uw water resources and innovation conference 2015

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WATER RESOURCE AND INNOVATION CONFERENCE

The Board, Management and Staff of Umgeni Water extend a warm welcome to you.

The Water Resource and Innovation Conference on 22nd May 2015 is the final event in the Umgeni Water 40th anniversary events calendar. The decision to hold a conference of this nature was taken as it was deemed the most appropriate and effective platform to bring as many of our partners in the water and sanitation sector together to share our experiences that includes both highlights and challenges. We have tried to structure the conference content into themes that focus on the main pillars on which management of our business of providing water and wastewater services depend. Our hope is that the conference will be mutually beneficial. We encourage feedback from delegates after each thematic session. We will take this feedback seriously as we continue to optimise our processes and strategies to serve our customers in the years that follow.

We also hope that delegates, comprising partners, peers and customers, leave this conference with an assurance that Umgeni Water is a growing and learning organisation that is well prepared to meet and overcome the challenges that confront us in the course of our business.

In conclusion, we thank you for taking the time to share this space with us.

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GENERAL INFORMATION

Liability

The conference organisers and Umgeni Water give notice that they do not accept

responsibility or liability in respect of either person or property for injury, damage, loss,

accident, delay or irregularity which may be occasioned as a result of attendance at the

conference or the social event.

Name Badges

Badges are the tickets to teas, lunch meals and to the cocktail event and should be worn at

all times as they need to be displayed at entry.

Smoking / Mobile Phones

Please note that smoking is not permitted anywhere in the ICC except designated areas.

Mobile phones should be switched off during sessions.

Exhibition and Posters

Suppliers will be exhibiting their products at the tea / lunch area and can be viewed during

the tea and lunch breaks. Likewise, posters will also be displayed at the Umgeni Water stand

in the same area.

Delegate Interaction and Participation

Umgeni Water values feedback and comment from its guests at the conference. To this

effect after each thematic session, delegates are requested to answer a question on the

paper provided pertaining to the presentation session attended and drop the completed

paper a box at the session venue.

Names drawn randomly at the end of the session in each of the two venues will win the lucky

delegate a gift.

Continuous Professional Development (CPD)

The conference is validated for CPD points for professional engineers, technologists and

technicians registered with ECSA. The required CPD credit sheets will be available at each

conference venue from the session chairperson.

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Water Resource and Innovation Conference

Conference Programme: 22 May 2015

08h00-09h00 Tea / Coffee 08h30-09h00 Briefing Session for Speakers 09h00-09h05 Board Member opens conference and introduces children to sing the National

Anthem 09h05-09h15 Board Member introduces CE who officially welcomes delegates and Dignitaries 09h15-09h25 Board Member introduces Speaker to deliver message from the KZN Province

and Local government 09h25-09h40 Board Member introduces Key Note Speaker:

Ministry of Water and Sanitation delivers key note address 09h40-09h45 School children: Musical item

Board Member presides over the next three technical papers 09h45-10h00 Value Added By Focused Research And Development Projects

Peter Thompson 10h00-10h15 A concept plan to supply bulk water in KwaZulu-Natal

Kevin Meier 10h15-10h30 An Innovative Approach to Bulk Water Services Pricing

Kajal Singh 10h30 -11h00 TEA

11h00 -12h00 Leadership and Human Capital Development (Chairperson: Mokete Mayongo)

Operational Resiliency

(Chairperson: Msizi Cele)

Youth Skills Development and Training (Mzwandile Malishe/Presantha Maduray)

Tomorrows excellence starts TODAY, Young Professionals Perspective of Umgeni Waters future (Bongani Dladla)

Technical Sustainability and Long term Growth

(Lindelani Sibiya) Water Quality and Supply, Risk Management (Thandeka Zulu, Kim Hodgson, Ingrid Cawood)

What makes Operations successful (Monica Malunga)

12h00- 13h00 LUNCH 13h00 14h00 Linking Municipalities to

Innovation Research and Development (Chairperson: William Moraka)

Infrastructure Stability : Chairperson: Sunil Maharaj

A Tactical Approach to facilitating better Water and Sanitation

How to Expand Your Pipeline Network. The Importance of Planning (Steve

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Management (William Moraka) Why Municipalities should work closely with Universities, Water Boards. Some working Models, Centre of Competence (Prof Chris Buckley)

Review of WSP/WSA structures. Building effective relationships with Municipalities, service models, strengths/ weaknesses, lessons learnt.(Dan Naidoo)

Gillham)

A Sustainable Approach to Asset Management (Ntsiki Baai)

14h00-15h00 Innovation and Technology Development (Chair: Jay Bhagwan)

Water Resource Adequacy - Sustainability (Chair: Graham Atkinson)

Umgeni Waters Innovative Approach to Package Water Treatment Plants for Rural Applications (Lakesh Maharaj)

Water Utility Benchmarking System (Njabulo Ngema)

Drought Management and Planning (Angus Nicoll) Integrated Research for Long-term Catchment Protection (Prof Graham Jewitt)

15h00-15h30 TEA

15h30-16h30 Handling of Bulk Water Delivery Projects

Introduction (Suhayl Rawhani)

Umgeni Waters capacity to deliver large scale bulk water delivery projects. Case Study- Lower Tugela Water Treatment System. (Krish Govender, Mike Killick, Robert Moffat) Enterprise development - Contract participation goals (Noni Gumbi)

16h30 16h45 Close of Conference Session (Chairperson: Thami Hlongwa) Lucky Prize Sponsor Ray Naguran delivers a message CE presents Conference lucky draw prize Conference Summation, vote of thanks and closure 16h45 -21h00 Cocktails and networking

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INDEX TO ORAL PRESENTATIONS

Author (s) Title Baai Ntsiki A Sustainable Approach to Asset Management

Buckley Chris, Rajagopaul Rachi Why Municipalities should work closely with Universities,

Water Boards. Some working Models, Centre of Competence

Cawood Ingrid, Hodgson Kim and Zulu Thandeka

Water Quality and Supply, Risk Management

Dladla Bongani et al. Tomorrows excellence starts TODAY, Young Professionals Perspective of Umgeni Waters future

Gamede Cyril, Pillay Manu and Ngema Njabulo

Water Utility Benchmarking System

Gillham Steve The Importance Of Planning When Expanding A Pipeline Network

Govender Krish, Killick Mike, Moffat Robert

Umgeni Waters capacity to deliver large scale bulk water delivery projects. Case Study- Lower Tugela Water Treatment System

Jewitt Graham, Hughes CJ, Matta S; J Namugize, Ndlovu H, Ncgobo S, Ngubane S, Nswirba N, Zwezwe N

Understanding Drivers And Developing Solutions To Address Deteriorating Water Quality In The Upper Umgeni Catchment

Malunga Monica, Maharaj Sunil, Pillay Karessa, Padayachee Kimon

Operational Resiliency: What Makes Operations Successful?

Maharaj Lakesh, Boyers Bruce, Thompson Peter, Myers Roan, Nyawose Jabulani.

Umgeni Waters Innovative Approach to Package Water Treatment Plants for Rural Applications

Malishe Mzwandile and Maduray Presantha

Youth Skills Development and Training

Meier Kevin A concept plan to supply bulk water in KwaZulu-Natal Moraka William A Tactical Approach to facilitating better Water and

Sanitation Management

Naidoo Dan Building Effective Partnerships between Water Sector Stakeholders and Institutions in order to achieve the Developmental Water Management Framework

Nicoll Angus Drought Management and Planning Sibiya Lindelani and Sachita Korlam Technical Sustainability and Long term Growth

Singh Kajal and Hlongwa Thami

An Innovative Approach to Bulk Water Services Pricing

Thompson Peter, Toolsee Naheen, Rajagopaul Rachi

Value Added By Focused Research And Development Projects

Gumbi Noni, Hlongwa Thami Enterprise development - Contract participation goals

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INDEX TO POSTER PRESENTATIONS

Author (s) Title Makhaye Lungi and Kubheka Mbali Umgeni Waters approach to community

Upliftment Ngubane Musawenkosi, Makatini T.C, Hodgson Kim and Majam Sameera

Assessment of monitoring effectiveness for cryptosporidium and giardia In the Durban heights and Umzinto systems

Padayachee Kimon, Naheen Toolsee, Rajagopaul Rachi

Disinfection Dosing And Telemetry System Design For Rural Potable Water Plants

Terry Steve, Hunter Alistair Lessons learned in sustainable aquatic alien weed management at Umgeni Water

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A Sustainable Approach to Asset Management Ntsiki Baai, [email protected]

