swartland municipality - wsdp idp water sector input ... · · module 2: base and compliance data...

SWARTLAND MUNICIPALITY

Water Services Development Plan

(WSDP) – IDP Water Sector Input

Report

For IDP incorporation as directed by the Water Services Act (Act 108 of 1997)

2017-2022 (First Cycle)

Ref 280830

WorleyParsons RSA (Pty) Ltd Contact person: Jaco Human 31 Allen Drive, Loevenstein 7530 PO Box 398, Bellville 7535 South Africa Telephone: +27 (0)21 912 3000 Facsimile: +27 (0)21 912 3222 email: [email protected] ABN 61 001 279 812

© Copyright 2011 WorleyParsons

Private Bag X52 Malmesbury 7299 Tel: +27(22) 487 9400 Fax: +27(22) 487 9440


PROJECT 280830 - SWARTLAND MUNICIPALITY’S WSDP FOR 2015/2016

REV DESCRIPTION ORIG REVIEW

WORLEY-

PARSONS

APPROVAL

DATE CLIENT

APPROVAL DATE

Draft Draft issued for external review

R Kuffner

Author

JT Human

A Reviewer

Approval

15/05/2015

Approval

Final Final for Council approval

R Kuffner

Author

JT Human

A Reviewer

Approval

Approval

15-05-2015/Water/Swartland/WSDP for Client

i

Disclaimer

This report has been prepared on behalf of and for the exclusive use of SWARTLAND

MUNICIPALITY, and is subject to and issued in accordance with the agreement between

SWARTLAND MUNICIPALITY and Worley Parsons RSA (Pty) Ltd. Worley Parsons RSA (Pty)

Ltd accepts no liability or responsibility whatsoever for it in respect of any use of or reliance

upon this report by any third party.

Copying this report without the permission of SWARTLAND MUNICIPALITY and Worley

Parsons RSA (Pty) Ltd is not permitted.

Version Control:

Status Description Date Reference

Version 1

Draft 2015/2016 WSDP Documents:

· WSDP-IDP Water Sector Input Report

· eWSDP

· Module 2: Base and Compliance Data

· Module 3: Future Plans and Strategies

May 2015 Draft WSDP documents were issued to DWS.

Approval

Final 2015/2016 WSDP Documents:

· WSDP-IDP Water Sector Input Report

· eWSDP

· Module 2: Base and Compliance Data

· Module 3: Future Plans and Strategies

Will be submitted with the new IDP

Council Resolution for approval will be forwarded by the Mun. to the DWS.

Prepared by:

Designation Name Contact No. E-mail

Engineer Jaco Human 021 912 3000 / 084 431 8728 [email protected]

TABLE OF CONTENTS


ii


WSDP – IDP WATER SECTOR INPUT REPORT (EXECUTIVE SUMMARY)

ITEM DESCRIPTION PAGE

List of Tables and Figures................................................................................................................. iii

Abbreviations and Definitions ............................................................................................................ vi

Key Terms ...................................................................................................................................... viii

Introduction ....................................................................................................................................... 1

Section A: Status Quo Overview ....................................................................................................... 2

Business Element 1: Administration .................................................................................................. 2

Business Element 2: Demographics ................................................................................................. 3

Business Element 3: Service Levels ................................................................................................. 7

Business Element 4: Socio Economic ............................................................................................. 13

Business Element 5: Water Services Infrastructure Management (Infrastructure) ......................... 14

Business Element 6: Water Services Infrastructure Management (O&M) ...................................... 17

Business Element 7: Associated Services ...................................................................................... 22

Business Element 8: Conservation and Demand Management ..................................................... 22

Business Element 9: Water Resources .......................................................................................... 24

Business Element 10: Financial ...................................................................................................... 28

Business Element 11: Water Services Institutional Arrangements ................................................. 29

Business Element 12: Social and Customer Service Requirements .............................................. 30

Section B: State of Water Services Planning .................................................................................. 33

Section C: Water Services Existing Needs Perspective .................................................................. 33

Business Element 1: Administration ................................................................................................ 34

Business Element 2: Demographics ............................................................................................... 35

Business Element 3: Service Levels ............................................................................................... 36

Business Element 4: Socio Economic ............................................................................................. 38

Business Element 5: Water Services Infrastructure Management (Infrastructure) ......................... 41

Business Element 6: Water Services Infrastructure Management (O&M) ...................................... 54

Business Element 7: Associated Services ...................................................................................... 59

Business Element 8: Conservation and Demand Management ..................................................... 62

Business Element 9: Water Resources .......................................................................................... 66

Business Element 10: Financial ...................................................................................................... 69

Business Element 11: Water Services Institutional Arrangements ................................................. 74

Business Element 12: Social and Customer Service Requirements .............................................. 76

Section D: Water Services Objectives and Strategies ..................................................................... 78

Section E: Water Services MTEF Projects ...................................................................................... 83

Section F: WSDP Projects .............................................................................................................. 87

LIST OF TABLES


iii

Section A: Status Quo Overview

Table A.1 Water Services Overview ......................................................................................................... 6

Table A.2 Growth potential indicators for the towns in Swartland Municipality’s Management Area (Settlement Level Classification) .............................................................................................. 7

Table A.3 Residential water services delivery access profile: Water ........................................................ 7

Table A.4 Residential water services delivery access profile: Sanitation ................................................. 8

Table A.5 Number of user connections in each user sector ..................................................................... 9

Table A.6 Total number of consumer units per town and percentage growth from 2009/2010 to 2013/2014 ............................................................................................................................... 10

Table A.7(a) Residential water services delivery adequacy profile (Water) ................................................ 11

Table A.7(b) Residential water services delivery adequacy profile (Sanitation) .......................................... 12

Table A.8 Historical population and household figures and population growth rates and projected present population and number of households ...................................................................... 13

Table A.9 Summary of existing main water infrastructure ...................................................................... 14

Table A.10 Summary of existing main sewerage infrastructure ............................................................... 15

Table A.11 Current and depreciated replacement cost of the water infrastructure .................................. 15

Table A.12 Overview of the remaining useful life and age distribution by facility type for the water infrastructure (CRC) ............................................................................................................... 16

Table A.13 Current and depreciated replacement cost of the sewerage infrastructure ........................... 16

Table A.14 Overview of the remaining useful life and age distribution by facility type for the sewerage infrastructure (CRC) ............................................................................................................... 17

Table A.15 Blue Drop Performance of the Municipality (DWS’s 2012 Blue Drop Report) ........................ 18

Table A.16 DWS’s 2013 Blue Drop Risk Profile Progress Report results for Swartland Municipality ...... 19

Table A.17 Green Drop Performance of the Municipality (DWS’s 2013 Green Drop Report) .................. 20

Table A.18 Non revenue water and ILI for the various distribution systems ............................................. 23

Table A.19 Bulk water supply to the various towns .................................................................................. 25

Table A.20 Percentage compliance of the water quality samples for the period July 2013 to June 2014 ............................................................................................................................... 25

Table A.21 Five categories under which the risks posed by micro-organism, physical or aesthetic property or chemical substance of potable water is normally classified ................................. 27

Table A.22 Microbiological, chemical and physical compliance percentages of the final effluent taken at the various WWTW over the period July 2013 to June 2014 ................................................. 27

Table A.23 Historical expenditure of the water and sewerage infrastructure budgets .............................. 28

Table A.24 Summary of Operational Budget for water and sanitation services for the last six years ...... 28

Table A.25 Water and sanitation indicators monitored by Swartland Municipality with regard to customer services and maintenance work ............................................................................. 32

Section B: State of Water Services Planning

Section C: Water Services Existing Needs Perspective

Table C.1 Business Element 1: Administration (Topic 1)........................................................................ 34

Table C.2 Business Element 2: Demographics (Topic 2) ....................................................................... 35

Table C.3 Business Element 3: Service Levels (Topic 3) ....................................................................... 36

Table C.4 Business Element 4: Socio-Economic (Topic 4) .................................................................... 38

LIST OF TABLES


iv

Table C.5 Business Element 5: Water Services Infrastructure (Topic 5) ............................................... 41

Table C.6a Future internal and connector infrastructure as included in the Master Plans ....................... 42

Table C.6b Future bulk water infrastructure as included in Water Master Plans ...................................... 42

Table C.6c Future bulk sewerage infrastructure as included in Sewer Master Plans ............................... 43

Table C.7 Key groundwater management functions ............................................................................... 43

Table C.8 Future pump stations required for Swartland Municipality’s distribution systems .................. 44

Table C.9 Future reservoir capacity requirements for the Swartland Municipality’s distribution systems .................................................................................................................................. 45

Table C.10 Estimated cost of future reservoir storage capacities required .............................................. 45

Table C.11 Proposed upgradings for the various distribution systems (Water Master Plan) ................... 45

Table C.12 Future sewer reticulation infrastructure required .................................................................... 47

Table C.13 Future sewer pump stations required ..................................................................................... 48

Table C.14 Existing capacities and flows at each of the WWTWs (Ml/d) ................................................. 48

Table C.15 Recommendations from Malmesbury WWTW Process Audit (October 2014) ...................... 49

Table C.16 Recommendations from Moorreesburg WWTW Process Audit (October 2014) ................... 49

Table C.17 Recommendations from Darling WWTW Process Audit (October 2014) .............................. 50

Table C.18 Recommendations from Riebeek Wes and Riebeek Kasteel WWTW Process Audits (2012) ..................................................................................................................................... 51

Table C.19 Recommendations from Koringberg WWTW Process Audit (October 2014) ........................ 51

Table C.20 Recommendations from Kalbaskraal WWTW Process Audit (October 2014)....................... 52

Table C.21 Recommendations from Chatsworth / Riverlands WWTW Process Audit (October 2014) ... 52

Table C.22 Business Element 6: Operation and Maintenance (Topic 6) .................................................. 54

Table C.23 Current parameters sampled by the West Coast District Municipality and Swartland Municipality: Routine monitoring of Process Indicators. ......................................................... 56

Table C.24 Current and required sampling for E.Coli (or faecal coliforms) in the distribution systems .... 56

Table C.25 Recommended Operational Alert Levels for the various WWTWs ........................................ 57

Table C.26 Business Element 7: Associated Services (Topic 7) .............................................................. 59

Table C.27 Future planning with regard to Education Facilities in Swartland Municipality’s Management Area ........................................................................................................................................ 60

Table C.28 Future planning with regard to Health Facilities in Swartland Municipality’s Management Area ........................................................................................................................................ 61

Table C.29 Business Element 8: Conservation and Demand Management (Topic 8.1) .......................... 62

Table C.30 Business Element 8: Conservation and Demand Management (Topic 8.2 & 8.3) ................. 63

Table C.31 Commitment to reduce unaccounted water and water inefficiencies ..................................... 63

Table C.32 Business Element 9: Water Resources (Topic 9) .................................................................. 66

Table C.33 Projected future water requirements per distribution system ................................................. 67

Table C.34 Business Element 10: Financial Profile (Topic 10) ................................................................. 69

Table C.35 Comments on the Municipality’s block step tariff structure .................................................... 72

Table C.36 Business Element 11: Water Services Institutional Arrangements (Topic 11) ....................... 74

Table C.37 Business Element 12: Social and Customer Service Requirements (Topic 12) .................... 76

Table C.38 Internal and External root causes that can result in unsatisfied, uninvolved or uninformed Clients ..................................................................................................................................... 76

LIST OF TABLES


v

Section D: Water Services Objectives and Strategies

Table D.1 WSDP FY2015/16: Water Services Objectives and Strategies ............................................. 79

Section E: Water Services MTEF Projects

Table E.1 Summary of MTEF Projects ................................................................................................... 83

Table E.2(a) Water Services MTEF Projects – FY2014/15 (1st year MTEF period) ................................... 84

Table E.2(b) Water Services MTEF Projects – FY2015/16 (2nd

year MTEF period) .................................. 85

Table E.2(c) Water Services MTEF Projects – FY2016/17 (3rd

year MTEF period) ................................... 86

Section F: WSDP Projects

Table F.1 WSDP FY2015/16: List of Conceptual Projects ................................................................... 89

ABBREVIATIONS


vi

AADD Average Annual Daily Demand

ADWF Average Dry Weather Flow

AMP Asset Management Plan

AMR Automatic Meter Reading

BDS Blue Drop System

CDC Community Development Centre

CFO Chief Financial Officer

CMA Catchment Management Agency

COD Chemical Oxygen Demand

CRC Current Replacement Cost

DM District Municipality

DRC Depreciated Replacement Cost

DTPW Department of Transportation and Public Works

DWQ Drinking Water Quality

DWS Department of Water and Sanitation

EC Electrical Conductivity

EHPs Environmental Health Practitioners

FDA Future Development Area

GAMAP General Accepted Municipal Accounting Practice

GDIP Green Drop Improvement Plan

GDPR Regional Gross Domestic Product

GWSA Green Water Services Audit

HIV Human Immunodeficiency Virus

IAMP Infrastructure Asset Management Plan

IDP Integrated Development Plan

ILI Infrastructure Leakage Index

IMQS Infrastructure Management Query System

LED Local Economic Development

m Metre

MBR Membrane Bioreactor

MIG Municipal Infrastructure Grant

Ml Mega Litre

Ml/a Mega Litre per Annum

Ml/d Mega Litre per Day

MLSS Mixed Liquor Suspended Solids

MNF Minimum Night Flow

MTEF Medium Term Expenditure Framework

MTREF Medium Term Revenue Expenditure Framework

NWRS National Water Resource Strategy

O&M Operation and Maintenance

PAT Progress Assessment Tool

PDD Peak Daily Demand

PPC Pretoria Portland Cement

PRV Pressure Reducing Valve

PW Potable Water

RAS Return Activated Sludge

ABBREVIATIONS


vii

RBIG Regional Bulk Infrastructure Grant

RDP Reconstruction and Development Programme

REDS Regional Economic Development Strategy

RSA Republic of South Africa

RSEP Regional socio-Economic Programme

RUL Remaining Useful Life

RW Raw Water

SABS South African Bureau Standard

SANS South African National Standard

SAR Specific Absorption Rate

SCM Supply Chain Management

SDBIP Service Delivery and Budget Implementation Plan

SDF Spatial Development Framework

SEDA Small Enterprise Development Agency

SM Swartland Municipality

SMAF Swartland Municipal Advisory Forum

SS Suspended Solids

SWRO Seawater Reverse Osmosis

TDS Total Dissolved Solids

TSS Total Suspended Solids

UAW Unaccounted for Water

VAT Value Added Tax

WARMS Water Use Licensing, Registration and Revenue Collection

WC DM West Coast District Municipality

WC/WDM Water Conservation / Water Demand Management

WCG Western Cape Government

WDM Water Demand Management

WIMP Wastewater Incident Management Protocol

WSA Water Services Authority

WSDP Water Services Development Plan

WSP Water Services Provider

WTW Water Treatment Works

W2RAP Wastewater Risk Abatement Plan

WWTW Waste Water Treatment Works

KEY TERMS


viii

KEY TERMS INTERPRETATION

Basic Water Supply Facility The infrastructure necessary to supply 25 litres of potable water per person per day supplied within 200 metres of a household and with a minimum flow of 10 litres per minute (in the case of communal water points) or 6 000 litres of potable water supplied per formal connection per month (in the case of yard or house connections).

Basic Water Supply Service The provision of a basic water supply facility, the sustainable operation of the facility (available for at least 350 days per year and not interrupted for more than 48 consecutive hours per incident) and the communication of good water-use, hygiene and related practices.

Basic Sanitation Facility The infrastructure necessary to provide a sanitation facility which is safe, reliable, private, protected from the weather and ventilated, keeps smells to the minimum, is easy to keep clean, minimises the risk of the spread of sanitation-related diseases by facilitating the appropriate control of disease carrying flies and pests, and enables safe and appropriate treatment and/or removal of human waste and wastewater in an environmentally sound manner.

Basic Sanitation Service The provision of a basic sanitation facility which is easily accessible to a household, the sustainable operation of the facility, including the safe removal of human waste and wastewater from the premises where this is appropriate and necessary, and the communication of good sanitation, hygiene and related practices.

CRC The cost of replacing the service potential of an existing asset, by reference to some measure of capacity, with an appropriate modern equivalent asset. GAMAP defines CRC as the cost the entity would incur to acquire the asset on the reporting date.

DRC The replacement cost of an existing asset after deducting an allowance for wear or consumption to reflect the remaining economic life of the existing asset.

IDP A municipal plan as defined in the Municipal Systems Act.

MIG A conditional grant from national government to support investment in basic municipal infrastructure.

RUL The time remaining over which an asset is expected to be used.

Strategic Framework for Water Services

The Strategic Framework provides a comprehensive summary of policy with respect to the water services sector in South Africa and sets out a strategic framework for its implementation over the next ten years.

WSA A WSA is any municipality that has the executive authority to provide water services within its area of jurisdiction in terms of the Municipal Structures Act 118 of 1998 or the ministerial authorisations made in terms of this Act. There can only be one water services authority in any specific area. Water services authority area boundaries cannot overlap. Water services authorities are metropolitan municipalities, district municipalities and authorised local municipalities.

WSDP A plan for water and sanitation services in terms of the Water Services Act.

KEY TERMS


ix

TERM INTERPRETATION

WSP A Water services provider is

· Any person who has a contract with a water services authority or another water services provider to sell water to, and/or accept wastewater for the purpose of treatment from, that authority or provider (bulk water services provider); and / or

· Any person who has a contract with a water services authority to assume operational responsibility for providing water services to one or more consumers (end users) within a specific geographic area (retail water services provider); or

· A water services authority which provides either or both of the above services itself

WC The minimisation of loss or waste, the care and protection of water resources and the efficient and effective use of water.

WDM The adaptation and implementation of a strategy by a water institution or consumer to influence the water demand and usage of water in order to meet any of the following objectives: economic efficiency, social development, social equity, environmental protection, sustainability of water supply and services, and political acceptability.

280830 : SWARTLAND MUNICIPALITY : WSDP – IDP WATER SECTOR INPUT REPORT FOR 2015/2016


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WSDP – IDP Water Sector Input Report (Executive Summary)

Introduction

Every WSA has a duty to all customers or potential customers in its area of jurisdiction to progressively ensure efficient, affordable, economical and sustainable access to water services that promote sustainable livelihoods and economic development.

Sections 12 and 13 of the Water Services Act (Act No 108 of 1997) place a duty on WSAs to prepare and maintain a WSDP, as part of the process of preparing an IDP. The DWS has developed a new eWSDP system to assist WSAs with their WSDP process and to provide a framework for the capturing of the data. The business elements included in the eWSDP system and in the guidelines and addressed in detail in the eWSDP system and in the two Modules of Swartland Municipality’s WSDP are as follows:

· Administration

· Demographics Profile

· Service Levels Profile

· Socio Economic Background Profile

· Water Services Infrastructure Profile

· Operation and Maintenance Profile

· Associated Services Profile

· Water Resources Profile

· Conservation and Demand Management Profile

· Financial Profile

· Institutional Arrangements Profile

· Social and Customer Service Requirements Profile

· Needs Development Plan

The 2015/2016 WSDP of Swartland Municipality consists of the following documents.

· WSDP-IDP Water Sector Input Report (For Council approval and Public Participation Process)

· eWSDP system (Replaced the previous Module 1 guidelines).

· Module 2: Base and Compliance data: Enabling factors compliancy supportive information.

· Module 3: Future plans and strategic supportive information.

The primary instrument of planning in the water services sector is the WSDP. The following principles apply to the WSDP:

· All WSAs must develop a WSDP.

· A new plan must be developed every five years and the plan should be updated as necessary and appropriate in the interim years.

· The WSDP must be integrated with the IDP of the municipality, as required in terms of the Municipal Systems Act.

· The WSDP must integrate water supply planning with sanitation planning.



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· The WSDP must integrate technical planning with social, institutional, financial and environmental planning. The planning of capital expenditures must also be integrated with the associated operation and maintenance requirements and expenditures.

· The WSDP must be informed by the business plans developed by water services providers and with the plans of any regional water services providers, as relevant.

· The plan must take into account the impact of HIV/Aids on future water demand.

· The WSDP must integrate with the catchment management strategy.

· The planning process must take into account the views of all important stakeholders, including communities, through a consultative and participatory process. Every effort must be made to ensure the adequate and meaningful participation of women in consultation forums.

· The draft plan must be made available for public and stakeholder comment and all comments made must be considered when preparing the final plan.

· The contents of the WSDP must be communicated to all important stakeholders, including the DWS.

· A WSA must report annually and in a public way on progress in implementing the plan.

The purpose of this report is to provide relevant and summarised WSDP inputs for incorporation into Swartland Municipality’s IDP process and is structured as follows:

Section A: Status Quo Overview: Provides a summarised overview of the water services status quo in terms of the water services functional business elements as aligned to the WSDP framework.

Section B: State of Water Services Planning: Presents the status of- and references the water services planning within Swartland Municipality.

Section C: Water Services Existing Needs Perspective: Gives an overview of Swartland Municipality’s assessment and interpretation of its water services, with specific focus on problem definition statements.

Section D: Water Services Objectives and Strategies: Outlines the 5-year water services objectives and strategies as developed through the WSDP process for incorporation in terms of the IDP and aligned to the water services functional business elements.

Section E: Water Services MTEF Projects: The agreed water services projects for the medium-term expenditure framework and inclusive of funding sources.

Section F: WSDP Projects: Presents the projects identified during the WSDP process in order to meet the water services strategies of Swartland Municipality, as aligned to the outflow from the situation analysis per water services business element.

SECTION A: STATUS QUO OVERVIEW

Business Element 1: Administration

Section 14 of the Water Services Act requires that the WSA must take reasonable steps to bring its draft WSDP to the notice of a number of different stakeholders so that they have the opportunity to comment on it. Section 15 of the Act requires that the WSA must supply a copy of the WSDP to the Minister of Water and Sanitation, Minister of Provincial and Local Government, the relevant Province and all neighbouring WSAs.

The 2015/2016 WSDP will be distributed to the public as part of the IDP public participation process. The draft WSDP will also be distributed to all the neighbouring WSAs for their comments. All relevant comments received on the draft WSDP will be included in the final WSDP.



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Business Element 2: Demographics

Swartland Municipality’s Management Area further falls within the newly established Berg-Olifants Water Management Area. The Municipality consists of twelve (12) individual wards, and is the only WSA within this municipal area. It is also the Water Services Provider (WSP). Potable bulk water is however provided to Swartland Municipality by the West Coast District Municipality through their Swartland and Withoogte bulk water distribution systems. Swartland Municipality’s responsibility as WSA also extends to the rural areas within its Municipal boundary, which prior to July 2003 had fallen under the jurisdiction of the West Coast District Municipality. Swartland Municipality’s Management Area includes the following towns and urban areas (Water Distribution Systems):

· Malmesbury and the rural hamlets of Abbotsdale, Riverlands, Chatsworth and Kalbaskraal – Malmesbury Water Distribution System;

· Riebeek Kasteel – Riebeek Kasteel Water Distribution System;

· Riebeek Wes – Riebeek Wes Water Distribution System;

· Darling – Darling Water Distribution System;

· Moorreesburg – Moorreesburg Water Distribution System;

· Koringberg – Koringberg Water Distribution System;

· Yzerfontein – Yzerfontein Water Distribution System;

· PPC (Ongegund) – PPC (Ongegund) Water Distribution System;

· The rural farm areas.

From a Water Services perspective, the most significant challenges are the augmentation of the existing water sources of the West Coast District Municipality, the upgrading of the bulk water supply infrastructure, the refurbishment and upgrading of the WWTWs, the refurbishment and replacement of the old water and sewerage network infrastructure to accommodate future development and to ensure the provision of basic services to rural communities located on private farms.

Physical Perspective

Global warming

In terms of adapting for climate change, water systems will need to be more robust and new / alternative sources of supply may need to be found. Increased skills will be required from water managers and long-term water projections are required.

Although an overall decrease in rainfall is generally not forecasted, increased variability in the climate and frequency of extreme events, as well as increased temperature and wind could have an impact on water sources, particularly surface waters. Almost all the bulk water supplied to the towns in Swartland Municipality’s Management Area is from surface water sources.

It is necessary for WSAs to develop climate response strategies and include these in their WSDPs, implement WC/WDM and reduce levels of non-revenue water. Water-related climate change adaptation and mitigation planning should be incorporated into all WSDPs and IDPs. The implementation of WC/WDM is a critical element of adapting to climate change. This must be implemented by all water sector institutions and water users, and should include the optimisation of dam and groundwater operation, as well as the reduction of physical water losses and the introduction of water-efficient appliances, processes and crops.



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It is therefore advisable for Swartland Municipality and the West Coast District Municipality that a conservative approach be followed regarding the management of water sources. It is proposed that the following approach be adopted to mitigate and adapt to the impacts of climate change:

· All resources, especially surface water resources, need to be re-evaluated, especially where demand is close to the safe one in twenty year yields. It is therefore important to establish assurance of supply levels of all water sources;

· increase assurance of supply of the water resources by ensuring that there is at least 10% additional capacity (headroom), when considering the maximum 24 hour demand on the peak month of the year;

· do not undertake new developments unless a proper investigation of the implication on water sources and sustainability in the long term has been undertaken;

· vigorously implement WDM measures, especially in terms of the following:

Ø increased water efficiency

Ø frequent monitoring of the water supply system, from the sources to the consumers; and

Ø regular and adequate system maintenance and repairs.

· Diversify water resources, e.g. surface water, groundwater, wastewater re-use and sea water desalination.

Floods

One of the climate change threats in some parts of the Western Cape is the likelihood of floods with greater intensity and longer term impacts. There is likely to be increases in the severity and unpredictability of weather patterns. Flooding and storms are predicted which could have devastating effects on agricultural production.

Natural Environment

The ecological sensitive areas in and around the urban areas were identified, as part of Swartland Municipality’s SDF. All sensitive areas were taken into account when the urban edges were determined in 2009. The biggest environmental challenges for Swartland Municipality’s Management Area are the protection of the existing critical endangered plant species. Rivers and wetlands need to be protected with adequate buffer zones. The most important rivers are the Berg River and Diep River. The Berg River flows into the Berg River Estuary, which is of high conservation value. Die Diep River flows through Malmesbury, Abbotsdale and Kalbaskraal. Alien vegetation needs to be removed and need to be controlled in rivers, wetlands and identified conservation areas.

Swartland Municipality is one of the municipal areas with the most critical endangered ecosystems, with four of the twenty one national endangered ecosystems located in Swartland Municipality’s Management Area. The natural flora in the area is mostly “Renosterveld” in the eastern areas and “Fynbos” in the western areas along the coastal areas.

Swartland Municipality’s SDF include detail strategies to protect the natural environment within Swartland Municipality’s Management Area.



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Demographic Perspective

Economics

Swartland’s economic growth over the recovery period 2010 – 2013 was sustained by the Finance, insurance, real estate and business sector, which expanded the most rapidly after the recession, growing by 5%, 3.5% and 3.9% per annum respectively over the period. It is to be expected that some of the labour becoming redundant in the primary and secondary sectors were absorbed in these growing services industries. The manufacturing industry of Swartland expanded, also posting more meaningful recovery growth rates of 2.8% and 2.4% respectively over the period 2010 – 2013. Regarding agricultural production, Swartland, known for its grain fields and animal farming, made the largest contribution in 2013, i.e. close to 30%. In contrast to the surrounding municipalities across the West Coast District, Swartland has displayed resilient economic growth through some trying market conditions both locally and abroad.

Social

The poverty rate across the West Coast District is a cause for concern in general. The poverty rate of Swartland Municipality however decreased drastically from 32.8% in 2001 to 26.8% in 2010, which is almost in line with Saldanha Bay Municipality’s 2010 poverty rate of 23.9%.

Regional Perspective

The West Coast District Municipality’s IDP 2012-2016, March 2015, highlights the following overarching spatial issues for the West Coast District:

· Settlement Pattern / Growth Potential;

· North-South divide;

· Low growth potential in rural areas;

· Growing population creates increased pressure on infrastructure;

· Growing human settlement backlogs;

· Poorly defined economic linkages / corridors;

· Lack of sufficient water supply to sustain economic growth;

· Underutilised Saldanha Bay Harbour;

· Degradation of critical biodiversity areas;

· Diminishing agricultural sector; and

· Lack of appropriate economic land reform.

The IDP and SDF Visions of the West Coast District Municipality are as follows:

IDP Vision: A quality destination of choice through an open opportunity society’

SDF Vision: To Promote Sustainable Development, prioritise development in key growth/ investment locations and encourage and facilitate development along the key corridors’.

Irrespective of the improving human development among the inhabitants of the West Coast District, there is still much room for improvement in terms of its socio-economic standing. The increasing population and share of the working age population in conjunction with the sluggish economy and low literacy rates leads to unemployment. This has led to low income or no income in some households, hence the decreasing per capita income. These have in turn led to persistent levels of poverty as well as indigent support required within the District. Addressing these issues may facilitate economic and social development in the region (2014 Socio-Economic Profile for the West Coast District Municipality, Provincial Treasury).



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The table below gives an overview of the population and households and the water and sanitation service level categories in Swartland Municipality’s Management Area.

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Metropolitan Area

Sub-Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Formal Town

Malmesbury 9,473 35,897 10,345 39,200 P P P P

Abbotsdale 924 3,762 980 3,991 P P P P

Chatsworth/Riverlands 1,017 3,696 1,154 4,197 P P P P

Kalbaskraal 659 2,411 727 2,658 P P P P

Riebeek Kasteel 1,345 4,761 1,540 5,451 P P P P

Riebeek Wes 1,064 4,289 1205 4858 P P P P

Darling 2,800 10,420 2,913 10,841 P P P P

Moorreesburg 3,698 12,877 4,000 13,928 P P P P

Koringberg 317 1,214 343 1,313 P P P P

Yzerfontein 490 1,140 530 1,233 P P P P

Sub-Total 21,787 80,467 23,736 87,670 10 0 10 0 0 0 0 0 0 0 10 0 10 0 0 0 0 0 0 0

Townships

Sub-Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Informal Settlements

Chatsworth/Riverlands 89 356 89 356 P P

Sub-Total 89 356 89 356 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0

Working towns & service centres

Ongegund (PPC) 79 316 79 316 P P P P

Sub-Total 79 316 79 316 1 0 1 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0

Sub-Total: (Urban) 21,955 81,139 23,904 88,342 11 1 11 0 0 0 0 0 0 0 11 1 11 0 0 0 0 0 0 0

Rural / Farming

Farms 7,369 32,624 7,894 34,948 P P P P P P

Sub-Total 7,369 32,624 7,894 34,948 1 0 1 0 0 0 0 0 0 1 1 0 1 0 0 0 0 0 0 1

Informal Settlements

Sub-Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Sub-Total (Rural) 7,369 32,624 7,894 34,948 1 0 1 0 0 0 0 0 0 1 1 0 1 0 0 0 0 0 0 1

TOTAL 29,324 113,763 31,798 123,290 12 1 12 0 0 0 0 0 0 1 12 1 12 0 0 0 0 0 0 1

None

Adequate Below RDP None


Sanitation category





Adequate Below RDP


RURAL





Table A.1: Water Services Overview


Settlement Type

2011/2012 2013/2014 Water category


URBAN

The Growth Potential Study (GPS3), November 2013, of the Western Cape Government determined the growth potential and socio-economic needs of settlements in the Western Cape using quantitative data (e.g. factors relating to socio-economic, economic, physical-environmental, infrastructure and institutional aspects).



7

The table below gives an overview of the growth potential indicators for the towns in Swartland Municipality’s Management Area, as included in the Growth Potential Study.

Table A.2: Growth potential indicators for the towns in Swartland Municipality’s Management Area (Settlement Level

Classification)

Indicator Darling Koringberg Malmesbury Kalbaskraal Moorreesburg Riebeek

Kasteel / Wes Yzerfontein

Absolute socio-economic needs

Low Very Low High Low Medium Medium Very Low

Proportional socio-economic needs

Low Medium Low High Low Medium Very Low

Human capital index Medium High Medium High High High Very High

Economic index Low Low Medium Medium Low Medium Medium

Physical index Low High Very High Very High Medium Very High Very Low

Infrastructure Very High High Very High High Very High High Very High

Institutional High High High High High Very High High

Business Element 3: Service Levels

The table and graph below give an overview of the water service delivery access profile in Swartland Municipality’s Management Area.

Nr % Nr % Nr %

WATER (ABOVE MIN LEVEL)

Piped (tap) water inside

dwelling/institutionHouse connections 22,867 70% 24,083 79% 23,562 80%

Piped (tap) water inside yard Yard connections 9,017 28% 5,865 19% 5,176 18%

Piped (tap) water on community stand:

distance less than 200m from

dwelling/institution

Standpipe connection

< 200 m424 1% 429 1% 429 1%

Sub-Total: Minimum Serivce

Level and Above32,308 100% 30,377 99% 29,167 99%

WATER (BELOW MIN LEVEL)


distance between 200m and 500m from

dwelling/institution

Standpipe connection:

> 200 m < 500 m61 0% 61 0% 61 0%


distance between 500m and 1000m

(1km) from dwelling /institution


> 500 m < 1 000 m18 0% 18 0% 18 0%


distance greater than 1000m (1km)

from dwelling/institution


> 1 000 m3 0% 3 0% 3 0%

No access to piped (tap) water No services 75 0% 75 0% 75 0%

Sub-Total: Below Minimum

Service Level157 0% 157 1% 157 1%

Total number of households 32,465 100% 30,534 100% 29,324 100%

Table A.3: Residential water services delivery access profile: Water

Census Category Description

Year 0 Year -1 Year -2

FY2013/14 FY2012/13 FY2011/12



8

98%

1% 0% Access to Water (2013/2014)

HH's with access to piped water

HH's with access to communal

water points*

HH's below minimum service level

The table and graph below give an overview of the sanitation service delivery access profile in Swartland Municipality’s Management Area.

