOE on overtime
• OHS Act
• Regular
legislative audit
• Engagement
with key
stakeholders
• Advisors
(ERM and Legal )
• Participation
in DWA workshops
70
Current Controls
CE
BW
StratGrid Ref
Chemical specification
and water quality
requirements / demands
V@R
legislation
• Health hazards to staff and
public(consumers)
• City Credibility
• OHS Act and legal
compliance
Root Causes and Actions
Rating
legislation and
international
standards
Consequence
Likelihood
Risk
Impact
Id
6
5
30
R0
C2
40
70
Single Public Service
looming / eminent
6
Development
encroachment /
unauthorised
activities over
servitudes and
pipe line routes
•
•
•
•
Reputational Risk
Non compliance
Public liability/ fatalities
Inaccessibility to maintain
and operate the pipline leading to
interruptions
Root Cause
Lack of enforcement of
Municipal Ordinance
Lack of restricted
access notices, or
notices ignored
Spread of informal
settlements over
• Land
Invasion Control
• Municipal
Ordinances /
Servitude conditions
• Land
Invasion control
• Disaster
Management
• Engage
political
representative
• Land
69
Actions
40
40
40
Action
Owner
Due
Date
Vandalism and
accessibility
Densification
(Developments and
indiscriminate
developments)
Lack of intergrated
planning City wide
13
Electricity
supply fails
•
•
•
•
•
Water Quality influence
Security Risk
Interruption of supply
Health Hazards
Adverse affect on City
Credibility
• Non compliance with water
quality standards
Root Cause
Monopoly of supply with
Eskom (dependancy)
Invasion control
• Disaster
Management
• Engage
political
representative
• Housing
Directorate
• Land
Invasion Control
• Engage with
local communities
• Engagement
with strategy and
planning
• SDF(Spatial
Dev Framework)
• Municipal
Ordinances
• Housing
Directorate
• Engagement
with strategy and
planning
• SDF (Spatial
Dev Framework)
• Municipal
Ordinances
Current Controls
• Generation of
own electricity
• Continuous
liaison with ESKOM
• Electricity
Systems Control
(Zoning Unit in
Newlands)
70
Prevention of
further
encroachment
Unknown
BW
StratGrid Ref
servitudes
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
4
7
28
R0
C2
Unknown
40
60
60
CE
80
Actions
Cable theft and
vandalism
Equipment failures
16
Dam
infrastructure
failure
•
•
•
•
•
•
Fatalities
Lost resources
Water Quality influence
Interruption of supply
Health Hazards
Adverse affect on City
Credibility
• Potential legal liability Negligence claims
• Lost asset: financial risk
Root Cause
Exposure to DWA Dam
failure outside of our
control which will impact
on our surety of supply
Poor maintenance
• Generation of
own electricity
• Continuous
liaison with ESKOM
• Electricity
Systems Control
(Zoning Unit in
Newlands)
• Security
Services
• Patrolling
• Copper
Heads
• Comms
Services
• Generation of
own electricity
• Continuous
liaison with ESKOM
• Electricity
Systems Control
(Zoning Unit in
Newlands)
• Pro-active
replacement and
upgrade
Current Controls
BW
StratGrid Ref
Failure of back up
systems
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
10
2
20
R0
C2
80
40
80
CE
Actions
• Dependency
on DWA
• Dam safety
program
• Updating of
O&M
• External
evaluation by
71
I4
90
F5
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
approved
professional
persons
• Resident
Dam Safety Team
Natural events ,eg
earthquakes and
flooding
Sabotage
15
Natural Events
• Adverse affect on service
Root Cause
• Early warning
detection:
Geoscience,
Weather Report
• Dam safety
program
• Dependency
construciton
standards at the
time built
• Updating of
O&M
• External
evaluation by
approved
professional
persons
• Resident
Dam Safety Team
• Conservative
design to seicsimic
activity
• Security
60
Current Controls
CE
72
I4
90
Actions
9
2
18
R0
C3
delivery
• Severe restrictions
• Legal claims
• Infrastructure threats
• Long-term risk of reduced
yields and increase in demand
• Slow Recovery /repair of
infrastructure( not geared for major
repairs such as earthquakes)
Intermittent rainfall
/drought
• Pray
• Continuous
assessment and
integrated
management of
system
• Engagement
with DWA, etc
• Climate
change monitoring
• Fire risk
management
programmes
• Liaison with
other stakeholders
e.g. DRMC
• Rigorous
sampling regime
• Training
• Committed
Services support
• Process
automation
•
73
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
70
I4
Biodiversity impact
• Pray
• Continuous
assessment and
integrated
management of
system
• Engagement
with DWA, etc
• Climate
change monitoring
• Fire risk
management
programmes
• Liaison with
other stakeholders
e.g. DRMC
• Rigorous
sampling regime
• Training
• Committed
Services support
• Process
automation
• Alien
Vegetation Control
74
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
70
C5
Flood events
• Pray
• Continuous
assessment and
integrated
management of
system
• Engagement
with DWA, etc
• Climate
change monitoring
• Fire risk
management
programmes
• Liaison with
other stakeholders
e.g. DRMC
• Rigorous
sampling regime
• Training
• Committed
Services support
• Process
automation
•
75
70
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
18
Security of
• Interruption of supply/no
Root Cause
• Inherent
design and
engineering
accommodate
sceismic activity
(except Voelvlei) expsoure due to
year built
• Pray
• Continuous
assessment and
integrated
management of
system
• Engagement
with DWA, etc
• Climate
change monitoring
• Fire risk
management
programmes
• Liaison with
other stakeholders
e.g. DRMC
• Rigorous
sampling regime
• Training
• Committed
Services support
• Process
automation
• early warning
systems:
Geosicence Data
Current Controls
76
BW
StratGrid Ref
Earthquakes
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
6
3
18
R0
C3
70
CE
Actions
supply
supply
Borehole failure
• water restictions/rationing
• Financial income: reduced
income
• Health Hazards
• Adverse affect on City
Credibility
• Non compliance with water
quality standards (dam levels drop,
results in bad water quality sedimentation/sludge)
Insufficient maintenance
on ageing infrastructure
Reduced Treatment
Capacity (VV and
WHTP)
• Cable
replacement
programmes
• Wellfield
management
program
• CSIR
• O&M manual
• System
management
• Alternate
Supply
• Pipeline
replacement
program (scheduled
relays and reactive
relays)
• Asset
Infrastructure
Management Plan
(being developed)
• Cable
replacement
programmes
• O&M manual
• System
management
• Alternate
Supply: integrated
system
• Dosing
optimization
• Filter
refurbishing and
modifications
•
Centrifuge/sludge
handling
• Staff
77
40
50
70
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
V@R
BW
StratGrid Ref
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
4
3
12
R0
?
competencies
Restrictions on Sludge
Handling (Faure)
City tunnel supply failure
(see also TWK tunnel
risk)
Unequal dam levels
17
Contractual
• Unacceptable liability
Root Cause
• Optimising
water resources
• Tenders
(skips for sludge
handling)
• Design
capacity (i.e. of
centrifuge)
• Identified
future infrustructure
developments to
handle increased
capacity
• Western
cape systems
analysis (source
identification)
• Planned
Maintenance and
inspection
• Pipeline
replacement
program (scheduled
relays and reactive
relays)
• Asset
Infrastructure
Management Plan
(being developed)
• Western
cape systems
analysis (source
identificaiton)
Current Controls
78
70
70
80
CE
Actions
Insufficient capacity to
enforce agreement
conditions
Shortage of Capacity
(Project Managers)
Strict contractual
conditions impose
penalities
• Contracts
•
Specifications
• Project and
Contract Managers
• Contracts
BW
StratGrid Ref
Potential litigation
Non compliance penalties
Reputational risk
Loss of funding for identified
projects
• Requires manhours to
manage
V@R
•
•
•
•
Root Causes and Actions
Rating
agreements'
shortcomings
related to Bulk
Water Project
and Operations
Consequence
Likelihood
Risk
Impact
Id
6
2
12
R0
I5
40
40
•
Specifications
• Project and
Contract Managers
• Pending
appointments (+/- 5
or 6)
• Contracts
60
•
Inabilty to role over
funds relating to
contractual agreements
Specifications
• Project and
Contract Managers
• Legal support
(SMC unit)
• Finance
Policy
• Verimenting
Root Cause
Current Controls
60
•
19
Water quality
• Non compliance with water
quality standards (e.g.Blue Drop)
• Interruption of supply
• Health Hazards
• Adverse affect on City
Credibility
• Consequential damage to
infrastructure
• Financial Cost
• Claims from industry and
Poor raw water quality
• Rigorous
sampling regime
• Committed
Scientific Services
Support
• Process
automation
• Catchment
management (see
risk above)
79
CE
Actions
70
I4
public
Ageing infrastructure
Sabotage
Insufficient Scientific
Services staff capacity
Bulk water operational
staff capacity
constraints
Treatment Capacity at
plant
Availability of treatment
chemicals
Energy supply
• Dredging of
in-let areas
• Scouring of
pipes
• Security
• Proactivly
appointing good
staff
• Appointments
pending
• Inherent
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
80
C2
90
F5
80
I6
50
I3
80
design
• Western
Cape Systems
analysis
• Systems
integration
(optimizing
resources)
• Contract
management
• Interaction
with suppliers
• Alternative
supply
• Electricity
Systems Control
(Zoning Unit in
Newlands)
70
80
•
20
Security of
• Water Quality influenced
Root Cause
Current Controls
80
CE
Actions
10
1
10
R0
C2
Natural event:
Earthqake
Sabotage
23
Essential
• Interruption of services
Root Cause
• System
management
• DWA regular
engagement
• DWA
infrastructure to
monitor water
supply flow
management
• DWA tunnel
inspections
• Design and
engineering
accomodate
sceismic activity
• Pray
• Continuous
assessment and
integrated
management of
system
• Engagement
with DWA, etc
• Liaison with
other stakeholders
e.g. DRMC
• Security
70
Current Controls
CE
81
BW
StratGrid Ref
Insufficient Maintenance
on ageing infrastructure
V@R
• Interruption of supply
resulting in Pressure on alternative
sources, water restrictions
/rationing
• Loss of 65% of peak
capacity
• Health Hazards
• Adverse affect on City
Credibility
• Loss of revenue
Root Causes and Actions
Rating
supply - TWK
Tunnel
Consequence
Likelihood
Risk
Impact
Id
4
2
8
R0
I3
70
90
Actions
• Interruption of services
• Reputational risk
Root Cause
Vandalism of data
communication
infrastructure
Power failure
Lack of technical staff
and timeous repairs
• Engage with
corporate HR/IR
• Agreement /
Arrangements with
staff
• LLF - Local
Labour Forums
40
Current Controls
CE
• Telephone
50
lines
• Security
Services
• Patrolling
(Pipelines)
• Copper
Heads
• Notification of
Comms failure
• cellphones
receives
notification/alarms
• Generators
(Hydro and
Machine)
• UPS
• Security
Services
• Patrolling
(Pipelines)
• Copper
Heads
• Services of
EAM
82
60
70
Actions
BW
StratGrid Ref
Breaks in data
communication
Union
interference/intervention
and Strikes
V@R
12
• Unacceptable undefined
liability
• Potential litigation
• Non compliance penalties
• Reputational risk
• Staff morale
• Loss of skills
• Unrealistic expectations
from both sides (staff and
management)
Root Causes and Actions
Rating
Service
Agreements
interruptions
Consequence
Likelihood
Risk
Impact
Id
2
2
4
R0
?
Obsolete hardware and
software
Constraints on repairs
and replacement of
equipment due to SCM
/IS&T policy and
procedure
Budget constraints
(CAPEX and OPEX for
replacement and repair)
• Audits
• Forward
planning for CAPEX
• SCM policy
• IS&T Policy
• EAM
motivations
• Audits
• Forward
planning for CAPEX
83
80
80
80
BW
StratGrid Ref
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Root Causes and Actions
6
Costs of providing
full services to
informal settlements
is prohibitive
• Health hazards
• Social unrest
• Reluctance of
Root Cause
Vandalism of
facilities
service providers to
work in certain areas
• Safety risks
Inappropriate
facilities
Socio economic
impacts
Current Controls
• Service providers -
CE
Garnet
Jefferies
Garnet
Jefferies
201106-30
40
Enhanced Service
delivery to Informal
settlements has a
dependancy on
Corporate strategy
(Informal
Settlement Master
plan) and support
from all
departments
Continue with
planned
maintenance and
re active
maintenance
Action
Due
Date
201106-30
Enhanced Service
delivery to Informal
settlements has a
dependancy on
Corporate strategy
(Informal
Settlement Master
plan) and support
from all
departments
Garnet
Jefferies
84
40
Action
Owner
7
Action
annual tenders
• Regular
inspections,Monitoring and
Evaluation
• Community leaders /
councillors
• Community Liaison
officers
• 20 million increase
(CAPEX) for informal
settlements
• Service providers annual tenders
• Regular
inspections,Monitoring and
Evaluation
• Community leaders /
councillors
• Community Liaison
officers
• 20 million increase
(CAPEX) for informal
settlements
• Service providers -
Actions
40
Owner
Owner
Due
Date
201106-30
Due
Date
Rating
Consequence
Likelihood
Risk
Impact
Id
9
63
V@R
Utility Services> Water and sanitation> Operational Reticulation>Draft Risk
Register>16Aug2010
R0
Interference of
service delivery
Density of
inhabitants
restricts access
to service
infrastructure
Result of
inadequate co
annual tenders
• Regular
inspections,Monitoring and
Evaluation
• Community leaders /
councillors
• Community Liaison
officers
• 20 million increase
(CAPEX) for informal
settlements
• Service providers annual tenders
• Regular
inspections,Monitoring and
Evaluation
• Community leaders /
councillors
• Community Liaison
officers
• 20 million increase
(CAPEX) for informal
settlements
• Service providers annual tenders
• Regular
inspections,Monitoring and
Evaluation
• Community leaders /
councillors
• Community Liaison
officers
• 20 million increase
(CAPEX) for informal
settlements
EMT level , a city wide drive to
focus on informal settlements
85
Enhanced Service
delivery to Informal
settlements has a
dependancy on
Corporate strategy
(Informal
Settlement Master
plan) and support
from all
departments
40
Action
Continue with
planned
maintenance and
re active
maintenance
40
Action
Continue with
planned
maintenance and
re active
maintenance
40
Action
Garnet
Jefferies
Owner
Garnet
Jefferies
Owner
Garnet
Jefferies
Owner
201106-30
Due
Date
201106-30
Due
Date
201106-30
Due
Date
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
ordiantion
towards
planning by City
departments
3
Burst water mains
• Reputation risk
• Associated
peripheral damages
• Loss of
resources
• Increased
maintenance
• Increased
operational cost /
wasteful expenditure
• Public liability
claims
• Inability to carry
out constitutional
obligations
Root Cause
Insufficient
replacement
programs and
funding
End of pipe
design life span
Incorrect pipe
material / quality
- SCM
intervention ito
cheapest price
as a Major project
Current Controls
CE
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Pipe burst Register
(monthly reports)
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Pipe burst Register
(monthly reports)
40
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Pipe burst Register
(monthly reports)
40
86
Enhanced Service
Garnet
delivery to Informal
Jefferies
settlements has a
dependancy on
Corporate strategy
(Informal
Settlement Master
plan) and support
from all
departments
Actions
Action
Correct prioritisation
of funding for
replacement
40
Action
Correct prioritisation
of funding for
replacement
Alf
201106-30
6
Owner
Due
Date
201102-28
Owner
Due
Date
201102-28
Alf
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
9
54
R0
Lack of CO2 at
treatment plants
Aging and/or
deteriorating
infrastructure
Lack of skills
and competency
to address proactive
maintenance
1
Sewer Pipe
collapse
• Reputation risk
• Public liability
Root Cause
Insufficient
replacement
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Pipe burst Register
(monthly reports)
40
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Pipe burst Register
(monthly reports)
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Pipe burst Register
(monthly reports)
Current Controls
40
• Replacement program /
30
87
Action
Correct prioritisation
of funding for
replacement
40
Action
Drive further staff
training (critical
skills identified)
CE
Due
Date
201102-28
Owner
Due
Date
201102-28
Owner
Due
Date
201010-30
Alf
Action
Correct prioritisation
of funding for
replacement
Owner
Alf
Charmaine
Meyer and
all district
managers
Actions
Action
Owner
5
Due
Date
9
45
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
R0
claims / litigation
• Health
hazard/sewerage
spillage
• Increased
replacement costs
• Inability to carry
out constitutional
obligations
programs and
funding
End of pipe
design life span
2
Lack of knowledge
• Inability to make
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Partially implemented
Roger byrne spreadsheet/SAP
(Pump stations)
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Partially implemented
Roger byrne spreadsheet/SAP
(Pump stations)
Correct prioritisation
of funding for
replacement
30
• Capacity being built inhouse (Promotion of ECSA
registration)
30
Aging and/or
deteriorating
infrastructure
• Replacement program /
refurbishment programs and
associated budget
• Maintenance team
(inspections)
• Annual tenders
• Consultants
• Partially implemented
Roger byrne spreadsheet/SAP
(Pump stations)
Current Controls
30
Root Cause
88
Action
Correct prioritisation
of funding for
replacement
Lack of skills
and competency
to address proactive
maintenance
201102-28
Owner
Due
Date
201102-28
Owner
Due
Date
201010-30
Alf
Action
Drive further staff
training (critical
skills identified)
Charmaine
Meyer and
all district
managers
Action
Owner
Correct prioritisation
of funding for
replacement
CE
Alf
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Alf
Actions
Due
Date
201102-28
5
9
45
R0
timeous sound critical
decisions
• Poor service
delivery
• Health risks
• Reputational
risks
• Wasteful
expenditure
• Public liabilities
5
Malfunctioning /
unreliable telemetry
• Reputation risk
• Public liability
claims
• Environmental
consequences
• Health hazards
• Contaminated
Lack of
institutional
knowledge (local
government
sector)
Over focus on
external senior
appointments as
opposed to
career paths for
internal staff
High staff
turnover/
retention
• Inhouse Training
• Senior staff at districts,
50
• Legislation
• HR processes
Owner
Charmaine
and Pierre
30
Appoint staff to get
trained up as a
replacement for
those lost
Action
Charmaine
and Pierre
30
Appoint staff to get
trained up as a
replacement for
those lost
Action
Charmaine
and Pierre
knowledge sharing and
training with new staff
• Inhouse Training
Action
Owner
Owner
Insufficient
experienced
staff
• In house Capacity (Driving ECSA Registrations)
• Training School
30
Appoint staff to get
trained up as a
replacement for
those lost
Action
Charmaine
and Pierre
Ineffective
training
• In house Capacity (Driving ECSA Registrations)
• Training School
• WPSP
• Senior staff at districts,
knowledge sharing and
training with new staff
50
Appoint staff to get
trained up as a
replacement for
those lost
Action
Appoint staff to get
trained up as a
replacement for
those lost
Charmaine
and Pierre
Current Controls
CE
Root Cause
Variety of
Obsolete
systems /
equipment
• Tender partially
40
completed (Total 10 million)
• Maintenance and
inspection crews
• Public complaints
(serves as an inspection
mechanism)
89
Owner
Owner
Actions
V@R
for decision making
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Due
Date
201006-30
Due
Date
201006-30
Due
Date
201006-30
Due
Date
201006-30
Due
Date
201006-30
4
9
36
R0
data
Incompatibility
with other
operating
systems
Theft /
vandalism
7
Vandalism / Theft of
City assets
(manhole covers,
meters)
• Reputation risk
• Public liability
claims
• Health hazards
• Increased costs
(blockages and asset
replacements)
Root Cause
Scrap metal
market
• Tender partially
completed (Total 10 million)
• Maintenance and
inspection crews
• Public complaints
(serves as an inspection
mechanism)
• Tender partially
completed (Total 10 million)
• Maintenance and
inspection crews
• Public complaints
(serves as an inspection
mechanism)
Current Controls
40
• Copper heads / scrap
mtal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft project)
• Water meters have
serial number s = data base
for verification
• Positive outcomes from
SA metals bust (court case of
past)
70
90
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
40
CE
Actions
4
9
36
R0
Random
vandalism
Socio economic
situation
• Copper heads / scrap
metal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft project)
• Water meters have
serial number s = data base
for verification
• Positive outcomes from
SA metals bust (court case of