Abstract

Since 1974, Umgeni Water has been acquiring, developing and managing infrastructure. Providing a full range of water services from security of supply to ensuring an uninterrupted and sustainable supply of potable water is no coincidence as the organisation has been able to achieve this feat successfully since inception. This achievement is a culmination of a long-term 30-year infrastructure master plan for its area of operations, which ensures that demands are closely monitored, infrastructure capacities are optimised and the timing of infrastructure development takes place prior to the facilities reaching their maximum capacities. This long-term master planning involves understanding the factors influencing water demands and being able to manage them effectively; the limitations of existing infrastructure emanating from the annual asset management plans; and developing a range of alternatives which achieves a social, economic, and environmental balance. The strategic objectives (SO) of UW that impact in one way or the other on physical asset management are the following:

SO1. Improve existing assets and increase infrastructure (Growth); SO2. Improve financial ratios (Return on assets); SO3. Improve service delivery systems; SO4. Increase customer and stakeholder value; SO5. Increase services and customers; SO6. Increase technical skills and competency; and SO7. Increase water resource sustainability (water loss)

The critical questions that had to be answered were: What is the state of UWs assets and systems in relation to the best standards? How effective are the asset management systems thereof? What is the level of risk exposure of UW associated with existing infrastructure? The proposed solution was to attain a PAS 55 certification by 2020 or ISO 55001 when it becomes a standard. Such certification would provide assurance to our customers and stakeholder that we are operating at the very highest levels in terms of asset strategic control which involves surveillance, premises, and implementation control. A systemic approach towards such goal was to conduct a PAS 55 assessment by nature of a Management Review as contemplated by Section 9.3 of ISO55000. However, given the problem in context, it was critical that the short term solution addresses not only the management systems status, but also provide evidence on asset performance and asset specific risks profile. PAS 55 is a publicly available specification on the optimal management of physical assets published by the British Standards Institute. It refers to physical asset management as systematic and coordinated activities and practices, through which an organisation optimally and sustainably manages its assets and asset systems, their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organisational strategic plan. This standard is applicable to any organisation where physical assets are critical for success. It therefore becomes imperative for a water utility like Umgeni Water that is infrastructure dependant for its service delivery, to assess its management systems against such a specification.

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A 5 year programme was then developed with its first milestone being the assessment whose scope was packaged into 4 outputs as outline below: Output 1 Assessment UWs readiness for the certification against the eminent ISO 55001

Certification by 2020 Output 2 Review the existing infrastructure risk management systems and processes leading to

a formal infrastructure risk quantification system. Output 3 Perform a high level advanced asset condition and asset performance assessment,

based on standardised and tested asset management principles and submit a detailed report Primarily, the key internal stakeholders had to be engaged with the view of removing barriers and promoting collaboration within all Divisions to ensure success of the primary objective. Thereafter, the following methods were applied in respect of each output. For output 1, the current maturity level was compared to the desired maturity target. The maturity target was set at 3 (out of 5) as an organisation would need to be scoring consistently 3 or above in order to be able to qualify for ISO or PAS 55 certification. This enabled a set of activities to be defined in support of improving asset performance towards the desired maturity. The scores were based on the 17 KPA Pragma model and also benchmarked against three current standards: PAS55, ISO 55000. A detailed desktop systems analysis focusing on policies, procedures, practices, reports, and interviews of key personnel at all levels was undertaken to assess levels of knowledge for understanding and for action. For output 2, the ISO 31000:2009 risk management process was used. This process was initiated by establishing the context of the Umgeni Water (Infrastructure Risk Management System), more specifically the objectives of Umgeni Water. These objectives, in the context of the exercise, are defined as Critical Success Factors (CSFs) from a risk management perspective. By further taking a risk-based view on these CSFs, major risks to Umgeni Waters Infrastructure were identified. In other words, potential risks impacting the achievement of the Umgeni Waters CSFs were highlighted. Risk owners were allocated to each specific risk. These CSFs where rated according to a significance scale of 1-5. The Umgeni IRM framework was used to underpin the risk model used to rate the risks identified. Finally in output 3, the condition assessment of all assets identified for assessment employed a combination of vibration analysis, infra-red thermography, oil analysis, ultrasound detection and visual inspection. In addition to the above, pump efficiency measurements required power, speed, flow and pressure to be measured and compared to system curves. A standardised 5 level system was used to measure the state of the asset focusing on (i) condition level and (ii) life status level. The Condition Level is a measure of the state of health of the asset by identification of factors that influence remnant life. Condition is relevant for short to medium term planning. It is of most interest to reliability, maintenance and production managers as it affects the Opex budget. The Life Status level is an estimate of where the asset is positioned on its typical usable life curve. Life Status is relevant to long term planning and is of most interest to asset managers as it affects the Capex budget.

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Results of the exercise yielded the following:

For output 1, the score for each element and the average maturity result was 2.77. Due to the particular nature of the business, a target of 2 was chosen for Operator Asset Care.

Areas performing well above target were (i) Organisation and Development; (ii) Financial Management; (iii) Risk Management; (iv) Health, Safety, Security and Environment; (v) Operator Asset Care; (vi) Life Cycle Management; (vii) Shutdown and Outage Management

Areas performing below target but gap less than 30% and could be brought up to standard within 1 year: (i) Strategy Management; (ii) Information Management; (iii) Technical Information; (iv) Contractor Management; (v) Asset Care Plans; (vi) Work Planning and Control; (vii) Support Facilities and Tools; and (viii) Performance Measurement

Areas performing significantly below target and require major intervention: (i) Materials Management; (ii) Focused Improvement

In output 2, Umgeni Water has treated all their infrastructure related risks as Low Risks. For the purposes of this assessment a risk ratio was used. The Risk Ratio compares the Pre-mitigated Risk rating (risk rating excluding control measures) to the Residual Risk rating (risk rating including control measures). The resulting value ranges between 0 and 1. The closer this value is to zero the more effective the identified control measures are. The organisations infrastructure Risk Ratio is 0.58, which means there has been a risk reduction of 0.42 from the Pre-mitigated Risk rating to the Residual Risk rating. The heat maps below illustrate Pre-mitigated risks and Residual risks. By displaying the risks in this format we show how the risks migrate with control measures in place.

The conditions assessment (output 3) for both the electrical and mechanical systems was obtained. In general, the infrastructure life status and condition status were above average when compared to similar utilities. It can be concluded that the results of the PAS 55 assessment, the risk assessment, and the condition assessment correlate and that the asset management systems are to a large extent effective and robust though minor effort is required to bring all elements within the target. Such targets can be achieved within a period of one year.

Biography

Ntsikelelo Euphony Baai is a professional Technologist with a B-Tech in Mechanical Engineering. He also holds a Masters in Business Leadership. He has vast experience in Infrastructure asset management and is currently working for Umgeni Water as an Asset Manager. His responsibilities include developing and implementing an asset strategy leading to effective utilisation and revenue generation in line with the service delivery strategy of Umgeni Water.

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Why Municipalities should work closely with Universities, Water Boards. Some working Models, Centre of Competence

Prof Chris Buckley ([email protected]) and Rachi Rajagopaul

Abstract

There are great benefits in aligning the technological needs of Water Services Authorities (WSAs) and Water Services Providers (WSPs) to the research focus of the tertiary institutions and research institutions. This is not to say that fundamental research should be guided or influenced by current technological gaps, but applied research should work hand in glove with operational challenges faced by WSAs and WSPs.

South African research institutions including universities are very good at producing research papers but the pace of implementation on full-scale is very slow. WSAs and WSPs are faced with a number of challenges that affect water service delivery including inappropriate treatment processes, equipment and unit processes that are not in line with changing raw water impurities, climate change and specialized technical skills.

A strong working relationship between the municipalities/Water Boards and universities including WRC, DST, and WISA will also have the following spin-offs:

An efficient information transfer channel will result in technology sharing and making available the latest research findings.

It would accelerate the implementation of new and more effective technology as most WSPs and WSAs grapple with the challenges of old technology that has become inappropriate in dealing current water quantity and quality requirements.

Collaborative and joint projects will also provide much needed opportunities to accelerate skills development.

Most municipalities are faced with the prospect of losing skilled technical due to natural attrition like retirement and the supply of new but experienced professionals is not keeping up with the demand. While on the other hand, tertiary institutions are frustrated at the poor placement rate of their young but inexperienced graduates.

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The paper will explore the status quo in the South African water and sanitation sector and develop a working model that will provide space for improvement and growth for the various role players.

