IMESA Conference 2022

IMESA 99 PAPERS FIGURE 3: Business case process (Mander et al. 2020) A “transformative” approach to riverine management that limits land use impacts on rivers, restores and manages riverine areas, could therefore reduce the city’s exposure to climate change risks and reduce current shortfalls in societal, financial, and economic benefits from rivers. The benefit cost analysis shows that if the city upscaled the existing Sihlanzimvelo program on municipal land – approximately 1168km of river -this would cost the city annually approximately R92 million. The city would experience avoided damage costs to municipal culverts and road crossings of R59 million (this excludes damage to sewers, watermains and other municipal infrastructure). The societal benefits each year are estimated to be R177 million. 234 co-operatives would be needed to do the work which would translate to 1557 jobs. This translates to R2.60 in benefits for every R1 spent by the city. The additional green economy opportunities in terms of job creation and economic benefits have not been included. The benefit cost analysis for a city-wide transformative riverine management program shows that an investment of R7.5 billion by the public and private sector is required over the next 20 years. This would result in an avoided cost of R1.9 billion to damage to municipal culverts and roads million (this excludes damage to sewers, watermains and other municipal infrastructure), R12 to R24 billion in societal benefits, greater than 9000 jobs and many additional green economy opportunities. This translates to R1.80 to R3.40 in benefits for every R1 spent. The key message that has come out of this work is that a systems-focused approach is vital for the success of a transformative program. • Costs likely to exceed direct benefits for individual landowners • Coastal users benefit from upstream investment & have an incentive to contribute • Managing upper catchment areas disproportionately important for limiting downstream risks & costs • Cost-sharing & resource pooling needed to manage risks & opportunities at systems-scale d. Implementation Plan At the time of producing this paper we had only just completed the development of an implementation plan and so what is being presented is a proposed way forward developed by as many of the role-players working within the riverine space. There are a few key aspects which need to be highlighted and which need to be followed for this program to succeed at the level required to make our program truly transformative. The rest of the details will develop as the various projects develop and grow. These are: • The program must remain as flexible as possible in order to include every initiative in this space, whether it is a large or small, short, or long duration initiative. • There needs to be a separation between the three required levels of co-ordination/facilitation, the implementing agents/fund managers and on the ground implementers. • There needs to be municipal co-ordination of the municipal programs – to maximise cross sector benefits • There needs to be private sector co-ordination – to maximise cross sector benefits • There needs to be co-ordination between the private and municipal co-ordination hubs. • River catchments cross municipal boundaries and so there needs to be co-ordination between neighbouring municipalities. • There is no right time to start any initiative – the key is to welcome all initiatives and find a way to co-ordinate the benefits. • Not all areas of the catchment will be covered in the short term. The key is to start somewhere, identify the gaps and find ways to facilitate the closing of these gaps. The required funding needs are for • Programme management: Programme design & cost benefit analysis, integration, and coordination between municipal functions FIGURE 4: Transformative Riverine Governance (Mander et al. 2020)

100 IMESA PAPERS FIGURE 5: Forms, functions, and relationships of TRMP institutional governance and with eternal entities, fund raising, research, river management partnerships & institution building and monitoring & evaluation. • Riverine infrastructure: grey infrastructure (canals, culverts, gabions, sand, and silt removal), ecological infrastructure (riparian tree planting, agro ecology and food gardens, artificial wetlands, weirs, clean ups) and recreational infrastructure (pocket parks, pedestrian bridges, outdoor gyms and play equipment , lighting, pathways, and benches) • River management services: Sihlanzimvelo community-based stream cleaning, water quality monitoring and reporting faults in the sewerage system. • Socio-economic capital: leadership development, community education and capacity building, enterprise development, green economy including circular economy & recycling learnerships, skills development and job placement. 