Nr % Nr % Nr %

SANITATION (ABOVE MIN LEVEL)

Waterborne 22,737 70% 21,322 70% 20,396 70%

Waterborne: Low Flush 0 0% 0 0% 0 0%

Flush toilet (with septic tank) Septic tanks / Conservancy 7,783 24% 7,262 24% 6,978 24%

Chemical toilet 54 0% 54 0% 54 0%

Pit toilet with ventilation (VIP) 211 1% 211 1% 211 1%

Other / Communal Services 89 0% 94 0% 94 0%

Sub-Total: Minimum Serivce

Level and Above30,874 95% 28,943 95% 27,733 95%

SANITATION (BELOW MIN LEVEL)

Pit toilet without ventilation Pit toilet 401 1% 401 1% 401 1%

Bucket toilet Bucket toilet 303 1% 303 1% 303 1%

Other toilet provision (below min.

service levelOther 380 1% 380 1% 380 1%

No toilet provisions No services 507 2% 507 2% 507 2%

Sub-Total: Below Minimum

Service Level1,591 5% 1,591 5% 1,591 5%

Total number of households 32,465 100% 30,534 100% 29,324 100%

Table A.4: Residential water services delivery access profile: Sanitation

Flush toilet (connected to sewerage

system)

Non-waterborne (above min.

service level)

Census Category Description

Year 0 Year -1 Year -2

FY2013/14 FY2012/13 FY2011/12



9

94%

1%

5%

Access to Sanitation (2013/2014)

HH's with access to flush toilets

HH's with access to on-site toilets

(above min. service level)

HH's below minimum service level

The number of user connections in each user sector, for the various distribution systems in Swartland Municipality’s Management Area, is summarised in the table below:

Table A.5: Number of user connections in each user sector

Distribution

System

13/14 12/13 11/12 10/11

Res Bus Other Res Bus Other Res Bus Other Res Bus Other

Darling 2 441 105 53 2 442 105 51 2 434 100 55 2 411 119 30

Koringberg 311 9 8 329 9 8 372 10 8 376 15 3

Malmesbury 6 607 400 488 6 595 377 364 6 583 366 171 6 566 452 69

Abbotsdale 649 5 9 643 4 9 639 4 9 634 10 3

Chatsworth 709 0 24 686 0 28 660 0 29 333 11 25

Riverlands 312 2 8 312 1 8 312 1 9 312 3 7

Kalbaskraal 348 6 10 405 6 10 400 4 11 397 10 4

Moorreesburg 2 782 196 45 2 776 195 46 2 777 192 45 2 779 190 39

Riebeek Kasteel 1 075 32 34 1 069 32 24 1 056 33 24 1 047 42 11

PPC 79 3 18 79 3 17 79 3 14 80 2 12

Riebeek Wes 692 45 29 689 44 28 684 43 30 688 50 8

Yzerfontein 1 196 21 35 1 166 21 24 1 140 21 24 1 118 23 20

TOTALS 17 201 824 761 17 191 797 617 17 136 777 429 16 741 927 231

0

1000

2000

3000

4000

5000

6000

7000

8000

Abbotsdale Kalbaskraal Riverlands Chatsworth Koringberg PPC Riebeek Wes Riebeek Kasteel Yzerfontein Darling Moorreesburg Malmesbury

NUMBER OF CONSUMER UNITS

03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14



10

Table A.6: Total number of consumer units per town and percentage growth from 2009/2010 to 2013/2014

Distribution

System

Annual Growth %

09/10 – 13/14 13/14 12/13 11/12 10/11 09/10

Darling 1.81% 2 598 2 598 2 589 2 560 2 418

Koringberg -2.70% 328 346 390 394 366

Malmesbury 0.70% 7 495 7 336 7 120 7 087 7 289

Abbotsdale 1.08% 663 656 652 647 635

Chatsworth 23.71% 733 714 689 369 313

Riverlands -0.15% 322 321 322 322 324

Kalbaskraal -2.81% 365 421 415 411 409

Moorreesburg 0.17% 3 023 3 017 3 014 3 008 3 003

Riebeek Kasteel 1.17% 1 141 1 125 1 113 1 100 1 089

PPC 1.29% 100 99 96 94 95

Riebeek Wes 0.80% 766 761 757 746 742

Yzerfontein -1.33% 1 251 1 211 1 185 1 161 1 320

TOTALS 1.07% 18 785 18 605 18 342 17 899 18 003



11

HH % HH % HH % HH % HH % HH % HH % HH % HH % HH % HH % HH %

1 0 22,867 100% 1,657 100% 335 100%

2 0 89 100%

3 0 7,360 100%

4 0

5 0

6 0

7 0 82 100%

8 0

9 0

10 0 75 100%

No Services

Infrastructure, O&M &

Resource Needs

2Adequate:

Informal4

No Services :

Informal6

O & M Needs

Only8

Infrastructure&

O&M needs10

Water

Resources

Needs Only

7Infrastructure

Needs Only91 Adequate 3

Adequate:

Shared

services

5

Refurbishment

0 0 82 00

Yard

ConnectionsStand Pipes

Shared

ServicesUpgrades Extens ions

Total Household

Interventions

required

22,867 1,657 335 7,360 075 89

Table A.7(a): Residential water services delivery adequacy profile (Water)

Wa

ter

Ca

teg

ori

sati

on

Nu

mb

er

of

sett

lem

en

ts

FORMAL INFORMAL

AdequateWater

Resource

needs

O & M Needs

Infrastructure Needs

No services Adequate No servicesHouse

Connections

24,859

77%

89

0%

82

0%

Water Needs: Settlements1) Adequate: Formal

2) Adequate: Informal

3) Adequate: Shared Services

4) No Services: Informal

5) Water Resource Needs Only

6) O&M Needs Only

7) Infrastructure Needs Only

8) Infrastructure & O&M Needs

9) Infrastructure, O&M and Resource

Needs10) No Services

22,867

71%

1,657

5%

335

1%

0

0%

82

0%0

0%89

0%

Water Needs: Category Adequate: House Connections

Adequate: Yard Connections

Adequate: Stand Pipes

Adequate: Shared Services

Water Resources Needs

O&M Needs

Infra Needs: Upgrade

Infra Needs: Extensions

Infra Needs: Refurbishment

No Services

Adequate: Informal

No Services: Informal

Households (2013/2014)Households (2013/2014)



12

HH % HH % HH % HH % HH % HH % HH % HH % HH % HH % HH % HH % HH %

1 0 15,377 100% 7,783 100% 211 100%

2 0 89 100%

3 0 7,360 100%

4 0

5 0

6 0

7 0 1,138 100%

8 0

9 0

10 0 507 100%

Table A.7(b): Residential water services delivery adequacy profile (Sanitation)

10 No Services

9Infrastructure, O&M &

Resource Needs

2Adequate:

Informal4

No Services :

Informal6

O & M Needs

Only8

Infrastructure&

O&M needs

Water

Resources

Needs Only

7Infrastructure

Needs Only1 Adequate 3

Adequate:

Shared

services

5

Wa

ter

Ca

teg

ori

sati

on

Nu

mb

er

of

sett

lem

en

ts

FORMAL

Total Household

Interventions

required

15,377 0 7,783 211

Upgrades

0 0 1,1387,360 89 00 0 507

INFORMAL

AdequateWater

Resource

needs

O & M Needs

Infrastructure Needs

No services Adequate No services

WaterborneWaterborne

Low flush

Septic Tank/

Conservancy

None

Waterborne

Shared

ServicesExtens ions Refurbishment

23,371

72%

89

0%

1,138

3%

Sanitation Needs: Settlements 1) Adequate: Formal

2) Adequate: Informal

3) Adequate: Shared Services

4) No Services: Informal

5) Water Resource Needs Only

6) O&M Needs Only

7) Infrastructure Needs Only

8) Infrastructure & O&M Needs

9) Infrastructure, O&M and Resource Needs

10) No Services

Households (2013/2014)

7,783

24%

211

1%

1,138

3%

0

0%

0

0% 89

0%

Sanitation Needs: Category Adequate: Waterborne

Adequate: Waterborne Low Flush

Adequate: Septic Tank / Conservancy

Adequate: None Waterborne

Adequate: Shared Services

Water Resources Needs

O&M Needs

Infra Needs: Upgrade

Infra Needs: Extensions

Infra Needs: Refurbishment

No Services

Adequate: Informal

No Services: Informal

Households (2013/2014)



13

Business Element 4: Socio Economic

The 2001 Census recorded the population in the Swartland Municipality’s Management Area at 72 109 (18 675 Households) and the 2011 Census data recorded the population at 113 763 (29 324 Households). The population of Swartland Municipality is currently estimated at approximately 123 290 persons (31 799 Households) for 2013/2014.

The historical population and household figures and population growth rates and projected present population and number of households for Swartland Municipality, for the various areas, are summarised in the table below.

Table A.8: Historical population and household figures and population growth rates and projected present population and

number of households

Distribution

System

Census 2001 Census 2011 2001 -

2011 2013/2014

Number of

Residential

Consumer

Units

(Financial

System)

P H P / H P H P / H Growth

%/a

Projected

Population

Number of

Households

(Permanent)

Darling 7 541 1 917 3.93 10 420 2 800 3.72 3.29% 10 841 2 913 2 441

Koringberg 357 104 3.43 1 214 317 3.83 13.02% 1 313 343 311

Malmesbury 22 946 5 709 4.02 35 897 9 473 3.79 4.58% 39 200 10 345 6 607

Abbotsdale 2 752 658 4.18 3 762 924 4.07 3.18% 3 991 980 649

Riverlands 1 031 263 3.92 1 726 427 4.04 5.29% 1 468 367 312

Chatsworth 960 210 4.57 2 326 679 3.43 9.25% 3 085 876 709

Kalbaskraal 1 302 302 4.31 2 411 659 3.66 6.36% 2 658 727 348

Moorreesburg 8 575 2 187 3.92 12 877 3 698 3.48 4.15% 13 928 4 000 2 782

Riebeek Kasteel 2 518 605 4.16 4 761 1 345 3.54 6.58% 5 451 1 540 1 075

Ongegund (PPC) 2 660 559 4.76

255 86 2.97 5.64% 287 97 79

Riebeek Wes 4 350 1 057 4.12 5.64% 4 887 1 187 692

Yzerfontein 516 237 2.18 1 140 490 2.33 8.25% 1 233 530 1 196

Farms 20 950 5 924 3.54 32 624 7 369 4.43 4.53% 34 948 7 894 -

TOTALS 72 108 18 675 3.86 113 763 29 324 3.88 4.67% 123 290 31 799 17 201

Notes: Abbreviations P – Persons, H – Households and P/H - Person / Household.

In relation to the Age Distribution within the Swartland Municipality, the Working Age segment of the population accounts for 69 per cent, while 25 per cent is attributable to the “Children” category and 6 per cent making up the “Aged” category. From an economic standpoint, the labour force appeared to be well endowed with a fair sparkling of youth. The “Aged” category is small in comparison.

The 2011 unemployment rate for Swartland is 12.73% according to the 2011 Census. This is a 2.5% increase from the 2001 rate of 10.22%. The 2011 unemployment rate for the West Coast District is 14.64% and for the Western Cape 21.6%. Swartland had the fourth highest youth unemployment rate in the West Coast District, which increased from 13.6 per cent in 2001 to 17.9% in 2011.

Overall 6 050 formal jobs were lost in Swartland in the Agricultural, Manufacturing and Construction sectors over the period between 2000 and 2013, while a cumulative 2 000 were gained in services. There appears to be a trend towards employing highly skilled and skilled individuals within the District. According to preliminary observations from the Municipal Economic Review and Outlook (2014) labour demand for unskilled and semi-skilled workers in the Agricultural, Manufacturing and Construction sectors has declined between 2000 and 2013.

The largest contributing sectors to GDPR within Swartland Municipality are Finance, Insurance, Real Estate and Business Services (33.7%) followed by Manufacturing (21.1%). The smallest contributing sector is Mining and quarrying.



14

Swartland’s economic growth over the recovery period 2010- 2013 was sustained by the Finance, insurance and real estate and business sector, which expanded the most rapidly after the recession, growing by 5 per cent, 3.5 per cent and 3.9 per cent per annum respectively over the period. It is to be expected that some of the labour becoming redundant in the primary and secondary sectors were absorbed in these municipalities’ growing services industries. The manufacturing industry of Swartland expanded, also posting more meaningful recovery growth rates of 2.8 per cent and 2.4 per cent respectively over the period 2010 – 2013.

In contrast to the surrounding municipalities across the West Coast District, Swartland has displayed resilient economic growth through some trying market conditions both locally and abroad. For the period 2000 – 2013, Agriculture (0.3%), Manufacturing (2%) and Services (5.2%) have displayed positive growth figures.

Business Element 5: Water Services Infrastructure

Swartland Municipality receives bulk potable water from the West Coast District Municipality. The District Municipality operates the Withoogte and Swartland bulk schemes, which is served by the Berg River as main raw water supply. The bulk supply of Withoogte is augmented by abstraction of groundwater from the Langebaan Road Groundwater Aquifer System. Both these bulk distribution schemes are cross-border schemes and supply water to Swartland Municipality, Bergrivier Municipality and Saldanha Bay Municipality. The towns in Swartland Municipality’s Management Area which are supplied with bulk potable water by the West Coast District Municipality from their Swartland bulk scheme are Malmesbury (Abbotsdale, Riverlands, Chatsworth and Kalbaskraal), Yzerfontein, Darling, Riebeek Kasteel, Riebeek Wes, and Ongegund (PPC). Moorreesburg and Koringberg are supplied from the Withoogte bulk scheme. The two bulk systems are briefly described below:

· Swartland Bulk Distribution System: Raw water from the Voëlvlei dam gravitates to the Swartland WTW. The raw water is pumped through the Swartland WTW and the final treated water from the WTW is then further pumped into the bulk distribution network by the Gouda and Kasteelberg pump stations, which are located at the WTW. These two pump stations pump the final treated water to Gouda and the Kasteelberg reservoirs respectively. The water from the Kasteelberg reservoirs is further distributed to the towns in Swartland Municipality’s Management Area.

· Withoogte Bulk Distribution System: Raw water from the Misverstand dam on the Berg River is pumped via the Misverstand pump station to the Withoogte WTWs from where treated water is distributed to be various towns in Swartland-, Saldanha Bay- and Bergrivier Municipality’s Management Areas.

Swartland Municipality supplements the water received from West Coast District Municipality in the Malmesbury distribution system with water from the Perdeberg Dam, which is treated by an automatic backwash rapid gravity sand filter, before it is distributed to Abbotsdale, Kalbaskraal, Riverlands and Chatsworth. A further three boreholes in Riverlands are also used as additional supply for Riverlands and Kalbaskraal. The groundwater is disinfected, before it is blended with the other potable water and distributed to the consumers in Riverlands and Chatsworth respectively.

The table below gives an overview of the major water infrastructure components, for the various distribution systems, in Swartland Municipality’s Management Area.

Table A.9: Summary of existing main water infrastructure

Water Distribution

System

Bulk Supply WTW

Network

Bulk and

Reticulation

Number of

Water PS

Total

Reservoir

Storage

(Resources) Managed by

West Coast DM

Add

Disinfection (km) (RW/PW) (Ml)

Malmesbury (Abbotsdale, Kalbaskraal, Riverlands, Chatsworth)

Berg River (Voëlvlei), Perdeberg Dam and three Riverlands bhs

29 Ml/d (Swartland WTW)

Malmesbury, Kalbaskraal, Riverlands

207.325 9 (PW) 33.543

Moorreesburg Berg River

(Misverstand)

72 Ml/d

(Withoogte WTW) - 67.766 1 (PW) 8.172

Riebeek Kasteel Berg River (Voëlvlei) 29 Ml/d

(Swartland WTW) - 22.423 1 (PW) 1.862

Riebeek Wes Berg River (Voëlvlei) 29 Ml/d

(Swartland WTW) - 18.320 1 (PW) 2.692



15

Table A.9: Summary of existing main water infrastructure

Water Distribution

System

Bulk Supply WTW

Network

Bulk and

Reticulation

Number of

Water PS

Total

Reservoir

Storage

(Resources) Managed by

West Coast DM

Add

Disinfection (km) (RW/PW) (Ml)

Ongegund Berg River (Voëlvlei) 29 Ml/d

(Swartland WTW) - 7.020 1 (PW) 2.391

Koringberg Berg River

(Misverstand)

72 Ml/d

(Withoogte WTW) - 11.341 - 0.508

Darling Berg River (Voëlvlei) 29 Ml/d

(Swartland WTW) - 45.063 - 3.432

Yzerfontein Berg River (Voëlvlei) 29 Ml/d

(Swartland WTW) - 31.285 - 4.375

The table below gives an overview of the major sewerage infrastructure components, for the various drainage systems, in Swartland Municipality’s Management Area.

Table A.10: Summary of existing main sewerage infrastructure

Sewer Drainage Systems Sewer Drainage

Network (m)

Number of Sewer

PS

WWTW

(Capacity in Ml/d)

Malmesbury and Abbotsdale 142.806 4 20.000

Kalbaskraal 7.196 2 0.157

Riverlands and Chatsworth 5.105 2 0.118

Moorreesburg 44.687 - 1.500

Riebeek Kasteel, Riebeek Wes and Ongegund 40.824 6 0.650

Koringberg 3.062 - 0.030

Darling 41.918 2 1.500

Water Infrastructure: The current and depreciated replacement cost of the water infrastructure of Swartland Municipality, as included in the Asset Register, is summarised in the table below:

Table A.11: Current and depreciated replacement cost of the water infrastructure

Asset Type CRC (1)

DRC (2)

% DRC/CRC

Borehole R355 643 R260 724 73%

Pump Station R13 198 484 R6 095 104 46%

Reservoir R85 877 652 R35 941 140 42%

Reticulation Pipeline R224 050 272 R112 592 221 50%

Bulk Water Pipeline R126 905 377 R65 570 627 52%

Dam R30 043 750 R2 944 559 10%

Water Consumer Connections R148 476 673 R48 408 662 33%

Other Assets R10 611 384 R8 090 327 76%

Totals R639 519 235 R279 903 364 44%

Notes: 1) CRC, as included in the June 2014 Asset Register

2) 2014 Book Value, as included in the June 2014 Asset Register

The above table means that 56% of the value of the water infrastructure has been consumed.



16

The following table gives an overview of the remaining useful life and the age distribution by facility type for the water infrastructure (CRC):

Table A.12: Overview of the remaining useful life and age distribution by facility type for the water infrastructure (CRC)

Asset Type 0 – 5 yrs 6 – 10 yrs 11 – 15 yrs 16 – 20 yrs > 20 yrs

RUL

Borehole R0 R0 R91 536 R114 107 R150 000

Pump Station R433 695 R745 275 R328 167 R0 R11 691 347

Reservoir R0 R0 R0 R0 R85 877 652

Reticulation Pipeline R0 R0 R427 902 R10 308 769 R213 313 602

Bulk Water Pipeline R0 R0 R0 R0 R126 905 377

Dam R0 R0 R0 R0 R30 043 750

Water Consumer Connections R0 R0 R0 R0 R148 476 673

Other Assets R908 114 R1 664 654 R3 633 346 R351 486 R4 053 784

Totals R1 341 809 R2 409 929 R4 480 950 R10 774 362 R620 512 185

Age distribution by Facility Type

Borehole R205 643 R0 R0 R140 000 R10 000

Pump Station R1 911 360 R1 697 625 R4 528 526 R3 011 086 R2 049 887

Reservoir R3 413 739 R13 589 157 R4 441 898 R10 877 102 R53 555 755

Reticulation Pipeline R14 681 100 R26 044 015 R6 922 063 R32 625 757 R143 777 338

Bulk Water Pipeline R7 281 401 R10 859 471 R12 825 053 R25 118 355 R70 821 098

Dam R0 R0 R0 R0 R30 043 750

Water Consumer Connections R27 842 R888 831 R0 R18 550 000 R129 010 000

Other Assets R5 907 187 R1 416 847 R1 215 115 R1 291 639 R780 596

Totals R33 428 272 R54 495 946 R29 932 655 R91 613 939 R430 048 424

The average water asset renewal needs over the next ten years is R0.375 million per year and the reinvestment required is R1.342 million in the first five years and R2.410 million in the second five year period. The age of 67.2% of the water infrastructure assets is greater than twenty years.

Sewerage Infrastructure: The current and depreciated replacement cost of the sewerage infrastructure of Swartland Municipality is summarised in the table below:

Table A.13: Current and depreciated replacement cost of the sewerage infrastructure

Asset Type CRC (1)

DRC (2)

% DRC/CRC

Sewer Pump Station R14 095 898 R8 650 003 61%

Sewage Treatment Works R172 510 606 R186 610 681 108%

Sewer Reticulation Pipeline R247 920 338 R115 834 526 47%

Bulk Sewer Pipeline R44 444 553 R24 988 140 56%

Sewer Consumer Connections R106 390 949 R33 918 150 32%

Other Assets R5 443 753 R4 568 397 84%

Totals R590 806 097 R374 569 898 63%

Notes: 1) CRC, as included in the June 2014 Asset Register

2) 2014 Book Value, as included in the June 2014 Asset Register

The above table means that 37% of the value of the sewerage infrastructure has been consumed.



17

The following table gives an overview of the remaining useful life and the age distribution by facility type for the sewerage infrastructure (CRC):

Table A.14: Overview of the remaining useful life and age distribution by facility type for the sewerage infrastructure (CRC)

Asset Type 0 – 5 yrs 6 – 10 yrs 11 – 15 yrs 16 – 20 yrs > 20 yrs

RUL

Sewer Pump Station R80 747 R888 728 R61 006 R1 917 503 R11 147 914

Sewage Treatment Works R695 974 R0 R244 610 R9 327 507 R162 242 515

Sewer Reticulation Pipeline R20 581 R0 R0 R13 019 068 R234 880 689

Bulk Sewer Pipeline R0 R0 R0 R0 R44 444 553

Sewer Consumer Connections R0 R158 000 R0 R422 949 R105 810 000

Other Assets R0 R3 589 359 R58 388 R569 542 R1 226 464

Totals R797 302 R4 636 087 R364 004 R25 256 569 R559 752 135

Age distribution by Facility Type

Sewer Pump Station R2 800 019 R5 991 977 R1 313 126 R3 735 554 R255 221

Sewage Treatment Works R128 141 100 R25 079 933 R1 747 966 R3 665 938 R13 875 669

Sewer Reticulation Pipeline R16 141 965 R35 893 490 R15 874 394 R22 130 325 R157 880 165

Bulk Sewer Pipeline R8 934 640 R0 R2 787 777 R10 402 113 R22 320 023

Sewer Consumer Connections R580 949 R410 000 R0 R13 250 000 R92 150 000

Other Assets R2 908 285 R951 034 R58 388 R299 582 R1 226 464

Totals R159 506 957 R68 326 434 R21 781 651 R53 483 513 R287 707 542

The asset renewal needs for the sewerage infrastructure assets over the next ten years is R0.543 million per year. The reinvestment required is R0.797 million in the first five years and R4.636 million in the second five year period. The age of 48.7% of the sewerage infrastructure assets is greater than twenty years.

Business Element 6: Operation and Maintenance

Swartland Municipality drafted their first Water Safety Plan during the 2012/2013 financial year. A qualified, dedicated team was established by Swartland Municipality for the drafting of their Water Safety Plan. A detailed risk assessment was executed as part of the process and the existing control measures implemented by the West Coast District Municipality and Swartland Municipality were evaluated. An Improvement / Upgrade Plan was compiled for all the existing significant risks, where the existing controls were not effective or absent. Each identified improvement was linked to one of the Water Safety Plan Team members to take responsibility for implementation together with an appropriate time frame for implementation of these controls. Water and Safety Management Procedures were also developed for various types of incidents. The Municipality is currently busy reviewing their Water Safety Plan.

Comprehensive Operational and Compliance Sampling programmes are implemented by the West Coast District Municipality at their two bulk WTWs and on their bulk distribution networks. Additional Microbiological samples are also taken by Swartland Municipality on their own distribution networks.

A Disaster Management Plan for the West Coast District Municipality is also in place, which confirms the arrangements for managing disaster risk and for preparing for- and responding to disasters within the West Coast Region as required by the Disaster Management Act. The West Coast District Municipality’s Disaster Management Plan clearly specify responsibilities for coordinating measures to be taken, a communication plan to alert and inform users of the drinking-water supply and practical plans for providing and distributing emergency supplies of drinking-water and plans to clean and remediate spillages to the receiving environment or water resource.

The Municipality also drafted their first W2RAP for the various WWTWs. The W2RAP is an all-inclusive risk analysis tool by which risks associated with the management of collection, treatment and disposal of wastewater, are identified and rated (quantified). The identified risks can then be managed according to its potential impacts on the receiving environment / community / resource.

Comprehensive Operational and Maintenance Manuals, according to DWS’s criteria, are in place for all the WWTWs.



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Operational and final effluent compliance sampling monitoring programmes are implemented by Swartland Municipality. Operational Alert Levels were also developed for the various WWTWs as part of the W2RAP and are in place in order to ensure that the various unit processes in the plant performs optimally. If these pre-determined Alert Levels are exceeded at any of the control points where samples are taken for operational purposes, specific actions are taken to bring the operational parameters back to within the target ranges.

The compliance samples that are taken on a monthly basis at all the WWTWs are analysed at AL Abbotts and Associates accredited laboratory and monthly monitoring and inspection reports are compiled by AL Abbott and Associates for all the WWTWs. The Municipality takes immediate action to rectify problems and / or improve operational aspects as and when may be required. For serious failures an Incident Response Management Protocol is followed to ensure rapid remedying of the problems, which includes notification to the DWS as may be necessary.

The DWS launched the blue and green drop certification, with regard to drinking water quality and wastewater quality management, at the Municipal Indaba during September 2008. Blue drop status is awarded to those towns that comply with 95% criteria on drinking water quality management. The Blue Drop Certification programme is in its six year of existence and promises to be the catalyst for sustainable improvement of South African drinking water quality management in its entirety. The blue drop performance of Swartland Municipality is summarised as follows in the DWS’s 2012 Blue Drop Report.

Table A.15: Blue Drop Performance of the Municipality (DWS’s 2012 Blue Drop Report)

Municipal Blue Drop Score 95.24%

Regulatory Impression: The West Coast District Municipality and Swartland Municipality are congratulated on a fine performance that sees another two new systems obtain Blue Drop certification. However it should be noted that these certifications are deserved mostly because of the excellent work done by the water service provider.

1. The inspectors found that the lack of embracing the risk management (Water safety planning) concept and the thorough implementation thereof within the Swartland Municipality to immediately pose a threat to retain this Blue Drop status (especially in Malmesbury). The Authority and Provider are hereby encouraged to commence joint efforts to ensure that the drinking water quality is effectively managed within the context of water safety planning. It is however noted that the Municipality made provision to commence water safety planning processes later this year. It would be most valuable if these processes could link in with the bulk risk management plans and cover the potential risk gaps in the reticulation network. Swartland Municipality is commended for taking this progressive step since this is the essential missing part in their valiant efforts to consistently supply safe drinking water to their constituencies.

2. The inspectors noted the following on the performance of the West Coast District Municipality: “The West Coast District Municipality was represented by a small but dynamic drinking water quality team despite the numerous uncertainties under which they are compelled to function they have performed well in terms of the Blue Water Services Certification Programme.”

Performance Area Malmesbury Moorreesburg / Koringberg

Water Safety Planning 88 88

Treatment Process Management 100 100

DWQ Compliance 96 96

Management, Accountability 91 91

Asset Management 98 98

Bonus Scores 2.04 2.04

Penalties 0 0

Blue Drop Score (2012) 95.24% 95.24%

Blue Drop Score (2011) 92.88% 92.90%

Blue Drop Score (2010) 71.94% 71.94%

System Design Capacity (Ml/d) 29.000 73.300

Operational Capacity (% i.t.o. Design) 62.07 62.62

Population Served 23 762 4 950

Average daily consumption (l/p/d) Not applicable Not applicable

Microbiological Compliance (%) 97.0% 99.9%

Chemical Compliance (%) >99.9% >99.9%



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The 2013 Blue Drop Risk Profile Progress Report of the DWS is further the product of a “gap” year, whereby progress is reported in terms of the improvement or decline in the risk position of the particular distribution system and WTW, compared to the previous year’s risks profile. This tool to collect, assess and report the risk profile is called the Blue Drop Progress Assessment Tool (PAT). The PAT progress assessment period was done on compliance data, information and actions during January 2012 – December 2012, which represents the year immediately following the 2012 Blue Drop assessment period. The results for Swartland Municipality were summarised as follows in DWS’s 2013 Blue Drop Risk Profile Progress Report.

Table A.16: DWS’s 2013 Blue Drop Risk Profile Progress Report results for Swartland Municipality

Municipal Blue Drop Risk Rating 16.03%

Regulatory Impression: The Swartland Local Municipality and West Coast District Municipality are commended by the Department for their combined efforts in lowering the Blue Drop Risk Ratings of both systems. Both the Blue Drop systems of Malmesbury and Moorreesburg managed to attain low risk scores of below 20%.

The Department also commends West Coast District Municipality in its efforts to comply with the draft Regulation 17 requirements. The West Coast District Municipality is encouraged to continue this momentum going forward.

While Micro Monitoring Programme Compliance within Malmesbury decreased by 1%, the Moorreesburg system increased its Micro Monitoring Programme Compliance from 87% to 92%. It is encouraging to see an increase of the combined Microbiological Quality Compliance from 97% to 99.06% within the Malmesbury system. The same could not be said for the Moorreesburg which indicated a decrease in the combined Microbiological Quality Compliance from 99.9% to 96.62.

Chemical Quality Compliance in both systems has also decreased and the Department trusts that incident management protocols are being implemented and documented to prevent recurring failures.

Both Swartland Local Municipality and West Coast District Municipality are encouraged to ensure that the Water Safety Planning processes by both institutions are integrated to effectively address all risks from catchment to consumer. It should also be noted that only the West Coast District Municipality was observed conducting a full SANS 241 analysis for 2012.

Assessment Area Malmesbury Moorreesburg

Process Control RR 34.15% 31.71%

Drinking Water Quality RR 11.11% 18.52%

Risk Management RR 47.83% 39.13%

Microbiological Quality 99.06% 96.62%

Chemical Quality 95.50% 97.20%

Blue Drop Risk Rating 2013 17.41% 15.48%

Blue Drop Risk Rating 2012

(+ Progress Indicator) 79.49% IMPROVE 78.66% IMPROVE

Upgrades Capital Expenditure (Rm) R 43 835 000 R 25 813 449



20

The DWS also completed their Third Order Assessment of Municipal Waste Water Treatment Plants, DWS’s Green Drop Report for 2013, which provides a scientific and verifiable status of municipal waste water treatment. Green drop status is awarded to those WSAs that comply with 90% criteria on key selected indicators on waste water quality management. The green drop performance of Swartland Municipality is summarised as follows in the DWS’s 2013 Green Drop Report.

Table A.17: Green Drop Performance of the Municipality (DWS’s 2013 Green Drop Report)

Average Green Drop Score 2009 – 75.00%, 2011 – 72.70%, 2013 –72.38%

Regulatory Impression: Swartland Local Municipality’s commitment to its wastewater business and ambition towards Green Drop Certification cannot be faulted. This inspectorate was welcomed by the Mayor, the Municipal Manager and Senior Technical- and Financial Managers. The Regulator is of firm opinion that with such leadership, management and true understanding of the requirements to wastewater excellence, Swartland will improve in strides going forward. The team wishes to encourage the Municipality to continue being so positive.

Swartland has managed to maintain its municipal Green Drop score at 75.3%, marking an above average performance. This is no small feat, given the stringent standard of the GWSA criteria for 2013. The team is congratulated and encouraged to use the feedback to address the remaining shortcomings.

The most significant factor that retained scores below the 80% (and even 90%) mark, has been the uncertainties of the applicable standards to calculate compliance. The municipality must make a concerted effort to resolve authorisations, especially as pertaining to irrigation- and no-discharge systems. The WSA’s resolve to use General Limits as internal standard is commendable and evidence of this accomplished team upholding of good practice. However, by addressing this single aspect, a significant upwards change can be expected during the next cycle GWSA scoring. A special mention of the Process Controllers on Malmesbury WWTW for display of their practical knowledge of the systems – continue to transfer this know-how to fellow practitioners. This is indeed a scarce skill.

Swartland’s approach to risk abatement has received a full score for its resolve and Tender Committee approval for the implementation of the W2RAP. At the moment, all 9 treatment systems remain in moderate risk positions, and the Regulator encourage the municipality to move plants towards low risk space by rigorous implementation of the W2RAP. Already, the municipality’s construction of the new Malmesbury WWTW and planning of the Riebeek Valley WWTW is a proactive step to relieve the pressure on the current systems. Note the recommendation to include the WIMP (O&M) and alert levels specifications in the W2RAP and GDIP.

Green Drop findings:

1. Regulation 17 compliance is not in place for most plants, and registration of process controllers should be fast-tracked.

2. A number of systems did not have process assessments and network inspection in place, this should be the basis to inform the W2RAP.

3. Effluent quality fails at 9 of 9 treatment systems.

4. Four (4) of 9 treatment plants are operated above their hydraulic design capacity, and 1 plant do not have base information to complete this calculation (assume highest risk of 151%).