The formation of a structure in KZN that gives equal voice to municipalities, Water Boards, Tertiary Institutions and Research and Development Agencies will be explored. The roles and responsibilities including expected outcomes and advantages of this cooperation and collaboration will be further discussed. While still in its infant stages the formation of a centre of competence in water and sanitation (WATSAN) has a very keen and vibrant partnership comprising municipalities, tertiary institutions, WRC and DST.

Prof Buckley is a chemical engineer and has spent his career as a contract researcher in the field of urban and industrial water and effluent management at the University of Natal and currently the University of KwaZulu-Natal. The primary funding sources are the South African Water Research Commission, Thekwini Municipality, the Bill & Melinda Gates Foundation, Sasol and Umgeni Water. He has partnerships with many international research groups.

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Water Quality and Supply, Risk Management Ingrid Cawood, Thandeka Zulu and Kim Hodgson ([email protected])

Abstract

Risk has been defined by Umgeni Water as all sources of uncertainty that could affect, positively or negatively, the organisations ability to achieve its strategic and business objectives. In this regard, Umgeni Water has adopted an Integrated Risk Management Framework, a multidisciplinary approach to managing risk, which enables employees to better understand the nature of risk and to manage it more systematically to ensure a safe and sustainable water supply. The Integrated Risk Management Framework comprises four related elements, including the development of risk profiles at all levels of the organisation, integration of risk management processes into key business and operational processes, adoption of suitable treatment measures and measurement of responses to risk mitigation for continuous improvement. The organisation commits to continuously and proactively managing risk to ensure a sustainable water supply to our municipal customers. As part of the Integrated Risk Management approach, Umgeni Water currently implements an integrated Safety, Health, Environment and Quality (SHEQ) management system based on the ISO 9001:2008 (Quality Management) and OHSAS 18001:2011 (Health and Safety Management) standards. In an effort to ensure continuous improvement and verify organisational conformance to these two standards, the organisation undergoes external audits undertaken by an independent certification body. For any SHEQ system to work effectively, management commitment is critical. Umgeni Water has mastered this essential aspect through a robust approach to health and safety. The organisation has a Health and Safety policy approved by the General Manager Operations as delegated by the Chief Executive. This policy is reviewed on annual basis to ensure alignment to legislation, ISO standards and the requirements of interested and affected parties, thus ensuring good corporate governance. As continuous dialogue between employer and employees is important, Umgeni Water has several SHEQ committee structures that operate at various levels. Outcomes from these structures are provided to Executive Committees through a quarterly corporate SHEQ reporting system. This allows urgent SHEQ issues to be escalated timeously, even to Chief Executive and Audit Committee Chairman level, to ensure adequate management commitment to mitigate risks and improve safety performance. Umgeni Water safety performance is measured through the Disabling Injury Frequency Rate (DIFR), recorded at 0.15 for the 2013/14 year, against target of 0.9. To maintain this very good performance, there has been a significant focus on improved management and reporting of near miss incidents, vehicle incidents and vandalism of infrastructure, particularly in the remote areas of operation. A recent initiative driving behavioural change to improve safety performance is the introduction of breathalysing tests. A breathalysing procedure was developed, aligned to the Umgeni Water anti-substance abuse policy. The organisation also has a risk-based medical surveillance program linked to man-job specifications to ensure that medicals are exposure-specific and employees are deemed fit to support the organisational objective of supplying safe, sustainable drinking water. Integrated Risk Management is incorporated into all drinking water supply systems in Umgeni Waters operational area through a comprehensive, proactive approach to water quality management, applied from catchment to consumer. This sustainable risk management approach promotes an

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understanding of the entire water supply system, the events that can compromise drinking water quality and the operational control necessary for optimising drinking water quality and protecting public health. Water quality is thus carefully managed through a rigorous management system which includes implementation of water quality monitoring programmes, auditing, compliance reporting, water quality risk assessments and the implementation of Water Safety Plans. These plans are developed, with participation from all stakeholders, to ensure a holistic approach to drinking water quality management and use a systematic, transparent approach for the consistent provision of safe water with a clear focus on public health. The water safety planning approach involves the identification of hazards and the prioritisation of risks, identification of existing controls and validation of the effectiveness of these controls and the development of improvement plans to mitigate high priority risks. Water quality monitoring programmes are reviewed annually for all operational sites and sampling and analyses are undertaken in accordance with Umgeni Waters ISO 9001 certified monitoring programme and SANAS 17025 accredited laboratory methods. Furthermore, water quality performance data, information and reports are disseminated regularly to all stakeholders. Assessed according to the SANS 241 Drinking Water standard, Umgeni Water provides excellent drinking water quality to customers, suitable for a lifetime of consumption. In terms of management of drinking water quality incidents, emergency response protocols exist to ensure the production of safe drinking water and protection of public health. In these protocols, potable water quality failures are defined and classified into alert levels based on the magnitude and extent of the failure, as well as the risks posed by the failure. Relevant actions, in compliance with legislative requirements, are detailed to rectify the failure and communicate the health risks to the community and relevant authorities. All potable water quality incidents and failures are recorded in an Incident Register, together with the correct and preventative actions taken and evidence of required communication to the authorities and communities. The Department of Water and Sanitation has acknowledged Umgeni Water excellence in terms of risk-based drinking water quality management through the incentive-based regulatory tool, the Blue Drop Certification Programme. Umgeni Water is committed to supporting municipalities to ensure that all drinking water systems can be progressively improved toward joint Blue Drop Certification. At an annual frequency, the Umgeni Water Board identifies the risk appetite and tolerance levels for the organisation taking into account the Umgeni Water business plan for the following financial year. Risk appetite is defined as the amount and type of risk that the organisation is prepared to pursue, retain or take and risk tolerance is the organisations readiness to bear the risk in order to achieve its objectives, after treatment has taken place. Risk scores and appetite and tolerance levels are analysed in accordance with the risk priority table. This table sets time-frames for the implementation of risk action plans to improve the control environment to treat risks to an acceptable level and also identifies the authority structures for specific sign-off of continued toleration of residual risk in accordance with these pre-defined levels. Risk review and monitoring is embedded throughout the organisation and quarterly reporting on the status of risks and achievement of risk performance targets is undertaken to the various risk governance committees and ultimately to the Umgeni Water Board. Internal Audit continually provides independent assurance that risks are being treated and that controls implemented to treat risks are adequate and effective to mitigate the risks. Through continual review of the past using root cause analysis (hindsight), analysing the present (insight) and providing control assurance, Umgeni Water continually commits to having the foresight

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through risk assessment (analysing the uncertainties, threats and opportunities when changes occur, the ramifications and implementing cost effective risk treatment) to manage the future to provide a sustainable water supply to our customers.

Thandeka Zulu is currently employed by Umgeni Water as the SHEQ manager, looking after Safety, Health, Environment and Quality compliance within the organisation. She started her career in 1999 with sixteen years experience in the SHEQ field of which almost seven was in the water sector. She has experience in the chemical industry, waste management Industry and logistics. She is in possession of a B.Tech degree in Environmental Health, B.Tech degree in Business Management and is a registered

professional member with IOMS. INGRID CAWOOD is a Medical Technologist: Clinical pathology and Microbiology and is the Risk Manager of Umgeni Water. She also has a B Tech in Total Risk Management. She has worked for the organisation for 28 years and has 12 years of Risk Management experience.

KIM HODGSON is a registered Professional Natural Scientist with an M.Sc. degree in Geography and 23 years of Water Quality Management experience in the water industry.

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Tomorrows excellence starts TODAY, Young Professionals

Perspective of Umgeni Waters future

Bongani S. Dladla, Nothile Hlombe, Musawenkosi Ngubani, Lesailane Mphafudi, Lusanda Ncoliwe,

Thobekile Makathini, Santham Chetty, Hlengiwe Dlamini, Njabulo Ngema, Gcwalisile Kunene, Wendy

Mhlazi, Mluleki Mnguni, Justice Rambau, Megan Schalkwyk, Thobekile Sibiya, Radhika

Soobramoney, Walter Makhoba, Lindelani Sibiya, Nosihle Dlamini, Sanele Mazibuko, Silindile Mtshali,

Noluthando Mbele, Mzwandile Malishe

[email protected]

Vision: To establish Umgeni Water as a Leading employer of talented and skilled young professionals that will work towards improving the quality of life and enhance economic development.