4. APRIL 2022 FLOODS -LEARNINGS The April 2022 floods within eThekwini were devastating with some areas receiving more than the 1 in 200-year event rainfall for a 24-hour period. The extent and duration of the rain meant that many of our medium size rivers flooded. Extensive damage was experienced to infrastructure at river crossings and to services adjacent to the rivers. Analysis of the blockages show that the trend of blockages being caused by alien vegetation and solid waste has continued and the extent of the damage has been greatly increased due to these blockages. There were far less blockages and damage where the streams were under Sihlanzimvelo management which is further proof of the benefits of a riverine management program. It is estimated that as much as 95% of the blockages were because of vegetation blockage most of which was alien vegetation. FIGURE 6: Caversham Road damage FIGURE 7: Caversham Culvert blockage

IMESA 101 PAPERS The problems are summarised as follows. • Alien vegetation grows faster with shallow root system that crowds out slower growing deep rooted indigenous plants • Alien vegetation with the shallow root system is easily pulled out of the riverbanks during a flood. • The exposed riverbanks are more easily eroded. – greater volumes of silt, larger trees are undermined and form part of the flotsam in the river, sewers and infrastructure along the river are more easily undermined. • The increased volume of silt is deposited upstream of the blocked culverts thereby forcing the water out of the channel and into surrounding properties. • Alien vegetation and trees form the primary blockage which collects all the solid waste in the flow – most of the solid waste would travel through the culverts without causing a blockage. • The blockage causes the overtopping and the associated damage to road and service infrastructure. 5. CONCLUSIONS Engineering solutions are required to address certain issues related to storm damage and those relate to capacity and design issues. However, our rivers are a system which require systems management hence the need for a Transformative Riverine Management System. This business case proves that it is cheaper to proactively manage our urban river systems than to repair the damage to our grey infrastructure after every storm. It is also evident that this challenge requires government and the private sector to work together for the common good. 6. RECOMMENDATIONS Our urban rivers and stream provide essential services and as such require to be maintained as other constructed assets within our city such as roads and watermains. There are many good riverine initiatives around our country which can add value to this program. These need to be shared and replicated to ultimately form part of a South African Transformative Riverine Management Program. 7. REFERENCES Mander N, Mander M, Winnaar G, Mark M and Butler A 2020 Riverine Management Models Report Business Case for Durban’s Transformative Riverine Management Programme Transforming Southern African cities in a changing climate - Learning lab 3 - Leading Integrated Research for Agenda 2030 in Africa (LIRA2030)

102 IMESA PAPERS PAPER 8 A PRACTICALLY APPLIED, HOLISTIC APPROACH TO VANDALISM PREVENTION James van Eyk Nelson Mandela Bay Municipality (NMBM) ABSTRACT Vandalism may be one of the biggest problems facing South African infrastructure. If one does not attend to repairing the social fabric holistically, South Africa’s infrastructure will eventually be stripped bare. Anything less than an overall societal approach merely provides a bandaid when open-heart surgery is required. The breakdown of social fabric and the socio-economic factors faced by many people include, but is not limited to, inequality, the cycle of poverty, and drug abuse. While the big allencompassing solutions to fixing the social fabric are the focus of national government, municipalities need to protect their assets as best they can to ensure they can still provide basic services. Community engagement is vital in building trust, educating communities, and preventing vandalism and theft. South Africa, being a water-scarce country, is regularly faced with droughts. This occasionally causes intermittent, or extended water supply failures. Millions of litres of water can be lost through vandalism on critical infrastructure which in turn leads to further downtime for emergency repairs, which are costly. It should be noted that failures due to criminality on critical infrastructure is a separate cause of basic needs supply failures. Historically, vandalism denoted damage just for the sake of doing damage, however the phrase has developed to include theft, malicious damage to property and other related crime. Criminals have monopolized the availability of an income stream through the like of illegal scrap yards and most damage to water infrastructure criminality. Ultimately, a person who is intent on committing crime, if given enough time or the correct tools will be successful. The