GREEN DROP REPORT CARD

Key Performance Area Malmesbury-

Abbotsdale Darling Chatsworth Kalbaskraal Riebeek Kasteel

Riebeek

Wes Moorreesburg Koringberg

Ongegund

(PPC)

Process Control, Maintenance and Management Skill

80 84 80 80 50 50 80 80 50

Monitoring Programme 100 100 83 83 75 95 100 100 85

Submission of Results 20 50 50 100 50 100 100 50 100

Effluent Quality Compliance 20 20 0 20 20 0 20 0 24

Risk Management 100 96 96 96 100 100 86 96 84

Local Regulation 100 100 100 100 100 100 100 100 100

Treatment Capacity 100 100 63 19 55 35 48 29 44



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Table A.17: Green Drop Performance of the Municipality (DWS’s 2013 Green Drop Report)

Asset Management 85 59 60 80 79 73 70 80 60

Bonus Scores 7.74 5.54 7.24 5.76 6.46 6.85 5.60 6.61 6.55

Penalties 0.00 0.00 1.37 1.09 1.22 1.29 1.06 0.00 2.48

Green Drop Score (2013) 75.49% 70.65% 60.27% 68.40% 64.53% 62.41% 69.27% 64.96% 62.82%

Green Drop Score (2011) 73.90% 72.90% 61.90% 68.80% 65.90% 64.40% 71.40% 66.40% 78.30%

Green Drop Score (2009) 77.00% 75.00% 0.00% 0.00% 0.00% 0.00% 73.00% 0.00% 0.00%

System Design Capacity (Ml/d) 5.000 1.500 0.118 0.157 0.200 0.300 1.500 0.030 0.150

Capacity Utilisation (% ADWF i.t.o. Design Capacity)

110.00% 73.33% 83.05% 38.22% 157.50% 120.00% 53.33% NI (151.00%) 100.00%

Resource Discharged into Diep River Unknown.

Irrigation to land

No discharge No discharge Overflow to

land No discharge

No Go river (tributary of Berg River)

No discharge Unknown

Microbiological Compliance 50.00% 50.00% 58.33% 25.00% 8.33% 41.67% 50.00% 58.33% 75.00%

Chemical Compliance 52.08% 50.00% 22.92% 25.00% 68.75% 68.75% 22.92% 22.92% 58.33%

Physical Compliance 61.11% 69.44% 61.11% 50.00% 75.00% 72.22% 72.22% 33.33% 91.67%

Overall Compliance 55.21% 57.29% 41.67% 34.38% 63.54% 66.67% 44.79% 31.25% 72.92%

Wastewater Risk Rating (2012) 54.50% 58.90% 41.20% 41.20% 41.20% 58.80% 47.10% 41.20% 52.90%

Wastewater Risk Rating (2013) 70.59% 52.94% 58.82% 35.29% 64.71% 58.82% 52.94% 52.94% 52.94%



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Business Element 7: Associated Services

All the schools, hospitals and clinics in Swartland Municipality’s Management Area are supplied with a higher level of water and sanitation services.

Business Element 8: Conservation and Demand Management

The implementation of Swartland Municipality’s Water Demand Management Strategy has been extremely successful and has reduced the overall water requirement of the towns significantly over the last six years. The overall percentage of non-revenue water was 17.73% in 2012/2013 and 12.39% in 2013/2014. Swartland Municipality is committed to continue with the implementation of their WDM Strategy, in order to keep the existing non-revenue water as low as possible.

The main water demand management interventions undertaken by Swartland Municipality over the last few years were as follows:

· Increasing Block Tariff Structure. The Municipality’s tariff structure discourages excessive use of water. All consumer water meters are read on a monthly basis and consumers are also billed monthly;

· Pipe replacement and maintenance programme for the priority areas with old reticulation networks and frequent pipe failures. All pipe bursts are logged and repaired within three hours;

· Customer services and complaints system (Burst pipes, complaints, etc.). Standby teams are also in place for immediate repairs of burst pipes;

· Pressure control at high pressure zones in Malmesbury and Riebeek Kasteel;

· Leak repairs at indigent households;

· Promote the use of water efficient fittings (Building regulations);

· Bulk metering and telemetry system, which act as an early warning system for e.g. pipe failures and reservoir overflows;

· Accurate records of water usage and water losses. Water balance models for each of the distribution systems are kept up to date;

· Zone metering for accurate calculation of water losses and non-revenue water for specific zones;

· Annual fire hydrant inspection for leaks and functioning;

· Strict municipal services standards for the installation of new water reticulation for own and private developments;

· Watering of municipal parks during cooler early morning hours;

· Annual audit of all meters larger than 50mm and replacement of the meters where necessary;

· Monthly monitoring of all wet industries and large volume water users for deviations together with appropriate actions in the event of a deviation;

· Monthly monitoring and inspection of zero usage consumers. Inspection of illegal connections on an ongoing basis;

· Re-use of treated effluent for the irrigation of sport fields in Moorreesburg, Darling and Malmesbury;

· Leak repairs at indigent households; and



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· Metering of all water usage at households, standpipes, municipal parks, industrial, commercial and institutional consumers.

The newly developed WDM Strategy of Swartland Municipality, February 20014, include the following future WDM measures that will be implemented by Swartland Municipality.

· Pressure Management

· Leak Repair and Assistance Programme

· Residential Measures

· Re-use of treated effluent

· Night Flow Analyses

· Leakage Detection

· Zone Metering

· Reduction of Municipal Water Demand

The table below gives a summary of the non-revenue water and the ILI for the various distribution systems in Swartland Municipality’s Management Area.

Table A.18: Non revenue water and ILI for the various distribution systems

Description Unit 13/14 Record : Prior (Ml/a)

12/13 11/12 10/11 09/10 08/09

Koringberg

Volume 7.660 16.710 0.802 13.358 40.201 7.722

Percentage 13.58% 26.62% 1.67% 22.28% 46.87% 12.29%

ILI 0.75 1.60 0.07 1.24 3.74 -

Ongegund (PPC) Volume 4.128 15.737 25.236 23.476 22.318 20.130

Percentage 8.49% 26.74% 39.68% 36.43% 35.70% 34.90%

Riebeek Wes

Volume -8.750 22.376 18.768 52.437 38.774 19.055

Percentage -4.75% 11.98% 9.96% 24.48% 20.80% 11.43%

ILI -0.46 1.39 1.15 3.38 2.50 -

Riebeek Kasteel

Volume 57.457 52.455 19.488 23.597 5.624 29.497

Percentage 19.10% 18.43% 7.68% 8.96% 2.53% 11.45%

ILI 2.09 1.93 0.70 0.65 0.15 -

Yzerfontein

Volume 6.907 22.302 43.611 50.227 40.776 53.048

Percentage 2.21% 7.12% 13.78% 15.68% 13.44% 17.59%

ILI 0.19 0.66 1.27 1.44 1.16 -

Darling

Volume 23.180 20.477 45.687 47.637 55.715 108.917

Percentage 3.62% 3.03% 6.33% 6.81% 8.96% 20.41%

ILI 0.21 0.32 0.74 0.82 0.96 -

Moorreesburg

Volume 61.799 86.457 131.849 93.032 131.529 109.572

Percentage 7.93% 11.01% 15.93% 12.21% 16.49% 13.63%

ILI 0.86 1.09 1.55 1.18 1.67 -

Malmesbury

Volume 524.438 741.701 559.375 595.113 359.994 449.909

Percentage 16.7% 23.55% 17.97% 18.92% 12.45% 14.48%

ILI 2.71 3.88 2.82 3.35 2.01 -

TOTAL

Volume 676.819 978.215 844.816 898.877 694.931 797.850

Percentage 12.39% 17.73% 15.27% 16.26% 13.44% 15.08%

ILI 1.77 2.56 2.17 2.56 1.82 -

Note: Infrastructure Leakage Index (ILI) for Developed Countries = 1 – 2 Excellent (Category A), 2 – 4 Good (Category B), 4 – 8 Poor

(Category C) and > 8 – Very Bad (Category D)

Category A = No specific intervention required.

Category B = No urgent action required although should be monitored carefully.



24

Category C = Requires attention

Category D = Requires immediate water loss reduction interventions

The Infrastructure Leakage Index (ILI) is the most recent and preferred performance indicator for comparing leakage from one system to another. It is a non-dimensional index representing the ratio of the current real leakage and the “Unavoidable Annual Real Losses”. A high ILI value indicates a poor performance with large potential for improvement while a small ILI value indicates a well-managed system with less scope for improvement. The parameters used to calculate the ILIs for the various distribution systems are included in the Models in Annexure D of Module 2. Attaining and ILI = 1 is a theoretical limit, which is the minimum water loss in an operational water reticulation system. A value of less than 1 should not occur since this implies that the actual leakage is less than the theoretical minimum level of leakage.

Business Element 9: Water Resources

Swartland Municipality receives bulk potable water from the West Coast District Municipality. The District Municipality operates the Withoogte and Swartland bulk schemes, which is served by the Berg River as main raw water supply. The bulk supply of Withoogte is augmented by abstraction of groundwater from the Langebaan Road Groundwater Aquifer System. Both these bulk distribution schemes are cross-border schemes and supply water to Swartland Municipality, Bergrivier Municipality and Saldanha Bay Municipality. The towns in Swartland Municipality’s Management Area supplied with bulk potable water by the West Coast District Municipality are Malmesbury (Abbotsdale, Riverlands, Chatsworth and Kalbaskraal), Moorreesburg, Yzerfontein, Darling, Riebeek Kasteel, Riebeek Wes, Koringberg and PPC.

Swartland Municipality supplements the water received from West Coast District Municipality in the Malmesbury distribution system with water from the Perdeberg Dam, which is treated by an automatic backwash rapid gravity sand filter, before it is distributed to Abbotsdale, Kalbaskraal, Riverlands and Chatsworth. A further three boreholes in Riverlands are also used as additional supply for Riverlands and Kalbaskraal.

The graph and table below gives an overview of the historical bulk water supply, over the last thirteen years, to the towns in Swartland Municipality’s Management Area (Ml/a).

0

200

400

600

800

1000

1200

1400

1600

1800

2000

2200

2400

2600

2800

3000

3200

3400

2001/2002 2002/2003 2003/2004 2004/2005 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014

TOTAL WATER SUPPLY PER DISTRIBUTION SYSTEM (Ml/a)

Koringberg PPC Riebeek Wes Riebeek Kasteel Yzerfontein Darling Moorreesburg Malmesburg



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Table A.19: Bulk water supply to the various towns

Distribution

System

Sustainable

Yield /

Allocation

(Ml/a)

Supply / Source 13/14

Record : Prior (Ml/a)

12/13 11/12 10/11 09/10 08/09

Koringberg

Service Level Agreement with the West Coast

DM (Total allocation of the West Coast DM is 22 990.000

Ml/a)

Withoogte Scheme 56.396 62.777 48.167 59.952 85.766 62.809

Ongegund (PPC) Swartland Scheme 48.614 58.857 63.600 64.439 62.512 57.676

Riebeek Wes Swartland Scheme 184.210 186.744 188.371 214.216 186.384 166.745

Riebeek Kasteel Swartland Scheme 300.867 284.585 253.825 263.467 222.052 257.634

Yzerfontein Swartland Scheme 312.719 313.423 316.552 320.386 303.482 301.621

Darling Swartland Scheme 639.744 675.214 722.191 699.043 621.480 533.710

Moorreesburg Withoogte Scheme 778.942 784.940 827.492 762.024 797.450 803.680

Malmesbury

Swartland Scheme 2 893.099 2 915.851 2 921.334 3 009.520 2 844.232 3 071.700

300.000 * Perdeberg Dam 231.691 221.070 170.360 110.682 0 0

163.000 ** Riverland Boreholes 16.209 12.491 21.738 25.903 47.871 36.000

Total Annual Bulk Water Supply 5 462.491 5 515.952 5 533.630 5 529.632 5 171.229 5 291.575

Note: * As taken from the DWS’s Reconciliation Strategy for Malmesbury June 2011

** Registration Number 22063516 WARMS

Water Quality:

Microbiological Water Quality Compliance samples, taken by the Swartland Municipality, are analysed at the National Health Laboratory Service in Green Point. Water samples taken by the West Coast District Municipality are analysed in the Municipality’s own Laboratory at the Withoogte WTW. The laboratory participates in the Proficiency Testing Programme of the National Health Laboratory Service (Microbiological) and the Proficiency Testing Programme of SABS (Part 3) (Chemical). The water quality compliance sample results are loaded onto DWS’s Blue Drop System (BDS) via the internet. Once entered the water quality data is automatically compared to SANS:241. These real-time systems allow for immediate intervention to rectify any problems.

The additional monitoring required by Swartland Municipality for determinands identified during the risk assessment exceeding the numerical limits of DWS’s 2014 Blue Drop Limits are as follows (Water quality samples taken over the period July 2013 to June 2014).

Table A.20: Percentage compliance of the water quality samples for the period July 2013 to June 2014

Performance Indicator


categorised as unacceptable

Yes / No (Table 4 of SANS

241-2:2011)

% Sample Compliance

according to DWS’s

2014 Blue Drop Limits

Number of

Samples

taken into

account

Frequency of

Additional

Monitoring

due to failure

Withoogte Final

Acute Health – 1 Chemical No (Excellent) 100.0% 4 -

Acute Health – 1 Microbiological No (Excellent) 100.0% 23 -


Chronic Health No (Excellent) 100.0% 44 -

Aesthetic No (Excellent) 99.1% 114 -

Risk assessment defined Health (Acute or Chronic)

No (Excellent) 98.6% 74 -

Operational Efficiency No (Good) 91.6% 83 -

Moorreesburg




Operational Efficiency Yes (Unacceptable) 84.2% 19 Weekly

Koringberg








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Table A.20: Percentage compliance of the water quality samples for the period July 2013 to June 2014



categorised as unacceptable

Yes / No (Table 4 of SANS

241-2:2011)

% Sample Compliance

according to DWS’s

2014 Blue Drop Limits

Number of

Samples

taken into

account

Frequency of

Additional

Monitoring

due to failure

Operational Efficiency No (Good) 90.3% 72 -

Swartland Final

Acute Health – 1 Chemical No (Excellent) 100.0% 4 -








Malmesbury







Darling







Riebeek Kasteel




Operational Efficiency No (Excellent) 100.0% 5 -

Riebeek Wes





Yzerfontein







Riverlands





Abbotsdale





Chatsworth







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The table below gives an overview of the five categories under which the risks posed by micro-organism, physical or aesthetic property or chemical substance of potable water is normally classified:

Table A.21: Five categories under which the risks posed by micro-organism, physical or aesthetic property or chemical

substance of potable water is normally classified

Category Risk

Acute Health - 1 Routinely quantifiable determinand that poses an immediate unacceptable health risk if consumed with water at concentration values exceeding the numerical limits specified in SANS 241.

Acute Health - 2 Determinand that is presently not easily quantifiable and lacks information pertaining to viability and human infectivity which, however, does pose immediate unacceptable health risks if consumed with water at concentration values exceeding the numerical limits specified in SANS 241.

Aesthetic Determinand that taints water with respect to taste, odour and colour and that does not pose an unacceptable health risk if present at concentration values exceeding the numerical limits specified in SANS 241.

Chronic Health Determinand that poses an unacceptable health risk if ingested over an extended period if present at concentration values exceeding the numerical limits specified in SANS 241.

Operational Determinand that is essential for assessing the efficient operation of treatment systems and risks from infrastructure

Effluent Quality: The overall Microbiological, Chemical and Physical compliance percentages of the final effluent samples taken over the period July 2013 to June 2014 at the various WWTWs are summarised in the table below.

Table A.22: Microbiological, chemical and physical compliance percentages of the final effluent taken at the various

WWTW over the period July 2013 to June 2014

WWTW

Micro-

biological Chemical Physical

Faecal

Coliforms Ammonia

Nitrates &

Nitrites COD

Ortho-

Phosphates Overall pH EC SS Overall

Malmesbury 100.0% 100.0% 75.0% 91.7% 91.7% 89.6% 100.0% 91.7% 100.0% 97.2%

Darling 75.0% 91.7% 100.0% 100.0% 100.0% 97.9% 100.0% 100.0% 100.0% 100.0%

Moorreesburg 83.3% 0.0% 91.7% 100.0% 66.7% 64.6% 100.0% 16.7% 100.0% 72.2%

PPC 50.0% 66.7% 33.3% 75.0% 100.0% 68.8% 58.3% 100.0% 58.3% 72.2%

Chatsworth 100.0% N/A N/A 83.3% N/A 83.3% 100.0% 100.0% N/A 100.0%

Kalbaskraal 100.0% N/A N/A 33.3% N/A 33.3% 100.0% 100.0% N/A 100.0%

Koringberg 100.0% N/A N/A 33.3% N/A 33.3% 100.0% 33.3% N/A 66.7%

Riebeek Kasteel 100.0% N/A N/A 100.0% N/A 100.0% 100.0% 100.0% N/A 100.0%

Riebeek Wes 100.0% N/A N/A 83.3% N/A 83.3% 91.7% 100.0% N/A 95.8%

Total 89.8% 64.6% 75.0% 77.8% 89.6% 77.0% 94.4% 82.4% 89.6% 88.6%

Industrial Consumers:

The volumes and nutrient loads of effluent discharged by industrial consumers into the Municipality’s sewer system are monitored by the Municipality.



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Business Element 10: Financial

Capital Budget:

The total capital requirement for the 2015/2016 financial year amounts to R93.325 million. The capital budget is funded by means of grants from National and Provincial government in the amount of R53.781 million and own funding in the amount of R39.545 million.

The table below gives an overview of Swartland Municipality’s historical water and sewerage capital expenditure over the last four financial years.

Table A.23: Historical expenditure of the water and sewerage infrastructure budgets

Financial Year Water Infrastructure Sewerage Infrastructure

Budget Expenditure % Spend Budget Expenditure % Spend

2010/2011 R12 599 219-00 R12 805 050-67 101.63% R28 226 194-00 R29 337 599-44 103.95%

2011/2012 R2 224 000-00 R2 740 644-14 123.23% R55 837 013-00 R54 719 937-68 98.00%

2012/2013 R9 887 510-00 R9 787 510-00 98.99% R29 333 679-00 R29 154 219-00 99.39%

2013/2014 R2 808 200-00 R2 254 474-36 80.28% R34 490 585-00 R22 327 509-35 64.74%

Operational Budget:

The table below gives a summary of the total operating costs and income for water and sanitation services for the last six years, with the detail information in the tables that follow:

Table A.24: Summary of Operational Budget for water and sanitation services for the last six years

Expenditure /

Income

Actual Financial Year

13/14 12/13 11/12 10/11 09/10 08/09

Water Services

Expenditure R43 191 560 R42 118 578 R29 681 838 R28 128 643 R23 694 891 R20 472 590

Income -R38 108 941 -R37 287 493 -R30 607 892 -R27 231 393 -R24 820 317 -R21 240 912

Surplus / Deficit R5 082 619 R4 831 085 -R926 054 R897 250 -R1 125 426 -R768 322

Sanitation Services

Expenditure R36 243 921 R29 200 700 R24 269 287 R9 708 230 R12 771 542 R14 233 945

Income -R40 055 927 -R34 775 432 -R24 318 404 -R21 796 567 -R22 047 507 -R15 896 551

Surplus / Deficit -R3 812 006 -R5 574 732 -R49 117 -R12 088 337 -R9 275 965 -R1 662 606

Tariff and Charges:

The first six (6) kl of water is provided free to all consumers. The proposed water tariffs for 2015/2016 allows for only the first five (5) kilolitres of water to be provided for free to all residential consumers. Swartland Municipality’s tariffs support the viability and sustainability of water supply services to the poor through cross-subsidies (where feasible). Free basic water and sanitation services are linked to Swartland Municipality’s Indigent Policy and all indigent households therefore receive free basic water and sanitation services. This implies that either the equitable share is used to cover this cost, or higher consumption blocks are charged at a rate greater than the cost in order to generate a surplus to cross-subsidies consumers who use up to six (6) kilolitres per month.

Swartland Municipality’s current four (4) block step tariff system discourages the wasteful or inefficient use of water. It is expected that this tariff structure will continue to be implemented in the future. The sustainable supply of potable water is becoming an ever increasing challenge. This scarce commodity has to be optimally managed. The continued increase in the price of electricity and chemicals for purification has contributed to the cost of delivering the service. The water usage block tariff has been structured for a basic affordable tariff for up to 30 kl per household per month. Punitive tariffs are in place for excessive water consumption.



29

The cost residential consumers had to pay for their water services in Swartland Municipality’s Management Area for the various financial years is presented on the graph below:

R0R100R200R300R400R500R600R700R800R900

R1,000R1,100R1,200R1,300R1,400R1,500R1,600R1,700R1,800R1,900R2,000R2,100R2,200R2,300R2,400R2,500

20 Kl 40 Kl 60 Kl 80 Kl 100 Kl 120 Kl 140 Kl

Co

st

[R]

WATER COST FOR RESIDENTIAL CONSUMERS

2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016

Business Element 11: Water Services Institutional Arrangements

Swartland Municipality is the official WSA for the entire Municipal Management Area and the West Coast District Municipality is the bulk WSP for the whole area. A Service Delivery Agreement between the West Coast District Municipality and Saldanha Bay Municipality, Swartland Municipality and Bergrivier Municipality is in place for the provision of bulk potable water by the West Coast District Municipality. A Monitoring Committee was also established with specific powers and functions.

Water Supply, Sanitation Services and Industrial Effluent By-law PN 7285 of 11 July 2014 is in place. The By-law covers the provision of services for water supply, sanitation and industrial effluent.

A combined Performance, Risk and Financial Audit Committee has been established and is functional. The overall responsibility of the committee is to assist Council members of Swartland Municipality in discharging their responsibilities relating to the safeguarding of assets, the operation of adequate and effective systems and control processes, the preparation of fairly presented financial statements in compliance with all applicable legal and regulatory requirements and accounting standards, and the oversight of the external and internal audit functions, as well as Performance- and Risk Management. The Audit Committee operates in accordance with their Charter which is approved by Council and is an independent function that excludes politicians and excludes officials as voting members.

The IDP is the Municipality’s single most strategic document that drives and directs all implementation and related processes. The Municipality’s budget is developed based on the priorities, programmes and projects of the IDP, after which a Service Delivery Budget Implementation Plan (SDBIP) is developed, to ensure that the organisation actually delivers on the IDP targets.

The SDBIP is the process plan and performance indicator / evaluation for the execution of the budget. The SDBIP is being used as a management, implementation and monitoring tool that assists and guide the Executive Mayor, Councillors, Municipal Manager, Senior Managers and the community. The plan serves as an input to the performance agreements of the Municipal Manager and Directors. It also forms the basis for the monthly, quarterly, mid-year and the annual assessment report and performance assessments of the Municipal Manager and Directors.



30

The vacancy rate of Swartland Municipality was 5.84% for the 599 approved posts in 2013/2014. The previous financial year the vacancy rate was 5.94%. The vacancy rate for the 45 approved Water Services posts was 6.67% in 2013/2014 and 4.44% in 2012/2013. The vacancy rate for the 28 approved Sewerage Services posts was 21.43% in 2013/2014 and 7.14% in 2012/2013.

At a technical, operations and management level, municipal staff is continuously exposed to training opportunities, skills development and capacity building in an effort to create a more efficient overall service to the users. Submissions were also made to the DWS for the classification and registration of the Process Controllers and Supervisors at the various WWTW plants. A skills audit is conducted during each year, which leads to various training programmes in order to wipe out skills shortages and to provide employees with the necessary capacity. A Workplace Skills Plan for 2015/2016 is in place.

Business Element 12: Social and Customer Service Requirements

A comprehensive Customer Services and Complaints system is in place at Swartland Municipality and the Municipality has maintained a high and a very consistent level of service to its urban water consumers. After hour emergency requests are being dealt with by the control room on a twenty four hour basis. All water and sanitation related complaints are logged through the system in order to ensure quick response to complaints.

Swartland Municipality’s Client Services Charter includes specific service standards, with time periods within which a specific query / complaint will be addressed. Swartland Municipality’s Client Services Charter includes the following two statements w.r.t. Customer Care Principles:

“We ensure social and economic stability and growth through the sustainable delivery of all primary and secondary services to all our interested parties”

“At Swartland Municipality we’re not scared of change. We are willing to constantly adapt to meet the needs of our clients. Please let us know what you think of our service. We want to ensure everyone has the opportunity to say what’s on their mind Contact [email protected] or call 022 487 9448”

Swartland Municipality’s Client Services Charter highlights the following reaction times for water and sewerage related complaints or requests:

· Repair of Network: Reaction within three (3) hours after incident has been reported.

· Installation of new household water connection: Within ten (10) working days after receipt of payment.

· Clearing obstruction: Reaction within three (3) hours after incident has been reported.

· Installation of new household sewer connections: Within ten (10) working days after payment.

· Draining of conservancy tanks: Within twenty four (24) hours after request has been received.



31

The graph below gives an overview of the number of water pipelines inspected / repaired and the number of pipe bursts repaired at the various towns for the last two financial years.

0

50

100

150

200

250

300

350

400

450

500

Abbotsdale Chatsworth Darling Kalbaskraal Koringberg Malmesbury Moorreesburg Farms Ongegund(PPC)

RiebeekKasteel

Riebeek Wes Riverlands Yzerfontein

NUMBER OF WATER PIPELINES REPAIRED

Inspect / Repair Pipelines 12/13 Repair Pipe Bursts 12/13 Inspect / Repair Pipelines 13/14 Repair Pipe Bursts 13/14

The graph below gives an overview of the number of sewer pipelines inspected / repaired and the number of sewer blockages repaired at the various towns for the last two financial years.

0

50

100

150

200

250

300

350

400

450

500

550

600


RiebeekKasteel


NUMBER OF SEWER BLOCKAGES REPAIRED

Sewer Blockages 12/13 Investigate Sewer Ret. Network 12/13 Sewer Blockages 13/14 Investigate Sewer Ret. Network 13/14

The graph below gives an overview of the number of tanks pumped at the various towns for the last two financial years.

0

100

200

300

400

500

600

700

800

900

1000

1100

1200

1300

1400

1500

1600

1700

1800

1900

2000

2100

2200


RiebeekKasteel


NUMBER OF SEPTIC TANKS PUMPED

Septic Tanks Pumped 12/13 Septic Tanks Pumped 13/14



32

Table A.25: Water and sanitation indicators monitored by Swartland Municipality with regard to customer services and maintenance work

Service Indicator

Ab

bo

tsd

ale

Ch

ats

wo

rth

Darl

ing

Kalb

askra

al

Ko

rin

gb

erg

Malm

esb

ury

Mo

orr

eesb

urg

Farm

s

On

geg

un

d

(PP

C)

Rie

beek K

aste

el

Rie

beek W

es

Riv

erl

an

ds

Yzerf

on

tein

To

tal

WATER SERVICES

Repair pipe bursts Repair of burst water pipelines 6 9 13 4 3 107 28 1 7 31 25 22 7 263

Dams Inspect / Repair faults at dams - - 1 - - 3 3 - - - - 2 - 9

Fire Hydrant Leak Inspect / repair leaking hydrants - - 1 - - 9 11 - - - - 1 - 22

Other Other water complaints (Not specified) 13 7 54 9 8 280 163 4 7 8 2 4 559

Pipelines water Inspect / repair of faulty water pipelines 30 25 32 22 8 389 88 2 3 14 13 39 12 677

Reservoirs Inspection of reservoirs and work carried out - - 3 - - 2 - - - - - - - 5

Stop-cock Inspect / Repair leaking stop-cocks - - - - - 2 31 - - - - - - 33

Tap Leak Inspect / Repair leaking taps - 1 - - 10 8 - - 1 - - - 20

Water Connections New / Inspections and work carried out at water connections 9 21 3 8 5 29 7 - 1 4 5 1 35 128

Water Pump Stations Inspections and work carried out at water PS - - - 1 - 5 1 - - - - 1 - 8

Water Supply Faulty water supply 7 2 1 4 3 77 13 4 2 4 6 1 6 130

Water meters Inspect / Test / Repair / Install 30 42 175 5 16 268 146 2 4 25 18 16 40 787

Total for 2013/2014 95 106 284 53 43 1181 499 13 17 86 75 85 104 2641

Repair pipe bursts Repair of burst water pipelines 7 6 28 11 5 149 46 1 14 20 30 30 10 357

Dams Inspect / Repair faults at dams - - 1 - - 3 5 - - - - - - 9

Fire Hydrant Leak Inspect / repair leaking hydrants - - 4 1 1 10 5 - 1 - - - 1 23

Other Other water complaints (Not specified) 7 10 136 10 39 243 422 7 - 4 9 12 6 905

Pipelines water Inspect / repair of faulty water pipelines 21 23 63 23 16 414 118 1 - 12 6 29 15 741

Reservoirs Inspection of reservoirs and work carried out 1 - 2 - - 3 1 - 1 - 1 - - 9

Stop-cock Inspect / Repair leaking stop-cocks - - 1 - 4 3 12 - - - - - 1 21

Tap Leak Inspect / Repair leaking taps - 1 1 - - 11 4 - - - 1 1 19

Water Connections New / Inspections and work carried out at water connections 8 10 5 6 1 28 7 1 - 8 6 4 26 110

Water Pump Stations Inspections and work carried out at water PS - - - - - - - - - - - 1 - 1

Water Supply Faulty water supply 8 1 3 4 5 76 11 3 5 9 9 3 1 138

Water meters Inspect / Test / Repair / Install 36 24 258 43 31 445 252 5 6 94 66 33 57 1 350

Total for 2012/2013 88 75 502 98 102 1 385 883 18 27 147 128 112 118 3 683

SANITATION SERVICES

Sewer blockages Repair blockages on main sewer pipelines up to connection points 38 7 456 31 9 536 536 4 17 47 48 7 6 1 742

Septic tanks Empty septic tanks 4 311 180 300 307 82 296 285 - 110 624 - 2 133 4 632

Investigate sewer reticulation network Investigate and clear blockages in network 8 6 114 6 5 372 168 12 11 31 31 6 12 782

Other Other sewer complaints (Not specified) 4 2 5 1 - 26 4 - - 4 - - 5 51

Sewer spillage Investigate and clean sewer spillages - - 2 - - - 2 - - 2 - - - 6

Pipeline sewer Installation of sewer pipelines or repair of pipelines 4 - 1 1 - 7 7 - - 1 2 1 - 24

Sewer effluent Investigate effluent distribution for irrigation purposes - - - - - - - - - - - - - -

Investigate sewer reticulation pump stations Work carried out at sewer pump stations 8 - 1 1 - 6 1 - 1 5 1 - - 24

Total 2013/2014 66 326 759 340 321 1 029 1 014 301 29 200 706 14 2 156 7 261

Sewer blockages Repair blockages on main sewer pipelines up to connection points 32 11 425 19 24 469 554 4 29 69 57 19 3 1 715

Septic tanks Empty septic tanks 10 246 160 328 279 100 219 390 - 150 550 - 1 834 4 266

Investigate sewer reticulation network Investigate and clear blockages in network 14 11 117 10 2 391 94 9 7 30 30 5 11 731

Other Other sewer complaints (Not specified) 4 2 4 9 - 23 5 1 1 4 2 1 1 57

Sewer spillage Investigate and clean sewer spillages - - 4 - 1 3 2 - - 2 1 - - 13

Pipeline sewer Installation of sewer pipelines or repair of pipelines 4 - 3 - - 8 4 - - 4 1 1 - 25

Sewer effluent Investigate effluent distribution for irrigation purposes - - 1 - - - 1 - - - - - - 2

Investigate sewer reticulation pump stations Work carried out at sewer pump stations 4 - - 3 - 6 2 - - 3 1 - - 19

Total 2012/2013 68 270 714 369 306 1 000 881 404 37 262 642 26 1 849 6 828



33

SECTION B: STATE OF WATER SERVICES PLANNING

This WSDP is for the 2015/2016 financial year and Swartland Municipality is committed to update their WSDP for the interim years and to compile a new WSDP every five years, as required by legislation. The 2015/2016 WSDP was done according to DWS’s 2012 WSDP guidelines.

Swartland Municipality also compiled annual WSDP Performance- and Water Services Audit Reports for the last number of years. The WSDP Performance- and Water Services Audit Report gives an overview of the implementation of the Municipality’s previous year’s WSDP and can be seen as an annexure to Swartland Municipality’s Annual Report.

Swartland Municipality’s Water and Sewer Master Plan process entails the establishment of computer models for the water systems and the sewer systems in Swartland Municipality, the linking of these models to the stand and water meter databases of the treasury financial system, evaluation and master planning of the networks and the posting of all the information to IMQS. The Water and Sewer Master Plans lists the analyses and findings of the study on Swartland Municipality’s water distribution and sewer drainage systems.

The latest Water and Sewer Master Plans, which were available for inclusion in Swartland Municipality’s WSDP, were as follows:

· Water Master Plan, Swartland Municipality, July 2008, GLS Consulting

· Sewer Master Plan, Swartland Municipality, July 2008, GLS Consulting

· Water Wall Plans for Ongegund, Riebeek Wes and Riebeek Kasteel, January 2011, GLS Consulting

· Sewer Wall Plans for Ongegund, Riebeek Wes and Riebeek Kasteel, January 2011, GLS Consulting

The other Water Services Planning studies recently completed were as follows:

· Blue Water Services Performance Audit Report and Water Safety Plan for Swartland Municipality, August 2013.

· Detail technical process audits were completed for all the WWTW during 2014/2015.

SECTION C: WATER SERVICES EXISTING NEEDS PERSPECTIVE

The existing needs perspective as presented below was developed through a systematic and comprehensive review of the water services function in terms of the WSDP Guide Framework. The output from this process is presented below and includes compliance assessment in terms of:

· Quality: Assessment current status against compliancy requirements.

· Quantity: An indication of the representation of the total area to address the issue.

· Future plan assessment: Degree in which future demand has been established.

· Strategy assessment: Whether a Strategy is in place to address the need.

The water services situation analysis prompted the development of problem statements which formed the input for the development of the water services objectives and strategies which follows in Section D.



34

Business Element 1: Administration

Status Quo and Knowledge Interpretation Statistics

Item

Quality (%)

assessment

of current

status against

compliancy

requirements

Quantity (%)

an indication of

the

representation

of the total

area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

n/a n/a n/a n/a n/a

TOTAL for Topic n/a n/a n/a n/a

Problem Definition Statements

Nr

1

Table C.1 : Business Element 1: Administration (Topic 1)

Overview of Topic

This topic provides know ledge on the

status of the WSA’s 5-year WSDP as

w ell as w ith the contact particulars of

the key role-players w hich have

contributed to the development of the

WSDP.