Executive Summary

Skills shortages and an aging workforce have necessitated the need to develop Young Professionals in the water sector. In November 2014 Umgeni Water Young Professionals was launched. The forum aims to uplift the organisations young professionals and create a sustainable knowledge base by building an environment which encourages innovation, networking and meaningful skills development. Her Excellence Dr Nkosazane Dlamini-Zuma, African Union Commission Chairwomen stated that, If we can involve young people and women in all our human endeavours, then this continent is poised to be among the greatest in the world in the next 50 years. Its possible. It can be done. With a third of Umgeni Waters workforce under the age of 35, Umgeni Water is aiming to realise this idea by creating a forum for young professionals run by young professionals.

The forum is open to all Umgeni Water employees under the age of 35. The forum focuses on issues of Professional Development, Social Responsibility, and Branding and Marketing.

The forum will create a new generation of engaged skilled youth for Umgeni Water and the South African Water Sector. A series of events are planned by the Branding and marketing portfolio under Professional Development and Social Responsibility theme. Each year the young professionals independently decides on activities

The forum will partner with key stakeholders in order to create a network that will push for its agenda at regional, national and international level. The forum also lobbies for the inclusion of Young Professionals in internal and external committees

Umgeni Water has committed a budget for all UWYP programmes that add value to the young professionals, the organisation and the community. The 2014_15 calendar included the official launch, Nongoma Career Day and 2015 Youth Day Skills Workshop.

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Figure 1: Umgeni Water Young Professionals portfolios and their responsibilities

The proposed activities for the 2015/2016 calendar includes joint technical tour to a large water infrastructure project with young professionals from Rand Water and Bloem Water, Young Women in Leadership Workshop, active participation at the 2015 National YWP conference and two career days, applications and bursary information sessions for rural schools.

The formal launch of the forum was well attended by board members, all members of the executive team, senior managers and young professionals. The presence of the board and executive indicated their commitment and support to of the development of young professionals in the organisation. Under the banner of social responsibility, the young professionals participated in the Science Imbizo by the Department of Science and Technology in uLundi. Her Excellence Minister Pandor personally thanked UWYP for their participation in the event. The highlight for the forum has been the Career Day organised by the young professional for 7 rural schools in Nongoma. The event attracted approximately 700 learners. Over 250 learners were assisted with application to tertiary institutions. UWYP is in the process of identifying rural disadvantaged schools within Umgeni Waters operational area that will benefit from the scheduled career days. The young professionals are currently drafting Umgeni Waters marketing strategy.

The future is very bright and the young professionals are committed to ensuring the future is bright.

Short Biography

Mr Bongani Dladla (25) is the Convener of Umgeni Water Young Professionals. He joined Umgeni Water as a bursary student. He currently works at Umgeni Water as a Civil Engineer, where he is responsible for dam safety, design and construction of bulk water infrastructure for rural areas. In 2011, he graduated top of his class with a BScEng (Civil Engineering) Cum Laude at the University of KwaZulu-Natal. He recently completed a Management Development Programme at the same institution and currently working on MScEng in Civil Engineering. He is a World Economic Forum Global Shaper and the Incoming Curator for the Durban Hub.

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Water Utility Benchmarking System

Cyril Gamede, Manu Pillay and Njabulo Ngema ([email protected])

The Authors acknowledge the significant contribution made by Umgeni Water ICT team, who developed the software solution, including: Radesh Padayachee, Robyn Hoole, Gawen Sueltz, Roy Beni, Bradley Sampson and Jenny Lawrence In April 2014, Umgeni Water identified an information gap and deliberated that this could be sustainably filled by developing a water utility benchmarking system. This issue came to light specifically during the water tariff consultation and parliamentary approval processes which were somewhat inefficient owing to certain comparative data and information not being easily accessible. Umgeni Water identified that a tariff benchmarking system will increase the depth and breadth of information available and provides transparent information that will assist customers, shareholder and regulatory bodies, in this instance, to fairly assess the appropriateness of proposed water tariffs. In addition to tariff information, the system will be scalable, lending itself to a wide range of parameters that are needed and used for strategic decision-making purposes. As this will benefit not just Umgeni Water but all water utilities and sector stakeholders alike, this was viewed as a great opportunity to extend this to all water utilities, under the banner of SAAWU. Municipalities have recently launched a Municipal Benchmarking initiative (MuniBench) under the wing of SALGA, which serves as a unifying and inspiring initiative to improve municipality performance. This further highlighted a value-chain gap, presenting an opportunity for developing the SAAWU Water Utility Benchmarking programme. The system was piloted, developed and rolled out as a programme within a twelve (12) month period. The system was fast-track through an appropriately resourced and cohesive team, backed by SAAWU, all water utilities and sector leadership. The system is web-based and can be used by other water utilities and stakeholders, whenever needed and wherever they are. The value of the system for key decision-makers is demonstrated using examples of tariff, production costs and non-revenue water data and information. The Water Utility Benchmarking System has been presented to key stakeholders including: SAAWU, comprising all water utility members, SALGA, representing municipalities, DWS, representing the executive authority and oversight provider / regulator, and the Portfolio Committee on Water and Sanitation, representing the water sector oversight / regulatory body. Overall, wide-spread positive response was received from stakeholders engaged. All stakeholders will continue to be engaged regarding further development of the system. Going forward, more effort is needed to firmly embed the system as a core programme of SAAWU. In addition, more effort is needed to communicate the information the system offers to the Portfolio Committee on Water and Sanitation. This will ensure more efficient and effective tariff discussions, enabling the sector to better converge on sustainable value chain tariffs.

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A partnership has been forged with SALGA and in the near future specific harmonies will be sought between the Water Utility Benchmarking System and the Municipal Benchmarking System to help with step-changes needed to improve service delivery. Parameter development will continue into the future, with at least four new parameters added each year. The system will be further developed as one of the key planning tools / information systems available to Regional Water Utilities to serve the region in an integrated manner.

Brief biography for Njabulo Ngema

Njabulo Holds a B Sc (Honours) Zoology; B Sc Environmental Management (both University of Zululand). Balanced Scorecard Professional (Balanced Scorecard Institute)

As a Strategy and Special Projects Officer at Umgeni Water, Njabulos provides technical and process support to the Umgeni Water Group on strategy review, planning, and organizational performance management activities.

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The Importance of Planning When Expanding a Pipeline Network

Steve Gillham ([email protected])

There is an on-going requirement for water authorities to continuously keep expanding their pipeline networks in order to either provide water to previously unserved communities so as to improve service delivery, or to new adjacent areas as existing developments expand. In many instances these pipeline expansion projects are undertaken in an ad hoc manner with no, or poor and inadequate planning undertaken at the onset. The focus of this paper is to discuss the importance of the planning phase when embarking upon a pipeline expansion project, and to highlight, based on the authors experience, a few of the associated key related aspects often neglected by authorities in South Africa in their haste to extend water services. Whilst a pipeline expansion project may function correctly at commissioning and meet its immediate objectives, any lack of planning soon becomes evident thereafter when the network is unable to sustain the supply at an acceptable quantity and/or quality, and the authority faces difficulties in extending the network further. Challenges that then need to be overcome include insufficient water resources to meet the increased demand; inadequately sized supply infrastructure; insufficient treatment and storage capacity; and the inability to maintain acceptable water quality throughout the network. The result is a sub-optimal development which is inefficient and ineffective in a regional context. Corrective actions are then usually very costly and are associated with extensive delays in improving service delivery.

Short Biography Steve Gillham

Steve Gillham is a registered professional engineer, and has a BSc degree (Civil Engineering) and a B.Com degree. He currently holds the position of General Manager: Engineering & Scientific Services at Umgeni Water. His entire career has been spent in the water sector in South Africa, and is a well-known and respected authority on water matters in KwaZulu-Natal particularly relating to infrastructure planning and development. He was, initially employed by the Department of Water Affairs and then moved to Umgeni Water.

Over this period he has accumulated a wide spectrum of experience and knowledge in water disciplines ranging from catchment management and groundwater resources to water supply and water resource infrastructure development.

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Umgeni Waters capacity to deliver large scale bulk water delivery projects. Case Study- Lower

Tugela Water Treatment System

K Govender, M A Killick, R Moffat

[email protected]

Abstract

Umgeni Water is implementing the Lower Thukela Bulk Water Supply Scheme (LTBWSS) to supply 110 M/d by 2020 in two phases of 55 M/d, to a number of towns along the KwaZulu-Natal North Coast in South Africa. These range from Mandini Local Municipality to the north and KwaDukuza Local Municipality to the south as far as Ballito. The scheme consist of an abstraction works and low-lift pump station located on the left bank of the Lower Thukela River, a desilting works, a water treatment works, and a high-lift pump station linked to bulk supply pipelines with associated water storage reservoirs. Construction of the water treatment works commenced towards the end of 2013 and is programmed to be completed in early 2016.