key to the prevention of vandalism may lie in being a step ahead of alleged vandals, although physical vandalism prevention is only as effective as the security response to alarms. The response must be prompt and have a zero-tolerance approach with respect to the law. This paper explores the implementation of systems not only for water, but electricity, roads, and other utility infrastructure. It includes suggestions for physical measures to delay vandalism, and some examples from pilot projects where vandals are reaching a point of failing to intrude. Furthermore, it includes community engagement concepts to promote a sense of ownership of utility infrastructure. This leads to the interrogation of the market for stolen infrastructure, and the requirements for supporting services such as security. How to bring ownership of infrastructure to the people’s door is the key question. 1. INTRODUCTION Criminal acts may be one of the biggest contributing factors to infrastructure failure in South Africa. South Africa’s most critical infrastructure for electricity, water and other utilities can be crippled to such an extent that municipalities are not able to provide basic services to its citizens. Traffic intersections are left dysfunctional and unsafe due to cable theft, stolen controllers or UPS systems and wastewater contaminating rivers and streets and-so-forth. Costs are incurred wherever vandalism has been committed, however vandalism may have further reaching impacts than the mere cost of repairing the vandalism. The funding, which is spent on repairing the vandalism, could have been spent on other high priority services. It has become paramount to evaluate the conventional systems, materials, and respective alternatives to prevent the reoccurrence of vandalism. The South African crime statistics for the fourth quarter presents yearon-year increases in most instances apart from the category, “crime detected as a result of police action.” This indicates a lack of police action for crime detection and prevention. As such, the missing link in the chain of vandalism and theft prevention could be reduced to one of lack of policing of critical infrastructure. FIGURE 1: Burst as a result of a stolen air valve FIGURE 2: Repaired and secured chamber

IMESA 103 FIGURE 4: Kuznets inverted U curve hypothesis PAPERS January to March 2022 31 32 33 34 35 8 CRIME CATEGORY January to March 2018 January to March 2019 January to March 2020 January to March 2021 January to March 2022 Count Diff % Change Murder 4,668 4,896 4,589 4,976 6,083 1,107 22.2% Sexual Offences 12,275 13,801 12,627 12,133 13,799 1,666 13.7% Attempted murder 4,243 4,647 4,216 4,582 5,717 1,135 24.8% Assault with the intent to inflict grievous bodily harm 41,078 43,113 40,168 36,417 42,992 6,575 18.1% Common assault 39,314 42,262 42,866 38,889 45,746 6,857 17.6% Common robbery 12,225 12,667 12,262 9,549 10,787 1,238 13.0% Robbery with aggravating circumstances 31,864 33,130 33,404 30,768 32,783 2,015 6.5% Total Contact Crimes ( Crimes Against The Person) 145,667 154,516 150,132 137,314 157,907 20,593 15.0% Rape 9,695 10,792 9,905 9,518 10,818 1,300 13.7% Sexual Assault 1,793 2,072 1,913 1,910 2,165 255 13.4% Attempted Sexual Offences 500 610 497 433 547 114 26.3% Contact Sexual Offences 287 327 312 272 269 -3 -1.1% Total Sexual Offences 12,275 13,801 12,627 12,133 13,799 1,666 13.7% Carjacking 3,828 3,883 4,303 4,513 5,402 889 19.7% Robbery at residential premises 5,183 5,343 4,916 5,288 5,267 -21 -0.4% Robbery at non-residential premises 4,463 4,549 4,741 4,872 4,700 -172 -3.5% Robbery of cash in transit 50 40 47 42 53 11 26.2% Bank robbery 1 1 0 1 5 4 400.0% Truck hijacking 254 245 284 354 465 111 31.4% Arson 840 946 853 732 910 178 24.3% Malicious damage to property 26,836 27,911 26,106 24,850 28,649 3,799 15.3% Total Contact-Related Crimes 27,676 28,857 26,959 25,582 29,559 3,977 15.5% Burglary at non-residential premises 17,490 17,623 18,384 15,215 14,241 -974 -6.4% Burglary at residential premises 57,287 55,311 51,004 40,568 40,960 392 1.0% Theft of motor vehicle and motorcycle 12,284 11,813 11,163 9,240 9,377 137 1.5% Theft out of or from motor vehicle 31,238 30,785 27,810 20,111 20,457 346 1.7% Stock-theft 7,673 7,433 6,853 6,089 6,243 154 2.5% Total Property-Related Crimes 125,972 122,965 115,214 91,223 91,278 55 0.1% All theft not mentioned elsewhere 75,620 74,533 69,556 59,646 65,920 6,274 10.5% Commercial crime 19,218 21,225 20,193 22,558 25,431 2,873 12.7% Shoplifting 14,768 15,197 14,412 11,597 10,292 -1,305 -11.3% Total Other Serious Crimes 109,606 110,955 104,161 93,801 101,643 7,842 8.4% Total 17 Community Reported Serious Crimes 408,921 417,293 396,466 347,920 380,387 32,467 9.3% Illegal possession of firearms and ammunition 4,071 3,854 3,607 3,184 3,542 358 11.2% Drug-related crime 82,456 41,810 43,344 35,932 42,309 6,377 17.7% Driving under the influence of alcohol or drugs 19,354 19,657 19,330 