Statements - Short Comings Possible Improvement / Project

Ensure Executive Summary of WSDP (WSDP-IDP Water Sector

Input Report) is included in the IDP.Key issues raised in the WSDP need to be taken to the IDP

Community Participation: Public participation in Swartland is done in a structured way. The directive from national government on how community participation should be structured is the ward committee system. Most of the liaison with communities is done through ward committee meetings.

Although Ward Committees provide for representation of communities on a geographical basis, there are also a number of sector interests not covered by ward committees that play a major role within the municipal area, such as education, business and agriculture. Liaison with and involvement of such sector groups is therefore also crucial in order to get a full picture of the current reality in the area. Liaison with sector groups is done mainly through the Swartland Municipal Advisory Forum (SMAF). The Municipality also communicates through a well-structured website www.swartland .gov.za.

A Ward Committee was established for each of the twelve wards as soon as possible after the May 2011 elections. Thereafter much time was spent on induction, specifically on the Rules and Procedures for ward committees, the IDP and budget process. Ward Committee members had the opportunity to participate in the development of Area Plans for each ward, containing amongst others, the five most important service delivery priorities for each ward.

The Vision, Mission and Slogan statements of Swartland Municipality, as included in their 2012-2017 IDP, are as follows:

Vision: Swartland Municipality is a frontline organisation which promotes sustainable development and delivers services effectively and efficiently to all its people by building partnerships with all stakeholders.”

Mission: At Swartland Municipality it is our mission to promote social and economic stability and growth through the sustainable delivery of services in terms of our legal powers and functions to all our interested parties.

Slogan: Dedicated to service excellence.

The Strategic Outcomes, as included in the Municipality’s revised IDP (March 2015), are as follows:

· A financially sustainable municipality with well-maintained assets.

· Satisfied, involved and well informed clients.

· An effective, efficient, motivated and appropriately skilled work force.

· Access to affordable and reliable municipal infrastructure.

· Sustainable development of the municipal area – urban and rural environment and economic and social development.



35

· A lean, integrated, stable and corruption free organisation.

· Increase community safety through traffic policing, by-law enforcement and disaster management.

Business Element 2: Demographics


Item

Quality (%)

assessment

of current

status against

compliancy

requirements

Quantity (%)

an indication

of the

representation

of the total

area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Settlement Types

(Urban, Rural , Farming)80.00 80.00 75.29 75.29

Public Amenities

Consumer types78.82 78.82 78.82 78.82

TOTAL for Topic 79.41 79.41 77.06 77.06


Nr

1

2

3

4

5

Table C.2 : Business Element 2: Demographics (Topic 2)

Overview of Topic

This topic provides an overview of

demographics of the WSA as sourced

from the National Geo-Referenced

Database, aligned to Census f igures

as w ell as the number of public

amenities and private facilities w ithin

the jurisdictional area of the WSA.


All resources, especially surface w ater resources, need to be

re-evaluated, especially w here demand is close to the safe one

in tw enty year yields. Establish assurance of supply levels of all

w ater sources.

Ensure that the provision of bulk w ater and sew erage

infrastructure are aligned w ith the Housing Strategy (Human

Settlement Housing Pipeline) and that housing projects only

continue once the required bulk w ater and sew erage

infrastructure are in place.

Ensure the required bulk w ater and sew erage

infrastructure are in place before housing projects are

implemented.

Conservative approach is follow ed regarding the

management of w ater sources, due to the possible impact

of climate change.

Protect the existing critical endangered plant species,

endangered ecosystems and rivers and w etlands.

Continue w ith the implementation of the recommended

environmental strategies as included in the SDF.

There is a trend tow ards employing skilled to highly skilled

individuals in the West Coast region thus increasing the

levels of unemployment.

Skills development and low skilled labour initiatives are required in

order to stimulate employment in the area. The Municipality needs

to continue w ith the implementation of their Social Development

Policy and Strategy, as approved during March 2013.

Municipality needs to evaluate all land use planning

applications against the broad SDF principles before

recommendations for decision making are made.

Continue w ith the implementation of the SDF priority action plans

for each of the tow ns and ensure new developments are in line

w ith these priority action plans.

Swartland Municipality approved their new SDF in May 2012. The SDF sets out broad principles for future developments, as well as where such developments can take place within the demarcated urban edges of all towns and in the rural areas. All land use planning applications will be evaluated against these broad principles before recommendations for decision making will be made.

Swartland Municipality developed certain addendums in 2014 to enhance the existing 2012 document. These addendums includes Priority Action Plans; Hydrology; Renewable Energy; Voortrekker Road Precinct; Yzerfontein Alternative Uses; Demographic Profile; Minimum Erf Sizes and alignment with adjoining municipalities. Swartland Municipality furthermore also compiled a set of integrated zoning schemes regulations applicable to the total area of Swartland which came into effect on 1 April 2014. Swartland Municipality’s SDF further includes priority action plans for the period 2012-2017.

Swartland Municipality is committed to the social and economic development of their people and area. Various social and economic development opportunities were made available by Swartland Municipality throughout the area. The Municipality further participates in the Regional Socio-Economic Programme (RSEP). The area in Malmesbury that will be the focus of the RSEP includes Sunnyside, Wesbank, Ilinge Lethu and Saamstaan.

Swartland Municipality’s Housing Strategy is to promote, facilitate and develop integrated and sustainable human settlements. The Human Settlement Housing Pipeline of the Municipality is of great importance as it allows the Municipality to clearly present their municipal housing strategy in terms of specific housing projects with accompanying budgets for the short, medium and long term.



36

The housing department reviews the housing demand list from time to time, to determine whether applications are still relevant and the waiting list is then updated accordingly. The housing projects that the municipality engages in has to keep up with demand determined by growth trends such as population, economy and the influx of people into the municipal area. The projects are subject to the availability of land, funds and some bulk infrastructure upgrades.

Swartland Municipality is also committed to poverty alleviation through their subsidised services to indigent households. All the new low-cost housing schemes have immediate access to free basic services. Swartland Municipality also assist indigent households situated in areas where Eskom is the service provider for electricity with free basic electricity in terms of a service agreement entered into between Swartland Municipality and Eskom. Free basic services to indigent households have increased from 5 065 households as at June 2013 to 5 343 households as at June 2014.

Business Element 3: Service Levels


Item

Quality (%)

assessment

of current

status against

compliancy

requirements

Quantity (%)

an indication of

the

representation

of the total

area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Water - Below : No

Services (Formal)40.00 80.00 40.00 20.00

Water - Below : Infra.

Needs40.00 80.00 40.00 20.00

Water - Below : O&M

Needs80.00 80.00 80.00 80.00

Water - Below No

Services (Informal)80.00 80.00 80.00 80.00

Sanitation – Below : No

Services (Formal)40.00 80.00 40.00 20.00

Sanitation – Below : Infra.

Needs40.00 80.00 40.00 20.00

Sanitation – Below : O&M

Needs80.00 80.00 80.00 80.00

Sanitation – Below : No

Services (Informal)80.00 80.00 80.00 80.00

Residential, Public

Institutions and Industries

Amenities

74.81 62.96 66.67 67.04

TOTAL for Topic 61.65 78.11 60.74 51.89


Nr

1

2

Table C.3 : Business Element 3: Service Levels (Topic 3)

Overview of Topic

Topic 3 information is presented in

terms of the Department of Water and

Sanitations’ service level classif ication

w hich considers the adequacy of

services in establishing the service

level profile. The profile is presented in

terms of settlements, population and

households.

Possible Improvement / Project

Assist private landow ners as far as possible w ith the provision

of basic w ater and sanitation services to all the households in the

Municipality’s Management Area w ith existing service levels

below RDP standard.

Ensure that all households on the farms in the rural areas

w ith existing services below RDP standard are provided

w ith at least basic w ater and sanitation services

Statements - Short Comings

Water and Sanitation Service Level Policy is not yet in place. Develop a Water and Sanitation Service Level Policy.

As a priority it is the responsibility of Swartland Municipality to make sure that adequate and appropriate investments are made to ensure the progressive realisation of the right of all people in its area of jurisdiction to receive at least a basic level of water and sanitation services. Whilst the provision of basic water services is the most important and immediate priority, WSAs are expected to provide intermediate and higher levels of services (for example, water on-site) wherever it is practical and provided it is financially viable and sustainable to do so.

Water and Sanitation Service Level Policies for Swartland Municipality are not yet in place, but the service levels to be provided by the Municipality to the consumers in their Management Area are however addressed in the Municipality’s Water Services By-laws.



37

All water and sanitation services provided by Swartland Municipality to consumers within the Municipal Management Area are linked to the Municipality’s Tariff Policy and Rates Policy and poor households are incorporated through Swartland Municipality’s Indigent Policy.

The large number of residents in the lowest income groups places a major challenge on Swartland Municipality to provide suitable housing. Swartland Municipality works towards providing all households in the towns with a water connection inside the house and connecting all households to a waterborne sanitation system.

All the formal households in the urban areas of Swartland Municipality’s Management Area are provided with water connections inside the houses (Higher level of service). Communal standpipes and ablution facilities are only provided as an emergency service. Swartland Municipality takes note of the fact that communal standpipes represent probably the weakest part of a network’s water supply services. Standpipes are often constructed in ways that cannot withstand excessive use (and abuse) and often neglected in terms of operation and maintenance adversely affecting the health of its already vulnerable and poor users. Communal standpipes are also used by poor households who normally don’t pay for water.

Swartland Municipality is committed to support the private landowners as far as possible with regard to addressing the basic water services backlog that might still exist on the farms in the rural areas. Swartland Municipality is faced with various challenges with regard to the provision of services on private owned land in a financial sustainable manner (enabling the ongoing operation of services and adequate maintenance and rehabilitation of the assets), which include the following:

Free basic water policy:

· The provision of the infrastructure (facilities) necessary to provide access to water to all households in a sustainable and economically viable manner.

· The development of subsidy mechanisms which benefit those who most need it.

Free basic sanitation policy:

· Provision of the most viable sanitation facility to the poor household.

· Health and hygiene promotion must be provided in a co-ordinated manner and must be properly managed and adequately funded if free basic sanitation is to become a reality. This requires close collaboration between the EHPs of the West Coast District Municipality responsible for environmental health and Swartland Municipality.

· Subsidising the operating and maintenance costs. If the basic service is to be provided free to the poor then Swartland Municipality must ensure that the costs of providing the service are covered by the local government equitable share and / or through cross-subsidies within Swartland Municipality’s Management Area.

The ownership of water services assets may be in the hands of the person owning the land where an “on-site” water or sanitation facility is provided to a household. There is no legal impediment to the use of government grants to fund infrastructure for a poor household on private land not owned by that household, provided that the intermediary (the private land owner) makes a financial contribution (This is because the intermediary becomes the owner of the infrastructure once it is installed). Government is looking at specific policies with regard to the appropriate level of contribution.

The clinics and hospital in Swartland Municipality’s Management Area have adequate and safe water supply and sanitation services. All the schools in Swartland Municipality’s Management Area also have adequate and safe water supply and sanitation services. It is important for the schools in Swartland Municipality’s Management Area to focus on Water Demand Management activities and for Swartland Municipality to support the schools with a WDM programme.



38

Business Element 4: Socio Economic


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

General 80.00 80.00 n/a n/a

Age and gender profile 80.00 80.00 n/a n/a

Employment profile 68.00 44.00 n/a n/a

Demographic trends and

migration patterns60.00 60.00 n/a n/a

Household income 73.33 73.33 n/a n/a

Water Affordability 80.00 80.00 n/a n/a

Sanitation Affordability 70.00 80.00 n/a n/a

Economics 80.00 40.00 n/a n/a

TOTAL for Topic 73.92 67.17 n/a n/a


Nr

1

2

Relative young population, w hich indicates a sizable labour

force. Initiatives to empow er and develop skills in the labour

force w ould be vital in improving the economy of the

Municipality further and reducing unemployment f igures.

Implement activities to support youth development, child facilities and

child development, as included in the Municipality’s Social Development

Policy and Strategy.

Alleviation of poverty by means of the Municipality’s Indigent support,

Local Labour Promotion Projects, LED projects and the use of Supply

Chain Management Policy as an instrument to enforce the maximum use

of local labour.

Sw artland Municipality needs to collaborate w ith the private sector and

local non-profit organizations to provide needed skills at all levels,

commission a skills audit and gap assessment and a skills development

exercise focusing on specif ic priorities. The projects should focus on

socio-economic uplif tment, as part of Sw artland Municipality’s strategy

to bring about poverty alleviation through job creation w hilst enhancing

the prospects of reducing outstanding municipal consumer debt.

The socio-economic information

contained in the WSDP provides a

broad overview of the socio-economic

status of the municipality in terms of

population grow th rates, age and

gender profile, employment profile,

migration patterns, household income

and economics. The topic also contains

a quick reference to w ater services

affordability by expressing the typical

monthly w ater bill in terms of average

monthly income in the municipal area.


Various socio economic needs in the Management Area.


Continue w ith the implementation of the social Development Policy and

Strategy and the implementation of the f ive action plans as approved

during 2014-2015.

3 Challenges of poverty in the area.

Overview of Topic

Continue w ith the implementation of the LED Strategy and focusing on

the follow ing strategic themes:

• Job creation and inclusive development

• Alignment of capabilities to potential• Better and more accessible

information

• Municipal Responsiveness

Table C.4 : Business Element 4: Socio-Economic (Topic 4)

A Social Development Policy and Strategy is in place (April 2013). The Municipality’s Social Development Mission is “We initiate, build and promote social development opportunities with the focus on sustainability, which specifically refers to financial viability in the long term, forming partnerships with the community and service providers, not harming the environment operating, within legal powers, functions and requirements”. The focus areas that were identified for the social development strategy were as follows:

· Establish child facilities / promote child development.

· Facilitate youth development.

· Promote co-ordination / collaboration

· Promote access to the economy

· Lobbying for the vulnerable



39

Action plans were approved during 2014-2015, which were derived from the Swartland Social Development Policy and Strategy in November 2013. The Internal Social Development Committee of Swartland then prioritised five action plans to be implemented in a collaborative manner. The five action plans are as follows:

· Identify plots for Early Childhood Development and link with ward plans.

· Implementation of Children’s Act 38 of 2005 requirements on municipal staff who have access to children. Include requirements in the recruitment policy. Indicate according to job descriptions, who work directly with children and who has access to children.

· Investigate the possible use of social media for sharing information with youth. Use whatsapp / facebook / mxit with young people to share information on opportunities. Use website to communicate projects with the community.

· Investigate possible collaboration with community / business on establishing, maintaining and enhancing play parks and public spaces. Ward committees could give ideas on how to make this work in partnership with the community.

· Determine accessibility of Swartland Municipality for disabled (all categories) in terms of building control but also information distribution.

The relative young population indicates a sizable labour force. Initiatives to empower and develop skills in the labour force would be vital in improving the economy of the Municipality further and reducing unemployment figures. Swartland Municipality’s Social Development Policy and Strategy include various activities to support youth development, child facilities and child development.

A critical aspect of infrastructure development is the obligation and commitment to create jobs. Direct job creation takes place through the development, operation and management of water infrastructure, which indirect job creation flows from the associated water supplies to economic activities such as mining, manufacturing, power generation and agriculture.

Investment in infrastructure development could create employment for local workers and provide skills development and work experience at a number of levels, from the highly technical jobs to manual labour, particularly where labour-intensive construction methods are used. The operation and management of water infrastructure also offers opportunities for job creation.

Swartland Municipality is conscious of the challenges of poverty in the area and strives to contribute towards the alleviation thereof by means of e.g. their indigent support, Local labour Promotion Projects, LED projects and the use of Supply Chain Management Policy as in instrument to enforce the maximum use of local labour.

Urbanisation is likely to continue with more and more farmworkers moving to the nearest urban settlements. This trend will increase the demand for low cost housing within the various towns and the Municipality will need to keep up with the demand for houses, which is subject to the availability of land and funds made available by the relevant Provincial departments. The economy, job opportunities and the influx of people into the municipal area also impact on the need for houses and the provision of water and sanitation services. A Housing Strategy is in place to manage housing delivery in Swartland Municipality’s Management Area.

A Housing Strategy includes an estimated 2 634 housing units, which are planned for the next five years (2015/2016 onwards). The purpose of the Strategy is not only eradicate the current housing backlog, but to develop and plan for future integrated communities and settlements that would be able to sustain the growing needs for housing in such a way that all people will benefit from the housing developments.

Swartland Municipality needs to collaborate with the private sector and local non-profit organizations to provide needed skills at all levels, commission a skills audit and gap assessment and a skills development exercise focusing on specific priorities. The projects should focus on socio-economic upliftment, as part of Swartland Municipality’s strategy to bring about poverty alleviation through job creation whilst enhancing the prospects of reducing outstanding municipal consumer debt.



40

Swartland Municipality’s free basic services and indigent support caters for a proportion of the population not being able to afford water and sanitation services. The proportion of the population who cannot afford water and sanitation is also examined each year during the budgeting and tariff setting process and tariffs are adjusted accordingly. Households that cannot afford to pay can register as indigent on the Municipality’s Indigent Register.

A LED Strategy is in place. The LED Strategy focuses on growing key sectors of the economy and this is linked to strategies for education, skills development and training, business development and support, spatial planning and township development as well as poverty reduction.

The Western Cape Department of Economic Development and Tourism embarked in 2012 on a benchmarking process called LED maturity assessments. The results for Swartland Municipality for the last two years were compared and the main remaining weakness is the monitoring and evaluation of the outcomes and the impact achieved. The learning activities proposed for the next year are as follows:

· Establish a performance framework for LED monitoring and evaluation. Measure the LED results and value added and share with stakeholders quarterly.

· Refer to the LED good practice guidelines provided to determine the possible gaps in the Enterprise development and sector/cluster development support systems. Engage with SEDA, WCG:DEBAT and other relevant options for strengthening enterprise development and sector/cluster development support systems. Focus sector / cluster development mainly on agro-processing. Define objectives and targets for improvement. Execute to completion.

The Medium Term Economic Development Strategy that was completed in February 2014 will also further be refined by doing the following:

· Assess the Strategy from the point of view of the Maturity Assessments.

· Merge the findings of the Strategy and the Maturity Assessment.

· Incorporate the outcomes of the Maturity Assessment into the Strategy.

· Add to the recommendations in the Strategy as is necessary.

· Add a component with a detailed analysis of the current economic situation in Swartland.

The West Coast Regional Economic Development Strategy (REDS) is also in place, which has the following four main aims:

· Get the basics right and retain existing jobs.

· Grow competitive businesses

· Attract new investments and funding

· Share the benefits of growth

Investing in infrastructure creates an enabling environment for economic growth and is an important precondition for sustainable growth. Failure to adequately budget for the rehabilitation and maintenance of the existing infrastructure poses a serious threat to the local economy. The deterioration of the existing networks and rapid development, which is not always matched by growing capital expenditure, further exacerbates the situation. Adequate rehabilitation and maintenance of the existing infrastructure is critical in order to ensure the medium to long term sustainability of the existing infrastructure.



41

Business Element 5: Water Services Infrastructure


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

General Information 75.00 72.50 75.00 75.00

Operation 80.00 76.92 78.46 78.46

Monitoring and sample

failure77.33 72.00 80.00 80.00

Functionality 80.00 76.84 73.68 73.68

Institutional status 80.00 80.00 75.00 75.00

Asset assessment

spectrum80.00 80.00 60.00 60.00

Type and capacity 76.00 60.00 80.00 80.00

TOTAL for Topic 78.33 74.04 74.59 74.59

Table C.5 : Business Element 5: Water Services Infrastructure (Topic 5)

Overview of Topic

Topic 5.1 provides an overview of the

extent-, functionality- and asset status

of the municipality’s w ater services

infrastructure. It also provides an

overview of the municipality’s

compliance in terms of legislation- and

regulations concerning asset

management, disaster management,

w ater quality management, w ater

resource licensing, etc. It should be

emphasized that the topic does not

provide the detail per infrastructure

element, but provides an overview per

each main w ater services

infrastructure component.

Nr

1

2

3

4

5

6

7

8

Develop an Asset Management Plan (AMP) from the Asset Register.

This plan must be based on the principle of preventative maintenance in

order to ensure that, as far as this is practical, damage to assets is

prevented before it occurs.

Records need to be kept of the number of breakages /

failures per infrastructure type in order to assist the

Municipality w ith their refurbishment and maintenance

planning.

Keep record of all breakages / failures per infrastructure type.

The O&M budget allocated to repairs and maintenance

seems a bit low and additional budget should be allocated to

address amongst other tasks the replacement of

malfunctioning and old w ater and sew erage infrastructure.

It is important for Sw artland Municipality to differentiate

betw een budget allocated tow ards the operation and

maintenance of the w ater infrastructure and budget for the

replacement of infrastructure.

Increase O&M budget for repairs and maintenance of infrastructure. A

budget of approximately 2% of the total asset value per annum should

be allocated tow ards the replacement of existing infrastructure. In the

case of operations and maintenance of the system, a budget of

approximately 1% to 2% of the value of the system is typically required

to ensure that the system remains in good condition.

Existing process, operation and general problems w ere

identif ied at each of the WWTW, as part of the detail WWTW

Process Audits.

Implement proposed interim solutions for improving the operation of the

WWTW, as w ell as proposed refurbishment and upgrade and extension

w ork. Ensure adequate budget is allocated for the future upgrading and

refurbishment w ork.


Upgrade existing sew er pump stations and provide new sew er pump

stations for specif ic areas, as identif ied in the Sew er Master Plan.

Upgrade sections of the drainage netw ork as proposed in the Sew er

Master Plan.



Ensure adequate storage capacity for the various tow ns.

Provide additional storage capacity to the tow ns w ith inadequate

storage capacity, as identif ied through the WSDP and Water Master

Plans.

Inadequate capacities of w ater pump stations and

reticulation netw orks.

Upgrade existing w ater pump stations and provide new pump stations

for specif ic areas, as identif ied in the Water Master Plan. Upgrade

sections of the reticulation netw ork as proposed in the Water Master

Plan.

Inadequate capacities of sew er pump stations and sew er

drainage netw orks.

Priority should be given to rehabilitating existing

infrastructure as this generally makes best use of f inancial

resources and can achieve an increased in (operational)

services level coverage’s most rapidly.

The preparation of maintenance plans and the allocation of suff icient

funding for maintenance are required to prevent the development of a

large condition backlog.

Ensure that an appropriate asset management plan (AMP) is

developed and implemented.



42

Nr

9

10

11

Ensure that all the assets, as listed under the various tables

in this chapter, are included in the Asset Register.Update the Asset Register to include all the assets.

Update the existing Asset Register to reflect accurate

Depreciated Replacement Costs (DRC), RUL and condition of

the assets. The Asset Register needs to be accurate in

order to ensure that adequate budget is allocated for the

future replacement of the assets.

The existing assets need to be inspected by a qualif ied technical person

in order to determine the accurate DRC, RUL and condition of the existing

assets. Each asset can also be categorised according to its importance

and the risk if it fail (Signif icant, High, Moderate and Low )



The Water and Sew er Master Plans w ere last updated in

2008 and 2011.Update the Water and Sew er Master Plans

The future recommended upgrades for the internal water and sewer networks, the future bulk water infrastructure and the future bulk sewerage infrastructure are summarised in Tables C.6a, C.6b and C.6c below.

Table C.6a: Future internal and connector infrastructure as included in the Master Plans

Town /

Service Item Short description

Feasibility

checked

(Y/N)

Scheduled date

Estimated

cost 2015

(VAT Excl.)

Water Items (Distribution System Items and Water Demand Management) as identified by GLS

Ongegund Various Future internal reticulation network items Yes Various R1 566 460

OW.M1 Telemetry at reservoirs, PSs and bulk water meters Yes As soon as possible R268 000

Riebeek Wes Various Future internal reticulation network items Yes Various R4 138 456

Various Water demand management items Yes Various R1 267 908

Riebeek Kasteel Various Future internal reticulation network items Yes Various R5 027 680

RKW.M1 Telemetry at reservoirs, PSs and bulk water meters Yes As soon as possible R402 000

Malmesbury Various Future internal reticulation network items Yes Various R43 948 500

Total R56 619 004

Sewerage Items (Drainage System Items, excluding sewer pump stations) as identified by GLS

Ongegund Various Future sewerage infrastructure items Yes Various R518 580

Riebeek Wes Various Future sewerage infrastructure items Yes Various R12 440 560

Riebeek Kasteel Various Future sewerage infrastructure items Yes Various R12 092 160

Abbotsdale ABBS1.2 Future sewerage infrastructure items Yes To be determined R527 100

Darling Various Future sewerage infrastructure items Yes To be determined R5 239 500

Koringberg KORS1.1 Future sewerage infrastructure items Yes To be determined R10 432 800

Kalbaskraal Various Future sewerage infrastructure items Yes To be determined R6 279 000

Moorreesburg Various Future sewerage infrastructure items Yes To be determined R9 916 200

Malmesbury Various Future sewerage infrastructure items Yes To be determined R20 046 000

Total R77 491 900

Table C.6b: Future bulk water infrastructure as included in Water Master Plans

Town Item Short description

Feasibility

checked

(Y/N)

Scheduled date

Estimated

cost 2015

(VAT Excl.)

Water (Bulk Supply Items)

Ongegund Various Future bulk water master plan items, excluding OW.B4 a & b, OW.B5, OW.B6 and OW.B7 (GLS)

Yes Various R1 163 120

Riebeek Wes Various Future bulk water master plan items NA Already Implemented R0

Riebeek Kasteel Various Future bulk water master plan items Yes Various R8 614 592

Darling DARW1.1 985m x 160mm dia supply parallel pipe reinforcement

Yes To augment supply when low

residual pressure occur R1 161 000

Malmesbury Various Future reservoir master plan items Yes To accommodate FDAs R20 674 500

Various Future PS master plan items Yes To accommodate FDAs R2 562 000

Yzerfontein YZERW1.1 1 545m X 200mm dia supply parallel pipe reinforcement

Yes To accommodate FDAs R2 089 500

Total R36 264 712



43

Table C.6c: Future bulk sewerage infrastructure as included in Sewer Master Plans

Town Item Short description Feasibility

checked (Y/N) Scheduled date

Estimated cost

2015 (VAT Excl.)

Ongegund OS1.1 New sewer PS Yes 2020 R459 620

Riebeek Wes RWS2.1 New sewer PS Yes 2020 R459 620

Riebeek Kasteel RKS3.2 New sewer PS Yes 2020 R459 620

Riebeek Kasteel WWTW Construction of new WWTW for Riebeek Kasteel, Riebeek Wes and Ongegund

Yes Under construction R41 199 600

Kalbaskraal KALS1.1 & KALS1.3

Two new future sewer PSs Yes To be determined R756 000

Malmesbury MAS2.2 New sewer PS Yes To be determined R1 476 000

Moorreesburg WWTW Upgrade existing WWTW No 2017/2018 R2 252 000

Chatsworth / Riverlands

WWTW Upgrade existing WWTW No 2016/2017 R2 565 000

Total R49 627 460

Groundwater Management:

It is critical for Swartland Municipality to monitor on a monthly basis (at least) the static water level (i.e. the level prior to commencement of pumping for the day) in each of their production and monitoring boreholes and the volume of water abstracted. Water quality samples also need to be taken on a seasonal or yearly basis. The daily rainfall for the area should also be recorded.

It is important for Swartland Municipality to focus on aquifer protection, groundwater monitoring and wellfield management. The table below gives an overview of the key groundwater management functions.

Table C.7: Key groundwater management functions

Activity Responsible Person Skills and qualifications

required

Resources, tools and

equipment Remarks

Measuring and recording of water levels.

Pump operator Literacy, numeracy, trained in taking water levels

Dip meter, ruler, log book, pen.

Done as part of operators’ regular O&M activities.

Measuring and recording abstraction

Pump operator Literacy, numeracy, trained in reading water meters.

Log book, pen Done as part of operators’ regular O&M activities.

Providing data to the authority that is responsible for water supply on a regular basis.

Pump operator and pump operator supervisor

Literacy, numeracy, keeping records.

Postal service or public transport.

Including as part of the reporting requirements of the pump operator.

Taking water samples The authority that is responsible for water supply.

Trained in taking water samples, driving license.

Transport, sample bottles, cooler box.

Sampling routine defined by sampling plan.

Sending water samples for testing.

The authority that is responsible for water supply.

Keeping records. Transport to laboratory Sent to nearest accredited laboratory.

Defining the monitoring requirements of an individual borehole.

Technical manager of operations or hydrogeologist.

Hydrogeological degree or diploma, experience of hydrogeological conditions.

Reports and records on borehole, monitoring data.

Ensuring that boreholes are equipped with piezometer tubes for measuring water levels and water meters for measuring abstraction.


Project management In house technical staff, suppliers, contractors, specifications.

Ensuring that operators have the equipment and skills to do monitoring.


Project management Trainers, suppliers, specifications.

Monitoring the pump operator’s competence to collect and record data.

Pump operator supervisor Staff supervision, knowledge of pump operators’ tasks.

Transport Done as part of the supervision of O&M activities.

Processing data collected at the local level

Data clerk Data capture, record keeping, filing, trained in operating software.

Computer, spreadsheet or groundwater management software, files.

Maintains an electronic and physical record of data.

Studying water level, water quality and abstraction data on a regular basis.

Technical manager of operations.

Technical training, operations experience.

Project files, monitoring data

Done as part of the management of O&M

Revising pumping recommendations, and

Technical manager with hydrogeologist as required.

Technical training, operations experience.

Reports and records on borehole, monitoring

Ongoing management of operations and



44

Table C.7: Key groundwater management functions

Activity Responsible Person Skills and qualifications

required

Resources, tools and

equipment Remarks

adjusting the monitoring requirements. Ensuring the recommendations are carried out and monitoring the implementation of the recommendations.

data, operational information.

groundwater resources.

Reporting to council and pump operator, providing summary data to the CMA.

Data clerk with supervision from technical manager.

Training in operating software.

Computer, spreadsheet or groundwater management software, printer.

Summary data defined by license (frequency, what data, form of data)

Water Treatment Works:

An automatic backwash rapid gravity sand filter is used to treat the surface water supplied from the Perdeberg dam. The filtration capacity is currently adequate to treat the authorised surface water supplied from the dam and no upgrades of the filtration capacity are planned for the nearby future.

Water Pump Stations:

The Water Master Plan (July 2008) and the updated Water Master Plan for Riebeek Valley (March 2011) has indicated that based on the most likely land-use development scenario, it will be necessary for the following water pump stations:

Table C.8: Future pump stations required for Swartland Municipality’s distribution systems

Pumps Future

Capacity (l/s) Head (m) When

Estimated Cost

2015 (VAT Excl.)

Abbotsdale, Kalbaskraal, Riverlands and Chatsworth

Proposed Abbotsdale Booster (Was implemented) 6.5 25 - -

PPC (Ongegund)

New PS when existing PS reaches capacity 20 35 2015 R877 968

Riebeek Wes

New PS when existing PS reaches capacity (Was implemented) 20 45 - -

Malmesbury

Proposed Wesbank Tower PS 25 20 To be determined R273 000

Proposed Glen Lily Reservoir Booster PS 27 25 To be determined R1 048 500

Proposed Wesbank Reservoir Booster PS 45 40 To be determined R1 240 500

Reservoir Infrastructure:

The condition of most of the reservoirs in Swartland Municipality’s Management Area is good and the reservoirs are well maintained. The levels of the reservoirs are monitored through a telemetry system.

The storage factors of the total reservoir storage capacity for the various towns, based on 1 x PDD (24 hours storage capacity), are 1.33 for Koringberg, 1.99 for Moorreesburg, 1.13 for Darling, 2.12 for Yzerfontein, 6.70 for Ongegund, 2.60 for Riebeek Wes, 0.93 for Riebeek Kasteel and 2.17 for Malmesbury. Even though the overall storage capacity might be adequate for most of the towns there might be some distribution zones within those towns with inadequate storage capacity, which also require additional reservoirs.



45

The future reservoirs, as identified through the Water Master Plan (July 2008) and the updated Water Master Plan for Riebeek Valley (March 2011), are indicated in the table below (New reservoirs already constructed by the Municipality were incorporated into the table):

Table C.9: Future reservoir capacity requirements for the Swartland Municipality’s distribution systems

Water District

(Reservoir zone)

AADD, incl. UAW

(kl/d) Reservoir Capacity (kl)

Size of new

recommended

reservoir Fully

Occupied

Existing

Future

Present

Capacity

(1)

Storage required for Shortage (1)

(Minus is a shortage)

Fully

Occupied

Existing

Future

Fully

Occupied

Existing

Future

Abbotsdale 273 457 1 767 410 686 1 357 1 081 -

Chatsworth 558 802 541 837 1 203 -296 -662 1 500

Kalbaskraal 264 264 584 396 396 188 188 -

Darling 1 655 1 655 3 432 2 483 2 483 949 949 -

Koringberg (2) 227 269 508 341 404 167 104 250

Kleindam 1 032 1 152 2 865 1 548 1 728 1 317 1 137 -

Old Golf Course 634 1 429 5 378 950 2 144 4 428 3 234 -

Panorama 2 892 2 108 5 299 4 338 3 162 961 2 137 1 000

Prison 1 076 1 076 2 125 1 614 1 615 511 510

Wesbank 1 639 8 049 9 448 2 459 12 074 6 989 -2 626 4 000

Wesbank Tower 324 495 226 81 124 145 102 -

Proposed Glen Lily 1 990 2 985 - -2 985 3 000

Proposed Wesbank HL 1 137 1 706 - -1 706 2 000

Moorreesburg 2 780 3 065 8 172 4 170 4 598 4 002 3 574 -

Riebeek Kasteel 990 1 122 1 862 1 485 1 683 377 179 500

Riebeek Wes LL 510 732 1 500 765 1 098 735 402 -

Riebeek Wes HL 190 190 1 192 285 285 907 907 -

PPC (Ongegund) 160 160 2 391 240 240 2 151 2 151 -

Yzerfontein 1 298 1 887 4 375 1 948 2 831 2 427 1 544 -

Notes: 1) The present reservoir capacities were confirmed with the Municipality and updated in the above table. The present and future shortages were also recalculated, based on the confirmed present capacities.