past)
• Copper heads / scrap
metal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft project)
• Water meters have
serial number s = data base
for verification
• Positive outcomes from
SA metals bust (court case of
past)
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
70
70
•
8
Vandalism / Theft of
• Reputation risk
Root Cause
Current Controls
91
CE
Actions
4
8
32
R0
cables, and
electrical and
mechanical
equipment
• Public liability
claims
Scrap metal
market
• Health hazards
• Increased costs
(asset replacements)
• Environmental
impact
Random
vandalism
• Alarms / guards (pump
stations)
• Copper heads / scrap
metal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft)
• Separate Data base to
verify data metres/serial
numbers
• Positive outcomes from
SA metals bust
• Alarms / guards (pump
stations)
• Copper heads / scrap
metal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft)
• Separate Data base to
verify data metres/serial
numbers
• Positive outcomes from
SA metals bust
92
70
70
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Socio economic
situation
9
14
Deteriorating
infrastructure:
mechanical
equipment
Deteriorating water
quality
• Reputation risk
• Public liability
claims
• Increased
maintenance costs
• Health
• Blockages
• Non compliance
• Environmental
risks exposures
• Reputation risk
• Health risks
• Public liability
claims
Root Cause
Insufficient
replacement
programs and
funding
End of
equipment
design life span
Rigid SCM
processes
(inconsistency)
Root Cause
Lack of pipe
cleaning
• Alarms / guards (pump
stations)
• Copper heads / scrap
metal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft)
• Separate Data base to
verify data metres/serial
numbers
• Positive outcomes from
SA metals bust
Current Controls
70
• Replacement program /
refurbishment programs
• Maintenance team
• Annual tenders
• Consultants
70
• Asset Management
80
CE
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Actions
4
8
32
R0
Actions
5
6
30
R0
Plan
• Replacement program /
refurbishment programs
• SCM Policy
70
Current Controls
CE
•
•
•
•
Standards
Monitoring programs
Public complaints
Process on
implementing ISO standards
93
80
10
11
Electricity outages
to pump stations
Inappropriate
• Reputation risk
• Public liability
•
•
•
•
Lack of reservoir
cleaning
Standards
Monitoring programs
Public complaints
Process on
implementing ISO standards
80
Incorrect meter
connection
• By law dealing with non
potable water sources (Bore
holes)
• Inspectors
• Tenders on metres
mitigating backflow specificed type
Current Controls
80
Root Cause
CE
Dependency on
Eskom and City
• Environmental
consequences
• Health hazards
• Public
complaints
• Generators at strategic
pump stations
• Mobile generators
• Telemetry warnings
• UPS
70
claims
Cable theft
• Alarms / guards (pump
stations)
• Copper heads / scrap
metal control
• Annual tenders
• Replacement
processes
• Use of non ferrous
metal
• Consultant (mitigation
of theft)
• Separate Data base to
verify data metres/serial
numbers
• Positive outcomes from
SA metals bust
Current Controls
70
• Reputation risk
Root Cause
94
CE
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Actions
4
7
28
R0
Actions
2
9
18
R0
materials disposed
into sewers
• Public liability
claims
• Increased
maintenance costs
• Health
• Blockages
• Non compliance
• Environmental
risks exposures
Education programs
By laws / inspectorate
Maintenance teams
Annual tenders for
routine cleaning
40
Socio economic
situation
• Awareness - Press
releases
40
Lack of
education of
citizens
Discharge of
inappropriate
substances by
industry
• Awareness - Press
releases
40
Lack of
enforcement
and controls
13
Consumer
• Reputational
•
•
•
•
Random and
deliberate
vandalism
•
•
•
•
•
40
•
•
•
•
•
40
•
•
•
•
•
Water pollution officers
Education programs
By laws / inspectorate
Maintenance teams
Annual tenders for
routine cleaning
Water pollution officers
Education programs
By laws / inspectorate
Maintenance teams
Annual tenders for
routine cleaning"
Difficulty in
controlling all of
Metro area geographic
spread
Water pollution officers
Education programs
By laws / inspectorate
Maintenance teams
Annual tenders for
routine cleaning"
40
Root Cause
Current Controls
CE
95
Actions
2
9
18
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
R0
complaints not
resolved
risks
• Delayed service
Capacity
constraints
delivery
Insufficiently
experienced call
centre agents
C3 notifications
not responded
to timeously, if
at all
Lack of
communication
Centralised
corporate call
centre
4
Decentralisation /
• Time wastage
Root Cause
• Workflow
• Staff training /
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
70
experience
• Single complaints
number / bulk SMS service
• Following other
complaints lodging routes (eg
Mayors Office)
• Workflow
• Staff training /
experience
• Single complaints
number / bulk SMS service
• Following other
complaints lodging routes (eg
Mayors Office)
• Increased staff capacity
• Better management at
Depot level
• Workflow
• Staff training /
70
80
70
experience
• Single complaints
number / bulk SMS service
• Following other
complaints lodging routes (eg
Mayors Office)
• Workflow
• Staff training /
experience
• Single complaints
number / bulk SMS service
• Following other
complaints lodging routes (eg
Mayors Office)
Current Controls
96
70
CE
Actions
2
3
6
R0
for consultancy
/'approvals/ sign offs
• Inefficiencies
• Loss of
institutional knowledge
• Logistical
implications incl costs
• Wastage
• Excess capacity
Lack of co
ordination of
new initiatives
Geographically
dispersed
Silo approach /
district approach
• Director to co ordinate
(previously no Director)
60
• Weekly Management
meeting
• Fortnightly interbranch
meetings
• Weekly Management
meeting
• Fortnightly interbranch
meetings
• Director to co ordinate
(previously no Director)
60
97
60
V@R
devolved water and
sanitation service
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Loss of Institutional
knowledge
• Fail on business
Mandate
• Fruitless and
wasteful expenditure
• staff frustrations
and low morale
• High staff
turnover (domino
effect/critical mass)
• High vacancies
• Slow speed of
service delivery
• Risk and safety
exposure increase
• Asset stripping
• Increased Gaps
• Increased
outsourcing
Root Causes and Actions
12
Root Cause
Lack of
investment in
employees internships,
bursaries and
lack support with
professional
registration
Salary scales
inappropriate to
attract/retain
technical skills
and experience
Lack of
motivation
factors corporate culture
Lack of career
path and
recognition
Current Controls
CE
• Bursary/ internship/
apprenticeships
• Training
• Continual professional
development (CPDdriven
by individual )
• WPSP and associated
budget
• Industry benchmarks
• Individual's experience
• Scarce skills allowances
• Advancement policy
(limited disciplines)
• Competive interview
process / R&S
• Training
• Ensure benefits as per
policies
98
30
Actions
Action
Implement the
Character First
training initiative
for motivating
employees
Implement
coaching
approach
identified by
MANCO for
technical staff.
List of junior staff
to be submitted
to managers.
Senior staff to
carry out
coaching
30
30
Owner
8
Due Date
Josiah
2010-09-30
Bruce
2010-10-31
Rating
Consequence
Likelihood
Risk
Impact
Id
9
72
V@R
Utility Services> Water and sanitation> Operational Engineering and Asset Management>Risk
Register>31st August 2010
R0
10
Fragmented
Project
Management
function ( CAPEX
projects)
• Non compliance
(plant and
equipment)
• Extended / Over
expenditure
• Under
expenditure of
CAPEX
• Scope,cost and
time creep
• Inadequate
management of PM
Lack of
mentorship and
coaching
• Limited inhouse
training,mainly technical
• CPD
30
Retiring
employees
• Standard operating
procedures in place in
some sections, but not
driven by a strategy
• Extended contracts
20
No central
record
management to
access
institutional
knowledge
• Some SOP's
documented (to be loaded
on sharepoint)
Failure to attract
or retain staff
based on
Employment
Equity demands
(verify the stats)
Root Cause
• Employment Equity
Statistics
• City policy on EE
Lack of
centralised
project
management
function
• EAM input to PM
processes
• JD's of EAM
(mandatory)
• General specifications
• Project meetings
• Contractual agreements
(Legislative)
Branches are
Action
Complete the
first phase
implementation
of ISO 9001
Attain ISO
accreditation
20
Action
Complete the
first phase
implementation
of ISO 9001
Attain ISO
accreditation
Action
Track EE targets
Current Controls
CE
• Steering Committee
99
40
Due Date
Alwyn (with
support from
Kobus Van
Schoor)
Alwyn (with
support from
Kobus Van
Schoor )
Owner
2011-06-30
Alwyn (with
support from
Kobus Van
Schoor)
Alwyn (with
support from
Kobus Van
Schoor )
Owner
2011-06-30
Josiah
Unknown
2015-06-30
Due Date
2015-06-30
Due Date
Actions
Action
Complete
Project Data
Bases for
categories 1,2,3
.
Appoint Project
Managers per
project
50
Owner
Action
Owner
7
Due Date
Donovan
2010-09-30
Josiah (Coordinated by
Ntoza)
2010-10-30
Owner
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Due Date
9
63
R0
process
• Risk and safety
exposure increases
• Lack of buying
power ( Negotiating
power)
• Lack of feedback
(no database or
close out reviews)
• Fragmented
project engineering
function (design)
4
Aging and
deteriorating
assets/infrastructur
e base
• Assets exceeding
life span
• Obsolescence
• Sweating assets
• No compliance
with standards
(DWA,SANS,ISO,OH
SA etc)
• Risk and safety
managing
Project
Management as
a functional style
as opposed to a
matrix
management
style
(decentralise)
Lack of project
managment
competencies
(PM creeps into
JD)
Root Cause
Unprioritised/lac
k of Asset
Replacement (
CAPEX/OPEX
expenditure)
Limited budgetry
meetings
• Outsourcing of control to
Consultants
• Previous project
management experience
• Predefined project
teams (MANCO)
• Project Manager- key
control
• Project Data Base
(covers only one client Bulk Water)
• Reliance on Consultants
Current Controls
• Maintenance plans
• Replacement Plan
(MFMA driven)
• Capital budget
• OPEX
• Asset Registers(not
updated)
• EAM Meetings
100
30
Complete
Project Data
Bases for
categories 1,2,3
.
Develop value
chains / process
flows for the PM
KPA's
Appoint Project
Managers per
project
Action
Donovan
2010-09-30
Donovan
2010-10-30
Josiah (Coordinated by
Ntoza)
Owner
2010-10-30
Complete the
Project
Management
maturity level
Assessments
Design
competency
training
interventions
based on PM
maturity level
assessments
Complete
accreditations
and certifications
Josiah (Coordinated by
Ntoza)
2010-09-30
Josiah (Coordinated by
Ntoza)
2011-06-30
Josiah (Coordinated by
Ntoza)
Actions
2011-06-30
CE
30
Action
Completion of
Roger Byrne
asset
management
plan
30
Action
Owner
Themba/Josiah
Owner
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Due Date
6
Due Date
2010-08-30
Due Date
9
54
R0
exposure increase
• Increased breakdowns
• Higher
maintenance
costs(Increased
finance needs)
• Pollution/
Environmental
impact
• Adverse impact
on service delivery
• Reputational risk
• Unrealiable Plant
machinery
control and coordination
• Branch Meetings
• MFMA/PFMA
• SCM
Lack of
Replacement
and upgrade
planning (eg
Obsolescence
Management)
• Maintenance plans
• Replacement Plan
30
(MFMA driven)
• Capital budget
• OPEX
• Asset Registers(not
updated)
Lack of
appropriately
technically
skilled staff for
changing
/specialised
equipment (old
and new
technology)
• Training
• Seminars
• Conferences
• WSDP
• Busaries/Apprentiships
• OEM Manuals
30
Expanding
Infrastructure
demands on
EAM resources
(Manpower and
infrastructure Workshops,Tool
s, fleet)
Mal-operation of
equipment
• CAPEX/OPEX Plan
30
Completion of
Roger Byrne
asset
management
plan
Action
Themba/Josiah
Milestones in
place for
completion of
updating the
Asset Register
Unknown
Action
Finance and
execute training
needs more
effectively
Action
See actions on
creation of
Budget Forumn
and Trainin
needs
• Operator and
Maintenance Checks
• OEM Manuals
30
101
Owner
Owner
Alwyn Tredoux
Owner
Unknown
2010-08-30
Due Date
Unknown
Due Date
2010-08-30
Due Date
Unknown
Action
Owner
Due Date
Identification of
Internal Training
needs
Ian,Cillia,Bruce,(
Themba)
2010-08-30
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
• Servicing
• On going Coaching to
Implement
Internal
Training/Coachin
g of Operators
plant operaters by artisans
• Training
• Seminars
• Conferences
• WSDP
Ian, Cillia, Bruce,
Themba
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
2011-06-30
•
Bursaries/apprenticeships
6
Infrequent and
inadequate training
of staff
• Low Morale and
Inability to retain
Staff -- frustrated
employees
• Non-Compliance - legislative training
not on time or not
happening at all
• Unproductive and
Increased Opex -poor workmanship
• Unreliable Plant &
Machinery -- poor
workmanship
• Increased Risk
and Safety Exposure
-- increased
probability for loss,
damage, liability,
injury or death
Root Cause
Inadequate
Planning and
Input
Training Plan not
Flexible
Current Controls
• WSDP process
CE
40
annually(functional)
• Training
budget(allocated)
• Legislation
• EAM units checking up
on Training Section
•
• WSDP process annually
Implement
WSDP once
finalised
Implementation
demands of
• Total fleet
operation
Owner
Alwyn
40
Action
Owner
Alwyn
Poor
Management of
Training needs
• EAM units checking up
on Training Section
40
Implement
WSDP once
finalised
Action
Alwyn
Budget
Prioritization
without input
• EAM units checking up
on Training Section
40
Implement
WSDP once
finalised
Action
Implement
WSDP once
finalised
Action
Alwyn
Implement
WSDP once
finalised
Alwyn
Insufficient
Budget
11
Actions
Action
Root Cause
Compliance
Current Controls
• Manage/monitor traffic
102
CE
40
Owner
Owner
Owner
Owner
9
54
R0
7
7
49
R0
2010-09-30
Due Date
2010-09-30
Due Date
2010-09-30
Due Date
2010-09-30
Due Date
2010-09-30
Actions
Action
6
Due Date
Due Date
AARTO
immobilised
• Staff prevented
from performing
operational duties
• Penalties for both
employee and
operator's accounts
(money)
demands and
increase
administration
burden
Lack of
verification
exercises to
validate demerit
points
Lack of software
to monitor and
manage penalty
process
Poor line
Management
controls in terms
of
drivers/vehicles
violations
• Driving assessments
underway (line managers to
submit Driver names for
training)
• Operational policy
formalised for traffic
violation (not been
implemented)
• Licence renewal
process
• Quality assurance
(roadworthy condition)
• Maintenance processes
to ensure RWC
• Audits (licence ,disk
validity )
• Driving assessments
underway (line managers to
submit Driver names for
training)
• Operational policy
formalised for traffic
violation (not been
implemented)
• Manage/monitor traffic
violations
• Manage/monitor traffic
violations
• Info from Natis
• Driver delcarations
• Quality assurance
(roadworthy condition)
• Implementation of
Operating policy
• Implementation of Fleet
managment policy (need
approval)
103
Prepared
AARTO
implementation
and driver
awareness plan.
Develop staffing
needs
40
Bert
Action
Put reporting
Sytem in place
(draw info from
assessments)
Unknown
Owner
Bert
Action
Owner
Implement
employee
declaration
form. Link E
Natis to SAP.
Action
Bert
Implement Fleet
management
policy
(responsibilities
of drivers
explained)
Bert
Due Date
Unknown
Due Date
Unknown
Owner
Due Date
Unknown
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Existing training
not carried out
2
EAM failure to
identify and source
CAPEX needs
• Poor asset repair
/ replacement
decisions
• Plant/equipment
failure
• Poor equipment
performance
• Increase on
OPEX costs
• Staff
despondency
• Increased in
scope and
responsibility (Staff
Duties creep)
• Increased health,
safety, security and
operating risks
Root Cause
Improper
planning
(prioritisation of
needs)
Lack of
documented
internal
processes
Lack of
consultation with
branches in
deciding what to
put on the Capex
Plan
Lack of
Management
Information
Current Controls
• Asset Registers (not
'Provision for Professional
services' (SCM guidelines)
• Internal Processes (life
cyscle costing)
• IDP
• CIDB
• Government Gazettes
• ECSA fees
• EAM Meetings
• Branch Meetings
• SAP Reports
• Works Orders
• Asset Registers (not
updated)
• Asset Replacement Plan
(Outdated or non
104
Owner
Due Date
Implement Driver
training
Bert in
conjunction with
Line Managers
Actions
2011-02-28
Action
Owner
Due Date
CE
30
updated)
• Asset Replacement
Plan(Outdated or non
existentent)
• Work flow programs
• Contract Documents for
Action
50
30
Define
milestones for
completion of
updating the
Asset Register
Completion of
Roger Byrne
spreadsheets:
Asset
Management
Plan
Action
Themba/Josiah
2010-10-01
Themba/Josiah
2010-08-30
Document
internal
processess
(Budgeting
Process)
Themba/Josiah
Action
Formalise a
Budget Forum
with defined out
puts
40
8
Action
Improve our
Works Order
Prrocess flow
(Data). Initial
project outline
and gathering
Owner
Owner
Themba
Owner
Themba.
Roleplayers:
Elec/Mech
Due Date
2010-09-30
Due Date
2010-09-30
Due Date
2010-08-31
5
40
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
R0
existentent)
7
Procurment
obstacles/constrain
ts
• Sub-standard
work
• Increased
downtime / costs
• Demotivated staff
• Service delivery
impact
• Increased
supervision
• non compliance
• deviation reports,
audit findings
Root Cause
Lack of in-house
capacity to
evaluate quality
of goods and
services
Inadequate
technical
specification
(SABS) supplied
to the SCM
department
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
intel, further
phaes and work
to be determined
Current Controls
• EAM staff
• SANS, product
CE
Insufficient
internal stock
(stock levels in
SAP stores and
own stores)
105
Owner
4
50
Action
Donovan
50
Build capacity
and controls
within EAM to
enhance
specification
documentation Introduce
process where
Design and
Contract sign off
specifications
Action
Donovan
2010-10-30
Lwandiso
2010-09-30
50
Build capacity
and controls
within EAM to
enhance
specification
documentation Introduce
process where
Design and
Contract sign off
specifications
EAM to
investigate the
possibility of
access to SANS
database
Action
Identify and
confirm optimal
stock levels in
internal stores
Alwyn
specifications
• Tender contract
• SANS specs
• EAM staff
Actions
Owner
Owner
Due Date
2010-10-30
Due Date
Due Date
2010-08-30
9
36
R0
(All stock)
Indequate liason
between EAM
and SCM
Rigid SCM
processes
• Good interaction with
SCM
50
Action
Alwyn
• Legislation
• City SCM policy and
50
Introduce a Right
of Recall
(process within
EAM) to ensure
correct technical
goods and
services
supplied
Action
Explore, agree
and apply
defined standard
specifications
with SCM, rather
that continual
submissions for
same specs
Alwyn
procedure
• SAP workflows
• Tenders /quotations
• Good interaction with
SCM
• SCM ISO accredited
Lengthy
procurement and
delivery time
Rotation and
availability of
buyers
•
• Legislation
• City SCM policy and
106
Owner
50
Action
Alwyn
50
Explore, agree
and apply
defined standard
specifications
with SCM, rather
that continual
submissions for
same specs
Action
Explore, agree
and apply
defined standard
specifications
with SCM, rather
that continual
submissions for
same specs
Alwyn
procedure
• SAP workflows
• Tenders /quotations
• Good interaction with
SCM
• SCM ISO accredited
• City SCM policy and
procedure
• Good interaction with
SCM
Owner
Owner
Owner
Due Date
2010-10-30
Due Date
2010-10-30
Due Date
2010-10-30
Due Date
2010-10-30
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
Rotation of
vendors
Incorrect
supplier
screening criteria
Lack of
technically preapproved service
providers
including
consultation with
line
• City SCM policy and
procedure
• Warranties, certified
service providers
• City SCM policy and
procedure
• Tenders /quotations
50
50
Action
Alwyn
• City SCM policy and
procedure
• Tenders /quotations
50
Introduce a Right
of Recall
(process within
EAM) to ensure
correct technical
goods and
services
supplied
Action
Build capacity
and controls
within EAM to
enhance
specification
documentation Introduce
process where
Design and
Contract sign off
specifications
Introduce a Right
of Recall
(process within
EAM) to ensure
correct technical
goods and
services
supplied
Donovan
2010-10-30
Alwyn
2010-10-30
Owner
Owner
Due Date
2010-10-30
Due Date
Utility Services> Water and sanitation> Operational Scientific Services>22 July>Risk register draft
107
V@R
Root Causes and Actions
Rating
Consequence
Likelihood
Risk
Impact
Id
8
The Absence of a Scientific
Services Specialised Software
Policy
(LIMS,AQMS,Network,Software)
• No integration with