8,583 11,992 3,409 39.7% Sexual Offences detected as a result of police action 1,774 2,389 2,377 2,335 2,308 -27 -1.2% Total Crime Detected As A Result Of Police Action 107,655 67,710 68,658 50,034 60,151 10,117 20.2% CONTACT CRIMES ( CRIMES AGAINST THE PERSON) Total Sexual Offences SOME SUBCATEGORIES OF AGGRAVATED ROBBERY CONTACT-RELATED CRIMES PROPERTY-RELATED CRIMES OTHER SERIOUS CRIMES CRIME DETECTED AS A RESULT OF POLICE ACTION FIGURE 3: The South African crime statistics for the fourth quarter 2021/22 period The National government and municipalities need to ensure that our national key points are secure, but also to ensure economic development. “Kuznets’ inverted-U hypothesis implies that economic growth worsens income inequality first and improves it later at a higher stage of economic development.” (Anser, et al., 2020) Furthermore, “Income inequality and unemployment rate increases crime rate while trade openness supports to decrease crime rate.” (Anser, et al., 2020) So as affluence increases the mode of criminality may alter but generally when people have enough money to survive, there is no need for criminality. Getting over this hump in economic development is key to the improvement of crime rates. The widespread  economic reform is one which must be driven from National Government. 2. NELSON MANDELA BAY MUNICIPALITY (NMBM) a. Vandalism Water, electricity, and other utility infrastructure are being targeted in NMBM. Regularly substations are vandalised completely, roads are destroyed by violent protests tantamount to rioting, water pipeline air valves are stripped while under pressure resulting in a massive burst. At the start of 2020 an air valve was vandalised in Motherwell, Gqeberha.

104 IMESA PAPERS Exacerbating circumstances included land invasion over the pipeline servitude and a spiderweb of illegal electricity connections which had to be safely disconnected for plant to get to site. The servitude holds the two pipelines coming in from Nooitgedagt WTW. They operate at pressure up to 13 bar and transfer an average of 180Ml/d. The vandalism on the air valve resulted in a critical failure of the base plate. The risk of reoccurrence if no mitigation was done was deemed severe and likely. This initiated a program to replace all the old fittings in that area and secure the chambers to prevent an event of reoccurrence. There have been numerous major water supply failures on other pipelines as a direct result of vandalism. The trial program was successful, and the NMBM bulk water supply division is implementing the measures throughout its bulk water supply system. b. Drought Nelson Mandela Bay Municipality has several water supply sources. Historically the municipality has relied on the major dams along the FIGURE 7: NMBM Water supply & usage statistics as at 28 July 2022 Western coast, specifically, Churchill and Impofu Dams, and Kouga and Loerie Dams, on the Kromme and Kouga catchments, respectively. The catchment areas have been experiencing a drought for several years and as a result the dam levels have reached critical, near dead storage levels. In some cases, the dams have been drawn to dead storage level and an emergency pumping barge has been implemented to abstract below the dead storage levels. When these Western sources run dry there is a scheme in effect which replaces the deficit. c. Nooitgedagt water supply scheme The current major source of water for the NMBM is from the Orange River Water Transfer Scheme. The system transfers water through a series of pipelines and canals, ultimately arriving at the Nooitgedagt Water Treatment Works. The plant produces approximately 180Ml/d as at July 2022, and will soon be producing more than 210Ml/d. The water is transferred through two approximately 45km long pipelines to Motherwell reservoir and pump station. From Motherwell it traverses across the metro from east to west until it reaches the Chelsea reservoir, supplying various other areas along the way. From Chelsea reservoir it can be transferred into the Western source pipelines to supplement or replace the deficit in supply from said sources. d. Volume of water lost in a burst The Nelson Mandela Bay Municipality Bulk Water Supply division has pipes which fall within the following limits: - Most of the air valves and scour valves on the Bulk Water Supply system of NMBM are between 100mm and 250mm valves. FIGURE 5: Vandalism by arson FIGURE 6: Malicious vandalism – rock filled chamber