2) 0.230 Ml of the West Coast District Municipality included.

Table C.10: Estimated cost of future reservoir storage capacities required

Town Recommendations included in the Water Master Plan Capacity

(Ml) When

Estimated Cost

2015 (VAT Excl.)

Malmesbury

Proposed Glen Lily reservoir to accommodate FDAs 3.000 To be determined R6 333 000

Proposed Wesbank reservoir to accommodate FDAs 4.000 To be determined R7 224 000

Proposed Panorama reservoir to increase storage capacity 1.000 To be determined R2 634 000

Proposed Wesbank HL reservoir to accommodate FDAs 2.000 To be determined R4 483 500

Chatsworth* New reservoir to provide additional storage capacity 1.500 2015/2016 R3 180 000

Koringberg* New reservoir to provide additional storage capacity 0.250 2016/2017 R3 074 000

Riebeek Kasteel* New reservoir for FDAs 0.500 2016/2017 R3 500 000

Note: * From approved 2015/2016 Capital Budget

Water and Sewer Reticulation Infrastructure:

The Water Master Plan (2008) has indicated that based on the most likely land-use development scenario, the following future water reticulation infrastructure components will be necessary (Items already implemented by the Municipality were taken out of the table).

Table C.11: Proposed upgradings for the various distribution systems (Water Master Plan)

Moorreesburg

Proposed distribution districts:

No changes.

Reservoirs:

No additional capacity is required.



46


Proposed future system and required works:

The existing water distribution system has sufficient capacity to supply the future water demands for the fully occupied scenario and the additional future development areas, therefore no additional required works are proposed.

Koringberg


No changes.

Reservoirs:

No additional capacity is required.



Malmesbury


The Wesbank reservoir site and district will become the main source of supply for the potential future developments. The augmentation of existing reservoirs or the implementing of reservoirs at new locations was investigated as part of the Master Plans, and with the exception of the proposed Glen Lily and Wesbank HL reservoirs, it was decided that the preferred scenario would be to augment the supply to the Wesbank Reservoirs and feed from there.

Reservoirs:

Various additional reservoirs were proposed, as included in Table 6.2.2


1) Project MAW1: A new 3Ml reservoir at the existing Glen Lily reservoir, which belongs to the West Coast DM, is proposed to supply the developments. A booster pump station with a separate booster sub-district is also proposed to supply the higher lying areas.

2) Project MAW2 includes the items to accommodate for the large amount of potential future developments in the Wesbank Reservoir District. A new 400mm dia supply and a new 4Ml reservoir is proposed to augment the supply to this district. There are also a few PRVs proposed to control high static pressures in certain developments. A new booster pump station is proposed to supply the higher lying areas in potential future development No.7. One of the major changes proposed to the existing operation of the system is to implement items MAW 2.12 and MAW 2.13 which will result in the Abbotsdale, Kalbaskraal, Riverlands and Chatsworth areas to be fed from the Wesbank Reservoir and not from the Kleindam Reservoir as is the case presently.

3) Project MAW3 is proposed to rezone the existing Panorama District boundaries and augment the supply to the Panorama reservoir when capacity problems occur. It is proposed that the southern part of the Panorama Reservoir District, which includes the industrial area, be incorporated into the Kleindam Reservoir District. Although a PRV is currently controlling the high pressures it was decided to incorporate this area into the Kleindam Reservoir District, also because of the new 2Ml reservoir that was constructed at the Kleindam Reservoir. This will result in lower water demands on the Panorama Reservoir District which might currently experience capacity problems.

4) Project MAW4 includes the items to accommodate for potential future developments 34, 35, 36 and 37. A new 200mm dia supply and a new 2Ml reservoir is proposed to supply this proposed reservoir district directly from the West Coast DM bulk supply pipes. It is also recommended that a small area of Wesbank, currently experiencing low residual pressures, be incorporated into this district.

5) Project MAW5 is recommended to alleviate existing low residual problems in the Wesbank area. This area is currently being fed from the Wesbank reservoirs and it is proposed to incorporate this area into the Wesbank Tower District to alleviate these low pressure problems.

6) Project MAW6 which includes only Item MAW6.1 is proposed to accommodate for potential future development 6.

Abbotsdale, Chatsworth, Kalbaskraal and Riverlands


No changes.

Reservoirs:

The reservoir capacity will not be sufficient to accommodate for the potential future developments in Chatsworth, therefore an additional 1.5 Ml reservoir is proposed (Updated by WorleyParsons).


The existing water distribution system for Abbotsdale, Kalbaskraal, Riverlands and Chatsworth has sufficient capacity to supply the future water demands for the fully occupied scenario and the additional future development areas, therefore no additional required works are proposed.

Riebeek Wes


No changes

Reservoirs:

The reservoir capacity in Riebeek Wes is sufficient; therefore no additional capacity is required.


A new 160mm dia parallel reinforcement pipe is proposed in Hof Street to augment the supply to accommodate for the potential future developments.



47


PPC (Ongegund)


No changes

Reservoirs:

The reservoir capacity in PPC is sufficient; therefore no additional capacity is required.


The existing water distribution system has sufficient capacity to supply the future water demands for the fully occupied scenario, therefore no additional required works are proposed.

Riebeek Kasteel


No changes

Reservoirs:

The reservoir capacity in Riebeek Kasteel is sufficient; therefore no additional capacity is required.



Yzerfontein


No changes

Reservoirs:

The reservoir capacity in Yzerfontein is sufficient; therefore no additional capacity is required.


The existing Yzerfontein water distribution system doesn’t have sufficient capacity to supply the future water demands for the fully occupied scenario and the additional future development areas, therefore a 200mm dia parallel reinforcement pipe is proposed to accommodate for the potential future developments.

Darling


No changes

Reservoirs:

The reservoir capacity in Darling is sufficient; therefore no additional capacity is required.


The existing distribution system does not have sufficient capacity to supply the future water demands for the fully occupied scenario, therefore a 160mm dia parallel reinforcement pipe is proposed.

The Sewer Master Plan (July 2008) has indicated that based on the most likely land-use development scenario, the following future sewer reticulation infrastructure components will be necessary.

Table C.12: Future sewer reticulation infrastructure required

Moorreesburg

· A new gravity main is needed in order to incorporate the existing stands into the sewer system.

· The diameters of the main outfall sewers need to be investigated.

Koringberg

· A new gravity pipeline is needed in order to incorporate the existing stands into the sewer system.

Malmesbury

· There are currently no significant problems within the Malmesbury sewer system; therefore all the proposed upgrades were proposed to accommodate the potential future developments.


· Abbotsdale: A new sewer pump station and rising main are proposed to incorporate the existing stands currently being serviced by septic tanks into the formal sewer system.

· Kalbaskraal: Two sewer pump stations are proposed and some rising mains and gravity mains to incorporate the existing stands currently being serviced by septic tanks into the formal sewer system.

· Riverlands: The sewer system in Riverlands has sufficient capacity to accommodate the potential future development.

Riebeek Wes

· A new sewer pump station is proposed when FDA RWV10 develops.

· Various sections of the existing drainage networks need to be upgraded and new gravity mains need to be constructed to accommodate the potential FDAs.



48

Table C.12: Future sewer reticulation infrastructure required

PPC (Ongegund)

· A new sewer pump station is proposed when FDA Exp02 develops.

· The diameter of the main outfall sewer needs to be investigated.

· New rising and gravity mains are needed to incorporate the FDAs.

Riebeek Kasteel

· A new sewer pump station is proposed when FDA ExpRK2 develops.

· Various sections of the existing drainage networks need to be upgraded and new gravity mains need to be constructed to accommodate the potential future developments.

· Some of the existing sewer PS can also be decommissioned.

Darling

· A new gravity main is needed in order to incorporate the existing stands into the sewer system.

· The diameter of the main outfall sewer needs to be investigated.

Sewer Pump Stations:

The Sewer Master Plan (July 2008) and the updated Sewer Master Plan for Riebeek Valley (March 2011) has indicated that based on the most likely land-use development scenario, it will be necessary for the following sewer pump stations:

Table C.13: Future sewer pump stations required

Drainage

System Recommendations included in the Sewer Master Plan

Capacity

(l/s) When

Estimated

Cost 2015

(VAT Excl.)

Malmesbury New sewer PS when future developments occur 110.0 To be

determined R1 476 000


Kalbaskraal: New sewer PS to incorporate the existing stands into the sewer system

1.5 To be

determined R378 000

Kalbaskraal: New sewer PS to incorporate the existing stands into the sewer system

3.0 To be

determined R378 000

Riebeek Wes New sewer PS when FDA RWV10 develops See Sewer

Master Plans

2020 R459 620

PPC (Ongegund) New sewer PS when FDA Exp02 develops 2020 R459 620

Riebeek Kasteel New sewer PS when FDA ExpRK2 develops 2020 R459 620

Waste Water Treatment Infrastructure:

The table below gives a summary of the existing capacities and current flows at each of the WWTWs (Ml/d)

Table C.14: Existing capacities and flows at each of the WWTWs (Ml/d)

WWTW

Existing

Hydraulic

Capacity

Peak Month Average

Daily Flow

(July 2013 – June 2014)

Average Daily Flow

(July 2013 – June 2014)

Average Wet Weather

Flow

(Jun, Jul, Aug)

Malmesbury 20.000 5.983 (Aug 2013) 4.891 5.339

Moorreesburg 1.500 1.636 (Sept 2013) 1.238 1.430

Darling 1.500 1.430 (Sept 2013) 1.069 1.275

Riebeek Wes 0.300

Unknown, average effluent flows were calculated from

the Water Sales data.

0.363 (69% of Water Sales)

Unknown, average effluent flows were calculated from

the Water Sales data.

Riebeek Kasteel 0.200 0.318 (48% of Water Sales)

PPC (Ongegund) 0.150 0.073 (60% of Water Sales)

Koringberg 0.030 0.093 (70% of Water Sales)

Kalbaskraal 0.157 0.071 (40% of Water Sales)

Chatsworth / Riverlands 0.118 0.155 (40% of Water Sales)



49

Detail Process Audits were completed during 2014 for all the WWTWs in Swartland Municipality’s Management Area and the recommendations from these Process Audits are summarised under each of the WWTWs below:

Malmesbury WWTW: The upgrading of the new WWTW was completed. The upgraded WWTW is a hybrid Membrane Bioreactor nutrient removal system. The system was designed to accommodate seasonal flow variation and provide operational flexibility and energy saving. The upgrade increased the plant hydraulic capacity to a peak wet weather flow of 30 Ml/d and peak dry weather flow of 20 Ml/d, while achieving the most restrictive effluent requirements. The Malmesbury WWTW has been operating successfully for over eleven months and has consistently met stringent effluent quality standard requirements, with excellent removal of COD, Nitrogen, TP, TSS and faecal coliforms. The new WWTW was put into operation during March 2013.

Table C.15: Recommendations from Malmesbury WWTW Process Audit (October 2014)

Design Aspects

· During the design phase of the new treatment works, the municipality has made specific efforts in ensuring that practical matters relating to operation and maintenance of the new wastewater treatment plant be adequately addressed, which includes aspects such as accessibility to all areas, ergonomic features, lighting on sight and facilities for personnel.

· The new laboratory will also ensure vast improvement on process control monitoring and compliance monitoring.

Operational Aspects

· The plant appears to be well operated and it is expected that this high standard will improve even further when the vacant positions have been filled and the process controllers and general workers have received well-structured training.

Overall Conclusions

· The new MBR treatment works is a state-of-the-art wastewater treatment facility and is able to produce a high quality final effluent (providing the biology in the system is managed effectively). Results obtained thus far since commissioning are good, but can be further improved (notably nitrification) by optimization of the biological treatment processes.

· Operating such a sophisticated plant does, however, present more challenges to the operational and maintenance personnel to ensure a high-quality final effluent and uninterrupted performance. On-going training and mentorship at the plant will be crucial for effective plant operation.

· Equally important is that sufficient funds should be budgeted for and ring-fenced solely for the purpose of operation and maintenance of the plant.

Moorreesburg WWTW: The WWTW was designed to conform to the old General Standards and the removal of nitrate / nitrite and orthophosphate was not a requirement. The new General Limits however requires the removal of nitrate / nitrite and orthophosphate. No upgrades to the works were done since the implementation of the new General Limits and conformance to the nitrate / nitrite and orthophosphate requirements cannot constantly be achieved. No upgrading is planned at present.

Table C.16: Recommendations from Moorreesburg WWTW Process Audit (October 2014)

Design Aspects

· Poor nitrification: The specific reasons for poor nitrification in both the trickling filter and the activated sludge system should be investigated and modifications made where feasible to improve the efficiency of the biological oxidation processes.

· Access to the inlet works: The entry to the grit channels for cleaning purposes should be improved even though this will only be for the short term.

Operational Aspects

· Monitoring Programme: The operational monitoring program should be extended to ensure better control of the activated sludge process. Analyses to be done in addition to the existing monitoring is as follows:

Ø Raw Wastewater: Currently pH daily. The following should also be measured: Settleable solids, EC (Daily), COD, Ammonia (Weekly)

Ø Aeration Tank: Currently pH, Volumetric sludge concentration daily. Dissolved Oxygen should also be measured.

Ø Final Effluent: Currently pH twice per day. The following should also be measured: DO, EC (Twice per day), COD, Ammonia (Bi-weekly), Faecal coliforms or E.Coli as frequently as possible.

Weekly samples for COD and ammonia should be sent to the new Malmesbury WWTW laboratory.

· Training of Process Controllers: The Plant Supervisor and three General Workers should receive training in basic wastewater treatment processes, sampling, basic tests and interpretation of the results thereof, and how to do basic trouble shooting. This can be done through on-site intervention training.

Overall Conclusions

· Considering the limitations of an old treatment works, the plant is being operated satisfactorily and this can be commended. This should continue until the new works is put into operation.



50

Table C.16: Recommendations from Moorreesburg WWTW Process Audit (October 2014)

· The following was mentioned during the previous process audit, but is again emphasized: The proposed operational monitoring program should be implemented, for which the purchase of portable instruments are required. The operational information spreadsheets that were supplied together with the O&M Manual of the WWTW should also be used to record all measurements, observations and events on the works, which should be submitted to the Superintendent: Wastewater for entering on the laboratory computer for compliance purposes and to monitor trends.

Darling WWTW: The WWTW was upgraded in 2008 from an oxidation pond system to an activated sludge process. The works has a hydraulic treatment capacity of 1.5 Ml/d. The Municipality plan to upgrade the hydraulic capacity of the plant by 2017/2018.

Table C.17: Recommendations from Darling WWTW Process Audit (October 2014)

Design Aspects

· Inlet Works: Access to the inlet works should be improved to make it easier for the process controllers to clean the screens and grit channels.

· Mono Pump: It should be investigated whether this pump should be replaced. The appointed consulting engineers should provide their input.

Operational Aspects

· Monitoring Programme: The operational monitoring program should be extended to also monitor the following:

Ø Raw Wastewater: Currently pH three times per day. The following should also be measured: Settleable solids, EC (Daily), COD, Ammonia (Weekly)

Ø Aeration Tank: Currently pH, Volumetric sludge concentration and DO three times per day.

Ø Final Effluent: Currently pH twice per day. The following should also be measured: DO, EC (Twice per day), COD, Ammonia (Bi-weekly), Faecal coliforms or E.Coli as frequently as possible.

· Sludge return pumps: The existing pumps cannot return sufficient volume of RAS to the reactor. The second pump which has been repaired should be installed as a priority.

· Chlorine facilities: The leaking and malfunctioning equipment should be repaired as a high priority.

· Record keeping: All measurements (existing and proposed new) should be recorded in the operational tool spreadsheets that were provided together with the O&M manual of the works.

· Tanker discharge: All tanker discharge volumes and contents should be recorded.

Overall Conclusions

· The Darling WWTW is maintained in a good and tidy condition with generally good housekeeping and application of best practices. Safety measures are complied with. Cattle should not be allowed on the premises of the treating plant (including the area around the maturation ponds).

· During the past year, all the quality parameters complied with the General Standard (with the exception of single incidents of ammonia and faecal coliforms). This performance is commendable.

· The operational monitoring programme should be extended to perform more measurements for optimizing the treatment processes, and the results of the measurements and tests should be recorded in the operational spreadsheets that were developed for this purpose. This can then be handed to Mr Malan on a weekly basis for capturing on the central wastewater management computer at the Malmesbury WWTW.

· It is believed that when the General Assistants complete their training, they can be given considerable more responsibility in operational matters. It is recommended that Mr Sedres act as mentor for further in-house training on the plant.

Riebeek Wes-, PPC-, Riebeek Kasteel WWTW:

The Riebeek Wes WWTW is an oxidation pond system with a treatment capacity of 0.3 Ml/d.

The PPC (Ongegund) WWTW is a small size package type treatment plant with an activated sludge treatment process. The treatment capacity of the works is 0.15 M/d. The WWTW was designed to conform to the old General Standards and the removal of nitrate / nitrite and orthophosphate was not a requirement. The new General Limits however requires the removal of nitrate / nitrite and orthophosphate. No upgrades to the works were done since the implementation of the new General Limits and conformance to the nitrate / nitrite and orthophosphate requirements cannot constantly be achieved.

The Riebeek Kasteel WWTW is an oxidation pond system with a treatment capacity of 0.2 Ml/d.

The Municipality is busy with the construction of a single new Activated Sludge WWTW with biological nutrient removal for Riebeek Wes, Riebeek Kasteel and Ongegund. The new WWTW will replace the existing



51

WWTWs at these three towns, which will be decommissioned. Locating the consolidated works at Riebeek Kasteel has the advantage that the flow from Riebeek Wes can gravitate to the new WWTW. The new WWTW site is also further away from the residential areas, which have encroached to within about 50 metres of the old WWTW. A new Process Audit was not done for the old Riebeek Wes and Riebeek Kasteel WWTWs, because of the construction of the new WWTW. Recommendations below were as included in the 2012 Process Audits Reports.

Table C.18: Recommendations from Riebeek Wes and Riebeek Kasteel WWTW Process Audits (2012)

Design Aspects

· Riebeek Wes: Hydraulic loading on the ponds are already over the design capacity, but has produced acceptable results during the assessment period. Planning for upgrading and extension of the ponds should however continue.

· Riebeek Kasteel: The plant is overloaded, but planning for a new regional activated sludge plant is in process.

Operational Aspects

· Riebeek Wes: Regular operational tasks at the plant can be improved (as is the case with all the other ponds systems).

· Riebeek Kasteel: The plant should be kept in a satisfactory condition even though a new plant will shortly make these ponds redundant.

Overall Conclusions

· Riebeek Wes: Even though the oxidation ponds are currently overloaded at times, it has produced a satisfactory final effluent quality that is suitable for irrigation and that complies with the General Authorisation. Improved maintenance will help to ensure that the pond embankments are kept in a good condition and that no nuisances (e.g. mosquito breeding) can develop.

· Riebeek Kasteel: The plant is not in a good condition, especially the anaerobic ponds. The security fencing is also ineffective. The plant should be kept clean and in a satisfactory condition even though the new plant will soon be built.

Koringberg WWTW: The WWTW is an oxidation pond system with a treatment capacity of 0.03 Ml/d. The Municipality plans to upgrade the oxidation dams so that it complies with DWA’s new standards. Most of the capital work for the upgrading is planned for 2016/2017 and 2017/2018. The quantity of treated effluent expected from the Koringberg WWTW is so little that it does not justify constructing an activated sludge works. It was recommended that the wastewater be treated in a pond system and the effluent be irrigated. The estimated area required for irrigation is 0.77 ha.

Table C.19: Recommendations from Koringberg WWTW Process Audit (October 2014)

Design Aspects

· It was mentioned in the previous audit report that the hydraulic loading on the ponds are three times the design capacity, thus resulting in poor COD reduction to within the standards for disposal by irrigation. For this reason additional upgrading of the ponds should be expedited.

Operational Aspects

· Due to the high TDS of the final effluent, the SAR should also be determined to ensure that the soil where the water is irrigated is not adversely affected.

· The following are recommended as routine tasks for Koringberg:

Ø Removing of grass and vegetation that grows on the embankment to prevent it from falling into the pond and generating the formation of mosquito breeding habitats.

Ø Removal of floating scum and macrophytes to prevent fly and mosquito breeding.

Ø Removal of any accumulated solids in the ponds’ inlets and outlets.

Ø Repair of any damage to the embankments caused by rodents or other animals.

Ø Repair of any damage to external fences and gates or points of access to the system.

The operator responsible should register these activities in a pond maintenance record sheet. Regular servicing and maintenance of the mechanical and electrical equipment and instrumentation is of paramount importance and must be carried out in accordance with manuals supplied by the equipment suppliers. All damaged or defective equipment must be reported to the Senior Process Controller immediately and must be repaired or replaced as soon as possible.

· Hand tools are required for maintaining the pond embankments, overflows and the site in general.

· Embankments should be inspected regularly for erosion due to wind, wave action, surface run-off, or burrowing animals. Any necessary repairs to the embankments must be made immediately after the damage occurs.

· Operators on the works must know what is expected of them in terms of performance and related tasks.

Overall Conclusions

· Koringberg is a small treatment system, but the flow is already exceeding the design capacity by about three times. Extensions and upgrading is already in planning and will provide more retention in the ponds for the biological oxidation processes.



52

Kalbaskraal WWTW: The WWTW is an oxidation pond system with a treatment capacity of 0.157 Ml/d. No upgrading is planned at present.

Table C.20: Recommendations from Kalbaskraal WWTW Process Audit (October 2014)

Design Aspects

· Hydraulic loading on the ponds are nearing the design capacity, and are thereby reducing the capacity for COD reduction to within the standards for disposal by irrigation. Upgrading of the ponds is a necessity. For the upgrading, it is recommended that slow-growing grass or vegetation is planted to minimise the frequency of removing the grass on the embankments.

Operational Aspects

· Control of vegetation should receive high priority at Kalbaskraal.

· The following are recommended as routine tasks for Kalbaskraal WWTW:










Overall Conclusions

· Kalbaskraal ponds system is maintained satisfactorily, but the safety and security requirements should be improved, as well as control of vegetation.

· COD removal is still not satisfactory, with high COD concentrations in the final effluent at times. There appears to be organic overloading or high sludge levels in the ponds or both, which should receive attention. If necessary, the ponds should be cleaned and the sludge removed from the bottom.

Chatsworth / Riverlands WWTW: The WWTW is an oxidation pond system with a treatment capacity of 0.118 Ml/d. The Municipality plans to upgrade the oxidation dams so that it complies with DWS’s new standards. The upgrading is planned for 2016/2017.

Table C.21: Recommendations from Chatsworth / Riverlands WWTW Process Audit (October 2014)

Design Aspects

· It is still an issue that the hydraulic loading on the ponds are nearing the design capacity, and are thereby reducing the capacity for COD reduction to within the standards for disposal by irrigation. For this reason, planning for upgrading of the ponds is currently in progress.

· For the upgrading, it is recommended that slow-growing grass or vegetation is planted to minimise the frequency or removing the grass on the embankments.

Operational Aspects

· Regular operational tasks at the plant can be improved.

· The following are recommended as routine tasks for Chatsworth / Riverlands WWTW:










53

Table C.21: Recommendations from Chatsworth / Riverlands WWTW Process Audit (October 2014)



Overall Conclusions

· Overall, the ponds system is maintained satisfactorily and the safety and security requirements are complied with.

· Routine maintenance tasks can be improved on to ensure that the pond embankments are kept in an immaculate condition and that no nuisances can develop.

· Upgrading of the ponds system is planned for the near future, to improve the treatment performance and ensure that the organic content is reduced to levels complying with the irrigation quality requirements at all times.

Swartland Municipality revises on an annual basis the capacity and suitability of the WWTWs to meet the requirements of DWS for the quality of the final effluent being discharged to the receiving water bodies. When the water quality requirements for the final effluent becomes stricter and / or when the inflow to the WWTW has increased to such an extent that the capacity of the plant needs to be increase, the Municipality appoints reputed consulting engineering firms to undertake feasibility studies to perform technical and economical evaluation of the different options available for upgrading or extending the capacity of the treatment works.

Swartland Municipality needs to identify funds in advance for the proposed projects and should only approve new developments once the necessary bulk infrastructure and the upgrading of the existing infrastructure, as identified in the Master Plans, are in place. Swartland Municipality needs to prioritize from the list of projects those items which can be implemented from the available funding for a particular financial year. Swartland Municipality needs to undertake revised master planning at least every three to five years and use the master plans to list the desired infrastructure development requirements, and reflect these in the IDP.

It is important for Swartland Municipality to place a high priority on demand management in order to postpone additional capital investment for as long as possible, both from the water availability perspective as well as from the treatment of increased effluent volumes (Implementation of the WDM Strategy).

It is also important for Swartland Municipality to balance land-use and development planning (SDFs) in accordance with the availability of water and the capacity of WTWs and WWTWs that are in place or that will be implemented.

Asset Management Assessment:

A proxy for asset consumption can be considered the level of depreciation each asset incurs on an annual basis. Preserving the investment in existing infrastructure needs to be considered a significant strategy in ensuring the future sustainability of infrastructure and the Municipality’s revenue base. Swartland Municipality considered the need for asset renewal as a priority, within this framework, and hence the capital programme was determined based on renewal of current assets versus new asset construction.

Further, continued improvements in technology generally allows many assets to be renewed at a lesser “real” cost than the original construction cost. Therefore, it is considered prudent to allow for a slightly lesser continual level of annual renewal than the average annual depreciation. The Asset Management Policy is therefore considered a strategic guide in ensuring a sustainable approach to asset renewal, repairs and maintenance and is utilised as a guide to the selection and prioritisation of individual capital projects. In addition the policy prescribes the accounting and administrative policies and procedures relating to property, plant and equipment (fixed assets).

It is important for Swartland Municipality to develop an AMP from their Asset Register. The objective of an AMP is to support the achievement of the strategic goals of the Municipality and facilitate prudent technical and financial decision-making. It is also a vehicle for improved internal communication and to demonstrate to external stakeholders the Municipality’s ability to effectively manage its existing infrastructure as well as the new infrastructure to be developed over the next 20 years.



54

The AMP must be based on the principle of preventative maintenance in order to ensure that, as far as this is practical, damage to assets is prevented before it occurs. Swartland Municipality must ensure that the maintenance and rehabilitation plan is part of the WSDP and that the plan is implemented. Assets must be rehabilitated and / or replaced before the end of their economic life and the necessary capital funds must be allocated for this purpose. The potential renewal projects for water and sewerage infrastructure need to be identified from the Asset Register. All assets with a condition grading “Poor” and “Very Poor” need to be prioritised.

Business Element 6: Operation and Maintenance


Item Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Operation & Maintenance

Plan80.00 60.00 80.00 80.00

Resources 80.00 80.00 80.00 80.00

Information 72.50 72.50 72.50 72.50

Activity Control &

Management70.00 70.00 60.00 60.00

Water Supply & Quality 95.00 80.00 80.00 80.00

Waste Water Supply &

Quality72.00 80.00 80.00 80.00

TOTAL for Topic 74.65 74.12 71.37 71.37

Table C.22 : Business Element 6: Operation and Maintenance (Topic 6)

Overview of Topic

This topic provides an overview of the

suff iciency of resources and

processes in place to effectively

operate and maintain the w ater

services. It reflects w hether the

municipality has an Operation and

Maintenance Plan in place. The topic

also illustrates w hether the WSA has

implemented good practice as directed

in the Blue- and Green Drop

certif ication processes


Nr

1

2

3

4

The Occupational Health and Safety Act contain provisions

directing employers to maintain a safe w orkplace and to

minimize the exposure of employees and the public to

w orkplace hazards. It is therefore important for Sw artland

Municipality to compile a Legal Compliance Audit of their

WWTWs, w hich w ill provide the management of Sw artland

Municipality w ith the necessary information to establish

w hether the Municipality is in compliance w ith the legislation

or not.

Corrective actions identif ied for each control measure need to be

adhered to as soon as critical limits have been exceeded. The

corrective actions are an important component of the management

aspects of the Water Safety Plan and should be effective in restoring

performance to acceptable levels w hen critical limits are exceeded.

Corrective actions must be supported by a contingency plan. This plan

is a detailed management response to failures and w ill identify individual

responsibilities and a time constraint for remedy. The corrective actions

identif ied by the Water Safety Plan Team should also include long term

actions designed to prevent non-compliance and reduce the need for

contingency plans to be re-actioned.

Establish a mentoring role for operators ensuring an adequately trained

and classif ied w orkforce w ith dedicated training programmes for

supervisors and operators. Establish budgets to address the shortfall of

skilled staff, rethink methods to retain qualif ied personnel and plan for

succession and clear career paths for experienced staff. With such a

program a source of specif ic resources of skilled operators, technicians

and managers w ill be established.

It is important for Sw artland Municipality to classify all the

WWTWs and operators along the lines of the regulations by

establishing a programme for certif ication of w orks,

operators, technicians and managers. The process w ill

include review ing the skills needed and aligning resources to

these needs as w ell as review ing total staff numbers

necessary to meet all the objectives in the National Water

Act.


Compile an Occupational Health and Safety Audit at all the WWTWs. The

recommendations and shortcomings identif ied through the chlorine

audits, w hich w ere carried out at all the disinfection plants, need to be

implemented and addressed.

The Municipality’s existing Water Quality Operational

Sampling Programme needs to comply w ith the minimum

SANS241:2011 monitoring frequency for process indicators.

Operational Water Quality Sampling Programme as included in the WSDP

(Table 6.3.3.1 of Module 2) needs to be implemented. Some additional

microbiological samples also need to be taken on a monthly basis at

some of the areas.

It is important to note that all operational manuals of treatment

unit processes such as f iltration and disinfection done by

Sw artland Municipality should contain operational limits,

monitoring programmes, verif ication procedures and pre-

determined corrective actions.



55


Nr

5

6

7

8


Ensure proper process control at all the WWTWs.

Accurate and full records of all aspects of the operation and

maintenance of the WWTW should alw ays be kept. All incidents also

need to be recorded in an Incident Register.

Operational Alert Levels w ere developed as part of Sw artland

Municipality’s W2RAP, in order to ensure that the various unit processes

in the plant performs optimally. If these pre-determined Alert Levels are

exceeded at any of the control points w here samples are taken for

operational purposes, then certain actions should be taken to bring the

operational parameters back to w ithin the target ranges.

All incidents need to be recorded and the specif ic Incident

Management Protocols need to be follow ed.

All incidents at the WWTWs and on the w ater reticulation netw orks and

sew er drainage netw orks need to be recorded and the Incident

Management Protocols, as included in the Water Safety Plan and W2RAP,

need to be follow ed.

Sw artland Municipality should continue and improve the level

and frequency of regular (Operational and Compliance)

sampling at their WWTW and reporting on w astew ater

quality.

Sw artland Municipality’s ow n laboratory should participate in a

Proficiency Testing Programmes and need to submit samples on a

regular basis to the Programme for analysis. Sw artland Municipality’s

laboratory manager should then investigate the results of the Proficiency

Testing Report and should focus on improving those analyses that

obtained “questionable” or “unsatisfactory” scores.

Implement Improvement / Upgrade Plans of the Water Safety Plan and

W2RAP

Shortcomings w ere identif ied as part of the Water Safety

Plan and W2RAP.

The Water Safety Plan and W2RAP Teams of Swartland Municipality are committed to meet regularly to review the implementation of all the aspects of the Water Safety Plan and W2RAP to ensure that they are still accurate and to determine whether the field assessments need updates or modifications and whether the Incident Response Management Protocol is still adequate. In addition to the regular three year review, the Water Safety Plan and W2RAP will also be reviewed when, for example, a new water source is developed, major treatment improvements are planned and brought into use, or after a major incident.

It is important for Swartland Municipality to classify all WWTWs and operators along the lines of the regulations by establishing a programme for certification of works, operators, technicians and managers. The process will include reviewing the skills needed and aligning resources to these needs as well as reviewing total staff numbers necessary to meet all the objectives in the National Water Act.

Swartland Municipality is also committed to manage and operate sewage pump stations effectively to prevent any possible spillages. It is important for Swartland Municipality to continue with the upgrading of the WWTWs when necessary, in order to reduce the risk of source contamination. The WWTWs will be managed and operated to comply with the permitted standards.

It is important for Swartland Municipality to establish a mentoring role for operators ensuring an adequately trained and classified workforce with dedicated training programmes for supervisors and operators. Budgets also need to be established to address the shortfall of skilled staff, rethink methods to retain qualified personnel and plan for succession and clear career paths for experienced staff. With such a program a source of specific resources of skilled operators, technicians and managers will be established.

The Occupational Health and Safety Act contain provisions directing employers to maintain a safe workplace and to minimize the exposure of employees and the public to workplace hazards. . It is therefore important for Swartland Municipality to compile a Legal Compliance Audit of their WWTWs, which will provide the management of Swartland Municipality with the necessary information to establish whether the Municipality is in compliance with the legislation or not.

A comprehensive Water Quality Operational Sampling programme is implemented by the West Coast District Municipality at their two bulk WTWs. The sample programme is available on the BDS. The water quality results from operational monitoring are used as a trigger for immediate short – term corrective action to operational procedures, to improve drinking water quality.



56

The current water quality samples taken by the West Coast District Municipality and Swartland Municipality, over and above the existing Operational Sampling programme at the bulk WTWs, and the additional proposed parameters to be sampled are summarised in the table below.

Table C.23: Current parameters sampled by the West Coast District Municipality and Swartland Municipality: Routine

monitoring of Process Indicators.