Design Considerations The entire treatment works was designed with an operator centric layout. The plant was configured so that the operators have direct sight of the core operation areas from the administration and rest areas. Additionally, the routes that operators take during their daily tasks were optimised, and barriers such as stairs and wet, hazardous chemical areas were eliminated as far as possible.

The tight timelines for completion of the project meant that the equipping of the abstraction works and the water treatment works proceeded simultaneously with the two associated civil construction contracts. Carefully programmed schedules were included in the contracts, setting out the sequence of the Works for each contract, when each principle component must be ready for installation of equipment, definition of what ready for installation means, the duration allowed for such, and similar requirements for commissioning.

The construction of the weir in the Lower Thukela River was critical to the programme. Flow in the river is seasonal, with most high flow events occurring in the wet summer months. Construction within the river could only take place in the drier five month winter period. The road giving access to the abstraction works on the southern bank of the river needed to be completed by May to ensure that the Contractor had access to the site in time to fully utilize the winter period for the weir construction.

During the application process with Eskom for the permanent supply to the LTBWSS, it became apparent that a client build of the necessary power supply infrastructure (substation, transformers, etc.) would be required, in order to expedite the connection to the Eskom power grid.

Challenges and Lessons Learnt

Funding and Procurement The project was jointly funded by Umgeni Water and the Department of Water Affairs through their Regional Bulk Infrastructure Grant (RBIG). A joint decision was made to fast-track the implementation of the project, but the funds from RBIG were only available after the project needed to start. This meant that Umgeni Water began the project at risk, and also had to provide bridging finance in order to pay the contractors until the funds were released.

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One of the biggest challenges faced was getting the tenders through the Bid Committees, bearing in mind their responsibility of evaluating and awarding all other Umgeni Water tenders. With support from management and the cooperation from the Bid Committees, the LTBWSS tenders were given priority and fast tracked through the process. Lesson: Keep all your stakeholders well informed of progress and deadlines to gain their support.

Upon the award of the first Contract, an appeal was received from one of the unsuccessful tenderers. The appeal was dismissed after about a months delay on the strength of Umgeni Waters adherence its systems and procedures. Lesson: It is important to have good strong policies and procedures. Thorough documentation will assist you to overcome legal challenges.

Having appointed the design engineers and awarded Contract C for the Gravity Main, the budget remaining from Umgeni Waters R600m contribution was down to R350m. At this point in time, the letter of commitment from the Department of Water Affairs had still not been received. A combined tender for the WTW, Abstraction Works and Weir had already been out to tender and awaiting award at a value in excess of R500m. Due to the lack of funds available to make the award, the tender had to be cancelled and split into two separate tenders. This led to delays and an increased cost from the two new tenders. Lesson: One of the downsides of fast-tracking. You sometimes have to take risks to achieve your goals.

Project Implementation

The critical success factors for timeously and successfully implementing a megaproject of this nature are as follows:

A capable and knowledgeable client with an experienced project manager and strong technical and financial support team

A well planned, designed, specified and detailed scope of works. This was undertaken by Aurecon.

Competent, skilled and experienced contractors. The main contractors involved in this project are Group 5, Steff Stocks, Veolia Water (Mechanical and Electrical), and Esorfranki.

A dedicated contract administration and construction monitoring team. This is being done by Bigen Africa and Madan Singh and Associates.

Good and effective communication and firm but healthy project team relationships. Clear lines of communication were established between the contractor, construction monitoring team, the designers and the client. All parties are solution oriented and focussed on getting the job done. All parties treat each other with respect. The project is regarded as a team effort, and each party is a critical link and has a significant role to play towards the successful completion of the project.

Implementation Challenges

Environmental and land aspects were addressed as far as possible during the planning and design phase. Inevitably, issues still arose during implementation, which lead to costly delays. Initial environmental search and rescue efforts delayed the commencement of construction by more than a month, at a cost of R50 million. Access delays on the 29 km gravity main added a year to the construction period, along with a huge cost to complete the works successfully. Umgeni Water

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appointed two different Consultants to undertake the engineering design (Aurecon) and the construction administration and monitoring (Bigen / MSA). Since the latter was engaged only after some contractors had already been appointed and construction works had commenced, this meant a steep learning curve for the Construction monitoring team. Complications were introduced by this arrangement, since the two engineering teams had to interact, and FIDIC design review difficulties were encountered since the design Engineer was not administering the contract Since the programme was so critical and severe penalties would be applied to the contractors, should they not meet their deadlines, it was a huge challenge to get the contractors to accommodate each other and work together.

PMP, B. Tech. Eng(Civil), MPMI, MPMSA Krish Govender is a registered Project Management Professional (PMP) and also has a Bachelor of Technology Degree in Civil Engineering, specialising in Water and Wastewater. He has over 20 years experience in Project Management of multi-disciplinary water and building related projects. He is currently Umgeni Waters Project Manager on the Lower Thukela Bulk Water Supply Scheme.

PrEng, MBA, BEng Civil Mike Killick has 27 years of experience in the design, supervision of construction, planning, project management and financial analysis of bulk water supply and water resource infrastructure. Mike has been involved with integrated water resource management and related project co-ordination and management of a wide range of water resource related studies. Mike is currently the Aurecon Project Director on the Lower Thukela Bulk Water Supply Scheme.

PrEng, B. Eng (Hons) Civil Robert Moffat is a registered Professional Engineer with over 20 years experience in planning, design and implementation of large rural and bulk water supply projects. Although he has experience in various fields within the Civil Engineering Discipline, such as Engineering services, structural and pavement designs he specialises in bulk water supply and pumping systems. He is currently Bigen Africas Project Director on the Construction Administration and Construction Monitoring of the L T B W S S.

SUHAYL RAWHANI Suhayl Rawhani is serving as Manager: Project Office at Umgeni Water. He

obtained his Bsc (Agirc Eng) in 1981 from the University of Cranfield, UK and

completed MSC Eng (Civil) at Wits in 1993. He has over 30 years of experience in

the design, implementation and project management of water engineering and

information systems. He is a certified PMP and has been a member of several

professional organisations including WISA.

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Understanding Drivers and Developing Solutions to Address Deteriorating Water Quality In The Upper Umgeni Catchment

GPW Jewitt12, CJ Hughes1, S Matta1 J Namugize1, H Ndlovu1, S Ncgobo1, S Ngubane1, N Nswirba1, N Zwezwe1

1Centre for Water Resources Research, University of KwaZulu-Natal, Pietermaritzburg

2Umgeni Water Chair of Water Resources Management

[email protected]

Abstract

The Umgeni catchment (4 349 km2) in South Africa is one of the worlds fastest growing urbanisation centres. Providing water and sanitation for the rapidly expanding residential population and sustaining agricultural and industrial production in the catchment is crucial, typifying the challenges facing many developing regions. These catchments are stressed by high demands for water for competing uses, rapid uncoordinated development, high levels of pollution and deteriorating water quality. Many of the residences are semi-rural or peri-urban and so require different approaches to those used in most major cities. The Umgeni River and its catchment is now the focus of an innovative water resources management programme which is aims to retain and restore its ecological infrastructure - naturally functioning ecosystems that produce and deliver valuable services to people, such as good quality water, flow regulation, soil formation and disaster risk reduction.

Thus, several research projects, which aim to provide a deeper understanding of water quality deterioration within the Umgeni catchment, and as such, the water-related ecosystem services, which sustain water quality and quantity, have been initiated under the Umgeni Ecological Infrastructure Partnership (UEIP). Through these, researchers have developed new techniques for the mapping of critical areas of the catchment, such as wetlands, riparian areas, and areas of natural vegetation which still provide critical services to downstream users (Figure 1), as well as degraded areas that have the ability to provide these services if they are rehabilitated. Assessing the economic costs and benefits associated with protection and rehabilitation of ecological infrastructure will provide evidence-based guidance to water resources managers to decide on how and where to restore ecological infrastructure in the catchment.