IMESA 105 PAPERS - Most of the pipelines range from 450mm diameter up to 1400mm diameter. - The operating pressure in the pipelines ranges between 10 and 25 bar. The NMBM has implemented a bulk metering program which caters for automated water balance reports. Alternatively, one can estimate the total volume of water lost due to the burst - The volume of water lost from the time of the burst event until isolation. - Determine the volume of water scoured 3. MAIN PROBLEM STATEMENT AND IDENTIFICATION The main pipelines that will supply over 70% of the city may become compromised due to water shortages and vandalism. They are a highrisk asset of the Municipality. It is vital that the security and addressing the damage to critical infrastructure be prioritized and maintained accordingly, especially through this period of water shortages. A holistic approach is required to combat the malicious damage and theft of critical infrastructure. a. Scrap metal market The municipality has a responsibility to deliver services and must work around problems that are not within their mandate. Engineers must constantly adapt to our changing world. Continually implementing designs which have already been circumvented could be considered tantamount to planning for vandalism. No-scrap-value materials should replace all easily removable valuable components such as manhole lids. This must be coupled with adequate support services. A topic, not discussed herewith, is scrutiny of the illegal scrap metal market and what further action must be taken to address the criminality. It is, however, the responsibility of government to regulate and enforce laws pertaining to the scrap metal market. b. Security In 2021, a contractor was nearing completion of a one-day chamber replacements project in Motherwell. The job continued after normal operating hours in a remote area. The teams were allegedly attacked at gun point and tied up with wire. Fortunately, they escaped with their lives. Unnamed security contractors have refused to do protection jobs in highrisk areas because the weapons allegedly further attract gang interests. Both municipal and contracted work teams have allegedly been attacked and robbed on numerous occasions. Tragically, the NMBM has endured staff fatalities due to criminal acts perpetrated against them while on duty. These alleged attacks have led to entirely new operating procedures whereby in the event of a burst at night or in a high-risk area, as many vehicles and staff that can attend do so. All these extra precautions that must be taken for the safety of the staff create a long response time. This makes the municipality appear less competent than they are, which causes distrust. 4. SOLUTIONS a. Holistic response “The broken windows theory, (an) academic theory proposed by James Q. Wilson and George Kelling in 1982 that used broken windows as a metaphor for disorder within neighbourhoods. Their theory links disorder and incivility within a community to subsequent occurrences of serious crime.” (McKee, 2018) The broken windows theory can be applied to criminality on critical infrastructure. A public perception needs to be created whereby it is known that the Municipality has patrols, regularly checks its infrastructure, repairs it timeously, etc all in effort of creating a full circle response. Engineered solutions ensure maximum security by delaying and alerting security services of intrusion. Some engineered solutions are discussed under section 5: Case Study FIGURE 8: Locality map of the Nooitgedagt water supply system FIGURE 10: Non-ferrous material lid abandoned outside scrap yard FIGURE 9: Attempted cable theft causes water disruption

106 IMESA PAPERS Although, one of the problems with improved security is that it may only divert the criminality toward less secure targets. One needs to think on all platforms from Roads, Water, sanitation and electrical. These are our fundamental basic needs to live by daily and are failing due to criminal elements. 5. CASE STUDY: VANDALISM ON THE NOOITGEDAGT SUPPLY PIPELINES The Nooitgedagt supply pipelines traverse through some high safety risk areas. There have been many different methods that criminals have used to break in and steal or vandalise components within the structure. The bulk water supply division has responded to all intrusion attempts by analysing the modes and implementing measures to render future attempts fruitless. a. Internal chamber braces: - Problem statement: It was found during intrusion testing that a small gang of thieves would be able to move the concrete slabs using crowbars. - Solution: Prevent intrusion by internally fastening the chamber together, preventing lifting, moving or separation of the cover slab or rings with crowbars or similar tool. Strap the joints internally to prevent the movement of slabs from the outside. - Methodology: Steel straps to fasten two rings, or a ring and cover slab together. - Cut 200mm long sections of flat bar for ring-ring joints. - Cut sections 100x100 angle iron. - Width and thickness can be 50mm and 5mm or more respectively. - Corrosion protection to ensure longevity - Fasteners to secure the braces to the chamber. - Tools: grinder to cut steel, drill with steel bit and masonry bit, chalk marker, generator - Cost effective solution and it can be implemented by municipal staff. b. Double chambering: - Consideration: Criminals break through