corporate IT
• Ineffective maintenance
and backup situation
• Slow turnaround from
IS&T on some elements
• Absence of software
regulation
• Accreditation
jeopardised
• Limited contract
management with software
providers
• Data Integrity issues
• Data
Corruption/Vulnerability/Access
to
• Reporting of
results/water quality/air quality
jeopardised
• Information
dissemination to relevant
stakeholders (blue and green
drop) jeopardised
• Downtime of systems
Root Causes and Actions
Root Cause
Corporate IT
does not
support the
Clients /
Department
system
(Standalone
Development
unsupported)
Insufficient
managment of
various
software
provider
contracts
IT
administration
rights retracted
from line
Corporate
IS&T staff lack
skills and
competences
to address
Laboratory
108
Current Controls
CE
• Basic IT
40
infrstructure: ie Network
and city applications
◦ Helpdesk
◦ IS&T
logging system (CR
number)
◦ Project
Scope Request
• Contracts with
service providers
• Appointed SS
System Administrators
• Contracts with
service providers
• Helpdesk
• IS&T logging
Develop and
implement the
Internal
Specialised
Software
policy
Host an IT
information
sharing
session
Initiate
negotiations
on SLA with
IT&S
system (CR number)
Owner
Shadley
10
Due
Date
2011-0630
Shadley
2010-1030
Shadley
2011-0630
40
Action
Shadley
10
Develop and
implement the
Internal
Specialised
Software
policy
Action
Shadley
10
Develop and
implement the
Internal
Specialised
Software
policy
Action
Host an IT
information
sharing
session
Shadley
system (CR number)
• Helpdesk
• IS&T logging
Actions
Action
Owner
Owner
Owner
Due
Date
2011-0630
Due
Date
2011-0630
Due
Date
2010-1030
9
90
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
R0
Root Causes and Actions
Information
Management
Systems
(LIMS)
The IS needs
of Scientific
Services are
not seen as
corporate
priority
1
Scientific Services (SS)
Operations fail to detect
water/waste water /air quality
non compliance
• Non compliance with
water standards - National
Standards for Sewerage and
By Laws / European Food
Standards / ISO 17025 / SANS
241 / SA water and air quality
guidelines
• Public health at risk
• Reputational risk
• Adverse effect on ecosystems and environment
• Litigation
• Accreditation in
jeopardy
• Knock on cost to retify
state of water/air by line
Root Cause
Dependency
on other
Departments
(Samples)
no controls
Current Controls
• Annual Training
of Sampling staff
• Workflow
processes (Manuals
and procedures)
10
Initiate
negotiations
on SLA with
IT&S
Action
Shadley
Host an IT
information
sharing
session
Shadley
CE
70
Failed to act in
advisory
capacity to
client
Action
Maintain
current
controls
Outdated
Technology
109
80
Action
Maintain
current
controls
70
2011-0630
Due
Date
2010-1030
Actions
•
Schedule/programme
for sample collections
• Accreditation
system /controls(chain
of custody)
• SLA's with clients
• SS Reports and
records
• SS Science
equipment output
• Laboratory
results
• City Policy
• Workflow
processes
• Customer Survey
• SS Reports and
Owner
Action
Owner
Mpharu
Hloyi and
Managment
Team
Owner
Mpharu
Hloyi and
Managment
Team
Owner
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
10
Due
Date
Unknown
Due
Date
Unknown
Due
Date
6
60
R0
Root Causes and Actions
Non
implementation
of Legislative
requirements.
Dependancy
on staff
competence
110
records
• SS Science
equipment output
• Laboratory
results
• 5 Year Budget
• Asset
Management Plan
• Maintenance
Plans
• Legislative
Requirements
• Customer
Surveys
• Legislation
• Regular
Assessment of
legislation
• Client Needs
assessment
• Staged
Implementation Plans
• SS are members
on External Committes
and Forums with
National and Provincial
Government
(DWA,WRC,SABS,DEA)
• Current skilled
staff compliment
• Inter lab
comparison
• Annual
Competency
Assessments as per
accreditation
requirement
Prioritise
technology
replacement,
based on 3
year budget
implementation
plan
90
Action
Maintain
current
controls
50
David
Epstein
Owner
Mpharu
Hloyi and
Managment
Team
Action
Owner
Schedule
Specialised
training and
Short Courses
Continue to
run Busary
Scheme
(Waste water)
Mpharu
Hloyi and
Managment
Team
Mpharu
Hloyi and
Managment
Team
Unknown
Due
Date
Unknown
Due
Date
2011-0630
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
9
Total failure of Dependancy
Sytems
• Operations come to a
halt
• Lose Data
• No reporting ability
• Unable to meet
Root Cause
LIMS offline
deadlines
111
Unknown
Owner
Due
Date
2010-1030
CE
• Informal Back up
system (Internal
procedure)
• Consultant
Services and contract
40
Action
Shadley
40
Host an IT
information
sharing
session
Initiate
negotiations
on SLA with
IT&S
Develop and
implement the
Internal
Specialised
Software
policy
Action
Shadley
40
Host an IT
information
sharing
session
Initiate
negotiations
on SLA with
IT&S
Develop and
implement the
Internal
Specialised
Software
policy
Action
Host an IT
information
sharing
session
Shadley
• Informal Back up
system (Internal
procedure)
• Consultant
Services and contract
Internal
System (No
corporate IT
support)
Mpharu
Hloyi and
Managment
Team
Actions
Current Controls
•
No
redundancy
Encourage
Publications
and 'tech talks'
• Informal Back up
system (Internal
procedure)
• Consultant
Services and contract
10
Shadley
2011-0630
Shadley
2011-0630
Owner
Due
Date
2010-1030
Shadley
2011-0630
Shadley
2011-0630
Owner
Due
Date
2010-1030
5
50
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
R0
Root Causes and Actions
Initiate
negotiations
on SLA with
IT&S
Develop and
implement the
Internal
Specialised
Software
policy
Scientifc
Services key
product is
information
4
Lab technology unable to/does
not allow Scientific Services to
keep abreast of changing
requirements
• Absence of early
warning signs
• Potential health
exposures
• Adverse effect on
results (quality and accuracy)
• Ependiture on
Replacement
• Expenditure on
Outsourcing
• Reputation
Root Cause
Insufficient
priority given to
SS
replacement
processes
• Informal Back up
system (Internal
procedure)
• Consultant
Services and contract
Current Controls
• Asset Register
• Asset
112
2011-0630
Shadley
2011-0630
Actions
60
Action
60
Interact with
Directors
Water and
Sanitation and
customers to
discuss and
make known
SS needs
(Implement
acquistions as
per 3 year
budget)
Include
technology
needs in 5
year budget
plan
Conclude the
Asset
Management
Plan
Action
Managment Plan
• 5 year Budget
• GAMAP and
GRAP - Asset lifespan
criteria
• Planned Capital
Changing
legislation
CE
Shadley
Owner
Mpharu
Hloyi
8
Due
Date
Unknown
Mpharu
Hloyi
Unknown
David
Epstein
2010-1130
Owner
Due
Date
6
48
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
R0
Root Causes and Actions
requirements
(new ananylsis
standards:
SANS 241)
Budget - Prioritisation of
expediture on:
◦ TOC- Total
organic carbon
◦ ICPMS
◦ Radio
activity
◦ Viruses
◦ EDC's
◦ PCR
◦ GC'sVOC's
◦ Ecotoxicity
Include
technology
needs in 5
year budget
plan
Conclude the
Asset
Management
Plan
Mpharu
Hloyi
Unknown
David
Epstein
2010-1130
◦
Shortage of
technical skills
- scientists age
profile
Insufficient
Budget to
113
Greenhouse Gas
Analysers
◦ Air Quality
and Climate Change
modelling packages
• Continual
assesment and
execution of planned
implementation
• Knowledge and
experience of Scientists
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
• Budget from
60
Action
Maintain
existing
controls
40
Action
Owner
Unknown
Owner
Due
Date
Unknown
Due
Date
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
acquire
required
technology
Slippage
• Budget from roll
over (09/10 to 10/11)
Equipment
exceeds their
life-span
2
Current training insufficient to
maintain specialist service
• Adverse effect on
service delivery
• Poor client services Internally and Externally
• Non compliance with
ISO standards
• Inability to meet
deadlines
• Staff knowledge base
becomes outdated
• Limited focus on
employee growth
• Decrease in staff moral
• Increase staff
Root Cause
Limited
opportunities
to attend
external
conferences
and courses
Ineffective and
inefficient
114
Interact with
Directors
Water and
Sanitation and
customers to
discuss and
make known
SS needs
(Implement
acquistions as
per 3 year
budget)
Mpharu
Hloyi
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Unknown
• Asset Register
• Asset
Managment Plan
• 5 year Budget
• GAMAP and
GRAP - Asset lifespan
criteria
Current Controls
• WPSP10
• Training budget
• Training
CE
Actions
4
40
Curriculum
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
• WPSP10
40
Action
Owner
Due
Date
9
36
R0
Root Causes and Actions
turnover/Limited ability to retain
and attract specialised skills
• Knowledge silos within
older staff
• Reputation Risk
• Training budget
• Training
training
Curriculum
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
Absence of
mentoring and
coaching
processes
•
• WPSP10
• Training budget
• Training
Mpharu
Hloyi and
Managment
Team
2011-0630
Action
Owner
Due
Date
40
Curriculum
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
• WPSP10
• Training budget
• Training
Insufficient
budget for
training
purposes
Schedule
Specialised
training and
Short Courses
40
Curriculum
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
Training does
not happen
115
•
• WPSP10
40
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
Root Causes and Actions
• Training budget
• Training
frequently
enough
Curriculum
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
•
• WPSP10
• Training budget
• Training
lack of
formalised
succession
planning
Schedule
Specialised
training and
Short Courses
Mpharu
Hloyi and
Managment
Team
2011-0630
Action
Owner
Due
Date
Unknown
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
40
Curriculum
No means to
measure
productivity of
staff
Develop
Productivity
index
• WPSP10
• Training budget
• Training
Insufficient
exposure to
external
training
Mpharu
Hloyi
40
Curriculum
• Informal Training
and Mentoring
• Information
Sharing-Technicle Talks
(internal)
• Busaries
•
13
Registry
Root Cause
???
Current Controls
CE
???
Actions
Action
????
15
Scientific Services unable to
Root Cause
116
Current Controls
CE
Owner
Unknown
Actions
R0
Due
Date
Unknown
R0
Root Causes and Actions
respond to a disaster scenario
Unable to
deploy a large
enough work
force to gather
samples
No continuity
plan to erect a
central office if
current office
was
inaccessible
3 key
individuals
exsist
No LIMS
support from
corporate IT if
urgent
reinstatement
of system is
required
117
• Fish Kill Reponse
plan
V@R
Consequence
Likelihoo
d
Rating
Risk
Impact
Id
MODULE 4
SUPPORTING PROGRAMMES FOR THE
IMPROVEMENT OF WATER QUALITY
118
CITY OF CAPE TOWN
WATER AND SANITATION
BULK WATER BRANCH
119
“FIRST CUT”
INFRASTRUCTURAL ASSET
MANAGEMENT PLAN
120
4.0 Executive Summary:
Using the terminology of the International Infrastructure Management Manual:
2006, this is a “first cut” Bulk Water Infrastructural Asset Management Plan. It
entails a relatively high level view of the assets utilized by the Bulk Water
Branch to fulfil the primary function of supplying a secure supply of bulk
drinking water to the City and adjacent local authorities.
For the preparation of this plan, the Roger Byrne Spreadsheet has been used
to capture the data, do a first order assessment of the asset condition, assess
the operational and business risks associated with the specific assets in the
context of the larger systems. A picture was derived of the ongoing Planned
Maintenance budget requirements to maintain the assets in good working
order.
The tool further helped to assess the long-term Rehabilitation Strategy for
replacing, repairing or refurbishing the assets timeously, to ensure continued
efficients service delivery in the future. This aspect in particular needs
significantly more thought and improved input before the plan can inform the
Operational and Capital Budgets intelligently. The timing of the rehabilitation
measures is paramount to prevent the “bunching up” of asset replacements
which would precipitate a capital budget crises.
The bulk water infrastructure, entailing dams, catchment areas, pipelines,
service reservoir and water treatment plants, has been assessed as having an
estimated replacement value of R 11.5 billion. From the assessment it has
been identified that the Branch needs in the order of R 56.5 million per annum
for maintaining its assets in good working order. The current 2010/11
Operating Budget makes provision for R41.9 million.
As mentioned above, the current budget does not make provision for the
Rehabilitation Strategy, which would impact on the Capital Budget and a
further requirement on the Operating Budget.
Finally, it must be emphasized that this high level first assessment cannot
replace a full blown Asset Management Plan informed by a lower level asset
management platform, such as the Planned Maintenance Module in SAP.
121
Contents:
EXECUTIVE SUMMARY
2
1.
INTRODUCTION
1.1 Vision
1.2 Bulk Water Supply System
4
4
4
2.
BULK WATER SUPPLY SERVICES
2.1 Security of Supply
2.2 Risks Associated with the Service
2.3 Quality of Service
5
5
5
5
3.
BULK WATER INFRASTRUCTURAL ASSETS
3.1 Description of Asset Types
3.1.1 Pipelines
3.1.2 The Bulk Supply System
3.1.3 Water Treatment Plants
3.1.4 Service Reservoir
3.1.5 Dams
3.1.6 Water Meters
3.1.7 Asset Management Tool
3.1.8 Critical Assets
3.2 Summary Condition/Remaining Life
3.3 Asset Valuations
4.
BUDGETS AND PROGRAMMES
4.1 Summary
4.2 Operating Budget
4.3 Capital Budget
16
16
17
17
5.
QUALITY MANAGEMENT
17
6.
CONCLUSION
18
ANNEXURES:
Annexure 1: Bulk Water: Operating Budget 2010/11
Annexure 2: Bulk Water: Maintenance Budgets 2010/11
Annexure 3: Bulk Water: Asset Management: Asset – Specific Policies
Annexure 4: The Voëlvlei Pipeline
Annexure 5: Roger Byrne Spreadsheet for Bulk Water (Separate)
Annexure 6: Bulk Water: Capital Budget (2010/11)
122
6
6
6
7
9
9
10
11
12
13
14
15
19
22
23
27
31
1. Introduction:
1.1.
Vision:
It is the vision of the Water & Sanitation Services Department of the
City of Cape Town:
“To be a beacon for the provision of water and sanitation services in
Africa”.
In support of this vision, the Bulk Water Branch provides quality treated
water in bulk to the City of Cape Town, as well as the Municipalities of
Drakenstein and Stellenbosch outside the Cape Metropolitan Area. In
order to carry out this function, it abstracts water from various water
sources, treats the water to the South African National Standard
(SANS) 241 for potable water at its 12 water treatment plants, stores
and then conveys the water to points of supply within or outside the
Cape Metropolitan Area.
Raw water is extracted from both the City’s own dams and those of the
Department of Water Affairs (DWA). The total bulk water supply
system is referred to as the “Western Cape Water Supply System” and
is described in the Raw Water Supply Agreement between the City and
the DWA. This agreement sets out the operating rules and the roles of
both parties to the agreement.
1.2.
Bulk Water Supply System
To fulfil its role of regional bulk water service provider, the Branch takes
a leading role in the planning and management of water resources in
the Berg Water Management Area in partnership with the Department
of Water Affairs (DWA). This role is reinforced by the fact that the City
of Cape Town’s (CoCT) bulk water conveyance infrastructure is the
enabling element for the integration of the components of the Western
Cape System. Through this integrated system approach the level of
assurance of the whole system is improved for all the main
stakeholders and users thereof.
2. Bulk Water Supply Services:
2.1.
Security of supply:
In order to supply what is a life-critical essential service, a high level of
security of supply is required. The City has used the number of water
resources that are geographically spread out to its utmost advantage,
by integrating backwards with the DWA raw water supply system. This
step optimizes both the water resource itself, but the additional
123
redundancy significantly spreads the risk of outages and the possible
effect on the end users.
2.2.
Risks associated with the service:
Underlying the historical development of the current bulk water supply
system of the City, is a philosophy of ensuring a bulk water supply with
an absolute minimum interruption thereof. To achieve this most of the
system is integrated, thus spreading the risk through the availability of
alternative sources of supply. Secondly, infrastructure at the various
installations is backed up by sufficient redundancy to ensure continued
supply in case of infrastructural elements malfunctioning. Thirdly,
sufficient emergency storage is provided in the bulk water service
reservoirs to enable continued supply to the City during failures,
enabling the branch to effect repairs to its system.
2.3.
Quality of service
In order to supply the communities with a top quality of water supply,
the City has invested significant resources to choose and procure the
right infrastructure for its bulk system that will give the maximum longservice. This is reflected in some of the piplines that are still giving
perfectly good service after more than a century in use.
It also embarked on treating water to standards beyond what was being
required for potable standards, in order to protect the billions of Rands
invested in its infrastructure whilst initially protecting the public against
the plumbo-solvency problem. This has been done since the first full
water treatment plant was introduced in 1936.
3. Bulk Water Infrastructural Assets:
3.1.
Description of asset types:
The assets under the control of the Bulk Water Branch comprise the
following:
 catchment areas,
 storage dams,
 wellfields and springs,
 raw water pipelines,
 water treatment plants,
 service reservoirs, and
 a conveyance system, comprising pipelines, tunnels and canals,
linking the other components together.
The various assets types are listed in the paragraphs below:
124
3.1.1. Pipelines:
By far the biggest asset type of the branch is the pipelines. These
range from 2400 mm to 75 mm in diameter. The Pipelines form
62 % of the Total Estimated Replacement Value of the assets, but
is often the forgotten hidden portion of the assets that does not
attract enough care with respect to proper asset management,
particularly from a life cycle approach – starting from the best
choice of pipeline material.
The oldest pipeline in the City’s system, is the pipe along the
Pipetrack from the Twelve Apostles tunnel portal to Kloof Nek
Reservoir. This pipe was laid in 1890 and is a cast iron pipe and
still in good working condition.
The lengths of various pipeline types are tabulated below:
Pipeline Type
Length
Treated water
665 062 km
Raw water
99 871 km
Total
764 933 km
Table 1: Length of Pipeline Types
The most critical pipeline from an identified risk point of view is the
Voëlvlei Pipeline conveying treated water from the Voëlvlei Water
Treatment Plant to the Plattekloof Reservoir.
Annexure 4: The Voëlvlei Pipeline, reflects the history of this
pipeline, the current condition of this asset and the management
policy adopted by the City.
3.1.2.
The Bulk Supply System:
The assets sub-systems are spread over the Western Cape region
eg. the Voëlvlei Scheme and the Wemmershoek Scheme are
situated far outside the boundaries of the Cape Town Council’s
normal area of jurisdiction. This has a significant impact on the
asset maintenance approach and management of these assets.
The Diagram below gives an impression of the extent of the bulk
water system with respect to the City’s metropolitan boundaries.
125
Diagram 1: Bulk Water Supply System
126
3.1.3.
Water Treatment Plants:
The City treats the raw from its own and the Department of Water
Affair’s dams to potable standards (SANS 241), to supply the City
and some adjacent Water Service Authorities. It utilizes 12 water
treatment plants as listed below, with the various treatement
capacities in Megaliters per day.
Table 2: List of Water Treatment Plants
Water Treatment Plant
Capacity in
Ml/day
Constructed
Faure WTP
500
1994
Blackheath WTP
420
1982
Voëlvlei WTP
230
1971
Wemmershoek WTP
250
1958
Steenbras WTP
150
1946
Brooklands WTP
5
1974
Witzands WTP
14
1986
3
1975
18
1938
3
1934
Silwerstroom WTP
Kloof Nek WTP
Constantia Nek WTP
Helderberg WTP
12
Albion Spring
5
Total
1890
1610
The above list clearly indicates a wide spread in size of treatment
plants i.e. from a large 500 Ml/day at Faure to the small 3 Ml/day
at Constantia Nek. The smaller water treatment plants are
generally at the end of the supply system and thus play a very
strategic role in supply during peak periods and during treatment