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Figure 1: Dry Season base flow in m3 per hectare per day from the Upper Umgeni catchment from Natural Vegetation (50th Percentile)

Recognizing the limitations of narrow monitor and evaluate approaches, the researchers are also unlocking the potential for successful community-based water quality monitoring and capacity building, as well investigating the efficacy of existing monitoring programmes and techniques. Citizen science, defined as the partnerships between scientists and non-scientists where data are collected, shared and analysed, encourages citizen engagement for improved water governance. Improved water governance does not substitute technical rehabilitation of ecological infrastructure, but will rather compliment any rehabilitation initiatives to better ensure future water resource quality and quantity in the catchment. Results to date highlight a major decline in monitoring (Figure 2) and the difficulties in assessing pollution loads to the Umgeni impoundments since 2000 (Figure 3), as well as the value of citizen science in filling this gap.

Figure 2: Total number of samples analysed per year at Lions River (U2H011)

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Figure 3: Relative contributions for SRP load from Umgeni and Lions Rivers and Mthinzima Stream.

Prof Graham Jewitt (University of KwaZulu-Natal)

Prof Graham Jewitt holds the Umgeni Water Chair of Water Resources Management.. He has undergraduate and MSc Degrees from the University of KwaZulu-Natal and a PhD from the University of Stellenbosch. He is on the editorial boards of the journals WaterSA and Hydrology and Earth System Sciences (HESS. He is rated B internationally recognised through the South African NRF Rating system.

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Operational Resiliency: What Makes Operations Successful?

Monica Malunga, Sunil Maharaj, Karessa Pillay, Kimon Padayachee

[email protected]

The mandate of the Operations division of Umgeni Water (UW) is the supply of sustainable and reliable bulk water and sanitation services in partnership with Water Services Authorities (WSAs), for the ultimate benefit of the communities. To this end we realize the importance of providing excellent customer service, operating as a successful commercial business enterprise, balancing water coverage with sustainable cost recovery, managing UW resources and the environment in a sustainable manner, and maintaining the trust and respect of the communities/partners. Operations positions themselves, plan, structure, mobilise resources, source, specify, operate and maintain our infrastructure, abstract, treat, sell, distribute, monitor, conserve and re-use water, to deliver quality, effective, affordable water services to our stakeholders, which will deliver on organisational objectives. As part of its water supply function and mandate, Umgeni Water abstracts raw water, from dams, river and borehole sources and transports this untreated water, using both gravity and the most effective pumping options to bulk water treatment works, treated to meet SANS 241:2011 quality standards and distributed to customers. Equally, as part of its wastewater supply function, Umgeni Water receives influent from municipal sewer systems, treats this at bulk wastewater treatment works and constantly strives to improve the quality of effluent discharged back into receiving systems. The operational business processes involved in achieving these objectives include the following elements: systems operation; asset management; systems planning; measuring, billing and collection; relationship management; and support systems. A main factor contributing to the success of the division is our people. Extensive training, encouraging leadership and managing performance is a key focus. Operations pride itself on its potable water quality and treatment works are incentivised to achieve 100% compliance. Staff are recognised in various forms; an example is quality compliance awards ceremonies where staff receive various rewards. Another factor is the implementation of effective inter-departmental communication and co-operation. One key strategic activity is the comprehensive performance evaluations (CPEs) performed annually for each treatment plant. Operations ensure that all process related findings emanated are attended to timeously. The findings are added to future planning initiatives and responsibilities divided within the division. In terms of quality management systems, Operations is ISO 9001: 2000 certified. UW is constantly under pressure to reduce costs. We have targeted four major cost drivers to focus on for improvement: chemical; energy; maintenance and; staff costs. These costs are closely monitored. Of vital importance is the quick response time when encountering water supply interruptions and final water quality failures. Strict Incident Management Protocols (IMPs) are in place that is followed in this event. All operations staff are trained in the implementation of IMPs, which are prominently displayed at all sites. A well-established system for preventative and reactive maintenance of equipment exist that ensures assets are well maintained. Asset Management at UW has evolved from a very basic management philosophy to one of total asset management philosophy. Our asset management performance is measured on the following broad categories: capacity; reliability; responsiveness; quality and legislative requirements. The asset management strategy focuses on condition assessments of the various components of key strategic and

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critical infrastructure to its various sub-components i.e. civil, mechanical, electrical, instrumentation and control. Our system is in the process of achieving its PAS 55 certification. We are constantly striving to reduce our energy usage. Some implementations to this effect include, the installation of occupancy sensors, solar heating, energy saving lamps replacement, motor replacements with energy efficient types, use of variable speed drives to improve pump efficiencies, wash water recycling if possible, online water balancing, and power factor correction. The Division understands that partnerships with stakeholders and communities are the key to achieving its vision. Continuous engagement with customers takes place periodically. Meetings at an operational level take place monthly to discuss and report on performance in agreement with Bulk Supply Agreements (BSAS). At an executive level, meetings are scheduled quarterly, targeting strategic issues. One of the challenges faced by Operations in achieving its goals is operation of its treatment plants functioning above their capacity. The risk here is mitigated due to the staff competency and ability to respond timeously. Internal cross functional teams and/ or support services are also assembled on a needs basis to address this. The current problem of load shedding is being mitigated by the installation of generators at critical nodes of supply. Vandalism and theft of UW infrastructure is also a major challenge experienced. To deal with this, additional security and the installation of intruder alarms has been implemented. As a mitigation, operations also continuously reviews the materials of construction used for high risk infrastructure, an example is using Glass Reinforced Plastic (GRP) instead of steel. Operations consist of people from various educational backgrounds, disciplines and levels of experience. The identification and coordination of regular operator and legal related training courses are facilitated to maintain this and an efficient and tested training program also exists for all new staff placements. Internal appointments at higher level are first filled internally, amongst existing staff that are already knowledgeable and experienced in their designated field. A total of 440 million m3 of potable water per annum are currently supplied to customers. In the past year there were no unplanned supply interruptions that exceeded 24 hours as per service level agreement. This is achieved through performance driven individuals, who are cognisant of the importance of role they play and the end product delivered. They are determined when they deem something necessary for achieving good service delivery and are passionate about ensuring continuous supply of excellent quality potable water. They are aware that running smoothly is required 24 hours a day, 7 days a week and are well prepared to respond in emergency situations.

BSc. Chemistry (UKZN); B.Tech Management (DUT).

Ms Monica Malunga has over 10 years of experience in Umgeni Water at management and senior management level and is currently the Regional Manager in the Ulwandle Operations division since 2012. She is also a Trustee of the Umgeni Water Provident Fund, Chairperson of Imbewu Capital Partners Development Trust since 2005. Monica was a previous Board member of the Black Management Forum (BMF)

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Umgeni Waters Innovative Approach to Package Water Treatment Plants for Rural Applications

Boyers, B., Thompson, P., Myers, R., Maharaj, L., Nyawose, J. ([email protected])

The design, construction and operation of the Umgeni Water mobile water treatment plant at the Mhlabatshane Bulk Water Supply Scheme (BWSS) was a flagship project for the organisation, with a vision of developing a plug and play system that could easily be moved to critical supply areas experiencing potable water shortages. This paper highlights the pros and cons of package plants for stop-gap use, based on a case study conducted at the Mhlabatshane BWSS from February 2014 to October 2014. The key areas of discussion include previous perceptions and problems associated with package plants, innovative design considerations, integration with the main treatment works, the level of automation, the final water quality and an overview of the construction and direct operating costs. Package plants were negatively perceived by Umgeni Water for many years, since previous plants experienced major operational and maintenance problems which affected the final water quality and quantity. These costly investments were normally operated for a short period of time and then placed off-line. Poor flocculation was one of the main process related problems encountered and this resulted in poor clarification, the over-loading of filters and therefore resulted in poor final water quality. Mechanical, electrical and instrumentation (ME&I) failures were challenging, as spares were not always readily available and the in-compatibility of equipment, such as the PLC, made it difficult for the experienced maintenance staff to provide quick solutions. Queries were normally referred back to the contractors or suppliers and this led to significant delays and operational down-time. The innovative approach for the new mobile treatment plant was mainly on the advancement of the flocculation tank technology in order to ensure that adequate residence time was included in the process prior to clarification. The tank was built with four compartments with one rapid mixing and three slow mixing zones. Mechanical mixers were installed and operated on variable speed drives which improved the flexibility of adjusting mixing energies to accommodate for the choice of coagulant. This has proven to be very successful as the process is now capable of treating river, dam or borehole water sources and it can handle large variations in raw water quality. A clarifier by-pass valve was also included to accommodate direct-filtration depending on the raw water source or seasonal changes. All ME&I equipment were selected from Umgeni Waters preferred or standardised lists so that there was an availability of spares within the organisation or within the specific operational areas, to enable maintenance staff to effectively service the plant and provide quick turnaround times. All major equipment that were either mounted on concrete slabs or containerised, had flanged connections to allow for easy installation and removal of piping. Electrical connections followed a similar philosophy in order to achieve the main design principle of the plant being mobile. The filtration feed pumps, backwash pumps and blowers were installed in two open-sided 6m containers to allow for the ease of maintenance. In addition, other design improvements included energy efficiency, the ease of plant optimisation, and the speed of deployment. The package plants conventional process design is such that it can be easily integrated into an existing treatment works that may be experiencing quality issues, i.e. due to operating above its design capacity, or it can operate as a stand-alone system. Existing plant utilities such as lime and chlorine dosing systems, process water, sludge disposal and backwash recovery systems can be shared between both the package and main plants and the PLC was standardised to ensure compatibility. The plant is fully automated with actuated control valves, flow proportional dosing, a streaming current detector (SCD) to control the polyelectrolyte dosage, automated clarifier desludging and filter backwashing. All of these displays are visible on a SCADA computer which was installed in a lockable container with the MCC panel. All equipment had a duty-standby arrangement.