System Sampling Point Current Parameters Sampled

(Number of samples and frequency)

Additional Proposed Parameters,

(Number of samples and frequency)

Abbotsdale, Kalbaskraal, Riverlands, Chatsworth

Intake Paardenberg

- pH Daily

- Conductivity Daily

- Turbidity Daily

Final Water Paardenberg

- pH Daily

- Conductivity Morning and Afternoon

- Turbidity Morning and Afternoon

- E.Coli Weekly

Distribution Systems E.Coli and Total Coliform Count (3 Sample points, Three Monthly)

pH, Turbidity, Free Chlorine, Total Coliform Count and E.Coli (4 Samples, Monthly). 2 Sample points in Abbotsdale / Kalbaskraal and 2 sample points for Riverlands / Chatsworth

Moorreesburg Distribution System E.Coli and Total Coliform Count (2 Sample points, Monthly)

Adequately covered by the sampling done at the Withoogte WTW (West Coast District Municipality)

Koringberg Distribution System pH, Turbidity, Conductivity, Free Chlorine, Total Coliform Count and E.Coli (1 Sample point, Fortnightly)

-

Malmesbury Distribution System pH, Turbidity, Conductivity, Free Chlorine, Total Coliform Count and E.Coli (1 Sample point, Fortnightly)

pH, Turbidity, Conductivity, Free Chlorine, Total Coliform Count and E.Coli (Further 3 Samples, Monthly)

Riebeek Wes Distribution System E.Coli and Total Coliform Count (1 Sample point, Monthly)

Adequately covered by the sampling done at the Swartland WTW (West Coast District Municipality)

Riebeek Kasteel Distribution System E.Coli and Total Coliform Count (1 Sample point, Monthly)

Adequately covered by the sampling done at the Swartland WTW (West Coast District Municipality)

Yzerfontein Distribution System pH, Turbidity, Conductivity, Free Chlorine, Total Coliform Count and E.Coli (1 Sample point, Fortnightly)

-

Darling Distribution System pH, Turbidity, Conductivity, Free Chlorine, Total Coliform Count and E.Coli (1 Sample point, Fortnightly)

-

The number of current and required sampling for E.Coli (or faecal coliforms) in the distribution systems of Swartland Municipality are summarised in the table below:

Table C.24: Current and required sampling for E.Coli (or faecal coliforms) in the distribution systems

Distribution

System

Population

served

Required number of monthly samples

(SANS 241-2:2011: Table 2)

Current microbiological samples taken by

Swartland Municipality (SM) and the West

Coast District Municipality (WC DM)

Withoogte Bulk System

Moorreesburg 13 928 2.8 2 Sampling points, monthly (SM) and 1 Sampling

point monthly at Withoogte WTW (WC DM)

Koringberg 1 313 2 1 Sampling point fortnightly (WC DM)

Swartland Bulk System

Malmesbury 39 200 7.8 1 Sampling point, monthly (SM) and 1 Sampling

point fortnightly (WC DM)

Riebeek Wes 5 174 2 1 Sampling point, monthly (SM) and 1 sampling

point monthly at Swartland WTW (WC DM)

Riebeek Kasteel 5 451 2 1 Sampling point, monthly (SM) and 1 sampling

point monthly at Swartland WTW (WC DM)

Yzerfontein 1 233 2 1 Sampling point fortnightly (WC DM)



57

Table C.24: Current and required sampling for E.Coli (or faecal coliforms) in the distribution systems

Distribution

System

Population

served

Required number of monthly samples

(SANS 241-2:2011: Table 2)

Current microbiological samples taken by

Swartland Municipality (SM) and the West

Coast District Municipality (WC DM)

Darling 10 841 2.2 1 Sampling point, monthly (SM) and 1 Sampling

point fortnightly (WC DM)

Swartland Bulk System, Perdeberg Dam and Three Riverlands Boreholes

Abbotsdale 3 991 2 1 Sampling point, three monthly (SM)

Kalbaskraal 2 658 2 -

Riverlands 1 468 2 1 Sampling point, three monthly (SM)

Chatsworth 3 085 2 1 Sampling point, three monthly (SM)

It can be noted from the above table that some additional microbiological samples need to be taken on a monthly basis at some of the areas.

It is important to note that all operational manuals of treatment unit processes such as filtration and disinfection done by Swartland Municipality should contain operational limits, monitoring programmes, verification procedures and pre-determined corrective actions. Corrective actions identified for each control measure need to be adhered to as soon as critical limits have been exceeded. The corrective actions are an important component of the management aspects of the Water Safety Plan and should be effective in restoring performance to acceptable levels when critical limits are exceeded.

Corrective actions must be supported by a contingency plan. This plan is a detailed management response to failures and will identify individual responsibilities and a time constraint for remedy. The corrective actions identified by the Water Safety Plan Team should also include long term actions designed to prevent non-compliance and reduce the need for contingency plans to be re-actioned.

Swartland Municipality is committed to work with the DWS and the other role-players in order to improve on their 2012 Blue Drop Score for the various distribution systems even further. The recommendations from the Chlorine Audit will be implemented and the Improvement / Upgrade Plan, which was compiled as part of the Water Safety Plan process, will also be implemented in order to address the potential risks identified through the Water Safety Plan process.

Accurate and full records of all aspects of the operation and maintenance of the WWTW should always be kept. The Process Controllers on site should keep a pocket book in which they should note any significant event on the works, such as a peculiar colour of the water, failure of equipment or strange smells and they must record the date and time at which these events occur. All incidents also need to be recorded in an Incident Register.

Operational Alert Levels were developed as part of Swartland Municipality’s W2RAP, in order to ensure that the various unit processes in the plant performs optimally. If these pre-determined Alert Levels are exceeded at any of the control points where samples are taken for operational purposes, then certain actions should be taken to bring the operational parameters back to within the target ranges.

The proposed Operational Alert Levels for the various WWTWs and the corresponding action points that should be taken when these levels are reached or exceeded are included in the table below. These Alert Levels should be used by the Process Controllers in order to ensure that the WWTWs operate optimally.

Table C.25: Recommended Operational Alert Levels for the various WWTWs

Operational Samples Alert Level Actions to be taken

Malmesbury WWTW

Recommended operational alert levels will be included in the Operation and Maintenance Manuals of the new works.

Darling WWTW

Raw Sewage

COD > 1 000 mg/L

Ammonia > 100 mg/L as N

5.5 > pH > 9.5

EC > 150 mS/m

Settling Solids > 20 mL/L

· Check for possible illegal industrial effluent discharge.

· Do more frequent measurements of DO levels, pH and MLSS in the activated sludge reactor.



58

Table C.25: Recommended Operational Alert Levels for the various WWTWs

Operational Samples Alert Level Actions to be taken

At outlet of bioreactor

DO < 0.5 mg/L · Increase aeration capacity or cycles.

MLSS < 2 000 mg/L · Reduce discharge of WAS and allow MLSS levels to

increase to 4 000 mg/L.

MLSS > 6 000 mg/L · Gradually waste more sludge on a daily basis to reduce the

MLSS to 4 000 mg/L.

pH < 7.0 · Add lime to the inlet works to maintain the pH in the reactor

at 7.0 or slightly above.

Secondary settling tank COD > 75 mg/L

· Check for sludge carry over from secondary settling tanks.

· Check RAS recycle rates.

· Check for bulking sludge.

· Check for rising sludge.

Take action to rectify as appropriate

Moorreesburg WWTW

Raw sewage

COD > 1 000 mg/L


5.5 > pH > 9.5

EC > 150 mS/m









MLSS to 4 000 mg/L.









PPC (Ongegund) WWTW

Raw sewage

COD > 1 000 mg/L


5.5 > pH > 9.5

EC > 150 mS/m









MLSS to 4 000 mg/L.









Even though Swartland Municipality’s own laboratory is only responsible for operational sampling they still need to participate in a Proficiency Testing Programmes and need to submit samples on a regular basis to the Programme for analysis. Swartland Municipality’s laboratory manager should then investigate the results of the Proficiency Testing Report and should focus on improving those analyses that obtained “questionable” or “unsatisfactory” scores.



59

An Incident Response Management Protocol is in place and implemented by Swartland Municipality. The Incident Response Management Protocol was also incorporated into the W2RAP. Appropriate documentation and reporting of the incident or emergency should also be established. The Municipality should learn as much as possible from the incident or emergency to improve preparedness and planning for future incidents. Review of the incident or emergency may indicate necessary amendments to existing protocols.

Swartland Municipality understands the importance of documentation and up-dated records of information as it becomes available, because it forms an essential part of their management processes. It enables the municipality to have control over the wastewater treatment systems, notice trends, taking effective corrective actions when non-compliance trends are noticed, etc. It also reduces the amount of work at the end of the operational year when the W2RAP is reviewed or when Green Drop Assessments takes place.

A set of Compliance Alert Levels, corresponding to the requirements of the General Standard (at present), is implemented by the Municipality and forms part of the Municipality’s Incident Response Management Protocol. For continuous improvement of the performance of the various WWTWs it is also necessary that the set of operational alert levels, as included in Table C.25, be followed by the operational personnel.

The Municipality’s key focus over the last number of years was on the upgrading of the WWTWs, in order to ensure that the final effluent discharged from the WWTWs comply with the legal requirements. Various mechanisms were also put in place, in order to improve Swartland Municipality’s Green Drop performance and to get the Municipality ready for the next round of assessments. Swartland Municipality will update their W2RAP as necessary in order to reduce their current CRRs for the various WWTWs even further.

Business Element 7: Associated Services


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Water services –

Education80.00 60.00 80.00 80.00

Water services -

Hospitals80.00 60.00 80.00 80.00

Water services – Health

Centers80.00 60.00 80.00 80.00

Water services - Clinics 80.00 60.00 80.00 80.00

Sanitation - Education 80.00 60.00 80.00 80.00

Sanitation - Hospitals 80.00 60.00 80.00 80.00

Sanitation – Health

Centers80.00 60.00 80.00 80.00

Sanitation - Clinics 80.00 60.00 80.00 80.00

TOTAL for Topic 80.00 60.00 80.00 80.00


Nr

1 -


Overview of Topic

This topic has been established to

ensure adequate focus on the w ater

services levels and needs of

educational and health facilities. The

w ater services planner w ill use this

information to establish short-term

solutions and to prioritize w ater

services infrastructure projects to

educational- and health facilities.

Table C.26 : Business Element 7: Associated Services (Topic 7)

-



60

Education: All education facilities in Swartland Municipality’s Management Area are provided with adequate water services and no specific strategies, with regard to the provision of water services to these facilities, were therefore identified. Swartland Municipality is however committed to work with the Education Department to address any possible shortcomings with regard to the provision of water services that might exist.

The future planning with regard to Education Facilities in Swartland Municipality’s Management Area, as taken from the 2012-2017 March 2015 IDP, is summarised in the table below:

Table C.27: Future planning with regard to Education Facilities in Swartland Municipality’s Management Area

Facility / Project

Name

Type of

Infrastructure Start Date

Finish

Date

Total

Project

Cost

Exp. From

previous

years

2015/16 2016/17 2017/18 Outer

Years

R’000 R’000 R’000 R’000 R’000 R’000

Laurie Hugo PS Inappropriate structures - PS

1 April 2017

1 June 2018

45 000 1 000 44 000

Chatsworth PS* Inappropriate structures - PS

22 500

Moorreesburg HS New Secondary School

31 March 2017

30 June 2018

50 000 1 000 10 000 29 000 10 000

Malmesbury PS New Primary School 45 000

Vooruitsig PS Inappropriate structures - PS

1 January 2014

30 April 2015

65 642 18 401 27 947

Note: * Money has been allocated in the budget of the Department of Education for the building of a replacement school in Chatsworth 1 April 2016. The replacement of Chatsworth PS has been on the budget for many years and will remain a priority. Unfortunately this project cannot commence until a suitable site has been earmarked for the development of the new school. The DTPW has made contact with the municipality in this regard and has been advised that a property is being sourced from National Government for a housing development. It was advised that a proper school site will be made available in this development for the construction of a new school building.

Health: The monitoring of provision of basic minimum services to farm dwellers remains a challenge, in view of the limited funding and human resources. The establishment and functioning of effective health systems and health care services is critical for not only the upliftment of communities but more so for the sustainability of communities. Health services are rendered throughout the area by a network of clinics. The environmental health function is currently with the West Coast District Municipality.

The Municipal Health Services of the West Coast District Municipality also report monthly to the Department of Environmental Health on water quality. The quality of life of the people within a Municipality is influenced by the available health care. Various things influence the health conditions of people in any region, for example access to clean water, good sanitation, proper nutrition and adequate housing.

It is important that a co-operative relationship exist between the West Coast District Municipality and Swartland Municipality with regard to environmental health issues and that a proper communication system exists between the District Municipality and Swartland Municipality to report on health issues.

A solution to the sustainability of the community health worker’s position and employment within the community has been to link their position and function to the activities of the Department of Health. In addition support can be provided to the Community Health Workers through local clinics and through the programmes of the EHPs. Education on the HIV/Aids pandemic would play a key role in stemming the spread of the disease.

Basic services need to be provided by the private landowners to the households on the farms with existing services below standard. The supply of basic sanitation services on the farms needs to be linked to the provision of health and hygiene education. Improved health requires behaviour change, which also cannot be achieved with a single health education talk given by an outside expert. Behaviour change requires sustained monitoring and promotion within the community. This is the key-function of the community health workers employed on sanitation projects.



61

A Social Development Policy and Strategy is in place (April 2013). The Municipality’s Social Development Mission is “We initiate, build and promote social development opportunities with the focus on sustainability, which specifically refers to financial viability in the long term, forming partnerships with the community and service providers, not harming the environment operating, within legal powers, functions and requirements”. The focus areas that were identified for the social development strategy were as follows:

· Establish child facilities / promote child development.

· Facilitate youth development.

· Promote co-ordination / collaboration

· Promote access to the economy

· Lobbying for the vulnerable

The future planning with regard to Health Facilities in Swartland Municipality’s Management Area, as taken from the 2012-2017 March 2015 IDP, is summarised in the table below:

Table C.28: Future planning with regard to Health Facilities in Swartland Municipality’s Management Area

Facility / Project

Name

Type of

Infrastructure Start Date

Finish

Date

Total

Project

Cost

Exp. From

previous

years

2015/16 2016/17 2017/18 Outer

Years

R’000 R’000 R’000 R’000 R’000 R’000

New and Replacement Assets

Abbotsdale Satellite Clinic

Clinic replacement 21 February

2015 31 March

2017 3 000 500 2 500

Chatsworth Clinic Clinic replacement 31 March

2016 31 March

2018 3 000 1 000 2 000

Wesbank CDC New community health centre

30 April 2008

30 June 2012

29 100 28 149 300

Rehabilitation, Renovations and Refurbishments

Abbotsdale Satellite Clinic

Clinic 1 April 2016 31 March

2018 600 600

Chatsworth Clinic Clinic 1 April 2017 31 March

2018 400 400



62

Business Element 8: Conservation and Demand Management


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Reducing unaccounted

w ater

and w ater ineff iciencies

72.00 72.00 76.00 76.00

Reducing high pressures for

residential consumers80.00 80.00 80.00 80.00

Leak and meter repair

programmes60.00 60.00 60.00 60.00

Consumer/end-use demand

management50.00 70.00 70.00 70.00

TOTAL for Topic 65.50 70.50 71.50 71.50


Nr

1

2

3

4

5

6

7

8

9

Leak detection should be conducted by means of a specialized

leak detection company in areas of high MNF. The activity can

be performed after the MNFs w ere calculated and the specif ic

areas w ith high MNFs w ere determined.

Continue w ith the calculation of MNFs for the different zones and

implement leak detection or pressure reduction for areas w ith high

MNFs.

Sw artland Municipality needs to investigate all leaks at domestic

properties in poor areas w ith consumption above 15 kl / month. Implement leaks repair assistance programmes in poor areas.

Continue w ith the implementation of an extensive schools WDM

programme.

Schools should be encouraged to make WDM programmes part

of a long term project, w here learners should be actively

involved.

At least once a year, a schools education programme on w ater

conservation should be undertaken. The Municipality should assist the

school(s) w ith the monitoring (w ater audit) of their w ater consumption.

Sw artland Municipality can also focus on the implementation of an

extensive schools WDM programme, w hich can include annual

competitions betw een schools (Say w ith a prize for the low est

consumption, the low est per capita consumption and for the best WDM

Strategy poster design, etc.). A schools WDM programme should

receive a high priority.

Sw artland Municipality needs to continue to focus on the

installation of w ater saving devices (specif ic w ater eff icient

toilets). The Municipality also needs to focus on raising

aw areness regarding conservation projects and the installation

of w ater eff icient devices in order to reduce the w ater demand

and their percentage of non-revenue w ater.

In order to reduce the w ater demand and the percentage non-revenue

w ater in the future it is important for the Municipality to raise aw areness

regarding conservation products and the installation of these products.

Actively implement the existing WDM Strategy measures and the planned

future measures. Ensure that adequate funding is allocated under their

Capital and Operational budgets tow ards the implementation of the

WC/WDM initiatives.

The WDM Strategy of Sw artland Municipality and the

comprehensive list of WDM activities included in the WSDP

needs to be used by Sw artland Municipality to prioritise those

activities that can be implemented w ithin the available funding

and personnel resources of the Municipality.

Prioritise from the list of WDM activities those activities that can be

implemented w ith the available budget and personnel and the activities

w hich w ill have the biggest impact.


Table C.29 : Business Element 8: Conservation and Demand Management (Topic 8.1)

Overview of Topic

The topic provides an overview of the

activities pursued by the WSA in the

past f inancial year tow ards w ater

conservation and demand

management. It also contains an

overview of the w ater sources of the

WSA.

Continue w ith the implementation of the pipeline replacement programme.

The location of pipe failures should in the future be recorded preferably

w ith accurate GPS coordinates. This w ould improve the integrity of the

output of the pipe failure model. If a longer and more comprehensive

pipe failure record could be established, the integrity of the output could

be further enhanced. It w as recommended in the pipe replacement

study that the pipe replacement in Sw artland Municipality is performed in

accordance w ith the PRP values calculated in the study. Pipes w ith the

highest PRP values should be considered to be replaced f irst.

The average condition of the w ater reticulation netw ork can be

rated as fair to poor. The pipe replacement requirement

amounts to R59 434 766 over the next three (3) years and

30.84 km of pipeline.

Further reduce the percentage of w ater losses and non-

revenue w ater.

Continue w ith the implementation of the new ly developed WDM Strategy

(February 2014), by focusing on the follow ing:

• Pressure Management

• Leak repair and assistance programme

• Residential measures

• Re-use of treated eff luent

• Night f low analyses

• Leakage detection

• Zone metering

• Reduction of municipal w ater demand

It is recommended that Sw artland Municipality compile a detail

w ater meter audit of all their w ater consumer meters, in order to

identify any potential un-metered connections. All un-metered

connections need to be provided w ith meters as soon as they

are noticed by the Municipality. All irrigation w ater used on

parks and all un-metered standpipes also need to be provided

w ith meters.

Compile a detail w ater meter audit of all residential and non-residential

w ater meters. All illegible / broken / old meters should be replaced. Any

un-metered stand identif ied should be metered and meter readings in the

billing system should be updated w here required. As part of the audit all

meter boxes should also be cleaned.

Implement a Meter Maintenance and Management Strategy, w hereby a

phased is follow ed for the replacement of all w ater meters older than

eight years.

It is important for Sw artland Municipality to continue w ith the

implementation of their Leakage Management Programme

(Measure the volume of w ater that is lost, Identify and quantify

losses, Conduct operational and netw ork audits, Improve

performance: netw ork upgrade, design actions plans and

sustain performance w ith good staff ing / organization

structures).



63


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Surface w ater purchased 80.00 80.00 80.00 80.00

Surface w ater abstraction 60.00 60.00 80.00 80.00

Ground w ater abstraction 80.00 80.00 80.00 80.00

Raw w ater supplied n/a n/a n/a n/a

Total Influent 80.00 80.00 80.00 80.00

Total treated TW 80.00 80.00 80.00 80.00

Potable w ater to other

Neighboursn/a n/a n/a n/a

Purchased Treated w ater 80.00 80.00 80.00 80.00

Ground w ater not treated n/a n/a n/a n/a

Authorised consumption 80.00 80.00 80.00 80.00

Total losses 80.00 80.00 80.00 80.00

Billed unmetered n/a n/a n/a n/a

Apparent losses 80.00 80.00 80.00 80.00

Waste w ater treatment

w orks52.00 68.00 80.00 80.00

Recycled 80.00 80.00 80.00 80.00

TOTAL for Topic 75.64 77.09 80.00 80.00


Nr

1

Possible Improvement / ProjectStatements - Short Comings

Table C.30: Business Element 8: Conservation and Demand Management - Water Balance (Topic 8.2 & 8.3)

Overview of Topic

The topic provides an overview of the

activities pursued by the WSA in the

past f inancial year tow ards w ater

conservation and demand

management. It also contains an

overview of the w ater sources of the

WSA.

District zone meters are required to enable the identif ication of

poor performing and leaking distribution infrastructure for

specif ic zones. At present each tow n comprises a district

zone. This is not considered to be suff icient for Malmesbury,

Moorreesburg and Darling.

The distribution netw orks should be break dow n into smaller district

zones. The district zones should also be provided w ith equipment that

enables remove flow and pressure logging via the scada system. The

zone meters need to be linked to the f inancial data, in order to accurately

determine the percentage of non-revenue for the specif ic zones.

Swartland Municipality has responded to the need to address water losses and non revenue water within their jurisdiction by developing a detail WC/WDM Strategy and will actively implement the proposed WC/WDM measures in order to reduce the non revenue water and improve water use efficiency within the various distribution systems as follows:

Table C.31: Commitment to reduce unaccounted water and water inefficiencies

Distribution System 2013/2014 (%/a) 2018 (%/a) 2038 (%/a)

Koringberg 13.58% 10% 10%

Ongegund (PPC) 8.49% 10% 10%

Riebeek Wes -4.75% 10% 10%

Riebeek Kasteel 19.10% 15% 10%

Yzerfontein 2.21% 10% 10%

Darling 3.62% 10% 10%

Moorreesburg 7.93% 10% 10%

Malmesbury 16.70% 15% 10%

Ongoing night flow analyses should be implemented as part of the normal operational activities of the Municipality. This will provide information on system performance and give direction for interventions. Swartland Municipality is therefore committed to start in the future with the monitoring the MNFs for specific zones, in order to identify areas for the implementation of specific WDM activities (Pressure Management, Repair of leaks, etc.). The MNF analyses will be conducted departmentally by the Civil Engineering Services Directorate.



64

Adequate bulk water meters are in place to ensure accurate calculation of the non revenue water for the various distribution systems. District zone meters are however required to enable the identification of poor performing and leaking distribution infrastructure for specific zones. At present each town comprises a district zone. This is not considered to be sufficient for Malmesbury, Moorreesburg and Darling. A further break down into smaller district zones should be implemented. The district zones should also be provided with equipment that enables remote flow and pressure logging via the scada system.

According to the Municipality there are no known un-authorised connections. Swartland Municipality will continue to monitor all erven with 0 kl consumption on a monthly basis from their financial data in order pick up on any illegal connections. The IMQS will also be used to identify erven with zero consumption.

It is recommended that Swartland Municipality compile a detail water meter audit of all their water consumer meters, in order to identify any potential un-metered connections. All un-metered connections need to be provided with meters as soon as they are noticed by the Municipality. Replacing all meters after a certain age is not economically feasible and a more sophisticated approach needs to be developed and implemented, which recognises that certain meters under certain conditions may be accurate for several more years than others.

A rough estimate of the number of meters that need to be replaced every year is the number of meters divided by 12, assuming that the life of the meters is not more than 12 years. Although it is assumed that the average lifespan of a meter is 12 years for budgeting purposes, it is necessary to carry out research to determine the most optimal replacement of age for each type of meter in various circumstances. The research should identify the different types of meters, in different pressure zones and carry out accuracy tests for a number of samples at different ages. In this way a policy can be developed of when each type of meter under various circumstances should be replaced. It is also recommended that, where deemed necessary new meters should be specified with AMR capacity to allow for remote meter reading. Such meters will assist in reducing meter-reading errors significantly.

The monthly consumption of all consumers should be checked to immediately identify a problem meter (where a reading suddenly becomes very high) and have it inspected. This will ensure that faulty or leaking meters are replaced as soon as possible and thus resulting in less water wastage and a greater income for the Municipality. Volume controllers can also be installed in areas where people cannot afford to pay for water. This ensures less water being wasted in the event of a leak or a tap left running.

A Leak Repair and Assistance Programme that investigates and repairs leaks at all domestic households in low cost housing developments and poor areas with consumption above 15 kl / month should be implemented. Mechanisms for ensuring the customer repairs new water leaks, maintains an affordable consumption and does not build up arrears need to be addressed in the early stages of such a project, in order to ensure a sustainable solution (on-going water and cost savings) is achieved. The consumptions of the repaired properties need to be monitored so that rapid action can be taken should leaks re-occur. Further efforts should be made to ensure that those who qualify as “Indigent” on an income basis will also qualify on a water consumption basis.

Swartland Municipality also needs to focus on raising awareness regarding conservation projects and the installation of these products in order to reduce the water demand and their percentage of non-revenue water. The use and installation of these fittings should be included as a condition for the approval of building plans as well as provided for in the Water Services Bylaws.

At least once a year, a schools education programme on water conservation should be undertaken. The Municipality should assist the school(s) with the monitoring (water audit) of their water consumption. Water saving by schools often forms the basis of WDM programmes elsewhere, because it also involves learners who experience implementation of WDM measures first hand. Schools should be encouraged to make WDM programmes part of a long term project, where learners should be actively involved.

Swartland Municipality can also focus on the implementation of an extensive schools WDM programme, which can include annual competitions between schools (Say with a prize for the lowest consumption, the lowest per capita consumption and for the best WDM Strategy poster design, etc.).



65

Education and awareness-raising campaigns are important mechanisms to bring the need for WC/WDM to the public and to trigger committed public actions and response. Social awareness is one of the key pillars of WC/WDM and is essential for the balanced and sustained use of South Africa’s water resources. Engagement with the public and stakeholders through media and other mediums will highlight important principles of the efficient use of water, to ensure that relevant information is shared and the public is educated and that the profile of WC/WDM is heightened to achieve buy-in, involvement and accountability from citizens.

Swartland Municipality is committed to continue with the allocation of budget towards the implementation of their WDM Strategy. Swartland Municipality needs to ensure that adequate funding is allocated under their Capital and Operational budgets towards the implementation of the WDM initiatives. All external funding that could be utilised by Swartland Municipality for this purpose should be sourced.

Swartland Municipality's current water information database appears adequate from a water services management perspective. Swartland Municipality is committed to continue with the metering of all the influent received at their WWTWs, the quantity of treated effluent re-used and the quantity of treated effluent returned to the Water Resource System. This information is critical for planning purposed with regard to WWTWs upgrading.

Swartland Municipality is also committed to keep on updating the water balance models on a monthly basis in order to determine locations of wastage and to enable Swartland Municipality to actively implement their newly developed WDM Strategy to reduce the percentage of non revenue water even further. The water balance will not directly lead to the reduction of the demand, but is an imperative management tool that will inform the implementation of demand- side management initiatives.

The following commitments are set by Swartland Municipality with regard to the water balances for the various towns.

· The water losses and future water requirement models developed for the various towns will be managed by Swartland Municipality on a monthly basis and the existing non-revenue water will be reduced further through the implementation of their WDM Strategy.

· Swartland Municipality will ensure that the influent at all their WWTWs, the quantity of treated effluent re-used and the quantity of treated effluent returned to the Water Resource System is metered.

· Swartland Municipality will factor in committed water conservation and demand management targets in their future projected water requirements.



66

Business Element 9: Water Resources


Item Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Sources and Volumes 70.00 75.00 n/a n/a

Monitoring 58.00 62.00 72.00 72.00

Water Quality 78.00 78.00 80.00 80.00

Wet Industries 80.00 60.00 80.00 80.00

Raw Water consumers n/a n/a n/a n/a

Industrial Consumer Units 80.00 60.00 80.00 80.00

Permitted eff luent releases 80.00 80.00 80.00 80.00

TOTAL for Topic 74.33 69.17 78.40 78.40


Nr

1

2

3

4

5

It is important for Sw artland Municipality to w ork w ith the large

w ater users to identify w ays in w hich they can low er their

current w ater demand by means of improved practices or re-

use of w aste w ater.

Sw artland Municipality can promote WDM activities at the w et industrial

consumers in order for them to potentially low er their current w ater

demand by means of improved practices or reuse of w aste w ater. The

revenue could potentially decrease as a result of re-use practices. It is

suggested that a detailed f inancial analysis should be conducted as part

of the investigation into w astew ater re-use.

Sw artland Municipality can further encourage the large users to

implement suggested re-use practices by means of incentives,

informative billing to communicate monthly w ater consumption and

monitoring and communicating actual savings achieved.

Ensure that raw w ater quality of production boreholes in

Riverlands are monitored at least once a year.

Water quality samples must be taken at least annually at each of the

production boreholes or w henever a pump is removed for servicing and

maintenance. A full macro-chemical analysis must be carried out on

these samples at an accredited laboratory.

Continue w ith industrial eff luent monitoring (Quality and quantity)

The current approach adopted by Sw artland Municipality in w hich the

various parameters at all industrial consumers are monitored should be

continued, as w ell as volumetric monitoring at the larger users.

Adaptation of the current procedures must be undertaken in accordance

w ith any changes to the w astew ater discharge criteria set by DWS. It

w ill also be necessary to consider limits above w hich volumetric

monitoring w ill be necessary at new industries and existing smaller

industries, w here expansion is likely to take place.

The volumes and sources of raw

w ater supply to the WSA are

presented in this topic, w hich also

presents the status of the WSA’s

abstraction licenses and future needs.

An overview of the WSA’s monitoring

programme for its raw w ater sources

is presented. The topic also outlines

the degree of industrial and ‘raw ’

w ater use and eff luent discharge

w ithin the WSA.

Table C.32 : Business Element 9: Water Resources (Topic 9)

Overview of Topic

Possible Improvement / ProjectStatements - Short Comings

The West Coast District Municipality is over their legal allocation

for abstraction from the Berg River. Additional sources to

augment the existing bulk w ater distribution system urgently

need to be identif ied for the West Coast District Municipality.

Continue to w ork w ith the West Coast District Municipality in order to

augment their bulk w ater sources. The possible interventions currently

being investigated are desalination or an increased allocation from the

Berg River. A licence application for an increased allocation from the

Berg River w as submitted to the DWS.

Ensure that the key groundw ater management functions, as included in

Table 5.8 of Module 3 of the WSDP, are implemented. The monitoring

data must be analysed by a geohydrologist on an annual basis in order

to assess the effects of abstraction and recharge on the boreholes and

aquifer.

Groundw ater monitoring must continue on at least a monthly basis.

Monthly monitoring of w ater levels, w ater chemistry and abstraction

must be conducted by the Municipal staff. Sw artland Municipality needs

to ensure that all electronic data (i.e. dataloggers) are dow nloaded once

quarterly by a geohydrologist. Monitoring data must be annually

review ed by a geohydrologist.

Actively implement Groundw ater monitoring programme.

Metering of all water supplied is one of the most significant steps in order to properly plan and manage water sources. Without metering no management is possible. Swartland Municipality needs to continue with the monthly reading of all their existing bulk water meters, which is a valuable source of information.

The uncertainty in projected water-related climate change impacts is one of the biggest challenges facing water managers. The managers must understand how this uncertainty influences the management decisions to be made and that decisions must be appropriate to a possible range of scenarios. A critical tool in this regard is adaptive management, in which water resource systems are carefully monitored and management actions are tailored and revised in relation to the measured changes on the ground. One cannot predict climate change impacts with any certainty, and the recognition of this uncertainty must be built into all climate change response strategies.



67

Detail future water requirement projection models were developed for each of the distribution systems in Swartland Municipality’s Management Area. These models include the future projections up to 2038 and were calibrated by using historic consumption data and bulk abstraction data. The projected future water requirements are indicated in the table below for each of the systems.

Table C.33: Projected future water requirements per distribution system

Distribution System Model PROJECTED FUTURE WATER REQUIREMENTS (Ml/a)

2018 2023 2028 2033 2038

Moorreesburg

2% Annual Growth 860.015 949.526 1 048.353 1 157.467 1 277.937

4% Annual Growth 947.702 1 153.024 1 402.831 1 706.758 2 076.532

WSDP Model 945.638 1 126.397 1 344.041 1 606.339 1 922.715

Koringberg

2% Annual Growth 62.266 68.746 75.902 83.801 92.524

4% Annual Growth 68.614 83.480 101.566 123.571 150.343

WSDP Model 64.155 76.341 90.996 108.638 129.894

Malmesbury

2% Annual Growth 3 467.917 3 828.860 4 227.371 4 667.359 5 153.142

4% Annual Growth 3 821.506 4 649.446 5 656.762 6 882.316 8 373.389

WSDP Model 3 632.721 4 242.230 4 975.165 5 859.259 6 928.876

Darling

2% Annual Growth 706.329 779.844 861.011 950.626 1 049.568

4% Annual Growth 778.346 946.977 1 152.143 1 401.758 1 705.453

WSDP Model 766.072 862.158 972.786 1 100.505 1 248.356

Riebeek Kasteel

2% Annual Growth 332.181 366.755 404.927 447.073 493.604

4% Annual Growth 366.051 445.357 541.844 659.237 802.062

WSDP Model 367.030 467.347 600.653 778.768 1 017.919

Riebeek Wes

2% Annual Growth 203.383 224.551 247.922 273.726 302.216

4% Annual Growth 224.120 272.676 331.752 403.627 491.074

WSDP Model 252.793 316.256 398.436 505.258 644.583

Yzerfontein

2% Annual Growth 345.267 381.203 420.879 464.684 513.049

4% Annual Growth 380.470 462.901 563.189 685.206 833.658

WSDP Model 389.116 454.283 531.732 623.944 733.918

Note: The Malmesbury distribution system includes Abbotsdale, Riverlands, Chatsworth and Kalbaskraal.

In order to ensure sustainable economic development in the West Coast region the West Coast District Municipality started with a comprehensive study in 2007 to identify a sustainable long term alternative water source for the region. Various alternative sources and combinations thereof were evaluated and eventually a 25.5 Ml/d sea water desalination plant in the Saldanha Bay area was identified as the most cost beneficial alternative and partial funding for the project was obtained from the Regional Bulk infrastructure Grant (RBIG) programme from the DWS.