outages.
127
3.1.4. Service Reservoirs:
A total of 25 service reservoirs are managed by the bulk water
branch. These again range from the second largest service
reservoir in South Africa i.e. the Faure Reservoir with over 640 Ml
capacity to the small 3.7 Ml Constantia Nek Reservoir. Two of
these reservoirs, namely the older Molteno and Newlands
Reservoirs are unroofed and therefore require special
maintenance procedures.
Table 3: List of Bulk Service Reservoirs
Service Reservoir
Capacity at Top
Water Level (Ml)
Constructed
Blackheath Upper
48.2
1980
Blackheath Lower
537.6
1983
Constantia Nek
3.7
1953
Eastern High Level
4.3
1932
Kloof Nek
13.6
1908
Molteno
188.1
1886
Monterey
29.0
1972
Newlands Upper
132.6
1905
Newlands Lower
46.0
1950
Oranjezicht
16.3
1988
Plattekloof
583.6
1974
Tygerberg No. 1
33.4
1952
Tygerberg No. 2
264.3
1962
Wynberg No. 1
8.4
1897
Wynberg No. 2
22.2
1949
Faure
614.2
1996
128
Service Reservoir
Capacity at Top
Water Level (Ml)
Constructed
Glen Garry
149.6
1991
Pella 40
40.0
1981
Pella 10
10.0
1975
Hospital 20
20.0
1990
Hospital 10
10.0
1970
Melkbos A
20.0
1976
Melkbos B
20.0
1987
Midlands
10.0
1995
Hout Bay
20.0
2000
Total
3.1.5.
2845.1
Dams:
By far the most valuable single (non-pipeline) asset in terms of
replacement value is the Wemmershoek Dam. This is situated in
a mountainous catchment area on the Wemmers River, between
the towns of Paarl and Franschhoek. These dams are strictly
regulated by the dam safety regulations under the Water Act. The
regulations include regular internal and external inspections and
maintenance to be executed resulting from these inspections. The
process is further described in the asset –specific policies
contained in Annexure 3.
3.1.6.
Water Meters:
There are 350 meters that form part of the bulk water system.
They are divided into ten different categories all with different
clients or purposes. The diagram below clearly shows that most of
the meters are situated at the interface with the Reticulation
Branch. Water balancing is an important resource management
issue and meter information is being captured on a proper meter
management base.
129
All the revenue meters are currently on SAP, but not the balance
of the meters. This is being addressed also to enable meter
maintenance and asset management
Diagram 2: Bulk Water Meters: Categories
Balance, 28
URO, 23
HIB, 19
Transfer, 32
Local Authority, 18
Other External, 31
Other Internal, 16
Own use, 3
Raw Water, 11
Balance
HIB
Local Authority
Other External
Other Internal
Own use
Raw Water
Retic
Transfer
URO
Retic, 169
The size of the bulk water meters range from 12 mm to large bulk
meter up to 2000 mm. The largest number of meters falls in the 300
mm group.
The profile below shows the number of meters in each class and
whether these are Internal (I) to the Metropolitan Area or Outside (O).
Diagram 4:Bulk Water: Meter Size Profile
60
50
40
30
20
10
0
12 15
20 22 25 32 40
50 80
100 150 200 250 300 380 400 450 500 535 600 760 800 900 915 1000120012201500152518002000
Size (mm)
I
130
O
3.1.7. Asset Management Tool:
The Bulk Water assets were captured on the Roger Byrne
Spreadsheet using the information captured from the asset
register drawn up by the Water Asset Consultants in May 2003.
The summary report is titled “Review of the Infrastructural Fixed
Assets of the Water and Sanitation Services”.
Any known asset that was not captured in 2003 has been added,
but this process is not complete and will be improved upon by
consultation of district staff and field visits.
The register goes down to the level of a process system i.e. the
mechanical equipment or electrical equipment at a pump station.
For detail asset management it is important that the assets are to
be captured on SAP down to a lower level, such as a pump or a
motor in the example used. This process is being attended to by a
task team set up in the Water & Sanitation Department. Without
this further step, Integrated Asset Management and concepts like
life cycle management would not be possible.
The Roger Byrne Spreadsheet, however, forms a good tool to start
thinking strategically about managing the infrastructural assets in a
planned long-term manner. It gives a good overview of the risks
attached to various assets and an indication of what budgets are
needed to sustainably maintain and replace/refurbish the asset at
the end of its useful life.
It answers the question, whether one can afford not to manage the
infrastructural assets any other way, but through an Integrated
Asset Management Process.
The spreadsheet is, however, only as good as the information
captured therein. This first round is the view of a few individuals
and further consulation needs to take place with the operating
personnel in order to improve the quality of the input.
Similarly, further work is required with respect to the estimated
replacement values by comparing the estimates with new tender
prices etc.
In short, this is a “first cut” Asset Management Plan for Bulk Water
and should be seen as work in progress.
3.1.8. Critical Assets:
The most critical assets identified through the Roger Byrne
Spreadsheet from a Business Risk Exposure point of view are
listed below:
131
Asset Name
Provisional Business Risk
Exposure
Molteno Reservoir
86
Kloof Nek Reservoir
84
Steenbras Raw Water Pipeline
51
Newlands Upper Reservoir
46
Wynberg Reservoir No. 1
44
Wemmershoek Dam
44
Steenbras Dam
37
Steenbras Upper Dam
33
Tygerberg Reservoir No. 1
36
Table 4: Business Risk Exposure Ratings
132
3.2.
Wynberg Reservoir No. 2
31
Voëlvlei Pipeline
30
Newlands Lower Reservoir
31
Tygerberg Reservoir No. 2
30
Monterey Reservoir
30
Plattekloof Reservoir
45
Electrical Supply to Brooklands
52
Turbines at Steenbras
43
Voëlvlei Raw Water
36
Steenbras Tunnel
60
Asset condition / remaining life
The remaining useful life of the various components of the bulk water
system was assessed in the Roger Byrne spreadsheet. It can be seen
that, although some of the infrastructure is old and aging, due to longterm asset management practices, the life expectancy of these assets
are still considered to be good in general.
The shortcoming of the assessments of the “available life” can be seen
in the “bunching” of refurbishment or replacements into the future.
This will be improved upon with the next round. This spreadsheet
makes this problem visable and manageable.
3.3.
Asset valuations
The Water Asset Consultants (WAC) comprising a joint venture
between Ninham Shand, Africon and ASCH compiled a Fixed Asset
Register (FAR) in terms of the General Accepted Municipal Accounting
Practice (GAMAP) in 2003. These assets were assessed and inter alia
an Estimated Replacement Value (ERV) was arrived at which were
based on prices as at January 2003. These valuations have been used
in this compilation of a “first cut” Bulk Water Asset Management Plan.
Values have been adjusted to present day using the Producer Price
Index. From January 2003 to March 2010 a factor of 1,496 was
applied.
Table 5: Estimated Replacement Values
Asset Type
Estimated Replacement
Values
133
Percentage
of
(Mar 2010)
Total ERV
Dams
R 1 354 510 564
12%
Catchment Areas
R
Service Reservoirs
R 1 292 890 378
11%
Pump Stations
R
275 600 078
2%
Water Treatment Plants
R 1 528 967 573
13%
Pipelines
R 6 996 838 859
62%
R 11 490 376 637
100%
Total
25 526 340
-
This is best reflected in a pie diagram as shown below.
Diagram 4: ASSET TYPE: ESTIMATED REPLACEMENT VALUE
Service Reservoirs,
1,292,890,378
R
Pump Stations,
275,600,078
R
Water Treatment
Plants & Well fields,
Catchment Areas,
25,526,340
R
Dams, R 1,354,510,564
R
Pipelines, R 6,996,838,859
134
1,528,967,573
4. Budgets & Programmes:
4.1. Summary:
The Roger Byrne Spreadsheet shows that with the first assessment
an amount of about R56.5 million per annum is required for Planned
Maintenance. This is derived from assessments of the type of asset,
an estimate of an appropriate% of the ERV required to maintain the
asset in good working order, but excludes the funds needed to
replace/ refurbish /repair the asset at the end of its useful life.
A substantial amount of further work is to be done to improve on the
rehabilitation strategy for this to be able to inform the operating and
capital budget properly.
4.2. Operating Budget:
The current Operating maintenance budget is attached in Annexure
2. A summary of the full operating budget is attached as Annexure
1.
From the assessment it has been identified that the Branch needs in
the order of R 56.5 million per annum for maintaining its assets in
good working order. The current 2010/11 Operating Budget makes
provision for R41.9 million.
4.3. Capital Budget:
The Roger Byrne Spreadsheet further helped to assess the long-term
Rehabilitation Strategy for replacing, repairing or refurbishing the
assets timeously, to ensure continued efficients service delivery in the
future. This aspect in particular needs significantly more thought and
improved input before the plan can inform the Operational and Capital
Budgets intelligently. The timing of the rehabilitation measures is
paramount to prevent the “bunching up” of asset replacements which
would precipitate a capital budget crises.
The current budget does not make provision for the Rehabilitation
Strategy, which would impact on the Capital Budget and a further
requirement on the Operating Budget.
The Bulk Water Capital Budget for 2010/11 is attached as Annexure 6.
135
5. Quality Management:
The Bulk Water Branch has been committed to Integrated Quality
Management for many years. This was borne out by being the first
bulk water provider in the country to achieve ISO 9001:2000
certification in 2003. With the impacts of the restructuring of the City
into one Metropolitan Council, the Branch has not been able to retain
the certification, but is maintaining the integrated quality management
approach and is hoping to re-establish itself at the same high level.
The City has also been highly rated in the DWA’s Blue Drop Initiative
over the last two years. It achieved a 100% rating in the first year
(together with only two other authorities) and was rated second in the
country in the 2010 assessment. Asset Management has played an
increasing role in DWA evaluation of quality management and has
accelerated the need for improving the Asset Management Record on
SAP and the need for asset management plans in the various
branches.
6. Conclusion:
For the preparation of this plan, the Roger Byrne Spreadsheet has
been used to capture the data, do a first order assessment of the asset
condition, assess the operational and business risks associated with
the specific assets in the context of the larger systems. A picture was
derived of the ongoing Planned Maintenance budget requirements to
maintain the assets in good working order.
The tool further helped to assess the long-term Rehabilitation Strategy
for replacing, repairing or refurbishing the assets timeously, to ensure
continued efficients service delivery in the future. This aspect in
particular needs significantly more thought and improved input before
the plan can inform the Operational and Capital Budgets intelligently.
The timing of the rehabilitation measures is paramount to prevent the
“bunching up” of asset replacements which would precipitate a capital
budget crises.
As mentioned above, the current budget does not make provision for
the Rehabilitation Strategy, which would impact on the Capital Budget
and a further requirement on the Operating Budget.
Finally, it must be emphasized that this high level first assessment
cannot replace a full blown Asset Management Plan informed by a
lower level asset management platform, such as the Planned
Maintenance Module in SAP.
136
ANNEXURE 1: BULK WATER: OPERATING BUDGET
SUMMARY
Cost Elements
401100 Salaries and Wages
Act. Costs
5,554,357.73
Plan Costs
86,017,348.85
Var.(Abs.)
80,462,991.12-
401200 Non Permanent Staff
7,600.17
401300 Bonuses
2,994.91
4,916,778.72
4,913,783.81-
92,503.47
2,063,163.42
1,970,659.95-
5,000.00
874,554.73
869,554.73-
401500 Non Struct Overtime
5,781,537.61
5,781,537.61-
401510 Structured Overtime
857,804.55
857,804.55-
401400 Leave Pay
401410 Long Service Award
7,600.17
401600 Allowances: Housing
50,855.00
963,655.20
912,800.20-
401700 Allowances: Locomo
162,267.90
1,775,066.28
1,612,798.38-
401710 Allowances: Ess Use
12,079.90
141,302.40
129,222.50-
401720 Allowances: Cell
13,540.00
187,680.00
174,140.00-
401800 Allowances: Other
336,480.27
5,172,320.04
4,835,839.77-
402100 Group Life Insuranc
114,138.35
1,468,523.35
1,354,385.00-
402200 Medical Aid Contrib
698,847.57
9,970,109.28
9,271,261.71-
402400 Pensio Schem Contr
975,386.38
19,479,375.77
18,503,989.39-
58,442.38
673,891.08
615,448.70-
3,704.43
136,472.72
132,768.29-
217,029.50
217,029.50-
23,237.16
23,174.80-
96,107.36
96,107.36-
3,039,138.75
77,726,483.78
74,687,345.03-
3,681.87
191,274.83
187,592.96-
10,176.34
433,765.28
423,588.94-
402500 Unemployment Insure
411100 Advertising
411150 Auditing Services
411300 Books Perio & Subsc
62.36
411330 Brokers Fees
411350 Chemicals
411500 Catering Services
411550 Cleaning Costs
137
Cost Elements
411600 Cleansing Related C
Act. Costs
6,250.37
Plan Costs
Var.(Abs.)
33,731.52
27,481.15-
3,698.26
3,698.26-
411700 Comp Serv & Soft
104,728.08
104,728.08-
411750 Conf & Sem - Nat
37,312.80
37,312.80-
5,074,210.18
5,074,210.18-
16,951,448.38
15,719,141.06-
171,871.04
171,871.04-
21,649.76
21,649.76-
707,640.24
685,252.57-
411650 Comm Publi & Mat
411800 Consultants
412050 Electricity
1,232,307.32
412200 Fire Services
412220 Food & Beverages
412250 Fuel
412300 Furnit Fittings Too
412350 Hire Charges
22,387.67
866.2287,224.55
412355 Hire : Wet Fuel
412360 Hire of LDV - VAT
85,627.70
412370 Hire of Cars-Non Cl
412800 Levies & Fees
866.221,191,790.15
1,104,565.60-
972.00
972.00-
2,875,560.52
2,789,932.82-
1,214,703.58
1,214,703.58-
6,945.08
6,945.08-
412850 Levy: Barg Council
2,178.75
27,218.40
25,039.65-
412900 Levy: Skills Develo
70,354.16
744,065.64
673,711.48-
412950 Licenses & Permits
2,356.55
86,287.06
83,930.51-
412970 Material Automotive
146.67
191.28
44.61-
412980 Mat Building & Infr
26,510.87
760,906.24
734,395.37-
412990 Material Electrical
1,110.75
261,270.96
260,160.21-
413000 Materials Gen & Con
83,454.10
1,594,245.13
1,510,791.03-
413050 Med Hea Serv & Sup
772.51
1,316,574.65
1,315,802.14-
49,504.76
49,504.76-
594,009.96
561,642.75-
605.52
605.52-
413100 Memb Fees: Prof
413150 Tools , Equip &Othe
32,367.21
413170 Misc Non-Vat Expens
413200 Occ Health & Safety
18,624.12
570,340.95
551,716.83-
413220 Oil, Gas, Lub & Coa
5,916.45
114,235.68
108,319.23-
138
Cost Elements
413240 Plant/Eqm (Capex)
Act. Costs
Plan Costs
2,790.00
413300 Pest Control
Var.(Abs.)
2,790.00
245,428.29
245,428.29-
6,856.20
826,251.69
819,395.49-
34,142.83
582,229.29
548,086.46-
300,145.28
300,145.28-
29,748.60
5,740.22-
89,748.48
89,748.48-
80,086.16
4,338,302.96
4,258,216.80-
413900 Sewerage Services
6,387.69
631,930.90
625,543.21-
413950 Signage
2,409.90
4,979.28
2,569.38-
414100 Telecommunication
54,088.45
1,310,149.71
1,256,061.26-
414105 Telecomm: Cell Phon
22,154.17
1,207.08
20,947.09
414110 Telecomm Equip Rent
62,994.04
560,944.80
497,950.76-
570.70
188,988.72
188,418.02-
285,693.78
285,693.78-
829,786.68
769,186.51-
19,303.56
19,303.56-
43,855.66
705,636.36
661,780.70-
8,284.95
289,467.00
281,182.05-
100,006,086.22
100,006,086.22-
190,922,647.88
187,904,845.28-
14,937,448.10
14,937,448.10-
104,987.99
7,760,354.75
7,655,366.76-
6,355.34
21,119.96
14,764.62-
413350 Plants & Gardening
413450 Print Stat & Photo
413600 Rates
413670 Refreshments & Teas
24,008.38
413750 Rental
413800 Security Services
414115 Tele:Cell Phone Sub
414150 Test,Sample&Monitor
414350 Travel & Subsis: Va
60,600.17
414360 Travel&Subsis:NonVa
414400 Unif & Protec Cloth
414550 Water Purchases
450200 Bulk Raw Water
450205 Bulk Water :Levy BW
3,017,802.60
450210 Water Research Levy
455100 Contracted Services
455200 Labour Brokers
460100 R&M - Land & Build
460300 R&M - Electrical
460500 R&M - Equipment
460700 R&M - General
38,166.54
38,166.54
371.28-
371.28-
9,681.00
9,681.00
61,655.25
61,655.25
139
Cost Elements
Act. Costs
Plan Costs
Var.(Abs.)
470100 Depreciation PPE
30,344,340.26
30,344,340.26-
480000 Capital Replace Res
10,000,000.00
10,000,000.00-
480100 Capital Replace :PP
47,640,000.00-
47,640,000.00
3,898,090.79-
3,898,090.79
480520 Trf FDR - GGRN
120,688.03-
120,688.03
480550 Trf FDR - PCDR
144,643.58-
144,643.58
260,216.18
3,653,301.38
3,393,085.20-
335.58
161,057.38
160,721.80-
500120 Refuse Removal
4,215.25
50,411.00
46,195.75-
500130 Sewerage Charge
5,047.41
77,480.65
72,433.24-
500140 Water Consumption
6,282.75
83,872.25
77,589.50-
26,515,259.92
26,515,259.92-
480500 Trf FDR - CR
500010 Electricity Consump
500110 Rates Charges
500200 Interest Int Loans
500300 Fire / Emergency
1,358.32
1,358.32
500320 Dumping Cost
208,720.24
2,085,871.00
1,877,150.76-
506100 Insure Dept Prem Ex
351,241.32
3,846,752.00
3,495,510.68-
506110 COIDA Dept Prem Exp
30,640.81
363,661.56
333,020.75-
506120 Pub Liability Dept
37,599.81
363,661.56
326,061.75-
506130 Mngt Liability Dept
1,110.29
506140 Fidelity Guar Dept
5,640.75
68,186.53
62,545.78-
529,537.59
11,550,013.03
11,020,475.44-
22,086.70
265,040.40
242,953.70-
600150 Printing/Reprod
115,546.80
115,546.80-
600160 Radio Maintenance
288,288.00
288,288.00-
600170 Radio Trunking
783,510.00
783,510.00-
134,800.47
126,970.08-
281,880.00
281,880.00-
6,203,772.00
5,686,791.00-
600070 Fleet & Equip Renta
600120 Office Rental
600200 Telephone Costs
7,830.39
600290 CCTV Maintenance
600340 Scientific Services
610110 R&M: Secondary Cost
516,981.00
333.43
140
1,110.29
333.43
Cost Elements
Act. Costs
Plan Costs
Var.(Abs.)
671350 R&M Chemicals
1,570.00
7,097.76
5,527.76-
671550 R&M Cleaning Costs
8,600.00
30,667.21
22,067.21-
56,575.56
56,575.56-
125,998.50
2,831,487.09
2,705,488.59-
672990 R&M Mat Electrical
62,752.13
1,650,820.30
1,588,068.17-
673000 R&M Mat Gen & Cons
43,739.13
609,992.07
566,252.94-
673150 R&M Tls, Eqp & Othr
16,373.92
1,931,543.52
1,915,169.60-
361.67
13,056.48
12,694.81-
13,220.00
61,056.71
47,836.71-
1,048.80
1,048.80-
672970 R&M Mat Automotive
672980 R&M Mat Bldng & Inf
673220 R&M Oil Gas Lub&Coa
673350 R&M Plants
673950 R&M Signage
675110 R&M Cntrctd Serv Rp
534,070.24
23,659,798.50
23,125,728.26-
679110 R&M Lbr to Operatin
599,961.73
9,947,370.04
9,347,408.31-
679140 R&M Plnt& Eqp to Op
20,237.71
383,164.32
362,926.61-
679240 R&M Vehicles to Ops
71,336.35
742,595.76
671,259.41-
700030 Budgets
441,285.22
441,285.22-
700065 Communication
508,898.04
508,898.04-
700150 Employment Equity
169,086.14
169,086.14-
700155 Enterprise Res Plan
1,817,490.54
1,817,490.54-
700165 Expenditure
1,030,474.91
1,030,474.91-
67,277.90
67,277.90-
700215 Governance Support
271,844.72
271,844.72-
700275 IIK Management
218,473.23
218,473.23-
4,383,781.23
4,383,781.23-
700290 Inter Serv Liaison
221,077.36
221,077.36-
700360 Legal Services
442,226.40
442,226.40-
700395 Mayor & Council Fun
855,187.20
855,187.20-
700400 Mayoral Committee
1,712,519.20
1,712,519.20-
700480 Personnel Services
6,626,256.06
6,626,256.06-
700210 Gen Administration
700280 Info Syst & Tech Ma
141
Cost Elements
Act. Costs
700540 Record Man Admin
Plan Costs
Var.(Abs.)
254,541.84
254,541.84-
700575 Strategic HR
1,756,052.28
1,756,052.28-
700580 Subcouncils
1,530,947.60
1,530,947.60-
816,648.13
816,648.13-
11,752,565.49
11,752,565.49-
700600 Treasury
1,155,337.70
1,155,337.70-
700630 Utilities Serv Man
3,241,453.04
3,241,453.04-
19,952,887.25
705,203,781.24
685,250,893.99-
254,536.68-
6,582,574.44-
6,328,037.76
4,137.72-
49,893.48-
45,755.76
258,674.40-
6,632,467.92-
6,373,793.52
19,694,212.85
698,571,313.32
678,877,100.47-
700585 Supply Chain Man
700586 SuppCharges in Dept
* Debit
600110 Labour to Operating
600240 Vehicles to Ops
* Credit
** Over/Underabsorption
142
ANNEXURE 2: BULK WATER: MAINTENANCE BUDGET
2010/11
REPAIRS AND MAINTENANCE - 2010/2011
BUDGET
610010 R&M: Primary Cost
0
610110 R&M: Secondary Cost
0
671350 R&M Chemicals
7,097.76
671550 R&M Cleaning Costs
30,667.21
672970 R&M Mat Automotive
56,575.56
672980 R&M Mat Bldng & Inf
2,831,487.09
672990 R&M Mat Electrical
1,650,820.30
673000 R&M Mat Gen & Cons
609,992.07
673150 R&M Tls, Eqp & Othr
1,931,543.52
673220 R&M Oil Gas Lub&Coa
13,056.48
673350 R&M Plants
61,056.71
673950 R&M Signage
1,048.80
675110 R&M Cntrctd Serv Rp
23,659,798.50
679110 R&M Lbr to Operatin
9,947,370.04
679140 R&M Plnt& Eqp to Op
383,164.32
679240 R&M Vehicles to Ops
742,595.76
41,926,274.12
143
ANNEXURE 3: BULK WATER: ASSET MANAGEMENT:
ASSET-SPECIFIC POLICIES
1. Introduction:
Due to the nature of the bulk water service i.e. a life-essential service, it has
been built up over the years with this importance in mind. The result is a very
flexible bulk water supply that aims to not have any area of its service delivery
to be dependent on any particular source only. This was achieved through
the integration of the various sources through the conveyance system and
building redundancy into the pipe network itself. Furthermore, important steps
towards asset management have been taken since 1936 when the potable
water was stabilized by treatment to solve the plumbo-solvency problem with
the typical soft waters of the Western Cape. The effect of this has been that
the pipelines have been protected for many decades against attack from the
water supply itself.
2. Specific Asset Management Policies:
2.1. All regular maintenance must be planned and recorded as and when
completed.
2.2. Water Treatment:
Water shall, where it is possible, be treated to a stabilized point in order to
ensure a positive Langelier’s Index for the protection of its most valuable
water supply infrastructure, i.e. the distribution network.
2.3. Dams:
2.3.1. The Operation and Maintenance of Dams are regulated in terms
of Regulations No. R. 1559 under the National Water Act, Act 36
of 1998.
2.3.2. All Dams with a safety risk are inspected every 5 years by an
Approved Professional Person.
2.3.3. Three monthly inspections are conducted by; the Manager on
site and/or the Conveyance Specialist or one of the Conveyance
Co-ordinators.
2.3.4. Bulk Water Engineer’s Inspection annually.
2.3.5. Operations & Maintenance Manuals have been drawn up in
terms of the regulations and have been scrutinised by the APP
and approved by the DWA Dam Safety Office.
2.3.6. All Dam Safety Records are kept at the site and at the Bulk
Water Head Office
2.3.7. Any maintenance problems identified by an inspection is
rectified and recorded by the local staff or forwarded to Head
Office for incorporation into the Business Plan and Budget.
2.3.8. The Branch has a proud record of compliance and has been
complimented by the DWA Dam Safety Office on numerous
occasions.
144
2.4. Service Reservoirs:
2.4.1. All the large reservoirs are registered under the Dam Safety
Regulations and the same approach is followed as with the dams
in 2.2 above.
2.4.2. Smaller reservoirs that are not registered in term of the
regulations are nevertheless subjected to the 3 monthly
inspections as per 2.2.3 above.
2.4.3. Reservoir Cleaning:
2.4.3.1. The open service reservoirs i.e. Newlands Upper and
Molteno are cleaned annually during off-peak months.
2.4.3.2. The other service reservoirs are drained every second year for
inspection and are completely cleaned when required, also during the
winter months. Scheduling of the operations takes place on the Shutdown Schedule.
2.5. Meters:
2.5.1. Problems with meters are identified through the following
means:
2.5.1.1. comparison of meters in series ( eg. some raw water
meters)
2.5.1.2. identification of problems through trending
2.5.1.3. analysis of logging information
2.5.1.4. client complaints
2.5.1.5. balancing at nodes and separable areas
2.5.2. Mechanical meters are replaced when problems are identified.
2.5.3. Electromagnetic meters are similarly replaced when problems
are identified. Replacement may be the recorder or the primary
element as appropriate.
2.6. Pump Stations:
2.6.1. All mechanical and electrical equipment are serviced as per
advice from the Engineering and Asset Management Branch.
2.6.2. First line maintenance i.e. greasing, cleaning, painting and test
runs are executed by the local staff.
2.6.3. Spares: Critical spares for identified critical pump stations (i.e.
where insufficient redundancy is available) are procured and kept
on site. Examples are Monterey and Kildare pump station.
2.7. Pipelines:
2.7.1. Spares:
Critical stock of replacement pipe, adaptors,
couplings, rubbers and keeper rings etc. are kept at the Plattekloof
Pipe Yard. Such replacement parts are not generally available off
the shelf and are considered strategic stock which can be viewed
as an insurance.
2.7.2. Pipelines that are opened for whatever reason are inspected
for condition assessment 100 m up- and down-stream of the
access point. This applies to larger pipes that can be safely
accessed.
2.7.3. All cathodic protection installed (including the impressed
current system on the 2400 distribution main from Faure) must be
145
in a working condition. Vandalised equipment should be replaced
as soon as possible and protected by whatever means is
practicable.
(Aside: this requires urgent attention with the assistance of EAM)
2.7.4. Pipelines are to be inspected by Pipeline Patrols on a minimum
basis of once a week.
2.7.5. The Voëlvlei Pipeline is dealt with under separate section, due
to its condition and criticality. (See Annexure 4: The Voëlvlei
Pipeline)
2.7.6. All other pipeline appurtenances such as culverts, pipe bridges,
tunnels are to be inspected annually. Any first line maintenance
such as cleaning, painting etc. will be executed by the responsible
staff. Other identified problems with eg. the civil structures, are
escalated to the Design and Projects Office for further study and
recommendation. Identified projects are then handled by the
technical staff in this section.
2.8. Pipeline Valves:
2.8.1. Air Valves: All such valves must be maintained once a year.
They should be disassembled and operationally checked.
2.8.2. Scour Valves: All scour valves must be inspected, cleaned,
painted etc. at least once a year.
2.8.3. In-line Valves: The exterior parts of the valve should be
inspected, cleaned, painted etc. annually. Gearbox operation
should be checked when operationally safe and any malfunction
must immediately be reported for corrective maintenance by EAM.
2.8.4. Reflux valves: As per in-line valves.
2.8.5. Valves are to be replaced as and when operational problems
are identified.
2.8.6. Critical spare valves are kept at Plattekloof Pipe Yard.
2.9. Water Treatment Plants:
2.9.1. All mechanical and electrical equipment are serviced as per
advice from the Engineering and Asset Management Branch.
2.9.2. Processes and Civil Works: Each treatment plant is to be
inspected annually by experienced process and civil engineering
staff or consultants appointed by the Manager of the Branch.
Inspections are to be recorded and compiled in a form of a report.
Recommendations are then to be included in the Business Plan as
projects to be prioritized and budgeted for when appropriate.
(Aside: This process must still be launched for Blue Drop
Assessments but Raymond’s reports can be used as process
assessments.)
2.10. Roads:
2.10.1. Access roads to all stations are to be inspected by xxxxx and
refurbishment projects are to be prioritized in the budget process.
146
ANNEXURE 4: THE VOëLVLEI PIPELINE
1. Historical Details:
The Voëlvlei Pipeline is associated with the Government Voëlvlei Water
Scheme and was constructed to convey water over 77 kilometer from
the Voëlvlei Dam to the Plattekloof and Tygerberg Reservoirs. The
pipeline was constructed during 1968 to 1970.
The pipe itself is by the now defunct American Company Interpace and
is a Lockjoint SP-31 (non-cylinder) prestressed concrete pipe, with
circumferential and longitudinal prestressing. It has a nominal diameter
of 1525 mm.
Since it commissioning in 1970, the first ten years of operation was
without any major problem. The first failure occurred in 1981 and 23
failures have been recorded since i.e. over a period of 29 years. This
amounts to an average of 0.8 failures per year since the first burst.
This is depicted in the diagram below:
5
3
2
1
0
1970
1971
1972
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Failures
4
Year
Diag: Pipe failures recorded on the Voëlvlei Pipeline
The initial investigations to determine the pipeline integrity centered
around measuring the continuity of the prestressing wires providing the
hoop strength of the pipe. Tests that were conducted included:
Resistance tests
Alternating Current (AC) injection tests
147
Direct Current (DC) injection tests
Magnetic field tests
The overall finding of these tests was that: “no
could be drawn from the test results”.
meaningful
conclusion
The first Heideveld burst and consequential extensive urban flooding on 13
July 1986, and subsequent burst on Aug 1986 and Jan 1987 occurred on
the same pipe type as the Voëlvlei Pipeline and sparked an intense
investigation in the cause of the failure. Three experts were appointed
namely:
Metallurgy: Prof. A. Ball
Concrete:
Dr. R.E. Oberholster
Chemistry: Dr. B.G. Callaghan
The investigations resulted in three opinions of primary cause of failures.
The consensus of the City’s Water Engineers was that the failures were
triggered by the snapping of the prestressing wires causing a catastrophic
bursting of the pipes.
The reaction of the Water Services Departement in order to reduce the risk
of further disasters was to:
Relay of Heideveld Pipeline with a temporary smaller diameter pipe,
Followed with a full 1500mm diam. steel relay, and
A Condition Assessment of all urban Prestressed Concrete of the
Voëlvlei type Pipelines.
The findings of this study and the establishment of other pipes with wire
breaks prior to failures resulted in a policy decision to:
Abandon all Voëlvlei type Prestressed Concrete pipe in the
urban areas,
Relays with steel pipeline in the urban areas where hydraulically
required for the supply network.
In the rural areas, the risk and the policy approach was different:
Steel Relays were executed in vulnerable areas eg. River
Crossings/Road Crossings etc. A total of 13 relays (total length
c. 3 700 m) and 3 road crossings were completed,
The critical Berg River crossing of 300m was relayed to prevent
access problems during winter period to prevent an unbearable
pipeline outage for long periods,
Further leaks and bursts would be repaired as they present
themselves or are identified by field observations. Twenty-nine
repairs have been affected to date, essentially constituting a
148
replacement of the defective pre-stressed concrete pipeline with
a steel pipe and couplings.
In response to the latter point, the Branch has set up an emergency
pipelaying response team that has been trained in the repair of various
pipe emergencies. This team has done an excellent job of effecting
repair in a minimum of time, including the outages on the Voëlvlei
Pipeline. Given the amount of storage in the service reservoirs, these
repairs are done without any impact on the urban water users.
Secondly, sufficient strategic repair spares are kept in stock at the
Plattekloof Reservoir Pipeyard.
2.
Asset Condition Assessment:
Numerous clients in the world have been exposed to a similar problem
as the City with this particular pipeline. The general response has
been one of abandoning the said pipelines.
The estimated
replacement value of the Voëlvlei Pipeline is over R 1 billion and before
such a drastic step is considered, further condition assessments of the
asset is the obvious step. New technology has now made it possible to
do non-destructive testing of the pipeline. These methods include:
Remote Thermal Sensing – this requires a helicopter and is a symptomatic
method to determine leaks on the pipeline. One such determination has been
executed on the Voëlvlei Pipeline by Rand Water Services without
significant success.
Acoustic Leak Detection (e.g. Smartball Technology) – this is an
immediate condition assessment to detect exact location of leaks and
is executed without interruption of the water supply service. Rand
Water Services were employed to monitor the last 11 km (i.e. on the
urban fringe) of the pipeline. The service was provided during July
2010 and a leaking coupling was detected and accurately located. The
coupling has been tightened to seal properly.
Remote Field Eddy Current Testing – is an intrusive detailed condition
assessment, since the pipeline must be drained to give access to the
necessary mobile sensing device. The advantage of this method is
that exact condition assessment of the prestressing wires can be made
and will give a zero based assessment at a specific time.
Acoustic Monitoring using acoustic Fibre Optics – is ideal for monitoring
of the condition of the pipe over time and detects each failure of the
wire strand. This method is expensive.
The latter two methods have been very successfully conjunctively employed
in the “Great Man Made River” Project in Lybia. These methods are being
studied by the Branch.
149
It is the ultimate goal of the Branch to:
Find and employ an assessment tool to reliably determine the integrity
of the Voëlvlei pipeline in order to, determine an expected life and thus
enable the management of this critical asset as part of an Integrated
Asset Management Plan.
Annexure 6: Bulk Water: Capital Budget 2010/11
WBS
Element
WBS Element
Description
1011
1011
Original
Approved
1011
Budget
Budget
Approved Budget 2012_2013 May
2010_2011 2011_2012
May
May
GAMAP
Fund
Source
Desc
IM_Dir
IM_Dep
A08
A0806
C11.86009-F2
Replacement of Plant
& Equipment- BW
150,000
0
0
EFF
1 EFF
A08
A0806
C11.86018-F1
Extension of Bulk
Water Pipeline
200,000
0
0
EFF
1 EFF
A08
A0806
C11.86023-F1
Plant & Equipment
Additional
500,000
0
0
EFF
1 EFF
A08
A0806
C11.86020-F2
TMS Aquifer Deep
Borehole
10,000,000
0
0
EFF
1 EFF
15,100,000
0
0
EFF
1 EFF
A08
A0806
C11.86068-F1
Bulk Water
Infrastructure
Replacement
A08
A0806
C12.86016-F1
Servitudes -EFF
0
50,000
0
EFF
1 EFF
A08
A0806
C12.86009-F2
Replacement of Plant
& Equipment- BW
0
150,000
0
EFF
1 EFF
A08
A0806
C12.86017-F1
Extension of Bulk
Water Pipeline
0
150,000
0
EFF
1 EFF
A08
A0806
C12.86022-F1
Plant & Equipment
Additional
0
500,000
0
EFF
1 EFF
A08
A0806
C12.86019-F2
TMS Aquifer Deep
Borehole
0
15,000,000
0
EFF
1 EFF
150
WBS
Element
WBS Element
Description
IM_Dir
IM_Dep
A08
A0806
C12.86141-F1
A08
A0806
C06.30224-F1
A08
A0806
C11.86074-F1
A08
A0806
A08
A0806
1011
1011
Original
Approved
1011
Budget
Budget
Approved Budget 2012_2013 May
2010_2011 2011_2012
May
May
Bulk Water
Infrastructure
Replacement
Extension of Bulk
Pipelin
GAMAP
Fund
Source
Desc
0
16,000,000
0
EFF
1 EFF
0
0
150,000
EFF
1 EFF
Replacement of Plant
& Equipment- BW
0
0
150,000
EFF
1 EFF
C11.86075-F1
Plant & Equipment
0
0
500,000
EFF
1 EFF
C13.86049-F1
TMS Aquifer Deep
Borehole
0
0
5,000,000
EFF
1 EFF
Bulk Water
Infrastructure
Replacement
0
0
10,000,000
EFF
1 EFF
47,640,000
121,600,000
93,274,000
CRR
3 AFF:
Water
0
0
300,000,000
EFF
1 EFF
A08
A0806
C13.86041-F1
A08
A0806
C05.01268-F3
A08
A0806
C11.86077-F1
Development of
Additional
Infrastructure
Bulk Water
Augmentation Scheme
(EFF)
CITY OF CAPE TOWN
WATER AND SANITATION
RETICULATION BRANCH
OPERATIONAL, MAINTENANCE
AND BUDGET PLAN
151
For the
Water Network, Sewer Network and Furniture
2010 -2011
VISION
The Vision of the Reticulation Branch is to deliver efficient, reliable, cost
effective Water and Sanitation Services, which are customer focused and
based on international best practice.
June 2010
152
CONTENTS
Page
Executive Summary
3
1. Introduction
4
2. Scope of Work
4
3. Performance
4
Integrated Development Plan : 2005/2006
Equitable and Effective Service Delivery (5)
4. Scope of Infrastructure: Water Network, Sewerage Network and
Furniture
5. ISO 9001:2000 - Quality Management System Within Water and
Sanitation: Reticulation Branch
5
6
5.1 Management Responsibility
5.2 Management Review
5.3 Resource Management
6. ISO 9001:2000 - Procedures
18
7. Operational Plan
19
8. Maintenance Plan
24
9. Budget
30
9.1 Operational Budget
9.2 Maintenance Budget
Annexure A: Operating Budget 2010/11
Annexure B: Maintenance Budget 2010/11
Annexure C: Period Maintenance Tenders
Annexure D: Effective Design Life
153
EXECUTIVE SUMMARY
The Reticulation Branch is the Primary Service Delivery arm of the Department: Water and Sanitation
and is thus required to develop, implement and maintain tools and business processes which promote a
smooth, seamless and unrestricted experience for the consumer.
The Department: Water and Sanitation, with the Reticulation Branch as interface, provides the public
with water and sewerage services. These services accommodate approximately 847 000 households,
industry, businesses and a wide range of other customers, such as hospitals, universities and sports
clubs, within an area of 2 487 square kilometres.
The Water Network of 10 113.5 kilometre of pipe and the Sewerage Network with 8 414.6 kilometre of
pipe, place the Reticulation Branch on Par with the other Metro Cities in South Africa, e.g.
Johannesburg, eThekwini and Ekurhulanie.
The Reticulation Branch has over 1 500 employees (300 vacant posts ±) and the Budget for the
Financial Year 2008/09, were approximately R 2 704 million.
At this point of time, the Technical Operation Centre has identified more than 138 reported activities to
which the various Districts and/or Depots has to responded on a 24/7/365 basis to provide an efficient
service to the public. However, the total number of Operational Activities that is necessary to attends
too, manages and executes by the Districts and/or the various Depots, is listed in the Tables 1 to 5.
The funds required for the 2010/11 Budget to sustain these Operational Activities at Districts level and
at the various Depots, will be an amount of R 353 934 299.00. See Annexure A.
The funds required for the 2010/11 Budget for the maintenance of the Water Network, Sewer Network
and Furniture, is an estimated amount of R 904 143 824.00.
However, the approved maintenance budget for this financial year is the amount of
See Annexure B.
154
R 275,535,609.98.
According to the Blue Drop Requirements for 2011, the approved maintenance budget must be more
than 5 % of the operating Costs. However, the maintenance budget it is actually 77.8 % of the operating
costs.
The Reticulation Branch is in the process to implement ISO 9001:2000 and this Quality Management
System will not only support the policy of the Reticulation Branch to provide an efficient, effective,
sustainable and an affordable Water and Sanitation Service to all, but will also generating maintenance
schedules for the Water Network, Sewerage Network and Furniture.
To assist the Reticulation Branch in maintaining Council’s assets, and to supplement the capacity of the
workforce, several Period Maintenance Tenders were approved by Council. See Annexure C.
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1. INTRODUCTION
The Reticulation Branch is a diverse set of functions which cover the entire spectrum of Water supply.
The City of Cape Town is unique nationally, in that the Department: Water and Sanitation, covers the
entire water service cycle, from Bulk raw water storage and purification, through Reticulation distribution
networks and control, the conveyance of sewerage from the consumer to the Wastewater Treatment
Plants and discharge the treated water back into the environment.
Customer Relationship Management, Meter Management, Billing, Debt Control and Water Demand
Management are all performed in-house, and form a critical function in the delivering of the services to
the consumer.
The Reticulation Branch is the Primary Service Delivery arm of the Department and is thus required to
develop, implement and maintain tools and business processes to promote a smooth, seamless and
unrestricted experience for the consumer.
2. SCOPE OF WORK
The Department: Water and Sanitation, with the Reticulation Branch as interface, provides the public
with water and sewerage services. These services accommodate approximately 847 000 households,
industry, businesses and a wide range of other customers, such as hospitals, universities and sports
clubs, within an area of 2 487 square kilometres.
These services contribute towards sustainable development by helping to safeguard public health and
the environment and by supporting social and economic development.
Council considers that in the interests of public health and social inclusion, require that household
charges are affordable for low-income groups and accept the principle that the objective of affordability
should be a key factor in the arrangements for charging households.
Council adopted a stepped water tariff for domestic households, with the first 6 000 litres free and a
single, but different, tariff structure to other customers.
156
However, the lack of revenue worsens the cities' financial position and limits its ability to provide safe,
continual water services.
3. PERFORMANCE