chambers that have thin walls such as rings. - Solution: Reinforce chamber walls and cover slabs. - Methodology: Construct a larger chamber around the chamber in question and fill the gap with mass concrete. This provides triple physical protection against chamber destruction. - Cost effectiveness: This option is more expensive than brackets, but much more secure. One could backfill rubble or in-situ materials to save on the cost of concrete mass fill. c. Cover slabs: - Consideration: Placing obscure cover slabs over chambers has been found to be ineffective. - Solution: Ensure that all chambers are secure with effective cover slabs. - Methodology: - Reinforced concrete cover slabs must be of the exact outside dimensions of the chamber - Any gaps should be sealed. - The cover slabs must be secured from the inside using braces - Every chamber which contains a working part in it must have an access manhole. - Cost effectiveness: Complete replacement of cover slabs can be costly, repairing of the slab is possible in most instances. One would drill and anchor replacement reinforcing, box the shape and cast concrete on site. - d. Manhole lids: Consideration: Steel lids may be stolen due to their high scrap metal value. Solution: Curbing the illegal-market resale of metals, non-ferrous utility access hole covers to be installed. Methodology: - There are drop-in products available which require little- to no modifications. - Other options that require a new frame can be retrofitted by casting a box with the new frame atop the old frame with steel reinforcing and anchor bars which bind the existing slab to the new repair slab. - Where there is no slab or the slab is beyond economical repair, a new slab will have to be cast. Cost effectiveness: Ensuring that all chambers have suitable lids can vary in cost from basic replacement to complete new cover slabs. NMBM Bulk Water Supply has started implementing: - Manhole lid material: Sheet moulded compound grp, 40 layers – no scrap value – prevents destruction for profits of illegal scrap metal sale. Does not crack after severe abuse such as fire and repeated blows. - Internal deadbolt powered by an RFID key and a highly sprung mechanical lock prevents the layman from forcing the lock open FIGURE 11: Unbraced cover slab collapse due to an intrusion attempt FIGURE 12: installation of internal chamber braces FIGURE 13: Double chambering internal view FIGURE 14: Double chambering external view

IMESA 107 PAPERS - RFID access key assigned to staff user that is authorized. - User access controlled with integrated web-based application. e. Policing, alarms, and security: Those listed above, and other physical measures of access control may only delay a person intending on intruding. Given the correct tools and sufficient time that person would be successful. As such, alarms, response security and regular policing are the critical element to complete the circle. - Regular policing is imperative to crime prevention and detection. - Concealed traps such as pepper spray systems should be in place as the last measure to deter any successful intruders. - Alarm systems which feedback to a 24h operators’ desk which indicate the security status of each site, including cameras where available. This allows for a prompt security response. - Prompt, security response leads to possible arrests and conviction of criminals. - These measures develop and reinforce the local communities’ understanding that the site is secure and monitored. NMBM has started implementing: - Smart intrusion detection telemetry alarms which monitor vibrations and light to intelligently differentiate between general knocks (such as livestock) and deliberate strikes for intrusion. - Other telemetry includes temperature, humidity and water level alarms which allow for the detection of minor leaks and major leaks without time delay from the event. - All alarms can be integrated into an online web-based application, and into the telemetry which is monitored 24/7. - The application allows for live online monitoring to verify the secureness of the infrastructure. - Private armed response contracts have backed up the internal municipal security. At implementation there were numerous intrusions attempts and later, there have been no recent attempts. In the case study, The Motherwell reservoir site has got electric fencing, an alarm, and a private security contract covering the site. At implementation it was found that intruders would throw items onto the electric fence and after a while the regularity of recurrence decreased. f. Access control: A web-based access control system provides total lockout authority filtered down from management to Inspector. Strict access control as the smart keys are assigned to various authorized personnel. The access on these user keys is controlled and provides lockout authority filtered down to ensure that only authorized personnel can access a site. Data logging allows the division to easily audit activity on the site. g. Community engagement: Most people may accept that the infrastructure is there to serve a purpose and should be undisturbed. It is the criminal minority who transgresses these crimes upon utility infrastructure. It is important to educate people that the infrastructure is there to serve them and other FIGURE 15: Replacement cover slab with smart manhole FIGURE 19: Google earth snapshot of the live monitoring FIGURE 18: Smart, sheet moulding compound lid FIGURE 17: Polymer concrete lid after vandalism FIGURE 16: Repaired chamber