The West Coast District Municipality is therefore proposing to construct and operate a sea water desalination plant in the Saldanha Bay area using sea water reverse osmosis (SWRO) technology. The intake capacity of the plant will be approximately 60 Ml/d (21.9 million Ml/a) producing 25.5Ml/d (9.3 million Ml/a) at final capacity. Approximately 36 Ml/d (13 million Ml/a) brine will be discharged into the sea. It will have a lifespan of 25 years with the potential of an extended lifespan.

The plant will be constructed in three phases of 8.5 Ml/d to reach the full capacity by 2026. All infrastructure however will be constructed for the full capacity in the first construction phase. The site identification, screening of sites and concept designs have been completed and two preferred sites were proposed, which were included in the environmental process.

The levels of salinity in the Berg River however have increased dramatically to the point where the level of assurance of 98% cannot be reached without major engineering effort. Urgent measuring devices must be put in place to monitor the Berg River, to find the reason for the high salinity readings and to mitigate these circumstances. Additional factors will have to be addressed through further investigations to determine the sources of contamination and to include these in the management options at Misverstand.



68

Although the modelling results from the ‘Analysis of Management Options at Misverstand Weir to mitigate the potential impact on salinity of the Berg Water Project and Voëlvlei Augmentation Scheme (DWS, 2006) Study indicated that the incremental impact of the Berg Water Project and the Voëlvlei Augmentation Scheme could be mitigated through the provision of an additional 250 000 m³ of off-channel storage capacity, the re-analysis showed that the desired 98% level of assurance would not be achievable. To obtain a 98% level of assurance an additional 0.7 million m³ of storage would be required over and above the readily available 0.5 million m³ at Withoogte.

Re-use of water is becoming more acceptable and feasible because of increasing water shortages, improved purification technology and decreasing treatment costs. Improvements in membrane technologies and their affordability have made a significant contribution in recent years. At present, up to 14% of water use is reused, mostly through wastewater return flows to rivers from which it is abstracted downstream for indirect re-use. Re-use of return flows could be significantly increased, particularly in coastal cities where wastewater ordinarily drains into the sea.

The direct re-use of treated wastewater can pose a risk to public health and safety; must be managed carefully and be subject to water quality management and control. Advanced treatment and proper monitoring of all processes and quality of potable water produced is essential. Public perceptions and opinions vary on the topic of water re-use, specifically as it relates to direct potable water re-use. Public perceptions are strongly informed by the general awareness of the poor operation, maintenance and performance of municipal wastewater treatment plants at present. This poses a significant challenge to building public acceptance of direct water re-use in the current situation. The performance of municipal wastewater and effluent treatment plants nationwide will have to be improved to meet high standards, resulting in consistently good quality discharges to the environment before direct water re-use can be placed on the national water supply agenda.

Industrial Consumers:

Swartland Municipality can promote WDM activities at the wet industrial consumers in order for them to potentially lower their current water demand by means of improved practices or reuse of waste water. The revenue could potentially decrease as a result of re-use practices. It is suggested that a detailed financial analysis should be conducted as part of the investigation into wastewater re-use.

Swartland Municipality can encourage the large users to implement suggested re-use practices by means of incentives, informative billing to communicate monthly water consumption and monitoring and communicating actual savings achieved.

All industries formally apply for the discharge of industrial effluent into the Municipality’s sewer system. The quality and volume of industrial effluent discharged into the sewer system are monitored by the Municipality, in order to determine whether the quality comply with the standards and criteria. It is also necessary to consider limits above which volumetric monitoring will be necessary at new industries and existing smaller industries, where expansion is likely to take place. The Municipality needs to continue to ensure that all industrial consumers apply for discharge permits and they must supply and maintain a flow meter measuring the volume of water that is discharged into the sewer system. It is also recommended that the accounts generated by the Municipality include for each cycle a summary of the COD and flow results to enable industries to keep a record and look at ways of improving where possible.

Swartland Municipality is committed to ensure that no industrial effluent is discharged into the sewer system unless it complies with the standards and criteria, as included in the by-laws (“Limits of concentrations of substances that may be discharged into the Swartland Municipality’s sewer system”).



69

Business Element 10: Financial


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Capital Expenditure 80 80 80 80

Operation and Maintenance

Budget80 80 80 80

Tariff & Charges 80 80 80 80

Free Basic Services 80 80 80 80

Metering, Billing, Income and

Sales80 80 80 80

TOTAL for Topic 80.00 80.00 80.00 80.00


Nr

1

2

3

4

5


Investigate the possibility of requesting the indigent households to

register at least once a year to get onto Sw artland Municipality’s Indigent

Register.

It is important for Sw artland Municipality to enforce their indigent

qualif ication criteria rigorously in order to ensure that those w ho

do not qualify are removed from the allocation list. The

Municipality needs to determine w hether the current Indigent

Policy is not too generous and creates a situation w here too

many citizens in Sw artland Municipality’s Management Area are

making no monetary contribution tow ard the cost of delivering

services to the community.

The Municipality needs to remain f inancially viable for the

foreseeable future w hile also ensuring that current and future

service delivery needs of the community are met.

Continue w ith the development and approving of a Long Term Financial

Plan Policy. The main objective of this policy it to establish and document

a structured approach to be follow ed w hen compiling a long term

financial plan.

Infrastructure backlogs far exceed the f inancial means of the

Municipality.

Table C.34 : Business Element 10: Financial Profile (Topic 10)

Overview of Topic

The financial profile is aligned w ith the

Water Services Standard Chart of

Accounts [SCOA] w hich addresses

the expenditure, revenue & capex for

the w ater services function.

Investigate the possibility of linking the sew erage tariffs to the

volume of w ater use. Volumetric usage, w hereby charges are

determined according to w ater usage w ith maximum ceilings

and charged accordingly.

Investigate the f inancial impact of linking the sew erage tariffs to the

w ater usage.

Maintenance activities have been increasingly focused on

reactive maintenance as a result of the progressive

deterioration and failure of old infrastructure. Consequently,

there has been dilution of preventative maintenance of other

infrastructure. Expenditure on repairs and maintenance does

not keep track w ith the increase in asset values as w ell as the

ageing of the infrastructure. The norm of repairs and

maintenance as a % of Property, plant and equipment and

investment property (carrying value) is 8%. Sw artland

Municipality is currently at 1%.

An Integrated Maintenance Plan is necessary that optimises maintenance

activities, appropriate to its specif ic needs and the local environment,

and identif ies the systems and resources required to support this. A

regime of planned preventative maintenance should be established for all

infrastructure assets classif ied as critical and important in the Asset

Register. Consideration should be given to the establishment of a

maintenance management system to enable Sw artland Municipality to

better manage its risks, and more effectively plan and prioritise the w ave

of renew als that are going to be required over the next 20 years.

The actions of the Municipality for their “A f inancially sustainable

municipality w ith w ell-maintained assets” Strategic Objective are as

follow s:

• Maintain and improve debt collection;

• Secure new sources of revenue;

• Monitor the f inancial health of the Municipality against f inancial

standards;

• Streamlining of municipal organisation; and

• Maintain and utilize assets effectively and eff iciently.



70

Capital Budget:

The decrease in the 2015/2016 capital budget when compared to the 2014/2015 adjustment budget can mainly be attributed to the decrease in proposed expenditure to be financed from internally generated funds – a trend that is set to continue throughout the MTREF. Unlike previous approved budgets where internally generated funds contributed to far more than 50% of the proposed capital budget, the municipality is definitely moving towards a situation where the capital program becomes more affordable.

The decline in funding from own sources is partially offset by an increase in grant funding as well as external funding to be obtained in the form of loans over the MTREF. Loans are considered to be an excellent instrument to ensure that the costs of funding (a capital project) are distributed over the lifetime of the capital asset to be acquired. This will in turn ensure that the user that derives the benefit from the capital assets financed from external loans is also responsible to “pay” for the asset when capital repayments and interest are factored into the service charges to be levied (2015/16 to 2017/18 Medium Term Revenue and Expenditure Forecasts Budget Report).

One of Swartland Municipality’s Strategic Outcomes is “A financially sustainable municipality with well-maintained assets”. The actions to achieve this outcome are as follows:

· Maintain and improve on debt collection;

· Secure new sources of revenue;

· Monitor the financial health of the Municipality against financial standards;

· Streamlining of municipal organisation; and

· Maintain and utilize assets effectively and efficiently.

The municipality remains highly dependent on internal revenue sources to fund the budget. For this reason, the municipality should strive to maintain these revenue streams and if possible explore relevant avenues to increase these revenue sources. More than 90 per cent of revenue is derived from Operating and Capital Grants, Fines, Property Rates and Service Charges.

The municipality is currently in process to develop and approve a Long Term Financial Plan Policy. The main objective of this policy is to establish and document a structured approach to be followed when compiling a long term financial plan. The long term plan must ensure that the municipality remains financially viable for the foreseeable future while also ensuring that current and future service delivery needs of the community are met (2015/16 to 2017/18 Medium Term Revenue and Expenditure Forecasts Budget Report).

The recommendations for Swartland Municipality, with regard to their Capital Funding, are as follows:

· To focus strongly on revenue collection, in order to improve the Municipality’s own funding sources, because most of the funds for the current water and sewerage capital projects come from the Municipality’s own funding and MIG. The Municipality also needs to actively implement their Credit Control and Debt Collection measures in order to minimize the percentage of non-payment of municipal services.

· To identify all possible sources of external funding over the next three years to assist Swartland Municipality to address the bulk infrastructure backlogs that exist in the various towns.

· Develop IAMPs for all water and sewerage infrastructure, which will indicate the real replacement values, the service life of the assets and the funds required to provide for adequate asset replacement. The renewals burden is set to increase sharply over the next 20 years and it is therefore important for Swartland Municipality to commit to a substantial and sustained programme of capital renewal works.



71

Operational Budget:

Total operating revenue is expected to grow by 3.3 per cent or R15.863 million for the 2015/2016 financial year when compared to the 2014/2015 Adjustments Budget. For the two outer years, operational revenue will increase by 9.54 and 10.12 per cent respectively, equating to a total revenue growth of R118.339 million over the MTREF (2015/2016 to 2017/2018).

Total operating expenditure for the 2015/2016 financial year has been appropriated at R565.108 million and translates into a budgeted deficit of R68.371 million (before capital transfers). When compared to 2014/2015, operational expenditure is projected to grow by 3.42 per cent in the 2015/2016 budget and by 6.94 and 7.64 per cent for each of the respective outer years of the MTREF.

As a result of the projected revenue being increased at a greater rate than the planned expenditure program, the operating deficit (before capital grant transfers) stated at R65.562 million in 2014/2015 is expected to decrease to R51.288 million in 2017/2018. Although this decline in operating deficit is a major step towards the operating budget of the municipality being self-sustainable, the municipality should on a continuous basis evaluate the financial performance of all departments to identify areas where revenue sources can be increased and non-priority spending can be decreased (2015/16 to 2017/18 Medium Term Revenue and Expenditure Forecasts Budget Report).

Maintenance activities have been increasingly focused on reactive maintenance as a result of the progressive deterioration and failure of old infrastructure. Consequently, there has been dilution of preventative maintenance of other infrastructure. Expenditure on repairs and maintenance does not keep track with the increase in asset values as well as the ageing of the infrastructure. The norm of repairs and maintenance as a % of Property, plant and equipment and investment property (carrying value) is 8%. Swartland Municipality is currently at 1%.

An Integrated Maintenance Plan is necessary that optimises maintenance activities, appropriate to its specific needs and the local environment, and identifies the systems and resources required to support this. A regime of planned preventative maintenance should be established for all infrastructure assets classified as critical and important in the Asset Register. Consideration should be given to the establishment of a maintenance management system to enable Swartland Municipality to better manage its risks, and more effectively plan and prioritise the wave of renewals that are going to be required over the next 20 years.

It is important to note that the maintenance budget requirements are going to increase substantially over the next twenty years in real terms, in line with the envisaged pace of development, and the upgrading of the existing infrastructure that’s taking place. It is estimated that the budget requirements will double over this period.

The recommendations for Swartland Municipality, with regard to their Operational Budgets, are as follows:

· Develop an IAMP, which will indicate the real replacement values and service lives of the assets and the funds required to provide for adequate operation and maintenance of the infrastructure. Current gaps include unrealistically low depreciation charges, which have to be rectified and ring-fenced into an asset replacement fund, as well as additional budget requirements above inflation for infrastructure development.

· The new depreciation charges will have to form part of the operating budget and subsequent tariffs, linked to a ring-fenced asset replacement fund.

· The operational income for water services was less than the expenditure for the last two financial years, while the operational income for sanitation services were more than the expenditure. It is expected that this trend will continue in the future. It is critical for Swartland Municipality to ensure that sufficient funding is allocated towards an asset replacement fund, in order to ensure adequate rehabilitation and maintenance of the existing infrastructure. A financial sustainability strategy is necessary, which needs to include the implementation of an aggressive revenue management framework for ongoing revenue enhancement.



72

· Water services operational surpluses have to be allocated to essential water services requirements in the future.

· Swartland Municipality needs to ensure that the Credit Control and Debt Collection Policy and By-laws are strictly enforced.

Tariff and Charges:

Swartland Municipality’s current four block step water tariff structure adequately promotes the efficient use of water by consumers and discourages the wastage of water. Higher tariffs are charge for the higher consumption blocks.

The current water service charges are however currently not cost reflective and it is not expected that the service will become cost reflective over the MTREF. The shortfall in the service is however expected to decline over the MTREF. This decline can mainly be attributed to the water charges that will be increased in excess of 6% over the MTREF. This increase is however required to ensure that the water service becomes more cost reflective and avoid the scenario where a trading service is financed from general rates. It should also be noted that the annual increase for bulk purchases of water is stated at 8%. The current sanitation service charges will be cost reflective during 2015/2016, as well as the remainder of the MTREF.

Furthermore, it should also be noted that the current water charges at Swartland Municipality is relatively lower than all the major municipalities against which the municipality benchmarks itself on a regular basis. This includes availability charges and usage charges for both residential and commercial users (2015/16 to 2017/18 Medium Term Revenue and Expenditure Forecasts Budget Report).

The table below gives some comments on the specific blocks, with regard to Swartland Municipality’s water tariff structure for the last three financial years.

Table C.35: Comments on the Municipality’s block step tariff structure

Block

(kl/month) 12/13 13/14 14/15 Comments

0 - 6 R0-00 R0-00 R0-00 Free Basic Water

7 - 15 R8-19 R8-68 R9-29

Low volume use

16 - 30 Typical use volume, including garden irrigation

31 - 60 R11-27 R11-95 R12-79 Above average use, including garden irrigation

61 - 100 R17-45 R18-50 R19-80

Wasteful use and/or severe garden irrigation

> 100 Significant waste and/or unnecessary garden irrigation

Wasteful or inefficient use of water is discouraged through increased tariffs. It is suggested that the following tariff structure characteristics should remain in Swartland Municipality’s Structure in order to ensure efficient water use.

· Maintain a rising block tariff structure.

· Keep number of blocks in the tariff to a minimum. One block to address free basic water (the first step) and another to address the “cut-off” volume where consumers are discouraged to use water above this monthly volume (highest block) are required. In addition another three blocks could be used to distinguish between low users, typical use of high water use.

· The volumetric steps should be kept the same for all the areas within Swartland Municipality’s Management Area.

· The cost of water in the maximum step should severely discourage use in this category. The volumetric use for the highest category could be 60 kl/month, above which residential water use could be considered to be wasteful or unnecessary. Garden use requiring in excess of this volume should be reduced in accordance with xeriscape practices.



73

· Continue with the existing tariff codes, which adequately differentiate between the different types of consumers, for example residential, commercial, churches, schools, departmental, old age homes, etc.

The Municipality should investigate the possibility of volumetric usage for their sanitation tariffs, whereby charges are determined according to water usage with maximum ceilings and charged accordingly. Swartland Municipality will continue to re-evaluate the tariffs they charge for their water and sanitation services on an annual basis in order to put the Municipality in a better financial position to address the bulk infrastructure backlogs and to ensure the adequate rehabilitation and maintenance of all existing water and sewerage infrastructure within the various towns.

Swartland Municipality will continue with their current approach whereby the various parameters at all their industrial consumers are monitored, as well as volumetric monitoring at the larger users. Adaptation of procedures will be undertaken in accordance with any changes to the wastewater discharge criteria set by the DWS. It will also be necessary to consider limits above which volumetric monitoring will be necessary at new industries and existing smaller industries, where expansion is likely to take place.

Swartland Municipality will continue to monitor industrial consumers in order to ensure that all current industrial consumers apply for discharge permits and supply and maintain a flow meter measuring device that meter the volume of water that is discharged into Swartland Municipality’s sewer system. It is also recommended that the accounts generated by the Municipality include for each cycle a summary of the COD and flow results to enable industries to keep a record and look at ways of improving where possible.

Swartland Municipality’s tariffs support the viability and sustainability of water supply services to the poor through cross-subsidies (where feasible). Free basic water and sanitation services are linked to Swartland Municipality’s Indigent Policy and all indigent households receive free basic water and sanitation services.

It is important for Swartland Municipality to enforce their indigent qualification criteria rigorously in order to ensure that those who do not qualify are removed from the allocation list. The Municipality needs to determine whether the current Indigent Policy is not too generous and creates a situation where too many citizens in Swartland Municipality’s Management Area are making no monetary contribution toward the cost of delivering services to the community.

It is important for Swartland Municipality to continue with the reading of all their bulk water meters. The bulk meters and meter chambers also need to be properly maintained and the meters need to be protected from possible vandalism. Swartland Municipality can also investigate the possibility of dividing the distribution networks into even smaller zones, with a bulk water meter for each zone, in order to identify the non-revenue water for each of the individual zones. Swartland Municipality is committed to ensure that all water used for irrigation purposes are metered.

Swartland Municipality’s Credit Control and Debt Collection By-laws provide a framework to enable Swartland Municipality to proactively manage and collect all money due for services rendered and outstanding property taxes, subject to the provisions of the Municipal Systems Act of 2000 and any other applicable legislation and internal policies of Council. The By-laws provides for credit control procedures which are fair and equitable, provide for warnings and adequate notice, provide for consumer representations, allow alternative payment arrangements and set out fair procedures that will be applied in the event of non-payment. The By-laws further allows for actions that will limit the Municipality’s financial loss and promote good payment habits, where a consumer continues to fail to pay for services provided after the application of such procedures and a fair warning.

As part of the financial sustainability strategy, an aggressive revenue management framework has been implemented to increase cash inflow, not only from current billings but also from debtors that are in arrears in excess of 90 days. The intention of this strategy is to streamline the revenue value chain by ensuring accurate billing, customer service, credit control and debt collection. Payment levels and credit control is considered to be favourable

The Municipality has managed to ensure that creditors are settled within the legislated 30 days of invoice or statement. This has had a favourable impact on suppliers’ perceptions of risk of doing business with the Municipality, which is expected to benefit the Municipality in the form of more competitive pricing of tenders, as



74

suppliers compete for the Municipality’s business (2015/16 to 2017/18 Medium Term Revenue and Expenditure Forecasts Budget Report).

The Technical Department needs to continue to work with the Financial Department in order to ensure that all water used is metered, which include the free basic water and also the water used for irrigation purposes on the parks.

It is recommended that Swartland Municipality compile a detail water meter audit of all their bulk and consumer water meters. All residential water meters older than eight years need to be replaced if they are found to be not accurate. New technology, including remote meter reading will most probably become more affordable and widely used in the future and Swartland Municipality can investigate the possibility to make use of these systems in the future.

Business Element 11: Water Services Institutional Arrangements


Item

Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Policy development 80.00 80.00 80.00 80.00

Regulation and tariffs 80.00 80.00 80.00 80.00

Infrastructure development

(projects)80.00 80.00 80.00 80.00

Performance management

and monitoring 80.00 80.00 80.00 80.00

WSDP 80.00 80.00 80.00 80.00

Bulk and Retail functions 60.00 60.00 80.00 80.00

TOTAL for Topic 76.67 76.67 80.00 80.00


Nr

1

2

3

Sw artland Municipality w ill continue w ith their mentoring role for

operational personnel ensuring an adequately trained and

classif ied w orkforce w ith dedicated training programmes for

supervisors and operational personnel. Budgets need to be

established to address the shortfall of skilled personnel, rethink

methods to retain qualif ied personnel and plan for succession

and clear career paths for experienced staff.

Ensure all required w ater and sanitation training is included in the

Municipality’s Workplace Skills Plan. Establish budgets to address the

shortfall of skilled personnel, rethink methods to retain qualif ied

personnel and plan for clear career paths.

With such a program a source of specif ic resources of skilled

operational personnel, technicians and managers w ill be established.

Table C.36 : Business Element 11: Water Services Institutional Arrangements (Topic 11)

Overview of Topic

The institutional arrangements profiles

presents an overview of the WSA’s

compliance w ith respect to w ater

services regulations and policy and as

aligned also w ith the Regulatory

Performance Monitoring System. It also

provides an overview of the w ater

services provider arrangements w hich

are in place, including the WSA’s

perception of the suff iciency of WSP

staff ing levels.


All critical vacant w ater and sanitation positions as indicated on

the approved Organogram needs to be f illed as soon as

possible. Sw artland Municipality needs to review the skills

needed at each of their WWTWs according to the classif ication

of the WWTWs and need to align resources to these needs as

w ell as review ing the total staff numbers necessary to meet all

the objectives in the National Water Act.

Sw artland Municipality can also continue to actively focus on in-

house training, w hich requires the identif ication of trainers (from

senior operators / off icers / professional ranks) for the

development and facilitation of courses w hich relate to specif ic

organizational know ledge and systems requirements.

Aligning the career paths to the occupational categories w ill assist the

personnel to understand levels w ithin across teams. Simplif ication of job

titles to conform to respective occupational categories w ill assist in

developing compatible and comparable career paths w ithin the different

Departments. Occupational categories w ill provide differentiation

betw een levels. This approach w ill allow for more specif ic job

designations in organograms w ith explicit career path connotations.

Sw artland Municipality’s internal reports such as the Water Safety Plan,

Wastew ater Risk Abatement Plan, Operation and Maintenance Manuals

and this WSDP have the necessary information on w hich the in-house

courses can be based. This w ill assist Sw artland Municipality’s Human

Resource Department in general and the skills development facilitator in

particular to develop and implement effective w orkplace skills plans

relevant to Human Capacity Development requirements.

It is important for Swartland Municipality to develop a schedule of all policies and bylaws, which needs to indicate an annual rotation plan for the reviewing of all policies and by-laws. This process will assist the Municipality to be developmental and innovative in doing business.



75

Mechanisms are in place to effectively monitor the compliance of consumers with regard to the Water Supply, Sanitation Services and Industrial Effluent By-laws

Swartland Municipality has a fully functional Supply Chain department. All the various Bid Committees have been established and are functioning. The municipality has implemented an automated Supplier Database, which is updated on a daily basis. An Exception report is available for a specific period for all changes made on the database regarding bank details, tax clearance certificates, declaration of interest, etc. and is utilised by Management to identify any irregular / unauthorised amendments. A monthly Deviation report is submitted to the CFO and Management Team with explanations of all awards made during the previous month where the prescribed SCM processes could not be followed due to certain circumstances such as emergencies, sole supplier, etc. Long outstanding requisitions and order are monitored by means of available system reports and forms part of the monthly performance management of the CFO. Delays are communicated to the users.

A combined Performance, Risk and Financial Audit Committee has been established and is functional. The performance indicators as included in the SDBIP are regularly reviewed in order to promote a culture of performance management among its political structures, political office bearers and councillors and in its administration and administer its affairs in an economical, effective, efficient and accountable manner.

Swartland Municipality is committed to develop a new WSDP every five years and to update the WSDP as necessary and appropriate in the interim years. The Municipality will also continue to report annually and in a public way on progress in implementing the plan (Water Services Audit), as part of Swartland Municipality’s Annual Report. Water Services Audit Reports were completed annually for the last six years.

Swartland Municipality needs to focus strongly on the rehabilitation and the maintenance of the existing infrastructure; augmentation of their existing water sources and all planning for new services should be guided by the Water and Sewer Master Plans. Water and sanitation services are currently effectively managed by Swartland Municipality.

Swartland Municipality will continue with their mentoring role for operational personnel ensuring an adequately trained and classified workforce with dedicated training programmes for supervisors and operational personnel. Budgets need to be established to address the shortfall of skilled personnel, rethink methods to retain qualified personnel and plan for succession and clear career paths for experienced staff. With such a program a source of specific resources of skilled operational personnel, technicians and managers will be established.

The West Coast District Municipality will remain the only bulk potable WSP for Swartland Municipality. A Service Delivery Agreement is in place and the Monitoring Committee with specific powers and functions monitors the performance.

All critical vacant water and sanitation positions as indicated on the approved Organogram needs to be filled as soon as possible. Swartland Municipality needs to review the skills needed at each of the WWTWs according to the classification of the WWTWs and need to align resources to these needs as well as reviewing the total staff numbers necessary to meet all the objectives in the National Water Act.

Aligning the career paths to the occupational categories will assist the personnel to understand levels within across teams. Simplification of job titles to conform to respective occupational categories will assist in developing compatible and comparable career paths within the different Departments. Occupational categories will provide differentiation between levels. This approach will allow for more specific job designations in organograms with explicit career path connotations.

The training of Swartland Municipality’s personnel involved in the management of water and sanitation services is the most important factor that determines the ability of Swartland Municipality to deliver safe and reliable water and to treat the effluent at the WWTWs to an acceptable standard. Training of all staff involved in water supply and sanitation services on matters related to treatment processes and quality monitoring and control is essential because their actions (or failure to act) will have a major impact on the well-being of the communities and the environment.



76

Swartland Municipality can also continue to actively focus on in-house training, which requires the identification of trainers (from senior operators / officers / professional ranks) for the development and facilitation of courses which relate to specific organizational knowledge and systems requirements. Swartland Municipality’s internal reports such as the Water Safety Plan, Wastewater Risk Abatement Plan, Operation and Maintenance Manuals and this WSDP have the necessary information on which the in-house courses can be based. This will assist Swartland Municipality’s Human Resource Department in general and the skills development facilitator in particular to develop and implement effective workplace skills plans relevant to Human Capacity Development requirements.

Business Element 12: Social and Customer Service Requirements


Item Quality (%)

assessment of

current status

against

compliancy

requirements

Quantity (%)

an indication of

the

representation of

the total area to

address the

issue

Future Plan

Assessment

Strategy

Assessment

Resources available to

perform this function80.00 80.00 80.00 80.00

Attending to complaints for

w ater 74.29 68.57 68.57 68.57


Sanitation: Discharge to

treatment w orks

71.43 68.57 71.43 71.43


Sanitation: Pit/ tank pumping80.00 72.00 76.00 76.00

TOTAL for Topic 76.43 72.29 74.00 74.00


Nr

1

2

All critical w ater and sanitation stats need to be kept up to date

and monitored on a monthly basis (Number of complaints; pipe

breakages; sew er blockages; meters tested, replaced and

repaired; septic tanks pumped, etc.)

Ensure all w ater and sanitation stats are kept up to date and included in

the Monthly Reports.

One of the major risks identif ied by Sw artland Municipality w .r.t.

Customer Care w as that Clients might be unsatisfied /

uninvolved / uninformed.

The actions included in Sw artland Municipality’s “Satisfied, Involved and

Well Informed Stakeholders” Strategic Objective are as follow s:

• Formulate and implement a communication strategy and plan.

• Ensure actively functioning and adequately represented w ard

committees.

Table C.37 : Business Element 12: Social and Customer Service Requirements (Topic 12)

Overview of Topic

This topic provides an overview of the

quality of the w ater services provision

function w hen considered from a

customer perspective including the

summary of the WSA’s

responsiveness to customer

complaints and queries.


One of the major risks identified by Swartland Municipality w.r.t. Customer Care was that Clients might be unsatisfied / uninvolved / uninformed. The root causes for this risk is summarised in the table below:

Table C.38: Internal and External root causes that can result in unsatisfied, uninvolved or uninformed Clients

Internal External

· Poor or ineffective communication with our clients.

· Political promises not delivered.

· Ineffective functioning of and inadequately represented ward committees.

· Lack of public knowledge with respect to ward committees and ward committee members.

· Poor or no reaction to complaints regarding service delivery.

· Spreading of wrong perceptions and incorrect information.

· Unrealistic expectations.

· Corruption in government.

· Resistance against high service costs

· Politicised environment.

· Poor understanding / insight (provider and receiver).

· Lack of organised tax / services / client forums.

· Poor communication from public regarding concerns



77

Swartland Municipality’s Strategic Outcome No.2 is Satisfied, Involved and Well Informed Stakeholders. The actions for this Strategic Outcome, as also listed in the 2012-2017 March 2015 IDP, are as follows:

· Formulate and implement a communication strategy and plan.

· Ensure actively functioning and adequately represented ward committees.

Swartland Municipality is committed to maintain the existing high levels of customer service in their urban areas and to record all the necessary information for the WSDP on an annual basis. The present Customer Services and Complaints System adequately allow for the recording and management of all water and sanitation related complaints. The Municipality is committed to ensure that all water and sanitation related complaints are recorded and that the complaints are addressed within the time period stipulated in the Client Services Charter.

Access to safe drinking water is essential to health and is human right. Safe drinking water that complies with the SANS:241 Drinking Water specifications do not pose a significant risk to health over a lifetime of consumption, including different sensitivities that may occur between life stages. Swartland Municipality is therefore committed to ensure that their water quality always complies with national safety standards.

The Water Safety Plan of Swartland Municipality includes an Improvement / Upgrade Plan. The purpose of the Improvement / Upgrade Plan is to address the existing significant risks where the existing controls were not effective or absent. Barriers implemented by Swartland Municipality against contamination and deteriorating water quality include the following:

· Participate in catchment management and water source protection issues.

· Correct operation and maintenance of the filtration and disinfection plants.

· Protection and maintenance of the distribution system. This includes ensuring an adequate disinfectant residual at all times, rapid response to pipe bursts and other leaks, regular cleaning of reservoirs, keeping all delivery points tidy and clean, etc.

Four other important barriers against poor quality drinking water that are a prerequisite to those listed above are:

· A well informed Council and municipal managers that understand the extreme importance of and are committed to providing adequate resources for continuous professional operation and maintenance of the water supply system.

· A Service Delivery Agreement with the West Coast District Municipality is in place for the provision of bulk water.

· Competent managers and supervisors in the technical department who are responsible for water supply services lead by example and are passionate about monitoring and safeguarding drinking water quality.

· Well informed community members and other consumers of water supply services that know how to protect the water from becoming contaminated once it has been delivered, that have respect for water as a precious resource and that adhere to safe hygiene and sanitation practices.

Swartland Municipality’s implementation strategies with regard to customer services are to maintain the high level of customer service satisfaction and to keep record of all the necessary customer services information and to link the customer services KPIs to their Performance Management System, in order to ensure that the following goals are met:

· To monitor the number of consumers experiencing greater than 7 day interruptions in water supply per year and also the number of consumers receiving a flow-rate of less than 10 litres per minute.

· To ensure that private landowners provide at least basic water services to those households on the farms in the rural areas with current water service levels below RDP standard (quantity, quality and sustainability).



78

· To keep record of the number of water queries received and to monitor the number of complaints with regard to water quality and the number of major or visible leaks. To respond within 24 hours to all queries and to repair all leaks within 48 hours after being reported.

· To ensure that private landowners provide at least basic sanitation services to those households with current sanitation service levels below RDP standard (Health and hygiene education / awareness to be part of the process).

· To keep record of the number of sanitation queries/complaints received per year, the number of blockages, number of calls received for pit/tank emptying and the number of calls received for emergency maintenance to pits/tanks. To respond within 24 hours to all sanitation complaints and to repair all sanitation blockages on the networks within 48 hours. To respond within 48 hours to all requests for pit/tank emptying.

· To evaluate the health and hygiene awareness and water education programmes and to incorporate these programmes in their future planning. To ensure that health and hygiene awareness is part of the process of providing VIPs on the farms, for those households with current sanitation facilities below RDP standard.

SECTION D: WATER SERVICES OBJECTIVES AND STRATEGIES

The water services objectives and strategies presented below were derived from the water services situational analysis as summarised in Section C “Water Services Existing Needs Perspective” and presents the 5-year Water Services Objectives and Strategies as established in the WSA’s WSDP.

The water services objectives and strategies presented below are however a summary of the KPIs developed from the water services situational analysis as summarised under Section C “Water Services Existing Needs Perspective” and as taken from the Municipality’s approved SDBIP and presents the 5-year Water Services Objectives and Strategies as established in the WSA’s WSDP.



79

Table D.1: WSDP FY2015/16: Water Services Objectives and Strategies

WSDP Year 1 WSDP Year 2 WSDP Year 3 WSDP Year 4 WSDP Year 5

FY2015/16 FY2016/17 FY2017/18 FY2018/19 FY2019/20

Target Target Target Target Target

1.1

(New)

Compi le Annual WSDP

performance- and Water

services Audit Report

▪ Compi le Annual WSDP Performance- and Water

Services Audit Report

▪ Take Annual WSDP Performance- and Water

Services Audit Report to Counci l for approval

▪ Compi le Annual WSDP

Performance- and Water


▪ Take Annual WSDP


Services Audit Report to

Counci l for approval




































1.2

(New)

El l i ci t ownership of the WSDP ▪ Compi le an updated WSDP (eWSDP) ▪ Compi le 2015/2016

updated WSDP.

▪ Advertise for publ ic

comment.

▪ Take WSDP to Counci l

for approval (WSDP-IDP

Water Sector Input

Report)

- ▪ Update the eWSDP as

necessary

▪ Update the WSDP-IDP

Water Sector Input Report

and take i t to Counci l with

the updated IDP.

▪ Update the eWSDP as

necessary




the updated IDP.


necessary




the updated IDP.


necessary




the updated IDP.