Integrated Development Plan : 2005/2006
The strategic priorities for the City of Cape Town are set out in the Integrated Development Plan
(IDP), which is reviewed on an annual basis and substantially revised every five years as
prescribed by legislation. The IDP is the core document against which the City’s performance is
measured in this Annual Report.

Equitable and Effective Service Delivery (5)
The aim of this theme is to ensure that high levels of service are maintained and extended across
the City. The City of Cape Town has major water and sewerage infrastructure in place which
provides the public with clean and safe potable water, and an efficient sanitation services.
Key programmes include e.g.:





Managing water supply and demand to meet future need
Upgrading and expanding wastewater treatment
Making Cape Town a cleaner city
Maintain and improve a healthy city
Emergency services
4. SCOPE OF INFRASTRUCTURE: WATER NETWORK, SEWERAGE NETWORK AND FURNITURE
The Department: Water and Sanitation operates two (2) Regional Water Treatment Plants and
wastewater is treated at seven (7) Regional facilities.
However, the Reticulation Branch operates and maintains a water distribution system which includes:
157










Pressure Pipes (>75 mm dia.) : 10 113.5 km
Ground Reservoirs
:128
Pump stations
: 82
Fire Hydrants
: 56 440
Valves
: 75 628
Air Valves
: 1 115
Large Pressure Reducing Valve Installations : 12 +
Potential Automatic Chlorine Sampler Sites: 54
Water meters
: 604 274
Water meter Leadings
: 604 274
For wastewater collection, the Reticulation Branch operates and maintains a sewer network of:



Gravity sewers and force mains : 8 414.6 km
Pump stations
: 357
Manholes
: 183 452
There are thirty nine (39) depots from which the Reticulation Branch operated from and more than 600
vehicles are used to provide a service to the communities.
The Reticulation Branch has over 1 500 employees (300 vacant posts ±) and the Budget for the
Financial Year 2008/09, was R 2 704 million.
5. ISO 9001:2000 - QUALITY MANAGEMENT SYSTEM WITHIN WATER AND SANITATION:
RETICULATION BRANCH
The International Standards Organisation (ISO) lays down standards in ISO 9000 to provide
organisations with a useful customer focussed quality management system to manage progress towards
achieving their strategic goals.
The system includes:



A Quality Policy Statement or customer charter
Documented procedures aimed at achieving the objectives or customer pledges
A performance monitoring system
158
Continuous improvement is integral to the system.
A certificate indicating compliance will be issued by an independent ISO approved assessor. This
confirms conformance to the particular ISO standard requirements. This is followed by 6-monthly audits.
The implementation of ISO 9001:2000 in the Reticulation Branch will be in two Phases:
Phase 1:
All the existing ISO 9001:2000 Procedures and Working Instructions will be perused by the work teams,
consists of members from each Region. The new identified ISO 9001:2000 Procedures will only be
developed when these teams became more experienced in writing and compiling procedures and
working instructions.
If there is no consensus on the Working Instructions in a particular ISO 9001:2000 Procedure, each
Region/Depot will compiled their own Working Instructions and it will be such recorded in the relevant
ISO 9001:2000 Procedure.
Phase 2:
The ISO 9001:2000 Procedures, with different Working Instructions, will then be re-evaluated and the
most cost effective, service delivery oriented Working Instruction will then be implemented through-out
the Reticulation Branch.
The time frame for implementing ISO 9001:2000 in the Reticulation Branch will be at least one year as
the ‘final’ number of processes is still an unknown.
159
5.1 MANAGEMENT RESPONSIBILITY
5.1.1. PURPOSE






To provide evidence of management’s commitment to the development and improvement of the
quality management system
To ensure that top management determines customer needs and expectations, converted into
requirements and fulfilled with the aim of achieving customer satisfaction
To establish a quality policy
To ensure that quality objectives are established and applied and consistent with the quality
policy
To ensure that the responsibilities, authorities and their interrelation are defined and
communicated within the organisation.
To ensure that the quality management system is reviewed at planned intervals to ensure its
continuing suitability, adequacy and effectiveness.
5.1.2. SCOPE
This procedure applies to all processes at Water and Waste Water Reticulation which specifically have
an effect on meeting customer requirements.
5.1.3. REFERENCES
ISO 9001:2000
5.1.4. DEFINITIONS
None
5.1.5. RESPONSIBILITIES
160
The Manager: Reticulation has overall responsibility for quality at Water and Waste Water Reticulation.
The Management Representative (MR) is responsible for internal audits ensuring ISO 9001
compliance.
Management supports the organisational freedom and authority to:




Identify and record any product quality problems
Initiate, recommend or provide solutions through designated channels
Verify the implementation of solutions
Control further processing, delivery or installation of nonconforming product until the deficiency or
unsatisfactory condition has been corrected
Management defines the responsibility, authority and interrelation of all personnel who manage,
perform and verify work effecting quality. Management identifies in-house verification requirements,
provides adequate resources and assigns trained personnel for verification activities.
Management provides Work Instructions that describes the process of assembling, verifying and
documenting product performance.
5.1.6. PROCEDURE
5.1.6.1 Management commitment
Top management provides evidence of its commitment to the development and improvement of the
quality management system by:




Communicating to Water and Waste Water Reticulation the importance of meeting customer as
well as regulatory and legal requirements
Establishing the quality policy and quality objectives
Conducting management reviews
Ensuring the availability of necessary resources
161
5.1.6.2 Customer focus (Refer to Customer-related processes)
Top management ensures that customer needs and expectations are determined and converted into
requirements with the aim of achieving customer satisfaction. Customer requirements are to be fully
understood and met.
5.1.6.3 Quality policy
Top management is responsible for defining the quality policy.
The policy ensures that it:





is appropriate to the purpose of Water and Wastewater Reticulation and its customers.
includes commitment to meeting requirements and continual improvement
provides a framework for establishing and reviewing quality objectives
is communicated, understood and implemented throughout Water and Wastewater Reticulation
is reviewed for continuing suitability.
5.1.6.4 PLANNING
5.1.6.4.1 Quality Objectives
Top management ensures that the quality objectives are established at each relevant function and level
within Water and Waste Water Reticulation. These objectives are consistent with the quality policy and
the commitment to continual improvement. The relevant objectives are outlined in the procedures related
to product and services and should include safety, health, potential liabilities and means to minimize
risks.
5.1.6.4.2 Quality Planning
162

Quality Objectives
Top management ensures that quality objectives as outlined in the quality policy are those
needed to meet requirements of Water and Wastewater Reticulation. These objectives are
established at relevant functions and levels within Water and Wastewater Reticulation and are
measurable.

Quality System Management Planning
Top management ensures that the planning of the management system meets all objectives as
outlined by ISO 9001:2000, particularly the quality related objectives, and that any changes made
to the management system does not affect the integrity of the system.
At the beginning of each year Management completes the Quality Planning Schedule which
identifies the various products supplied by Water and Wastewater Reticulation and the quality
input requirements. Where necessary these schedules are reviewed and revised if changes to the
management system or product are made.
5.1.6.5 Responsibility, Authority and Communication
5.1.6.5.1 General Requirements
Water and Wastewater Reticulation shall establish a quality management system as a means of meeting
its quality policy, achieving its quality objectives and ensuring that the product and service conform to
customer requirements.
5.1.6.5.2 Responsibilities and Authorities
The organizational chart shows the roles of staff at Water and Wastewater Reticulation, their
interrelationships, responsibilities and authorities.
163
Top management ensures that each staff member has a job description outlining their immediate
superior, tasks and activities, experience required, qualifications, and procedures and work instructions
applicable to their work area.
Each procedure and work instruction list the persons responsible for undertaking the specific task as
described in the documents and has the freedom to perform the tasks that affect quality.
5.1.6.5.3 Management Representative (MR)
The Policy Statement outlines the appointment, responsibilities and lines of communication of the MR.
The MR, irrespective of other responsibilities:



ensure that the quality management system is implemented and maintained in accordance with
the requirements of ISO 9001:2000
report to top management on the performance of the quality management system, including
needs for improvement
ensuring awareness of customer requirements throughout the organisation.
The responsibilities and authority of the MR are defined in the job description issued.
5.1.6.5.4 Internal Communication
Water and Wastewater Reticulation ensures communication between various levels and functions
regarding the processes of the quality management system and its effectiveness.
5.1.6.6 MANAGEMENT REVIEWS.
Top management at planned intervals reviews the quality management system to ensure its continuing
suitability, adequacy and effectiveness. The review evaluates the need for changes to the organization’s
quality management system, including policy and objectives.
164
Inputs to management review include periodic review of current performance and improvement
opportunities related to:







results of audits
customer feedback
process performance and product conformance analyses
status of preventive and corrective actions
follow-up actions from earlier management reviews
planned changes that could effect the quality management system
recommendations
for
improvement
The outputs from the management reviews include actions related to:



improvement of the effectiveness of the quality management system and its processes
improvement of product, related to customer requirements
Resource
needs.
Results of management reviews are recorded and maintained.
5.2 MANAGEMENT REVIEW
5.2.1. PURPOSE




To ensure effective review of the management system at least twice a year
To evaluate the continuing suitability, adequacy and effectiveness of the management system
To evaluate the need for changes to the management system, including policy and objectives
To record the results of the management review meetings
5.2.2. SCOPE
This procedure applies to Water and Wastewater Reticulation quality management system.
5.2.3. REFERENCES
ISO 9001:2000
165
5.2.4. DEFINITIONS
None
5.2.5. RESPONSIBILITIES
The Manager: Reticulation is responsible for calling the management review meeting, setting the
agenda and for ensuring all management and related staff affected are present at the meeting,
The Manager: Reticulation is also responsible for ensuring that the objectives of the meeting are fully
met and are recorded.
Minutes of the meeting are to be kept and distributed by the MR.
The MR is responsible for reporting to the meeting on the performance of the quality management
system, including needs for improvement.
5.2.6. PROCEDURE
5.2.6.1 Scheduling of meetings
Management review meetings shall be held at least twice a year or at any other regular intervals as
agreed upon during the review meetings. The minutes of these meetings shall indicate the time intervals.
5.2.6.2 Agenda – Input Requirements
A standard agenda shall apply to all review meeting.
The agenda shall cover the following activities:
166













follow-up actions from earlier management reviews
review of strategic planning cycle and management reviews
review of quality policy and objectives in relation to performed daily processes
results from audits including internal, customer and third party’s
self-assessment of Water and Wastewater Reticulation
market place evaluation including the performance of competitors
results of benchmarking activities
customer satisfaction measurements
performance of suppliers
process performance and service conformity
status of preventive and corrective actions
changing in original assumptions arising from new technologies, outputs of research and
development, quality concepts, financial, social, environmental conditions and legislative or
regulatory changes
needs or opportunities for improvement
5.2.6.3 Output requirements
The review process should lead to:







checking the relevance and the achievement of the existing policy and quality objectives
updating policies and objectives when necessary
overall effectiveness and efficiency of the quality management
system
measures to increase satisfaction of interested parties concerned
updating the quality management system
definition, provision and allocation of the necessary resources for improvement
plans to improve utilization of resources
5.2.6.4 Minutes of meetings
Observations, recommendations and conclusions issued as a result of the review meetings shall be
recorded to facilitate necessary actions. These minutes shall be distributed to all present at the meeting
and the original to be kept by the Manager: Reticulation.
5.2.6.5 Evaluation of management review process
167
At the first review meeting held in each year, the management review process shall be evaluated for
effectiveness. Any improvements shall be applied when necessary. These actions shall be recorded in
the meetings minutes.
5.2.7. DOCUMENTATION
STANDARD AGENDA
1. Apologies
2. Follow-up on actions from previous management review
3. Review of strategic planning cycle and management reviews
4. Review of quality policy and objectives in relation to performed daily processes
5. Results from audits, including internal, customer and third party’s
6. Self-assessment of Water and Wastewater Reticulation
7. Market place evaluation including the performance of competitors
8. Results of benchmarking activities
9. Customer satisfaction measurements
10. Performance of process performance and service conformity
11. Performance of suppliers
12. Status of preventive and corrective actions
13. Changing in original assumptions arising from new technologies, outputs of research and
development, quality concepts, financial, social, environmental conditions and legislative or regulatory
changes
14. Needs or opportunities for improvement
15. First meeting of each year: Evaluate management review meeting
16. Date of next meeting
5.3 RESOURCE MANAGEMENT (WI-6.1.RT-001)
168
5.3.1. PURPOSE
To ensure resources are determined and provided timeously:





To ensure staff who are assigned responsibilities are competent
To ensure training needs are identified, and that effective training is provided and
adequately monitored
To ensure that Water and Wastewater Reticulation identifies, provides and maintains the facilities
needed to achieve conformity of service
To identify and manage the human and physical factors of the work environment needed to
achieve conformity of service
5.3.2. SCOPE
This procedure refers to all resources required to implement and improve the processes of the quality
management system, to address customer satisfaction.
5.3.3. REFERENCES
ISO 9001:2000
5.3.4. DEFINITIONS
Resources may include people, suppliers, information, infrastructure, knowledge, work environment and
financial.
169
5.3.5. RESPONSIBILITIES
The Managers: Reticulation is responsible for creating and implementing plans for the development of
resources based on its vision of the future and for ensuring that these plans are implemented.
Each Manager is responsible for implementing the above plans effectively.
The MR is responsible for ensuring that this procedure is adhered to.
5.3.6. PROCEDURES
5.3.6.1 Provision of Resources
Water and Wastewater Reticulation at each management review meeting ensures that the resources
needed to implement and improve the quality management process and to address customer
satisfaction, are determined and provided.
Point 3 and 13 of the management review standard agenda shall apply.
5.3.6.2 Human Resources
5.3.6.2.1 General
All management completes a job description of each of their staff members. This is discussed and
agreed on with the respective staff member. The job description includes job titles, numbers, grades,
departments, reporting to, main responsibilities, required attributes, level of authority, required
experience, training required, education, name and year of experience.
The organogram outlines the personnel assigned responsibilities in the quality management system.
These personnel shall be competent on the basis of applicable education, training, skills and experience.
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5.3.6.2.2, Competence, Awareness and Training
a) Identify Competency Needs
The required training is provided in order for all staff to understand the quality system, together with the
tools and techniques needed for full participation in the operation of the system. Employees are made
aware of the relevance and importance of their activities and how they contribute to the achievement of
the quality objectives outlined in the quality policy.
Management and Administration staff’s initial training requirements are identified in relation to their
job descriptions.
Technical and operational staff’s initial training requirements are identified in relation to their skills
required. Staff performing inspection and testing activities may require specialised training.
The training could be formal training or on-the-job training provided by the person or organization
appointed by the Manager Water.
New staff members undergo informal familiarisation training when starting, which covers:




the nature of the business
the health and safety regulations
the quality policy
the role of a new employee
Any change to employees work environment or skills or methodology used shall require provision for
training. The Manager Water shall evaluate these changes and provide the required training.
Internal auditors shall receive the required training. Persons appointed to assist in internal auditing
shall be provided with auditing guidelines, however, the responsibility for the audit remains with the
trained auditor.
171
b) Scheduling and Monitoring of Training Records (REC-6.0.RT-002)
The Manager Water identifies and schedules training in relation to personal job descriptions once a year
or when required. They provide and monitor the training or nominate a manager to monitor the training.
When the training has been completed the necessary schedules and the job descriptions shall be
updated. Where the training has not been completed, it shall be re-scheduled.
The schedule defines the following:






the names of the employees
the job activity
scheduled training (type of training)
successful completion of scheduled training
objectives of training
evaluation of training
c) Evaluate the Effectiveness of the Training Provided
On completion of training, the performance of the personnel is evaluated by the Manager Water or the
nominated manager, against the objectives outlined on the training schedule.
At least once a year personnel’s performance is appraised and measured against their job description.
Any inefficiency's identified are addressed and training planned where relevant.
d) Personnel Awareness
Regular yearly performance appraisals are undertaken by personnel’s respective senior manager to
ensure staff is aware of the relevance and importance of their activities and how they contribute to the
achievements of the quality objectives. Further areas of improvement are identified and addressed.
172
e) Maintaining of Training Records
All training records which include schedules, training certificates, attendance records etc are kept by the
Managers Water and departmental managers for a period of 5 years.
A multi-skills chart is maintained for all staff and kept by the respective Managers.
5.3.6.3 Infrastructure
Water and Wastewater Reticulation identifies, provides and maintains all its facilities needed to achieve
the conformity of product. The Inventory kept by Financial Services identifies the infrastructure in terms
of their objective, function, performance, availability, cost, safety, security and the effect it has on the
environment. All equipment, machinery, tools, furniture, computers, office equipment and vehicles are
coded and listed.
Maintenance schedules are maintained by each area and identify the equipment requiring regular
maintenance.
All facilities are evaluated at least once a year against the requirements of their intended function, and
reported on at the management review meeting.
The facilities as discussed above include:
5.3.6.3.1 Workspace and associated facilities.
Desks, chairs, cupboards in relation to their workspace. Associated factors include ergonomics,
noise, heat, light, hygiene, humidity, cleanliness, vibration and pollution.
173
5.3.6.3.2 Equipment, hardware and software.
Plant machinery, tools and equipment, telephones, cellphones, switchboards, fax machines,
computers, software
5.3.6.3.3 Supporting services.
Transport and facilities, forklifts, hoists, waste and recycling equipment and safety equipment.
5.3.6.4 Work Environment
Water and Wastewater Reticulation ensures that the human and physical factors of the work
environment needed to achieve conformity of product and service are defined and implemented.
This includes:
5.3.6.4.1 Health and safety conditions and ambient working conditions.
The implementation of point 6.3 ensures that health, safety and the working conditions are suitable
and safe.
5.3.6.4.2 Work methods.
Procedures are only being issued if all parties concerned agree that it is a true reflection of the
activities that actually take place, in the most efficient manner.
5.3.6.4.3 Work ethics.
174
During to introductory training of employees ethics are discussed are monitored and handled
appropriately.
5.3.6.5 Nonconformities
Any non-conformities identified are addressed as outlined in procedure WI-8.0.RT-004.
175
6. ISO 9001:2000 - Procedures
The various ISO procedures to be implemented in the Reticulation Branch can be grouped into the
following categories:

Operations

Maintenance

Risk and Safety

Environmental

Emergency Response

Water Quality Compliance

Technical Operations

Safety Working Instructions

Recruitment and Selection

Record
Keeping
and
Filing
The ISO Procedures for the Operations and Maintenance of the Water and Sewer networks and
Furniture will assist with:




the compiling of the annual budget requirements,
the programming of maintenance schedules,
the staffing at the various Sections and Depots and
service excellence.
176
177
7. Operational Plan
Operational maintenance encompasses on-going activities to identify, prevent, and correct conditions
that, left untreated, result in a reduction or elimination of serviceable component systems. Unlike capital
renewal projects, the costs of which are generally for outside contractors, operational maintenance costs
include salaries for permanent maintenance personnel; expenses for consumable parts, supplies, and
materials; funds for contracted Service Providers and technicians; and short-term improvements that
enable presently functioning components to operate with better efficiency. Active operational
maintenance programs will properly maintain current and anticipated capital assets.
In order to provide an efficient, sustainable and an affordable service to the residents of the City of Cape
Town, the performance of the operational activities as listed in the following Tables, are of utmost of
importance.
7.1 District Level
The following operational activities are performed at the Districts level:
Table 1: Finance, Administration and HR Activities
Procurement
Access control (id)
Accident reports
Capital and operating budget
formulation
Accident reports
Acting allowances
Activity based costing
Accommodation management
Communications
Billing queries local
Application of misc. Tarriff
Contract labour
Budget expenditure (monthly)
Archiving
Customer interface front and
back office
Budget management
Building maintenance
Disciplinary procedures
Capital & operating
Complaints handling & customer
liaison
Grievances
Cost centres
Conference booking
HR 300
Debt management
Correspondence tracking
HR, Data and Staff management
Diligent enforcement and collection
of fees owed;
Courier/messenger/driver
Iod's
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Expenditure monitoring
Customer liaison
Job description preparation
Income
Enquiries
Leave applications
Master data
Interdepartmental liaison
Organogram preparation
Procurement of office requirements
Internal asset management
Overtime
Recoveries
Meter applications
Pay queries
Refunds
Minutes
Pension queries
Reporting
Monitoring telephone accounts
Performance management
SAP processing, including PS
Office management
Sap profiling
SlA’s
PC coordination
Staff management, HR funcions
Virementing
Permits
Staff records
GRN's
Photocopying
Terminations
Plant
Time & Attendance records &
reporting
Public liability claims
Training coordination
Radio's
24 hour, 7 days, on demand
availability of potable water service;
Reception
Budget co-ordination
Records files
Business Development and
workflow
Records plans
CCTV analysis and co-ordination
Reporting to Management &
Subcouncil
Centralized data
Reports
EPWP Co-ordination
Safety
Establish tariffs
Sap capturing cic0 & notif.
Technical services
Service orders
HR, Admin and reporting
Site inspections (depot)
Informal Settlements co-ordination
Staff management
Mapping and plans
Stationery control
Master planning
Sub Council (Every month)
Modelling and analysis
Switchboard
179
Monitor water quality
Theft and loss insurance
Operational co-ordination and
statistics
Transport management
Policy, Specifications and
Standards
Typing
Project management, Capital
expenditure, design and tenders
Waste disposal cards
Pump station
ordination;
management
co-
Risk and Safety Co-ordination
Work scheduling
Works orders
SLA development and monitoring
Water quality controls;
WDM co-ordination and
implementation
Table 2: Technical Services Activities
Flow instrumentation
Records files maintaining
Flow measurement / monitoring
Relay/upgrade of mains
Informal tenders
Technical Services at local level
Reservoir and telemetry
operations
Quotations
Infiltration management
Reticulation (fortnightly)
Tender administration
Informal Settlement servicing
Risk & safety committee (weekly)
Capital and operating projects
Informal tenders
Scrutinizing building plans
Arrange for field checking
Inspectorate
Service information provision
As-built info
Leakage management and rebate
assessment
Small capital works programs
Building plan approvals
Local planning and design
Spatial & non-spatial data
By-law policy enforcement
Manage data from consultants
Standpipes
Capture as built information
Manage development data from
consultants
Supervising township
development
CCTV operations local;
Management information systems
Tariffs : expenditure
Check & verify data
Manipulation of data
Technical back-office
Checking development plans
Master planning
Town planning applications
Borehole applications
180
Compilation and printing of maps
Monitor asset management
Trench reinstatements
Compliance monitoring and
enforcement
Monitor quality control
Consumer education
programs/content
Monitor Risk and Safety
Water exemptions
Contract management
Network analysis
Wayleaves, internal and external
Create layers & technical services
links
Operations statistics (monthly)
WDM operational implementation
local
Development
facilitation
(T/P
applications, sub-divisions, network
analysis, DC’s );
Plans examination
Zone / Watershed monitoring
Editing
Platform management
Zone management
Ensure water quality
Private Plumbing Control and
registration
Zone Meter reading
EPWP implementation;
Produce reports for management
EPWP monitor
Project management
Establish leak detection programs
Record plans maintaining
Water connection applications
181
7.2 Depot Level
These activities are listed to provide the total scope of the Operation side of the Reticulation Branch at
Depot Level.
Table 3: Finance and HR Activities
Accident reports
Capital and operating budget formulation
Acting allowances
Activity based costing
Communications
Billing queries local
Contract labour
Budget expenditure (monthly)
Customer interface front and back office
Budget management
Disciplinary procedures
Capital & operating
Grievances
Cost centres
Hr 300
Debt management
HR, Data and Staff management
Diligent enforcement and collection of fees owed;
Iod's
Expenditure monitoring
Job description preparation
Income
Leave applications
Master data
Organogram preparation
Procurement of office requirements
Overtime
Recoveries
Pay queries
Refunds
Pension queries
Reporting
Performance management
SAP processing, including PS
Sap profiling
Sla"s
Staff management, HR funcions
Virementing
Staff records
Grn's
Terminations
Procurement
Time & Attendance records & reporting
Training coordination
182
24 hour, 7 days, on demand availability of potable
water service;
Modelling and analysis
Budget co-ordination
Monitor water quality
Business Development and workflow
Operational co-ordination and statistics
CCTV analysis and co-ordination
Policy, Specifications and Standards
Centralized data
Project management, Capital expenditure, design and
tenders
EPWP Co-ordination
Pump station management co-ordination;
Establish tariffs
Risk and Safety Co-ordination
Technical services
SLA development and monitoring
HR, Admin and reporting
Water quality controls;
Informal Settlements co-ordination
WDM co-ordination and implementation
Mapping and plans
Master planning
Table 4: Administration Activities
Access control (id)
Applied Risk and Safety Principles
Pumpstations operations
Accident reports
Asset management
Pumpstations operations
Accommodation management
Boreholes
Quality control
Application of misc. Tariff
Budget : Compile and Control
Records, statistics and
reporting
Archiving
By-law policy enforcement
Registry
Building maintenance
Capital works
Repairs
Complaints handling & customer liaison
Compliance monitoring and
enforcement
Report statistics
Conference booking
Consumer education
Sap processing
Correspondence tracking
Contract connections
Staff management
Courier/messenger/driver
Contract management
Stand-by and overtime
183
Customer liaison
Contract management
Stationery control
Enquiries
Customer interaction
Stores
Interdepartmental liaison
Daily leak detection observation
Telemetery operations
Internal asset management
Depot management
Telephones and radois
Meter applications
Design local
Trench re-instatements
Minutes
Development facilitation
Upgrades
Monitoring telephone accounts
Enquiries and complaints
Water quality controls
Office management
EPWP implementation
Way-leaves
Pc coordination
Feedback for Plans Examination
WDM : Maintenance of
Fittings etc.
Permits
Feedback for Tariffs
Zone / Watershed
monitoring
Photocopying
Feedback for Town Planning
Applications
Administrative duties
Plant
Fleet coordination
Interdepartmental liaison
Public liability claims
Fleet management
Internal assets
Radio's
GIS confirmation
Reception
Informal settlements services
maintenance
Records files
Leakage management and rebate
assessment
Records plans
Maintenace of Flow Measurement /
Monitoring
Reporting to Management & Subcouncil
Maintenance of infrastructure
Reports
Maintenance of Zone Equipment
Safety
Management information systems
Sap capturing cic0 & notif.
Meter testing and calibration
Service orders
Network analysis
Site inspections (depot)
New connections
Staff management
On site consumer education
Stationery control
Operational systems
Sub Council (Every month)
Overtime monitoring
184
Switchboard
Performance management
Theft and loss insurance
Personnel management
Transport management
Plumbing
Typing
Private plumbing control
Waste disposal cards
Procurement
Work scheduling
Project management
Works orders
Projects
Acquisition 0f materials
Public enquiries / complaints
Proactive maintainance
Public liability claims
Maintenance of Flow Instrumentation
Public Liability processes
Table 5: Water and Sewerage Activities
Water
Sewerage
Connections & meters
Basic sanitation
Cut-off / reconnections
Blockages
Fittings
CCTV systems and programs
Hydrants
Clearing of blocked sewers
Install Meters (domestic and bulk)
Industrial effluent assessment and monitoring
Mains
Manhole maint. (eg cover repl.)
Mains cleaning
Night-soil / Sewarage removal
Mains upgrades
Odour control
Meter maintenance
Pest control
Meter reading / billing
Recycled water reticulation
Network
Repairing/replacing collapsed sewers
New meter connections
Rising main maintenance
Repair burst mains
Safety
Repairs
Sewer cleaning
Reservoir and mains cleaning
Sewer connections
Reservoirs (service and balance)
Spillage clean-up
185
Shifting of meters
Storm-water infiltration
Stand-pipe rentals
Systems inspections
Trunk main maintenance
Vacuum tanker services
Valves
Zone maintenance
186
8. Maintenance Plan
To provide a continuous safe water supply service, calls for ample and reliable water sources and
adequate capacity for treatment, transmission, and distribution, as well as properly functioning pumps,
reservoirs, and networks.
The way these facilities are operated and maintained can greatly affect the health of the population, the
quality of the environment, the benefits to the poor, and the resources available for investment in
expansion.
The pressure to provide services to more people is particularly intense in the water supply sector. As a
result, new facilities receive higher priority, in terms of budgets and staffing, than operation and
maintenance. And, in a financial crisis, operation and maintenance budgets are the first to be cut, with
consequent deterioration of pipes, machinery, and service. Maintenance equipment, vehicles, and spare
parts are often in short supply and requests for their acquisition are often "postponed". However
motivated the operation and maintenance staff may be, they cannot react promptly to emergencies
without the right equipment.
8.1 Water Network and Furniture
The scope of the annual maintenance of the Water Network and Furniture assets is based on a 2.91 %
of the asset quantities and not on the relevant asset value. This value was derived at the Water and
Sanitation Strategy workshops where it was establish that the annual pipe line replacement should be in
the order of 300 km per year.
Table 6: Water Infrastructure and Furniture
ACTIVITY
BLAAUWBERG
CAPE
TOWN
HELDERBERG
KHAYELITSHA
SOUTH
PENINSULA
TYGERBERG
2008/09
Kilometre Pipe
2,337
2,631
1,646
410
1,613
1,687
10,324
Service Points
121,586
185,021
45,120
36,140
79,800
136,607
604,274
Valves
13,116
24,587
6,842
2,286
16,989
11,808
75,628
Fire Hydrants
8,974
19,593
5,112
858
14,934
6,505
55,976
8.1.1 Maintenance Programmes
187
Gantt Diagram’s can be generated from the tables below for the various pro-active or preventive
maintenance activities in the various Districts for the 2010/11 financial year.
Water Mains Replaced
Total (km)
2008/09
(km)
% Done
% Planned
Planned
Number
BLAAUWBERG
2,337
5
0
2.91
68
CAPE TOWN
2,631
16
1
2.91
77
HELDERBERG
1,646
1
0
2.91
48
KHAYELITSHA
410
0
0
2.91
12
SOUTH PENINSULA
1,613
17
1
2.91
47
TYGERBERG
1,687
6
0
2.91
49
Total
2008/09
% Done
% Planned
Planned
Number
District
Blaauwberg
Item
Valves Marked / Plated
13,116
218
1.66
2.91
382
Valves Replaced / Renewed
13,116
91
0.69
2.91
382
Valves Repacked
13,116
162
1.24
2.91
382
Fire Hydrants Replaced / Renewed
8,974
83
0.92
2.91
261
Fire Hydrants Repacked
8,974
82
0.91
2.91
261
Fire Hydrant Nozzles Replaced
8,974
3805
42.40
2.91
261
Water Mains Replaced (km) Total
2,337
5
0.23
2.91
68
Water Mains Cleaned (km)
2,337
3
0.11
2.91
68
Cape Town
Item
Valves Marked / Plated
Total
24,587
2008/09
% Done
1012
4.12
188
% Planned
2.91
Planned
Number
715
Valves Replaced / Renewed
24,587
377
1.53
2.91
715
Valves Repacked
24,587
175
0.71
2.91
715
Fire Hydrants Replaced / Renewed
19,593
66
0.34
2.91
570
Fire Hydrants Repacked
19,593
202
1.03
2.91
570
Fire Hydrant Nozzles Replaced
19,593
4402
22.47
2.91
570
Water Mains Replaced (km) Total
2,631
16
0.60
2.91
77
Water Mains Cleaned (km)
2,631
0
0.00
2.91
77
Helderberg
Item
Total
2008/09
% Done
% Planned
Planned
Number
Valves Marked / Plated
6,842
118
1.72
2.91
199
Valves Replaced / Renewed
6,842
98
1.43
2.91
199
Valves Repacked
6,842
418
6.11
2.91
199
Fire Hydrants Replaced / Renewed
5,112
169
3.31
2.91
149
Fire Hydrants Repacked
5,112
91
1.78
2.91
149
Fire Hydrant Nozzles Replaced
5,112
27
0.53
2.91
149
Water Mains Replaced (km) Total
1,646
1
0.09
2.91
48
Water Mains Cleaned (km)
1,646
0
0.00
2.91
48
Khayelitsha
Item
Total
2008/09
% Done
% Planned
Planned
Number
Valves Marked / Plated
2,286
1
0.04
2.91
67
Valves Replaced / Renewed
2,286
14
0.61
2.91
67
Valves Repacked
2,286
6
0.26
2.91
67
Fire Hydrants Replaced / Renewed
858
32
3.73
2.91
25
Fire Hydrants Repacked
858
2
0.23
2.91
25
Fire Hydrant Nozzles Replaced
858
0
0.00
2.91
25
Water Mains Replaced (km) Total
410
0
0.00
2.91
12
Water Mains Cleaned (km)
410
0
0.00
2.91
12
189
South Peninsula
Item
Total
2008/09
% Done
% Planned
Planned
Number
Valves Marked / Plated
16,989
6
0.04
2.91
494
Valves Replaced / Renewed
16,989
43
0.25
2.91
494
Valves Repacked
16,989
401
2.36
2.91
494
Fire Hydrants Replaced / Renewed
14,934
90
0.60
2.91
435
Fire Hydrants Repacked
14,934
271
1.81
2.91
435
Fire Hydrant Nozzles Replaced
14,934
4055
27.15
2.91
435
Water Mains Replaced (km) Total
1,613
17
1.06
2.91
47
Water Mains Cleaned (km)
1,613
0
0.00
2.91
47
Tygerberg
Item
Total
2008/09
% Done
% Planned
Planned
Number
Valves Marked / Plated
11,808
40
0.34
2.91
344
Valves Replaced / Renewed
11,808
213
1.80
2.91
344
Valves Repacked
11,808
142
1.20
2.91
344
Fire Hydrants Replaced / Renewed
6,505
78
1.20
2.91
189
Fire Hydrants Repacked
6,505
216
3.32
2.91
189
Fire Hydrant Nozzles Replaced
6,505
5741
88.26
2.91
189
Water Mains Replaced (km) Total
1,687
6
0.37
2.91
49
Water Mains Cleaned (km)
1,687
0
0.00
2.91
49
190
8.2 Sewerage Network and Furniture
The scope of the annual maintenance of the Sewerage Network and Furniture, is based on a 1.81 % of
the asset quantities and not on the relevant asset value. This value was derived at the Water and
Sanitation Strategy workshops where it was establish that the annual pipe line replacement should be in
the order of 150 km per year.
Table 7: Sewer Infrastructure and Furniture
ACTIVITY
Kilometre
Pipe
Service
Points
Manholes
BLAAUWBERG
CAPE
TOWN
HELDERBERG
KHAYELITSHA
SOUTH
PENINSULA
TYGERBERG
2008/09
1917
1987
1253
368
1369
1422
8317
121,586
185,021
83,000
43,000
79,800
113,509
625916
37717
46839
24197
5768
32714
32138
179373
8.2.1 Maintenance Programmes
Gantt Diagram’s can be generated for the various pro-active or preventive maintenance activities in the
various Districts for the 2010/11 financial year.
Sewer Mains - Replacement
Districts
Total (km)
2008/09
(km)
% Done
% Planned
Planned
Number
BLAAUWBERG
1917
4
0
1.81
35
CAPE TOWN
1987
5
0
1.81
36
HELDERBERG
1253
2
0
1.81
23
KHAYELITSHA
368
0
0
1.81
7
SOUTH PENINSULA
1369
1
0
1.81
25
TYGERBERG
1422
0
0
1.81
26
191
Blaauwberg
Item
% Done
% Planned
Planned
Number
Total
2008/09
Sewer Mains - Replacement (km)
1917
4.412
0.23
1.8
35
Manholes Rehabilitation
37717
139
0.37
1.8
683
Programmed CCTV Inspections (km)
1917
0.053
0.00
1.8
35
Programmed Sewer Cleaning (km)
1917
19.97
1.04
1.8
35
Total
2008/09
Sewer Mains - Replacement (km)
1987
4.513
0.23
1.8
36
Manholes Rehabilitation
46839
15
0.03
1.8
848
Programmed CCTV Inspections (km)
1987
0
0.00
1.8
36
Programmed Sewer Cleaning (km)
1987
23.526
1.18
1.8
36
Total
2008/09
Sewer Mains - Replacement (km)
1253
1.808
0.14
1.8
23
Manholes Rehabilitation
24197
364
1.50
1.8
438
Cape Town
Item
% Done
% Planned
Planned
Number
Helderberg
Item
% Done
192
% Planned
Planned
Number
Programmed CCTV Inspections (km)
1253
2.131
0.17
1.8
23
Programmed Sewer Cleaning (km)
1253
75.671
6.04
1.8
23
Total
2008/09
Sewer Mains - Replacement (km)
368
0.2
0.05
1.8
7
Manholes Rehabilitation
5768
0
0.00
1.8
104
Programmed CCTV Inspections (km)
368
0
0.00
1.8
7
Programmed Sewer Cleaning (km)
368
1.332
0.36
1.8
7
Total
2008/09
Sewer Mains - Replacement (km)
1369
0.511
0.04
1.8
25
Manholes Rehabilitation
32714
63
0.19
1.8
592
Programmed CCTV Inspections (km)
1369
0
0.00
1.8
25
Programmed Sewer Cleaning (km)
1369
16.5
1.20
1.8
25
Total
2008/09
Sewer Mains - Replacement (km)
1422
0.429
0.03
1.8
26
Manholes Rehabilitation
32138
106
0.33
1.8
582
Khayelitsha
Item
% Done
% Planned
Planned
Number
SOUTH PENINSULA
Item
% Done
% Planned
Planned
Number
TYGERBERG
Item
% Done
193
% Planned
Planned
Number
Programmed CCTV Inspections (km)
1422
0.054
0.00
1.8
26
Programmed Sewer Cleaning (km)
1422
165
11.60
1.8
26
194
9. Budget: Operational and Maintenance
The reason that the Reticulation Operating and Maintenance Budget is often targeted for reduction, is
that Reticulation Operations and Maintenance may be viewed as a total expense branch rather than a
revenue generator.
However, the reality is that the Reticulation Operating and Maintenance Budget maintain the Council’s
greatest asset, the Water Networks, Sewerage Networks and Furniture of these networks.
The quality, conditioning, aesthetics and operational aspects of the water and sewer networks are tied
directly to revenue generation for the Council.
9.1 Operational Budget: Water Network, Sewer Network and Furniture
Operation includes the planning and control of the extraction/collection, treatment, conveyance, and
delivery of water, and/or the collection, treatment, and disposal of effluent. It also covers the
management of client and public relations, legal, personnel, commercial, and accounting functions.
To provide an efficient, reliable, sustainable and an affordable service to the consumer, several activities
are executed in and from either at District level and/or at Depot level.
These activities are listed in Table 1 to 5.
Table 8: Total Operational Expenditure
Budget Year
Expenditure
05/06
R 162,829,678.03
06/07
07/08
R 143,427,863.97
195
R 154,895,439.99
08/09
R 208,791,376.80
9.2 Maintenance Budget: Water Network, Sewerage Network and Furniture.
Maintenance may be preventive or reactive. Preventive maintenance (including inspection, cleaning, and
lubrication) consists of the systematic routine actions needed to keep the networks in good condition. It
sometimes also includes minor repairs and replacement as dictated by the routine examination.
Reactive maintenance normally occurs as a result of reported pipe breaks and the malfunctioning or
breakdown of equipment.
For the compilation of an annual estimate maintenance budget for the water network, sewerage network
and furniture, the activities are roughly split between those identified as pro-active and those defined as
re-active.
The maintenance of the pro-active activities is those that can be planned, budget for and maintained
according to a schedule.
The number of re-active activities is either consumer related, e.g. requests for water meters, or an
indication that the water/sewer network and/or the furniture is in need of rehabilitation.
Table 9: Total Maintenance Expenditure for:
05/06
Budget Year
Expenditure
06/07
R 191,497,263.69
07/08
R 218,683,149.98
R 234,714,441.49
08/09
R 273,268,685.89
9.2.1 Water Network Repairs and Maintenance
The unit costs used in the compiling of an Maintenance Budget, are purely a mixed of estimates, rates
supplied by contractors and gut feeling. However, with the implementation of the maintenance ISO
Procedures, the calculation of these unit costs will be came more realistic and market related.
Table 10: Pro-Active
Item
Total
2008/09
% Done
% Planned
Planned Number
Costs
R.c.
Valves Marked /
Plated
75628
1395
1.84
3.2
2420
R300
R 726 028.80
Valves Replaced
/ Renewed
75628
836
1.11
3.2
2420
R301
R 728 448.90
Valves Repacked
75628
1304
1.72
3.2
2420
R300
R 726 028.80
196
Item
Total
2008/09
% Done
% Planned
Planned Number
Costs
R.c.
Fire Hydrants
Replaced /
Renewed
55976
518
0.93
3.2
1791
R301
R 539 160.83
Fire Hydrants
Repacked
55976
864
1.54
3.2
1791
R300
R 537 369.60
Fire Hydrant
Nozzles
Replaced
55976
18030
32.21
3.2
1791
R301
R 539 160.83
Water Mains
Replaced (m)
Total
10324000
45845
0.44
3.2
330368
R301
R 99 440 768.00
Water Mains
Cleaned (m)
10324000
2743
0.03
3.2
330368
R301
R 99 440 768.00
R 202 677 733.76
Table 11: New Services
Item
2008/09
Costs
R.c.
New Mains
Installed (m)
Total
23562
R4500
R 106 029 000
Fire Hydrants
Installed
542
R3500
R 1 897 000
R 107 926 000
Table 12: Re-Active
2008/09
Costs
R.c.
Discolored
Water
complaints
1072
R200
R 214 400.00
Repair to
Burst Water
Mains
4897
R6000
R 29 382 000.00
R 29 596 400.00
197
Table 13: New Water Meter Installations
Item
2008/09
Costs
R.c.
Installed WDM
Device
R0
Installed Meter
Connections
15 mm
1404
R291
R 408 564
Installed Meter
Connections
20 mm
1886
R306
R 577 116
Installed Meter
Connections
25 mm
243
R341
R 82 863
Installed Meter
Connections
32 mm
7
R410
R 2870
Installed Meter
Connections
40 mm
148
R510
R 75480
Installed Meter
Connections
50 mm
52
R3281
R 170612
Installed Meter
Connections
80 mm
18
R3147
R 56 646
Installed Meter
Connections
100 mm
43
R6882
R 295 926
Installed Meter
Connections
150 mm
16
R10 517
R 168 272
R 1 838 349.00
Table 14: Water Meter Issues
Item
2008/09
Costs
R.c.
Water Meters
Replaced
8726
R220
R 1 919 720
Relocate / Refix Meters
9945
R220
R 2 187 900
Water Meters
Stolen
905
R220
R 199 100
198
Remove
Water Meter
Connections
1784
R220
R 392 480
Locate Water
Meters
2433
R220
R 535 260
Repair Leaks
on Water
Connections
31192
R229
R 686 240
R 12 096 700.00
Table 15: Manhole Cover Replacement
Item
2008/09
Meter Box Cover
Costs
R.c.
1349
R 300.00
R 404 700.00
Hydrant Cover
398
R 300.00
R 119 400.00
Valve Cover
345
R 300.00
R 103 500.00
R 627 600.00
Table 16: Finance Statistics
Item
2008/09
Warning
Letters
Delivered
51474
R200
R 10 294 800.00
28961
R200
R 5 792 200.00
Disconnections
/ Commercial
Industrials
756
R200
R 151 200.00
Restrictions /
Disconnections
on Owner's
Request
0
R200
R 0.00
Non-payment
Reconnections
22263
R200
R 4 452 600.00
Restrictions
Domestic
/
Costs
R.c.
R 20 690 800.00
199
Table 17: Informal Settlements: Infrastructure
NEW INSTALLATIONS / GPS SURVEY
Item
2008/09
Costs
R.c.
Standpipes
Installed
375
R 3 000.00
R 1 125 000
GPS Survey
Standpipes
3697
R 450.00
R 1 663 650
R 2 788 650.00
Table 18: Informal Settlements: Maintenance
OPERATIONAL STATISTICS
Item
2008/09
Costs
R.c.
Defective Taps
4961
R 200.00
R 992 200.00
Defective Standpipe Leadings
209
R 300.00
R 62 700.00
Burst Pipes
698
R 200.00
R 139 600.00
Vandalized Taps
210
R 300.00
R 63 000.00
R 1 257 500.00
Total for the Maintenance of Water Services
200
R 302 923 233.00
9.2.2 Sewer Network Repair and Maintenance
The unit costs used in the compiling of an Maintenance Budget, are purely a mixed of estimates, rates
supplied by contractors and gut feeling. However, with the implementation of the maintenance ISO
Procedures, the calculation of these unit costs will be came more realistic and market related.
Table 19: Pro-Active
Item
Sewer Mains
-Replacement
(m)
Sewer
Cleaning (m)
Total
2008/09
8317000
11873
%
Done
0.14
% Planned
Planned Number
Costs
3.2
266144
R300
2495500
3.2
79843
R176
2495500
3.2
79843
R187
R.c.
R 79 843 200.00
R 14 052 403
Bucket Mach.
Sewer
Cleaning (m)
R 14 930 678
Jet Mach.
R 348 355 881
Table 20: Re-Active
Item
2008/09
Costs
R.c.
Sewer Pipe
Breakage
Repair (No.)
763
R7000
R 5 341 000.00
Sewer
Manhole
Repair (No.)
687
R6000
R 4 122 000.00
Disinfection
Applications
(No.)
1263
R500
R 631 500.00
R 10 094 500.00
201
Table 21: New Services
Item
New Sewer
Mains
Installed (m)
Total
New
Connections
to Sewer
Network (No.)
2008/09
Costs
R.c.
26300
R1200
R 31 560 000.00
358
R2500
R 895 000.00
R 32 455 000.00
Table 22: Sewer Blockages Incidents
Item
2008/09
Costs
R.c.
Building
Material
3774
R300
R 1 132 200.00
Collapses
1031
R500
R 515 500.00
Fats
20729
R300
R 6 218 700.00
Other foreign
objects
35897
R300
R 10 769 100.00
Roots
15344
R500
R 7 672 000.00
Sand
10311
R60
R 618 660.00
R 26 926 160.00
Table 23: Manhole Cover Replacement
Pro-Active
Item
2008/09
Costs
R.c.
Install Lockable Covers
R 0.00
Re-Active
Sewer
1228
R500
R 614 000.00
R 614 000.00
202
Table 24: CCTV Sewer Inspections
Pro-Active
Item
2008/09
Costs
Programmed
Inspections
(m)
8317000
R2238
0.03
3.2
266144
300
R 79 843 200.00
Programmed
Sewer
Cleaning (m)
8317000
R302054
3.63
3.2
266144
300
R 79 843 200.00
R.c.
R 159 686 400.00
Table 25: Informal Settlements: Infrastructure
NEW INSTALLATIONS / GPS SURVEY
Item
Toilets Installed
GPS Survey
Toilets
2008/09
Costs
R.c.
5291
R3500
R 18 518 500.00
21 072
R75
R 1 580 400.00
R 20 098 900.00
Table 26: Informal Settlements: Maintenance
Item
2008/09
Costs
R.c.
691
R2000
R 1 382 000.00
Defective Cisterns
1 002
R250
R 250 500.00
Blocked Toilets
1333
R300
R 399 900.00
Defective Sewer Lines
466
R350
R 163 100.00
Vandalized Toilets
189
R500
R 94 500.00
Other
1555
R450
R 699 750.00
Toilets Upgrade
R 2 989 750.00
Total for the Maintenance of Sanitation Services
203
R 601 220 591.00
TITLE
NAME
SURNAME
SIGNATURE
Manager:
Reticulation
Pierre
Maritz
…../…../2010
Head of
Department
Philemon
Mashoko
…../…../2010
204
DATE
Annexure A
Table 27: Operating Budget 2010/11
Cost Elements
401100 Salaries and Wages
Plan
Available
220,970,039.98
220,970,039.98
13,780,659.48
13,780,659.48
401400 Leave Pay
5,246,497.39
5,246,497.39
401410 Long Service Award
2,274,619.10
2,274,619.10
401500 Non Struct Overtime
22,808,459.89
22,808,459.89
401510 Structured Overtime
313,711.04
313,711.04
401600 Allowances: Housing
2,258,889.60
2,258,889.60
401700 Allowances: Locomo
3,147,275.88
3,147,275.88
401710 Allowances: Ess User
2,252,987.16
2,252,987.16
453,120.00
453,120.00
401800 Allowances: Other
8,215,839.36
8,215,839.36
402100 Group Life Insurance
3,136,773.13
3,136,773.13
402200 Medical Aid Contrib
21,777,343.68
21,777,343.68
402400 Pensio Schem Contr
45,579,178.92
45,579,178.92
1,718,904.72
1,718,904.72
353,934,299.33
353,934,299.33
401300 Bonuses
401720 Allowances: Cell
402500 Unemployment Insure
* Over/Underabsorption
205
Annexure B
Table 28: Maintenance Budget 2010/11
Cost Elements
411100 Advertising
Plan
Available
146,900.92
146,900.92
8,892.84
8,892.84
411350 Chemicals
68,410.40
68,410.40
411500 Catering Services
59,092.40
59,092.40
1,787,738.80
1,787,738.80
878.84
878.84
411700 Comp Serv & Soft
579,389.99
579,389.99
411750 Conf & Sem - Nat
126,456.93
126,456.93
411800 Consultants
156,795.08
156,795.08
411810 CSP ex Payroll
63,827.92
63,827.92
411840 Cutlery Non Vat
11,008.36
11,008.36
1,350.84
1,350.84
227,622.72
227,622.72
5,728,821.43
5,728,821.43
522,271.58
522,271.58
412250 Fuel
3,378,134.13
3,378,134.13
412350 Hire Charges
1,265,674.76
1,265,674.76
11,318,707.84
11,318,707.84
1,043,780.32
1,043,780.32
1,517.52
1,517.52
1,205,891.62
1,205,891.62
99,742.63
99,742.63
171,222.88
171,222.88
412750 Legal Fees & Expense
25,291.40
25,291.40
412850 Levy: Barg Council
70,470.00
70,470.00
411300 Books Perio & Subsc
411550 Cleaning Costs
411600 Cleansing Related Co
411850 Deeds and Transfers
411950 Dis(re)connections
412050 Electricity
412220 Food & Beverages
412360 Hire of LDV - VAT
412370 Hire of Cars-Non Clm
412400 Hygiene Services
412450 Informal Settlements
412500 Inspections
412650 Laundry
206
Cost Elements
412900 Levy: Skills Develop
Plan
Available
1,720,262.28
1,720,262.28
412950 Licenses & Permits
514,233.29
514,233.29
412970 Material Automotive
63,857.40
63,857.40
412980 Mat Building & Infra
17,945,399.37
17,945,399.37
534,306.57
534,306.57
16,023,583.05
16,023,583.05
312,840.13
312,579.13
6,505.44
6,505.44
413150 Tools , Equip &Other
3,123,009.67
3,123,009.67
413200 Occ Health & Safety
97,603.32
97,603.32
413220 Oil, Gas, Lub & Coal
119,415.19
119,415.19
12,645.64
12,645.64
413300 Pest Control
147,113.78
147,113.78
413350 Plants
262,936.99
262,936.99
413400 Postage & Courier
2,280.92
2,280.92
413450 Print Stat & Photo
1,173,634.47
1,173,634.47
26.64
26.64
391,689.03
391,689.03
6,322.88
6,322.88
629,624.17
629,624.17
139.04
139.04
15,612,480.60
15,612,480.60
1,296,558.28
1,296,558.28
106,284.66
106,284.66
38,173.66
38,173.66
2,360,246.67
2,360,246.67
414105 Telecomm: Cell Phone
64,793.56
64,793.56
414110 Telecomm Equip Rent
112,499.48
112,499.48
414115 Tele:Cell Phone Subs
146,835.18
146,835.18
412990 Material Electrical
413000 Materials Gen & Cons
413050 Med Hea Serv & Sup
413100 Memb Fees: Prof
413250 Pers/Recr Costs
413600 Rates
413670 Refreshments & Teas
413700 Relocation Costs
413750 Rental
413760 Reward Incentives
413800 Security Services
413850 Service Connections
413900 Sewerage Services
413950 Signage
414100 Telecommunication
207
Cost Elements
Plan
Available
414150 Test,Sample&Monitor
18,701.42
18,701.42
414350 Travel & Subsis: Vat
636,012.73
636,012.73
414360 Travel&Subsis:NonVat
142,643.44
142,643.44
414400 Unif & Protec Cloth
2,354,862.68
2,354,862.68
415190 Public Liab Claims
21,863.04
21,863.04
455100 Contracted Services
98,769,452.71
98,769,452.71
455110 Contracted Serv Rep
82,696,880.45
82,696,880.45
275,535,609.98
275,535,348.98
610010 R&M: Primary Cost
610110 R&M: Secondary Cost
208
Annexure C
Table 29: Period Maintenance Tenders
Tender No.
Service
Area
Description
209Q/2009/10
Period Tender for the Construction of New Sewer Lines
District 3
297Q/2009/10
Period Tender for the Supply and Installation of Lockable
Covers for Sewer
District 3
211Q/2009/10
Period Tender for the Construction of New Sewer Manholes
District 3
289Q/2009/10
Period Tender for the Supply and Installation of Leak-Free
Toilet Cisterns
District 3
223Q/2009/10
Period Tender for the Installation of New Sewer Connections
District 3
227Q/2009/10
Period Tender for the Repair of Sewer Lines
District 3
288Q/2009/10
Period Tender for the Maintenance of Sewer Manholes
District 3
292Q/2009/10
Period Tender for the Installation of Water and Sewer Pipes
by Horizontal Directional Drilling
District 3
294Q/2009/10
Period Tender for the Maintenance of Pressure Reducing
Valves
District 3
299Q/2009/10
Period Tender for the Maintenance of Water Meters
District 3
276S/2009/10
Period Tender for the Cleaning of Sewer Lines
District 3
24Q/2008/09
Period Tender for the Rehabilitation of Fire Hydrants
District 3
25Q/2008/09
Period Tender for the Rehabilitation of Valves
District 3
509S/2009/10
Period Tender for Data loggers
District 3
Supply & placement of Concrete Toilet Structures
Informal
Settlements
242
209
Tender No.
Service
Area
Description
133
Supply, Delivery, Installation, Servicing and Collection of
Chemical Toilets
Informal
Settlements
307
Servicing Container Toilets and Porta Potti Toilets
Informal
Settlements
546
Cleaning of Informal Settlement Sanitation Infrastructure
Informal
Settlements
281
Supply & Placement of Concrete Toilet Structures
Informal
Settlements
282
Supply and Delivery of 100 litre Polyethylene Containers,
Detachable seat with Flap
Informal
Settlements
315
Annual Tender for the Supply and Installation of Waterborne
Sanitation in Concrete Toilet Structure
Informal
Settlements
418
Rental, Delivery, Placement and Servicing of Portable nonflushing Chemical Toilet Units
Informal
Settlements
88
Cleaning of Sewer
City Wide
469
Periodic Tender for Trenchless Rehabilitation of Water
Mains
City Wide
468
Periodic Tender for Trenchless Rehabilitation of Sewers
City Wide
335
Provision of Water Meter Reading Services
City Wide
90
Maintenance of Sewer Pipelines
City Wide
250
Periodic Tender for the Repair Existing and Installation of
New Sewers
City Wide
251
Periodic Tender for Repairing Existing and Laying of New
Water Mains
City Wide
210
Annexure D
Table 30: Effective Life (Design Life)
Effective Life
Class
Asset Type
(Years)
1
Civil
75
2
Pressure Pipe work
60
3
Sewers
100
4
Pumps
40
5
Valves
30
6
Motors
35
7
Electrical
30
8
Controls
25
9
Building assets
30
10
Land
N/A
211