108 IMESA PAPERS citizens. Encourage the community to report vandalism by phoning the call centre if they witness it. To prevent the non-reporting of events one must ensure that their identity remains anonymous and ensure that the would-be reporter is aware of such an arrangement. 6. CONCLUSION Year-on-year increases in crime present a negative outlook for upcoming years, coupled with the socio-economic development challenges, dictate that immediate action be taken. Completing a holistic approach could be the most effective method in combatting vandalism and other crimes transgressed upon utility infrastructure. There are several key points within the circumference of the fight against vandalism. Implementing various preventative measures and learning from the failed attempts could be a good way to protect infrastructure. The asset must be structurally secured, it must have on-site deterrents and alarm systems and prompt security response. Support the various measures by planning the reaction-plan possible and ensure that there is an action plan for when an act of vandalism is committed. This will ensure that response teams can go directly to the area of concern shortening the response time and thereby increasing the chances of arresting criminal elements of the community. Security teams need to have a zerotolerance approach with respect to the law and National Government and its relevant departments must strive for economic development and maintain order. The community needs to be engaged on the ground level to develop ownership of utilities which provide them with services with the goal of encouraging the reporting of suspicious activity and criminal activities. 7. RECOMMENDATIONS This paper recommends to Municipal Engineers to take ownership of the infrastructure for which you are the custodian. Constantly engineer new or revised solutions but consider the softer, community engagement aspects. Problems in engineering must be thought through holistically and broadly to be effective. Actionable directions have been given with respect to both possible engineering solutions and community engagement. In conclusion, proactively implement informed anti-vandalism measures by constantly adapting to “our changing world.” 8. REFERENCES Anon., 2021/2022. South African Police Service. [Online] Available at: http://www.saps.gov.za/services/crimestats.php Anser, M. K. et al., 2020. Dynamic linkages between poverty, inequality, crime, and social expenditures in a panel of 16 countries: two-step GMM estimates. Journal of Economic Structures. Cheteni, P., Mah, G. & Yohane, Y. K., 2018. Drug-related crime and poverty in South Africa. Cogent Economics & Finance. McKee, A. J., 2018. Encyclopedia Britannica. [Online] Available at: https://www.britannica.com/topic/broken-window-theory [Accessed 5 June 2022]. FIGURE 20: Snapshot of the data logs for specified period

IMESA 109 PAPERS PAPER 9 CONCERNING MUNICIPAL MAINTENANCE EXPENDITURE Dr Kevin Wall Extraordinary Professor, Department of Construction Economics, University of Pretoria, Private Bag X 20, Hatfield 0028 +27-82-459-3618; [email protected] ABSTRACT Treasury has laid down that municipalities shall budget for maintenance and repair an annual sum equivalent to 8% of the “carrying value” of “property, plants and equipment and investment property”. The guidance provided by this ruling is invaluable. But to what extent do municipalities pay much heed to the ruling? And what is Treasury doing about those municipalities which chronically under-budget? Furthermore, the 8% norm will likely be insufficient under most circumstances, especially given the substantial maintenance backlogs which municipalities are known to carry. Research initially undertaken in the course of reviewing budget guidelines for Treasury revealed the extent to which municipalities, with very few exceptions, are reported to be spending far less than even this inadequate 8% – in some cases, spending hardly anything at all on maintenance and repair. Also, whereas it is crucial to service delivery by any municipality that the strategic infrastructure be identified and that it must receive priority when the maintenance and repair budget is allocated, in so many cases this is not done. The purpose of the proposed paper is (i) to present current concerns about the condition of key