2.1

(New)

Susta inable Integrated Human

Settlements

Implement SDF priori ty action plans for each of the

towns and ensure new developments are in l ine

with these priori ty action plans .

3.1 Ensure that all households

have access to water within

200m in the area

% of urban households with access within 200

meters

100% 100% 100% 100% 100% 100%

3.2 Ensure that all urban

households have access to

sanitation services within 200m

% of urban households with access to sanitation 100% 100% 100% 100% 100% 100%

3.3 Ensure continuous and

available water supply

% of new water connections completed within 10

working days

100% 100% 100% 100% 100% 100%

3.4

(New)

Ensure a l l households on farms

are provided with at least bas ic

water services

Support a l l appl ications received for bas ic water

services on farms (Subject to ava i labi l i ty of

financia l resources and susta inabi l i ty of type of

service)

- 100% of appl ications

received are supported

(Subject to ava i labi l i ty of

funding and susta inabi l i ty of

type of service)

100% of appl ications




type of service)





type of service)





type of service)





type of service)

3.5

(New)

Ensure a l l households on farms

are provided with at least bas ic

sanitation services

Support a l l appl ications received for bas ic

sanitation services on farms (Subject to

ava i labi l i ty of financia l resources and

susta inabi l i ty of type of service)

- 100% of appl ications




type of service)





type of service)





type of service)





type of service)





type of service)

WSDP Topic 1: Administration

WSDP Topic 2: Demographics

WSDP Topic 3: Service levels

NrObjective

StrategyKey Performance Indicator

Targets to be set by other Department

Baseline (FY2013/14

status quo)

Ensure integrated development and implementation of water services plans



80


FY2015/16 FY2016/17 FY2017/18 FY2018/19 FY2019/20


4.1

(New)

Socio - Economic Development Implement LED Strategy and Socia l Development

Pol icy and Strategy and the implementation of the

five action plans as approved 2014-2015.

Al leviation of poverty by means of Pol icies and

Programmes

- Al leviate poverty by means

of: Indigent Support, Loca l

Labour Promotion Projects ,

LED projects and Supply

Chain Management Pol icy as

an instrument to enforce the

max. use of loca l labour.

Al leviate poverty by means




























Implement LED Strategy and focuss ing on speci fic

s trategic themes

- 1) Job creation and inclus ive

development 2) Al ignment of

capabi l i ties to potentia l 3)

Better and more access ible

information 4) Municipa l

respons iveness

1) Job creation and inclus ive





respons iveness






respons iveness






respons iveness






respons iveness

5.1

(New)

Susta inable civi l engineering

infrastructure services

% of proposed interim solutions for improving the

operation of the WWTW, as wel l as proposed

refurbishment and upgrade and extens ion work

implemented (WWTW Process Audits ).

- At least 30% of the proposed

recommendations from the

WWTW Process Audits

implemented.

At least 30% of the proposed


WWTW Process Audits

implemented.



WWTW Process Audits

implemented.



WWTW Process Audits

implemented.



WWTW Process Audits

implemented.

5.2

(New)



Ensure adequate s torage capaci ty for a l l towns (At

least 48hrs AADD)

- Al l towns with s torage

capaci ty above 48 hrs AADD

Al l towns with s torage








5.3

(New)



Ensure adequate water pump station and water

reticulation capaci ty.

- Upgrade exis ting water pump

stations and provide new

pump stations as identi fied

in the Water Master Plan.

Upgrade water reticulation

networks as proposed in the

Water Master Plan.

Upgrade exis ting water pump






Water Master Plan.







Water Master Plan.







Water Master Plan.







Water Master Plan.

5.4

(New)



Ensure adequate sewer pump station and

dra inage network capaci ty.

- Upgrade exis ting sewer

pump stations and provide

new pump stations as

identi fied in the Sewer

Master Plan. Upgrade sewer

dra inage networks as

proposed in the Sewer

Master Plan.

Upgrade exis ting sewer







Master Plan.








Master Plan.








Master Plan.








Master Plan.

5.5

(New)



Ensure the Water and Sewer Master Plans are

updated regularly.

- - Update Water and Sewer

Master Plans .

- - Update Water and Sewer

Master Plans .

5.6

(New)



Ensure a budget of at least 2% of the tota l va lue of

the water and sewerage assets i s a l located

towards the replacement of exis ting infrastructure

per annum.

- A budget of 2% or more of the

va lue of the water and

sewerage assets i s a l located

towards the replacement of

exis ting infrastructure.

A budget of 2% or more of the




















5.7

(New)



Ensure a budget of at least 1% of the tota l va lue of

the water and sewerage assets i s a l located

towards the annual O&M of the systems.

- A budget of 1% or more of the



towards the O&M of the

systems.





systems.





systems.





systems.





systems.

WSDP Topic 4: Socio economic

NrObjective


Baseline (FY2013/14

status quo)

WSDP Topic 5: Water Services Infrastructure


Reduce poverty in the area4.2

(New)



81


FY2015/16 FY2016/17 FY2017/18 FY2018/19 FY2019/20


5.8

(New)



Ensure a l l water and sewerage infrastructure

assets are included in the Asset Regis ter, with

accurate CRC, DRC, RUL and conditions of assets .

- Annual reporting to the

Financia l Department on

water and sewerage assets

not yet included in the Asset

Regis ter and assets for which

the CRC, DRC, RUL and

condition in the Asset

Regis ter are not correct.

Annual reporting to the
































6.1

(New)



Water qual i ty to comply with SANS:241 Standards 100% Compl iance 100% Compl iance 100% Compl iance 100% Compl iance 100% Compl iance 100% Compl iance

6.2

(New)



Compl iance qual i ty of fina l effluent in terms of

Legal requirements

75% Compl iance 80% Compl iance 85% Compl iance 85% Compl iance 90% Compl iance 90% Compl iance

6.3

(New)



Achieve Blue Drop Status - Blue Drop Risk Rating of less

than 20%

Overa l l Blue Drop Score

above 80%

Blue Drop Risk Rating of less

than 20%

Overa l l Blue Drop Score

above 90%

Blue Drop Risk Rating of less

than 20%

6.4

(New)



Achieve Green Drop Status - Overa l l Green Drop Score

above 70%

Green Drop Risk Rating of

less than 55% for a l l plants

Overa l l Green Drop Score

above 80%

Green Drop Risk Rating of

less than 50% for a l l plants

Overa l l Green Drop Score

above 90%

6.5

(New)



Ensure that the Municipa l i ty's Water Qual i ty

Sampl ing Programmes comply with the minimum

SANS241:2011 monitoring frequency for process

indicators .

- 100% Compl iance 100% Compl iance 100% Compl iance 100% Compl iance 100% Compl iance

6.6

(New)



Continue and improve the level and frequency of

regular (Operational and Compl iance) sampl ing at

the WWTWs and reporting on wastewater qual i ty.

- At least annual publ ication

of wastewater sampl ing

resul ts .

At least annual publ ication


resul ts . Swartland

Municipa l i ty's own

laboratory to participate in a

Proficiency Testing

Programme.






Proficiency Testing

Programme.






Proficiency Testing

Programme.






Proficiency Testing

Programme.

6.7

(New)



% of proposed Improvement / Upgrade plans , as

included in the Water Safety Plan, implemented.


improvement / upgrade

plans of the Water Safety

Plan implemented.




Plan implemented.




Plan implemented.




Plan implemented.




Plan implemented.

6.8

(New)



% of proposed Improvement / Upgrade plans , as

included in the W2RAP, implemented.



plans of the W2RAP

implemented.



plans of the W2RAP

implemented.



plans of the W2RAP

implemented.



plans of the W2RAP

implemented.



plans of the W2RAP

implemented.

6.9

(New)



Ensure proper process control at a l l the WWTWs.

Ensure a l l forms (checks) as included in the O&M

Manuals of the WWTWs are implemented by the

Process Control lers


6.10

(New)



% Of recommendations , as included in the

Improvement / Upgrade plan of the Water Safety

Plan, implemented.



Water Safety Plan

implemented.



Water Safety Plan

implemented.



Water Safety Plan

implemented.



Water Safety Plan

implemented.



Water Safety Plan

implemented.

6.11

(New)



% Of recommendations , as included in the

Improvement / Upgrade plan of the Wastewater

Risk Abatement Plan, implemented.



Wastewater Risk Abatement

Plan implemented.




Plan implemented.




Plan implemented.




Plan implemented.




Plan implemented.

- - - - - - - - -

Baseline (FY2013/14

status quo)Nr

Objective


WSDP Topic 6: Operation and Maintenance

WSDP Topic 7: Associated services



82


FY2015/16 FY2016/17 FY2017/18 FY2018/19 FY2019/20


8.1.1 Ensure continuous and

ava i lable water supply

Number of burst water mains not repaired within

10 hours after the incident has been reported.

0 0 0 0 0 0

8.1.2

(New)



Implement projects as included in the newly

developed WC/WDM Strategy

- At least 20% of the

recommended WC/WDM

projects implemented.

At least 30% of the

recommended WC/WDM


At least 40% of the

recommended WC/WDM


At least 50% of the

recommended WC/WDM


At least 60% of the

recommended WC/WDM


8.2.1

(New)



Limit overa l l NRW percentage - Overa l l NRW (Internal

dis tributions) 17% or less

Overa l l NRW (Internal

dis tributions) 16.5% or less




dis tributions) 15.5% or less



8.3.1

(New)



Ensure a l l bulk water i s metered at source, at WTW

(incoming and outgoing) and at a l l bulk s torage

reservoirs .


8.3.2

(New)



Ensure a l l incoming flow and outgoing flow at

WWTWs are metered, as wel l as fina l effluent re-

used for i rrigation purposes .


9.1

(New)

Al l water sources are

authorised

% of Abstraction from sources regis tered and

authorised by the DWS.

- - 100% Compl iance 100% Compl iance 100% Compl iance 100% Compl iance

9.2

(New)

Susta inable management of

water resources

Ensure groundwater management programme for

boreholes are implemented and raw water qual i ty

i s monitored at least annual ly.

- Implement Groundwater

Management Programme and

monitor raw water qual i ty at

least annual ly.

Implement Groundwater



least annual ly.




least annual ly.




least annual ly.




least annual ly.

9.3

(New)

Susta inable management of

water resources

% Monitoring of effluent discharged by industria l

consumers (Quanti ty and Qual i ty)

- 75% Of a l l Industria l

Consumers monitored w.r.t.

qual i ty and quanti ty of

effluent discharged by them

80% Of a l l Industria l
















10.1

(New)



Develop and implement Long Term Financia l Plan

Pol icy.

10.2

(New)

Reduce infrastructure backlogs

in a financia l susta inable

manner.

1) Mainta in and improve debt col lection; 2) Secure

new sources of revenue; 3) Monitor the financia l

heal th of the Municipa l i ty aga inst financia l

s tandards ; 4) Streaml ining of municipa l

organisation; and 5) Mainta in and uti l i ze assets

effectively and efficiently.

10.3

(New)

Review tari ffs charge for

sewerage services .

Investigate the poss ibi l i ty of l inking the sewerage

tari ffs to the volume of water use. Volumetric

usage, whereby charges are determined according

to water usage with maximum cei l ings and

charged accordingly.

10.4

(New)

Sound Financia l Management % of Industria l Consumers charged according to the

qual i ty of effluent discharged by them.

- 100% of a l l industria l

consumers monitored by the

Mun., charged according to

the qual i ty of their

discharged effluent

100% of a l l industria l




discharged effluent





discharged effluent





discharged effluent





discharged effluent

11.1

(New)

Ensure adequate Process

Control lers at the WWTWs

% Compl iance w.r.t the number of exis ting Process

Control lers at the WWTWs and the required

number of Process Control lers (Draft Reg 17

requirements)

- 40 % Of plants meeting the

requirements , w.r.t. the

number of Process

Control lers per shi ft.

50 % Of plants meeting the


number of Process




number of Process




number of Process




number of Process




Number of interuptions in continuous service to

consumers , where interuptions for a s ingle

incident was greater than 48 hrs .

0 0 0 0 0 0



Number i f blockages notb repaired within 10 hours

after the incident has been reported.

0 0 0 0 0 0

WSDP Topic 11: Institutional Arrangements profile

WSDP Topic 12: Social and Customer service requirements

WSDP Topic 10: Financial profile

WSDP Topic 8.1: Conservation and Demand management - Water Resource Management

WSDP Topic 9: Water Resources

WSDP Topic 8.2 & 8.3: Conservation and Demand management - Water Balance

NrObjective


Baseline (FY2013/14

status quo)






83

SECTION E: WATER SERVICES MTEF PROJECTS

The Water Services Medium-Term Expenditure Framework (MTEF) projects are presented below and outline the water services projects which are funded for implementation within the next three years. Table E.2a provides the projects identified for implementation in FY2015/16, Table E.2b provides the projects identified for implementation in FY 2016/17 and Table E.2c provides the projects identified for implementation in FY2017/18. The table below gives an overview of the water services projects, as included in the MTEF.

Table E.1: Summary of MTEF Projects

NrValue

(R’000)Nr

Value

(R’000)Nr

Value

(R’000)Nr

Value

(R’000)

Water Projects 4 R6,048 7 R31,242 4 R27,305 9 R64,595

Sewerage Projects 3 R3,730 3 R2,540 4 R2,357 5 R8,627

Combined Water &

Sewerage Projects7 R9,778 10 R33,782 8 R29,662 14 R73,222

Project Main Category

FY2015/16 FY2016/17 FY2017/18 MTEF Total



84

Table E.2a: Water Services MTEF Projects - FY2015/16 (1st

year MTEF period)

Budget

Ow

n

MIG

RB

IG

AC

IP

DR

MW

IG

Oth

er

R20,295 R7,110 R27,405

1.1 2&3 Upgrading of Riebeek Kasteel WWTW WWTW Higher Sanitation Sanitation WWTW R20,249 R3,660 R2,160 R1,500 R23,909 Technica l Report

1.2 35 Secondary Chlorination Dis infection Higher Water Other WTW R46 R270 R270 R316 Water Safety Plan

1.3 36 New Chatsworth reservoir Storage Higher Water Internal Bulk Reservoir R0 R3,180 R3,180 R3,180 WSDP and Water Master Plan

R0 R0 R0

R0

R1,751 R2,562 R4,313

3.1 37 Replacement of water reticulation network Reticulation WC/WDM Water Reticulation WC/WDM R1,751 R2,562 R2,562 R4,313 MIG Technica l Report

R127 R106 R234

4.1 6 Equipment Sewerage Telemetry Equipment O&M Sanitation Other O&M R42 R50 R50 R92 O&M

4.2 7 Equipment Sewerage Equipment O&M Sanitation Other O&M R27 R20 R20 R47 O&M

4.3 38 Equipment Water Equipment O&M Water Other O&M R58 R36 R36 R94 O&M

R0

R0 R0 R0

R0

R0 R0 R0

R0

R0

R0

R0

Total R22,173 R9,778 R31,952

Project Budget / Funding Sources

FY2015/16Component

type Total CostMTEF Project Source

WASH Programs

Sub Category

Main

Category

"W" or "S"

Project Driver

Operations

Maintenance

5. Institutional

6. Water Services Programmes

Awareness Programs

DescriptionProject Name

Project

Reference

Number

NrPrev

spent

FY2013/14

1. Infrastructure Projects

2. Source Development Projects

3. Demand Management projects

4. O&M Commitments



85

Table E.2b: Water Services MTEF Projects - FY2016/17 (2nd year MTEF period)

Budget

Ow

n

MIG

RB

IG

AC

IP

DR

MW

IG

Oth

er

R46 R29,126 R29,173

1.1 5 Upgrading of Chatsworth / Riverlands WWTW WWTW Higher Sanitation Sanitation WWTW R0 R2,500 R2,500 R2,500 Technica l Report

1.2 30 Malmesbury and Wesbank BPT and PRV Bulk Pipel ine Higher Water Regional Bulk Bulk R0 R1,252 R1,252 R1,252 West Coast Master Plan

1.3 32Upgrading of 600mm dia pipe between Voëlvlei

WTW and Kasteelberg Reservoirs (WCW.S1)Bulk Pipel ine Higher Water Regional Bulk

Bulk

Pipel ineR0 R18,500 R18,500 R18,500 West Coast Master Plan

1.4 33 New 0.250 Ml reservoir for Koringberg Storage Higher Water Internal Bulk Reservoir R0 R3,074 R3,074 R3,074 WSDP and Water Master Plan

1.5 34 New 0.500 Ml reservoir for Riebeek Kasteel Storage Higher Water Internal Bulk Reservoir R0 R3,500 R3,500 R3,500 WSDP and Water Master Plan

1.6 35 Secondary Chlorination Dis infection Higher Water Other WTW R46 R300 R300 R346 Water Safety Plan

R0

R0 R0 R0

R0

R1,751 R4,577 R6,328


R127 R78 R205




R0

R0 R0 R0

R0

R0 R0 R0

R0

R0

R0

R0

Total R1,924 R33,782 R35,706

Nr

Project

Reference

Number

Project Name Description Project Driver

Main

Category

"W" or "S"

Sub CategoryComponent

type


MTEF Project SourcePrev

spent

FY2013/14

FY2016/17

Total Cost




4. O&M Commitments

Operations

Maintenance

5. Institutional


Awareness Programs

WASH Programs



86

Table E.2c: Water Services MTEF Projects - FY2017/18 (3rd

year MTEF period)

Budget

Ow

n

MIG

RB

IG

AC

IP

DR

MW

IG

Oth

er

R0 R25,817 R25,817

1.1 4 Upgrading of Moorreesburg WWTW WWTW Higher Sanitation Sanitation WWTW R0 R2,252 R2,252 R2,252 Technica l Report

1.2 5 Upgrading of Chatsworth / Riverlands WWTW WWTW Higher Sanitation Sanitation WWTW R0 R65 R65 R65 Technica l Report

1.3 31 Upgrading of Voëlvlei WTW (WCW.S24) WTW Higher Water Regional Bulk WTW R0 R5,000 R5,000 R5,000 West Coast Master Plan

1.4 32Upgrading of 600mm dia pipe between Voëlvlei

WTW and Kasteelberg Reservoirs (WCW.S1)Bulk Pipel ine Higher Water Regional Bulk

Bulk

Pipel ineR0 R18,500 R18,500 R18,500 West Coast Master Plan

R0

R0 R0 R0

R0

R1,751 R3,765 R5,516


R127 R80 R207

R0




R0

R0

R0 R0 R0

R0

R0 R0 R0

R0

R0

R0

R0

Total R1,878 R29,662 R31,540

Nr

Project

Reference

Number

Project Name Description Project Driver

Main

Category

"W" or "S"

Sub CategoryComponent

type


MTEF Project SourcePrev

spent

FY2013/14

FY2017/18

Total Cost




4. O&M Commitments

Operations

Maintenance

5. Institutional


Awareness Programs

WASH Programs



87

SECTION F: WSDP PROJECTS

The identification of projects necessary to ensure the provision of adequate levels of water and sanitation services is based primarily on the findings of the Water and Sewer Master Plans, in consultation with the Municipality’s town planning consultants. Master Planning is typically based on a forward planning horizon of 20 years, but is usually updated every three to five years, taking into account improved water demand estimates and subsequent infrastructure developments which may have taken place. Water and Sewer Master Plans were drafted for Swartland Municipality by GLS Consulting during July 2008 for all the systems and January 2011 for the Riebeek Valley area. The recommended projects from these Master Plans were incorporated into the WSDP.

The Master Plans represent the ideal infrastructure development required to meet projected water demands over the next few years, while realistic capital investment in infrastructure projects is determined by budget availability. As a result, prioritization of projects is necessary to identify what can be done within the available and projected budget constraints. The prioritization of projects is done through the IDP and annual budget planning process. Recommended infrastructure projects for implementation in the future will be based on the following plans and processes:

· Water and Sewer Master Plans for the internal water reticulation and sewer drainage networks and Waste Water Treatment Works Master Plans and Process Audits.

· Infrastructure replacement needs (Asset Register)

· Budget proposals

· Asset Management Plans

Swartland Municipality’s key capital infrastructure projects for the next three years are as follows:

· Upgrading of the Riebeek Kasteel, Moorreesburg and Chatsworth/Riverlands WWTWs.

· Provide additional reservoir storage capacity in Chatsworth, Koringberg and Riebeek Kasteel.

· Upgrading of the bulk water distribution network with the West Coast District Municipality.

· Implementation of water pipeline replacement programme to reduce water losses and non-revenue water even further. The old water reticulation networks result in regular pipe bursts and failures.

The new NWRS 2 list the following steps to raise the water profile in development planning:

· Water must be placed at the centre of integrated planning and decision-making, with a specific aim to respond to and support the achievement of national development and sector goals.

· Current budgets need to adequately provide for water, which might mean they have to be doubled to cater for the present needs.

· Current financial values need to appreciate water as a scarce resource and should thus reflect the real value of water. This requires a new value system across all sectors and stakeholders.

· Water efficiency and curbing water losses should be high on the agenda of each individual and institution in the country.

· Water management must be formally embedded in the sector businesses with associated accountability.

The DWS will insist in the future that all water infrastructure which they fund is value engineered against the life-cycle cost with a specific emphasis on energy costs. Evidence will be required that the technical design is appropriate for the nature of the resource and that operation and maintenance of the assets is reasonably within the capability of the responsible institution. New water resources infrastructure will also not be developed or authorized unless effective WC/WDM interventions have been put in place in the affected area.



88

Swartland Municipality’s implementation strategies, with regard to new water and sewerage infrastructure, are as follows:

· Take the recommended projects, as identified through the Water and Sewer Master Plans and the WSDP, into account during the planning and prioritization process for new infrastructure. Prioritize from the desired list, those items which can be implemented from available funding in the particular financial year.

· Undertake revised master planning at least every three to five years and to use the Master Plans to list the desired infrastructure development requirements and reflect these in the IDP.

· Assign a high priority to the implementation of the approved WDM Strategy in order to postpone additional capital investment for as long as possible, both from the water availability perspective as well as from the treatment of increased effluent volumes. The costs of physical water loss, the capital requirements for new water resources infrastructure, and the constraints of poor water availability on water dependent economic growth means that WC/WDM is a critical management priority for stretching the financial resources of the Municipality. WC/WDM is almost always a more cost-effective solution than the implementation of new infrastructure, and no new infrastructure should be developed until unauthorized water has been reduced to manageable volumes.

· To adopt appropriate technology solutions for the water and sewerage infrastructure challenges. Techniques such as value engineering should also be adopted to ensure that investments in infrastructure and other solutions are cost effective over the full life-cycle and designed to be fit for purpose.

· To ensure adequate funding for the full lifecycle cost of the new water and sewerage infrastructure, which will include funds for the operation and maintenance of the infrastructure and regular refurbishment.

· Balance land-use and development planning (SDFs) in accordance with the availability of water and the capacity of WTWs and WWTWs that are in place or that will be implemented.

The current needs projects are estimated at R95.948 million of which 76% are funded, as included in the MTEF project list. It should however be emphasised that additional funding will be required to address the full achievement of the water services strategies as outlined in Sections C and D, but that the extent of such additional funding can only be determined, once initial investigations and activities have been concluded.



89

Project Number Project Title

Project

Cost

R'000

1.1Annual drafting of WSDP Performance and Water


Compile annual WSDP Performance and Water Services Audit

ReportWSDP Yes O&M Budget Compile annual WSDP Performance and Water Services Audit Report R120 Yes Yes Not by name

1.2 Regular updating of WSDP Update WSDP every two to three years WSDP Yes O&M Budget Regular updating of WSDP R250 Yes Yes Not by name

1.3 Water and Sewer Master Plans are outdated Ensure Water and Sewer Master Plans are updated regularly WSDP No WSDP Update Water and Sewer Master Plans R500 Yes No No

Done by other Department

3.1Some households on the farms without basic water

services

Ensure all households on farms are provided with at least basic

water servicesWSDP No WSDP Provide basic water services on farms R1,256 Yes No No

3.2Some households on the farms without basic sanitation

services

Ensure all households on farms are provided with at least basic

sanitation servicesWSDP No WSDP Provide basic sanitation services on farms R13,160 Yes No No


5.1 Capacity of existing WWTW is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 2 & 3 Upgrading of Riebeek Kasteel WWTW R3,660 Yes Yes Yes

5.2 Capacity of existing WWTW is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 4 Upgrading of Moorreesburg WWTW R2,252 No Yes Yes

5.3 Capacity of existing WWTW is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 5 Upgrading of Chatsworth / Riverlands WWTW R2,565 Yes Yes Yes

5.4 Reduce pressure on bulk distribution pipeline Access to affordable and reliable municipal infrastructure MTEF Project Yes 30 Malmesbury and Wesbank BPT and PRV (WCW.S11) R1,252 Yes Yes Yes

5.5 Capacity of existing WTW is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 31 Upgrading of Voëlvlei WTW (WCW.S24) R5,000 No Yes Yes

5.6Capacity of existing bulk distribution pipeline is

inadequate.Access to affordable and reliable municipal infrastructure MTEF Project Yes 32

Upgrading of 600mm dia pipe between Voëlvlei WTW and Kasteelberg

Reservoirs (WCW.S1)R37,000 Yes Yes Yes

5.7 Existing reservoir storage capacity is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 33 New 0.250 Ml reservoir for Koringberg R3,074 Yes Yes Yes

5.8 Existing reservoir storage capacity is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 34 New 0.500 Ml reservoir for Riebeek Kasteel R3,500 Yes Yes Yes

5.9 Ensure microbiological compliance with SANS:241 Access to affordable and reliable municipal infrastructure MTEF Project Yes 35 Secondary Chlorination R570 Yes Yes Yes

5.1 Existing reservoir storage capacity is inadequate Access to affordable and reliable municipal infrastructure MTEF Project Yes 36 New Chatsworth reservoir R3,180 Yes Yes Yes

5.11 Existing network needs to be refurbished Access to affordable and reliable municipal infrastructure MTEF Project Yes 37 Replacement of water reticulation network R10,904 No Yes Yes

Table F.1: WSDP FY2015/16: LIST OF CONCEPTUAL PROJECTS

Project listed in

3yr MTEF - cycle?

CURRENT NEEDS

Water Services Development Planning

Business Element 2: Demographics (Topic 2)

NrSituation Assessment

(Problem Definition)

Solution description as defined by topic situation assessment

(Strategy)Conceptual project

Is there an

existing

project

addressing this

problem?

Existing Projects InformationDoes this

current listed

project

address the

problem

totally?

Approved by

Council, in

project

database and

part of 5 year

IDP cycle

projects?

Business Element 3: Service Levels (Topic 3)

Business Element 4: Socio-Economic Background (Topic 4)

Business Element 5: Water Services Infrastructure Management (Topic 5)



90


Project

Cost

R'000

6.1 Improve O&M of existing sewerage infrastructure Access to affordable and reliable municipal infrastructure MTEF Project Yes 6 Equipment Sewerage Telemetry R100 Yes Yes Yes

6.2 Improve O&M of existing sewerage infrastructure Access to affordable and reliable municipal infrastructure MTEF Project Yes 7 Equipment Sewerage R50 Yes Yes Yes

6.3 Improve O&M of existing water infrastructure Access to affordable and reliable municipal infrastructure MTEF Project Yes 38 Equipment Water R115 Yes Yes Yes

6.4Operational shortcomings were identified as part of

detail WWTW Process Audits

Address operational aspects as identified in each WWTW's detail

Process AuditWWTW Process Audit No Process Audit Address operational aspects as identi fied in each WWTW's Process Audit R500 Yes No No

6.5 Asset Management Plan is not in place.Ensure that an appropriate asset management plan is developed

and implemented.WSDP No WSDP

Develop an Asset Management Plan for a l l water and sewerage

infrastructureR500 Yes No No

None

8.1 Further reduce water losses and NRWContinue with the implementation of the newly developed

WC/WDM StrategyWC/WDM Strategy Partly O&M Budget Implement WC/WDM Strategy R2,500 No Partly Partly

8.2District zone meters are required to enable the

identification of leaking pipes for specific zones.

Break distribution networks down into smaller district zones. The

zone meters need to be l inked to the financial data, in order to

accurately determine the percentage of NRW for specific zones.

WC/WDM Strategy Partly O&M BudgetImplement district zones (Remote flow and pressure logging via Scada

System)R2,000 No Partly Partly

8.3Un-metered connections are not known, as well as the

age of the existing metersSurvey of all residential and non-residential water meters. WSDP No WSDP Detail water meter audit of all residential and non-residential water meters R1,800 Yes No No

8.4 A schools WDM programme is not yet implemented.

A schools education programme on water conservation should be

undertaken at least once a year (Competitions between schools for

example posters, songs, etc.)

WSDP No WSDP Implement a schools WC/WDM education programme R50 Yes No No

9.1 Raw water quality of own sources to be monitoredEnsure that raw water quality samples of own production

boreholes and surface water source are taken at least annuallyWSDP No WSDP Raw Water Quality Sampling R5 No No No

9.2 Groundwater Monitoring Programme to be improvedImplement Groundwater Monitoring Programme. Monitoring data

must be analysed by a geohydrologist on an annual basisWSDP No WSDP Implement Groundwater Monitoring Programme R85 No No No


Can be done internally

Can be done internally

R95,948

Funded R73,222

% funded 76%






Is there an

existing

project

addressing this

problem?

Existing Projects Information Does this

current listed

project

address the

problem

totally?

Approved by

Council, in

project

database and

part of 5 year

IDP cycle

projects?

Project listed in

3yr MTEF - cycle?

CURRENT NEEDS

Business Element 7: Associated Services (Topic 7)

Business Element 9: Water Resources (Topic 9)

Business Element 6: Operation and Maintenance (Topic 6)

Business Element 10: Financial Profile (Topic 10)

Business Element 8: Conservation and Demand Management - Water Resource (Topic 8.1, 8.2 and 8.3)

Business Element 12: Social and Customer Service Requirements (Topic 12)

TOTAL: CURRENT NEEDS

Business Element 11: Water Services Institutional Arrangements (Topic 11)



91


Project

Cost

R'000

F1 Water Master Plan No Various Ongegund: Future internal reticulation network items R1,566 Yes No No

F2 Water Master Plan No OW.M1 Ongegund: Telemetry at reservoirs, PSs and bulk water meters R268 Yes No No

F3 Water Master Plan No Various Riebeek Wes: Future internal reticulation network items R4,138 Yes No No

F4 Water Master Plan No Various Riebeek Wes: Water demand management items R1,268 Yes No No

F5 Water Master Plan No Various Riebeek Kasteel: Future internal reticulation network items R5,028 Yes No No

F6 Water Master Plan No RKW.M1 Riebeek Kasteel: Telemetry at reservoirs, PSs and bulk water meters R402 Yes No No

F7 Water Master Plan No Various Malmesbury: Future internal reticulation network items R43,949 Yes No No

F8 Sewer Master Plan No Various Ongegund: Future internal sewerage infrastructure items R519 Yes No No

F9 Sewer Master Plan No Various Riebeek Wes: Future internal sewerage infrastructure items R12,441 Yes No No

F10 Sewer Master Plan No Various Riebeek Kaseel: Future internal sewerage infrastructure items R12,092 Yes No No

F11 Sewer Master Plan No ABBS1.2 Abbotsdale: Future internal sewerage infrastructure items R527 Yes No No

F12 Sewer Master Plan No Various Darling: Future internal sewerage infrastructure items R5,240 Yes No No

F13 Sewer Master Plan No KORS1.1 Koringberg: Future internal sewerage infrastructure items R10,433 Yes No No

F14 Sewer Master Plan No Various Kalbaskraal: Future internal sewerage infrastructure items R6,279 Yes No No

F15 Sewer Master Plan No Various Moorreesburg: Future internal sewerage infrastructure items R9,916 Yes No No

F16 Sewer Master Plan No Various Malmesbury: Future internal sewerage infrastructure items R20,046 Yes No No

F17 Water Master Plan No VariousOngegund: Future bulk water master plan items, excluding OW.B4a&b,

OW.B5, OW.B6 and OW.B7R1,163 Yes No No

F18 Water Master Plan No Various Riebeek Kasteel: Future bulk water master plan items R8,615 Yes No No

F19 Water Master Plan No DARW1.1 Darling: 985m x 160mm dia supply parallel pipe reinforcement R1,161 Yes No No

F20 Water Master Plan No Various Malmesbury: Future reservoir master plan items R20,675 Yes No No

F21 Water Master Plan No Various Malmesbury: Future water PS master plan items R2,562 Yes No No

F22 Water Master Plan No YZERW1.1 Yzerfontein: 1 545m x 200mm dia supply parallel pipe reinforcement R2,090 Yes No No

F23 Sewer Master Plan No OS1.1 Ongegund: New sewer PS R460 Yes No No

F24 Sewer Master Plan No RWS2.1 Riebeek Wes: New sewer PS R460 Yes No No

F25 Sewer Master Plan No RKS3.2 Riebeek Kasteel: New sewer PS R460 Yes No No

F26 Sewer Master Plan No KALS1.1 & KALS1.3 Kalbaskraal: Two new future sewer PSs R756 Yes No No

F27 Sewer Master Plan No MAS2.2 Malmesbury: New sewer PS R1,476 Yes No No

Stil l managed by the West Coast DM

R173,986

Inadequate capacity of existing sewer pump stations.

Inadequate capacity of existing bulk water

infrastructure (Reservoirs, Pump Stations and Bulk

Pipelines)

Inadequate capacity of existing internal sewer drainage

network.

Inadequate capacity of existing internal water

reticulation networks.


FUTURE NEEDS





Is there an

existing

project

addressing this

problem?

Existing Projects InformationDoes this

current listed

project

address the

problem

totally?

Approved by

Council, in

project

database and

part of 5 year

IDP cycle

projects?

Project listed in

3yr MTEF - cycle?

TOTAL: FUTURE NEEDS

Infrastructure

Resources

Ensure adequate internal water reticulation capacity.

Ensure adequate internal sewer drainage capacity.

Ensure adequate bulk water supply capacity.

Ensure adequate sewer pump capacity