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The water quality during the seven months of operation, while the main treatment works was being constructed, has been excellent. The average final water turbidity was below 0.3 NTU, with no microbiological failures. A water quality monitoring programme was initiated during that period and Sampling Officers visited the site on a weekly basis. The routine samples were compliant with SANS 241:2011 and the Umgeni Water internal control limits.

Typical construction costs included, the excavation and levelling of the site to accommodate for the total package plant footprint of approximately 200m2, the design and construction of the concrete slabs for the flocculation tank, two clarifiers and three pressure filters to hold the full weight of the structures inclusive of its water volume, the transport and placement of the major process units on the concrete slabs, storage tanks for raw, backwash and final water, and the tie-ins to the raw water intake chamber and the final water distribution reservoirs. This was about 30% (R3 million) of the total capital cost of the project. The total operating costs (direct and indirect) for the Mhlabatshane package plant was R25.44 per kl for the seven months duration. The indirect costs also included the asset impairment costs. The high total cost was mainly due to the plant being operated at only 25% of its design capacity for majority of the time and for only 8 hours per day to meet the potable water demand. It must be noted that this system is unique as it does not have a dedicated Eskom supply and thus it relies on three diesel generators which operate the dam pump-station, booster pump-station and package plant respectively. The direct operating costs for this period was R10.18 per kl and this would have dropped to R2.51 per kl if the package plant was running at its design capacity for the same daily hours of operation. Although, at a minimum, one Operator and Shift Attendant are required per shift, it is evident from the high operating costs that these plants are not intended to serve the long-term needs of an area. If the intention is to install such a plant to address the design capacity or quality issues of an existing waterworks, detailed technical discussions are required to ensure that it is effectively integrated as part of the existing works to avoid simply doubling the daily work volume of Operators, such that additional resources are required for it to become a sustainable option.

Overall, Umgeni Waters vision was for its new mobile treatment plant to provide a short term (stop-gap) sustainable solution for critical areas of supply. The adopted design philosophy ensured that the plant was compact and mobile so that it can be easily de-commissioned, dismantled and moved to a new site with four to six weeks if the required raw water, concrete slabs and reticulation at the new site are already in place.

The mobile water treatment plant won the SAIWA (industrial division of WISA) award for "Outstanding contribution in Industrial Water Technology at the WISA 2014 Biennial Conference and Exhibition held in Nelspruit on 27th May 2014. This accolade was a positive affirmation of package plant technology and its innovative approach to supply high quality potable water to rural communities or critical supply areas in order to service the needs of Umgeni Waters customers.

Acknowledgements:

Umgeni Waters CE, GM: E&SS, Operations,Asset Management and Process Services staff; Consulting Engineer, Bosch Stemele; Contractors, WPCP, Sowa Projects and VinPower

Brief Biography: Dr Lakesh Maharaj

Lakesh, Senior Process Engineer in the Process Services Department holds a PhD in

chemical engineering. He is currently involved with process design, process

optimization and trouble-shooting and training of junior engineers. He is also an

honorary research fellow at UKZN involved with water research.

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Youth Skills Development and Training

By M. Malishe and P. Maduray

[email protected]; [email protected]

The post-apartheid state ushered in a period of wide-scale reform of public policies, amongst which were reforms to the countrys education and training systems. One of the strategies developed by the government was the National Skills Development Strategy III. This strategy seeks to encourage and actively support the integration of workplace training with theoretical learning. Some of the challenges that this strategy responds to are:

I. The inadequate skill levels and poor work readiness of many young people leaving formal secondary and tertiary education and entering the labour market for the first time.

II. Continuing skills shortages in the artisanal, technical and professional fields that are fundamental to the development and growth of our economy.

III. Systemic blockages such as a lack of synergy between the various post-school sub-systems (e.g. universities, FET colleges, SETAs); a lack of clarity in relation to the role expected of the various parts of the skills development system; inefficiency and waste; and the silo mentality which prevents the partnerships and alignments needed to improve effectiveness.

IV. The absence of coherent strategies within economic and industrial sectors, compounded by the lack of systematic skills development to support and sustain growth and development.

Umgeni Waters Efforts to Reduce the Skills Shortage

The shortage of skills is affecting every sector in the country and therefore requires innovative ways to minimize its impact. The main challenge experienced by the organisation is the problem of skills gap, with many incumbents fresh from institutions of higher learning coming into the mainstream without the requisite experience, e.g. operator or artisan experience. The combined skills of the more experienced staff cannot be replicated overnight and hence there is a need to retain them, whilst fast-tracking the training of the new incumbents.

Umgeni Water (UW) supports government initiatives of increasing access to training and skills development opportunities particularly for young people, through Strategic Objective 9 of the Business Plan: Increase skills and competency. Skills training and development is effectively implemented through the following avenues (Figure 1), amongst others:

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Figure 1: Umgeni Water Trainees

In 2010 Umgeni Water implemented a Learnership programme for 37 unemployed youth in the Electrical, Mechanical and Instrumentation fields. Umgeni Water offers bursaries to thirteen students in each financial year for tertiary enrolment in the fields of Civil Engineering, Mechanical Engineering and Financial Accounting. Each year an average of three students complete their studies and are absorbed as Graduate Trainees by Umgeni Water. Fifteen University graduates are enrolled in engineering, science and other required professional fields in the organisation. Umgeni Waters graduate trainee programme is a two-year mentorship programme aligned to guidelines provided by professional registration bodies. Twenty students from local Universities of Technology are offered In-Service and Graduate training in the fields of Analytical Chemistry, Microbiology, Biotechnology (Laboratories), Water Quality and Environment, Chemical Engineering (Waterworks), Electrical, Instrumentation & Mechanical Engineering (Workshops). UW also offers workplace experience opportunities to young interns for 1 year, providing training in Legal service, Human Resources, Finance, Safety and health and administration. There is currently a shortage of qualified engineers and technically skilled people at municipalities in KZN. To address this shortage, the National Treasury has placed 44 University and University of Technology graduates at Umgeni Water to receive training and the expertise required to become competent and successful higher-level employees.

Presantha Maduray, 28 years old holds a Bsc Chem Eng from UKZN Employed at Umgeni Water since 2011, started through the Graduate Programme .Currently employed as Process Technologist at Umgeni Water within the Process Services. Completed the Emerging Managers Programme at UKZN in 2014 with distinction

Mzwandile Malishe holds a B Tech and a B Com (Honours) degrees specialising in human resources management. He has over 15 years experience in human resources especially training and development. He is currently a Talent and Organizational Development Manager since 2008 in the Corporate Services Division of Umgeni Water

7%

25%

8%

7% 14%

10%

29%

Umgeni Water Trainees

Bursary Students

Ar`san Trainees

Appren`ces

Interns

UW In-services Trainees

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A Concept Plan to Supply Bulk Water in Kwazulu-Natal

Kevin Meier ([email protected])

South Africa is exposed to many of the pressures of a developing country, notably the provision of access to basic services such as a sustainable source of drinking water. In 1990 it was estimated that around 15 million people were without a safe water supply. Recently there have been numerous, and often contradictory reports that attempt to quantify the extent of the countries, backlog to drinking water. These backlog numbers are often used as a basis to determine and justify the infrastructure programmes required to reduce the backlogs, as part of the countries water supply planning process. These reports usually emanate from water utilities (such as Umgeni Water) that develop bulk Infrastructure Master Plans (IMPs), Water Service Authorities (WSAs) that develop Integrated Development Plans (IDPs) and Water Services Development Plans (WSDPs). In addition to these water supply plans, there are currently several supporting programmes including the Department of Water and Sanitations (DWS) Total Water Services Business Master Planning process, the All Towns / Reconciliation Studies, the Prioritisation of Water Services to 23 District Municipalities, the Interim/Intermediate Water Supply Programme (IIWSP), Municipal Infrastructure Grant (MIG), and the Co-operative Governance and Traditional Affairs (COGTA) Universal Access Plan (UAP). It is widely recognised that the water supply planning process, to date, has not entirely fulfilled the water planning requirements of the country as was originally envisaged. Realising that many of these initiatives have a common vision and agenda, Umgeni Water, as an agent of both COGTA and the DWS recently undertook a water access planning programme for the province of KwaZulu-Natal (KZN). The main objective of this project was to co-ordinate the development of an all-inclusive conceptual water supply plan for KZN. The plan includes:

The development of continuous water supply footprint areas showing demographics, current and required levels of water service, and importantly any gaps in water service delivery to the 1.8m households in KZN.

The provision of conceptual plans of regional or stand-alone schemes to supply water, In areas where regional schemes arent viable or where an interim water supply is needed to

meet intermediate deadlines, a local scheme is recommended, and An indication of costing and implementation timing to address water backlogs.

To provide a basis of all water planning studies to date, a status quo assessment was done of all existing studies and reports relating to water supply. This included the all town studies (by DWS), all municipal WSDPs, IDPs, Infrastructure Grant Projects, various Geographic databases, and field verification with the Municipalities themselves.

Spatial datasets including Eskoms building count data (2011), the DWS Level of Service data, Census 2011 (Stats SA) and orthophoto imagery were used to delineate continuous Water Supply Footprint Areas showing current and required levels of water service. These footprints were verified where possible with the relevant Municipal officials during site visits. The footprint data has been used as a central repository for all relevant data including future water demands.

Existing and planned water supply schemes were identified initially from the status quo assessment, and then verified where possible with the relevant Municipal officials. To address the short term water backlogs, local and regional supply schemes (at a conceptual level) have been proposed and costed to achieve Universal Access to water for all 10 Municipalities. There are some 300 000 (of 1.8m) households without adequate access to potable water in KZN. The study found that to achieve Universal Access would require some 1400 schemes at a cost of ca. R20.7 billion. These schemes

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range from schemes with small water treatment plants to bulk lines, reservoirs to reticulation and stand pipe connections to boreholes with tanks and hand-pumps.

Various pre-existing Infrastructure Grant projects were generally not considered when proposing conceptual alternate schemes to eradicate current backlogs. Consequently, there could be overlapping of the proposed conceptual schemes to the regional bulk schemes and thus overlapping of infrastructure costs.

In addition to reporting and maps, all spatial data have been loaded to a spatial database.

The project has not only enabled COGTA to achieve their interim strategic need to provide Universal Access Plans for water, but has also provided a sound basis for Umgeni Waters regional water planning. This is especially significant since the utility has been requested to begin operations in other parts of KZN and the Eastern Cape.

Although it would appear that universal access to water is possible, this is fraught with difficulties. Notably, the study is based on small, short term and often unreliable schemes. Consequently, Umgeni Water has commissioned a second phase of this study to identify areas where sustainable regional schemes could be used. Many don't have the means to pay for water, hence making the viability of water supply challenging, especially for longer term operation and maintenance of the schemes. Nonetheless, Umgeni Water is continuing with its quest to provide clean safe water to all people in its area.

Table 1. Summary of UAP water backlogs and proposed schemes (for implementation by 2020) in KwaZulu-Natal.

Biography: Kevin Meier

Kevin Meier graduated with an MSc in Agricultural Engineering from the University of Natal, South Africa in 1996. Kevin worked in the consulting environment for nine years where he became a professional engineer. He then joined Umgeni Water as a Planning Engineer in 2005 and is now the manager of the Planning Services Department where he heads up a team of engineers and hydrologists. The Planning services Department identifies infrastructure that will be required to meet future water resource and water supply needs for Umgeni Waters operational area.

District Municipality Backlog (households) Backlog (%)# of proposed schemes

Cost (R) MWIG 2014

Harry Gwala 28281 27 103 R 1 160 000 000 R 3 725 626 814Umzinyathi 15097 18 84 R 347 000 000 R 1 778 176 784uThungulu 15281 17 29 R 813 000 000 R 5 947 359 627Umgungundlovu 8512 4 30 R 224 000 000 R 4 073 582 259Ilembe 12047 11 49 R 307 000 000 R 4 251 330 305Amajuba 23914 29 79 R 927 022 088 R 1 057 401 792Zululand 44473 28 589 R 4 797 717 979 R 3 134 658 799Ugu 16540 14 59 R 1 415 983 390 R 5 889 576 950Umkhanyakude 36439 35 134 5763423725 R 4 076 737 351Uthukela 96113 48 232 R 4 968 798 729 R 2 704 212 440Totals 296697 1388 R 20 723 945 911 R 36 638 663 121

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A Tactical Approach to facilitating better Water and Sanitation Management

William Moraka, Director: Water Services

South African Local Government Association (PO Box 2094 Pretoria, Tshwane, RSA, 0001)

E-mail [email protected]

Introduction

Post 1994, our policy choices were premised on accelerating service delivery particularly to the un-served with minimum innovation and partnership with innovators. Further, we under-estimated the scope and the scale of the task at hand. Many of the proclaimed Water Services Authorities particularly District Municipalities under played the magnitude of the task compared to the Metropolitan Municipalities. Essentially many of these organisations had no institutional predecessor and were deemed new institutions. The population size served by Metros and District municipalities as depicted in the graph below is of significance. Failure to manage water resources delivery services sustainably could have dire consequences. Today majority of South Africans enjoy access to good quality water and decent sanitation as a result of amongst others infrastructure funding (MIG), bulk providers (water boards) Municipalities etc. However there are still major challenges on innovative methods of delivering services at a municipal level.

Figure 1. Relative Size of WSAs in South Africa: STATSSA (superweb) Governance (Institutional Delivery Mechanisms) The success or failure of water services delivery is dependent amongst others on the type of decision making process and information presented to decision makers. Research undertaken by SALGA on the delivery approaches concluded that: Clear preference for internal over external mechanisms, which are difficult to sustain politically

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High level of divergence between the recommended mechanism and the current mechanism whenever the recommendation was not to provide the services internally

Weak link between the S78 process and water services performance

In some instances good performance has been achieved whether a S78 study was performed

or not Significant changes to the service delivery mechanism succeeded

where these have been supported by strong leadership to ensure sustained political support for the process

Instability, accountability and risk in the district-local interface (WSA and WSP)

These are some of the major issues the sector should reflect upon and chart a way forward Research and Technology Research conducted by various organs of state begins to share some light on innovative methods and approaches to service delivery. Part of this approach is embedded in SALGAs business unusual method and tactical approach

Developing a credible technological database (equivalent to trip advisor) for access by municipalities

Establishing Centers of excellences in major cities in the following disciplines o Scientific Services o Operational Training and Development - Water and Sanitation Simulation o Technology Innovation o Performance driven sector o Strategic Asset Management with emphasis on Failure Mode Effects and Criticality

Analysis (FMECA)

Funding Instruments Figures put together by National Treasury indicates that the local Government sector has spent in the order of R141b between the 2001 and 2011 censuses. Most of these funds were spent towards the unserved. Essentially spending most of the fund on social infrastructure - on the basis of our policy choices. Going forward the local government infrastructure grant review process championed by National Treasury in collaboration with SALGA, DCOG, FFC and the DPME is seen as a game changer in the infrastructure delivery domain. It seeks to define a better infrastructure delivery approach and most importantly a drive towards funding the right infrastructure for the right purposes with life cycle asset management as the core. Furthermore off the market funding for both raw and potable projects - requires an innovative approach - such could include Setting aside a % of the total project value for non revenue water

Enablers - levers of change

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Define a common planning horizon and synchronize such

Define an Integrated Infrastructure Delivery Model(s) and funding instruments Define the water value chain management structures and its parameters

Conclusion The global water community is emphasizing the need to explore innovative ways of service delivery and most importantly harnessing technological advances in a quest to better manage water resources. Water Security supplemented by Science and Technology and Managing risk and uncertainty for water infrastructure resilience is vital for future generations. In this regard the following matters should form part of an ongoing debate within the water sector. A coherent policy and science framework and or debate is require to guide the sector on its

ability to delivery and manage water and sanit

uw water resources and innovation conference 2015

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