infrastructure (not only municipal infrastructure), (ii) to outline and comment on the Treasury guidelines, and (iii) to present the spending realities, acknowledging that, while municipalities are strapped for funds, generally, more can be done, or the consequences for service delivery will be dire – as is already evident. INTRODUCTION The delivery of public sector infrastructure services, such as water, sanitation, electricity, and solid waste management, as well as the many services dependent on infrastructure being in good condition – e.g. the services which make use of roads, rail, hospitals, clinics, schools, airports and harbours – is to a great extent hampered by the oftentimes substandard condition of this infrastructure. (Examples of this are given later in this paper.) The Development Bank of Southern Africa (DBSA) has clearly stated its view of the consequences of infrastructure operation and maintenance deficits (and also of the absence of infrastructure in the first place) for access to service delivery. “Infrastructure is directly linked to the economic development and growth of a country. … It also increases productivity and improves the quality of life for many communities. … [and] When these infrastructures are not operating properly, the chain of production is disrupted. This disruption hinders development, which causes economic deficit and, in turn, brings low standards of living” (DBSA, 2021). The economic and social cost of under-maintenance of public sector infrastructure is huge. The average condition of public sector infrastructure in South Africa is far from what it should be and, it would seem, generally getting worse. For example, the Department of Water and Sanitation (DWS) “Green Drop” report on the condition of wastewater systems, released in March 2022, revealed that: “23 wastewater systems scored a minimum of 90% when measured against the Green Drop standards and thus qualified for Green Drop Certification. This compares lower than the 60 systems awarded Green Drop Status in 2013 …”. (DWS 2022.) While work on the fourth national infrastructure condition report card, published by the South African Institution of Civil Engineering (SAICE), is by no means complete, early indications are that the public sector condition of infrastructure in almost all infrastructure sectors has deteriorated since the last report card appeared (in 2017). The maintenance and repair of infrastructure, from initially being a taboo subject in some government circles (as the author can personally attest), has become a frequently-referred-to concept, not least in the popular media. The problems of unacceptable infrastructure condition – sometimes combined with issues to do with the operational management of the infrastructure – are raised by leaders of industry and commerce, for example, with greater and greater vehemence. (See the following section.) Infrastructure maintenance and repair has long been punted as a solution, not just to restore the functionality of infrastructure, but also (rightly so) as the potential creator of a massive number of jobs, especially for people with the lowest level of skills – which makes great sense, given that it is this group which suffers from the highest rate of unemployment. (Wall, 2011a; Wall, 2011b.) But there are many obstacles to be overcome before one can expect the condition of public sector infrastructure to improve. Among the biggest are: • often reluctant political will on the part of the owners of the infrastructure (e.g. municipalities), and/or the abdication of that will (for example, Makinana, 20221 ); • complex procurement regulations and time-consuming procedures which often add little value (Wall, 2022b.) • weak and/or overburdened client skills (as described in, for example, Lawless 2016; SAICE 2017; SAICE forthcoming); and • the institutions to perform the maintenance and repair, and also of course the rehabilitation of that infrastructure which is too far gone for maintenance and repair to have the necessary effect. In many institutions, in many parts of the country, the absence of (e.g. political will), unsuitability of (e.g. procurement regime), dearth of (e.g. skills) or inadequacy of institutions2 , or combinations of these, are such that, without radical reform, there is little chance of improvement. But even if all the others were in place, one (at least) further major obstacle remains, namely: budgets – more accurately, the low levels of budgets for maintenance and repair – particularly at municipalities. 1 “Where are mayors and MECs when municipalities collapse, asks AG. Elected politicians need to accept their responsibility to make things work at local level, says Maluleke.“ 2 For example, as discussed in Wall 2022a.

110 IMESA PAPERS PROBLEM STATEMENT – SECTOR BY SECTOR The consequences of substandard infrastructure condition – sometimes combined with issues to do with the operational management of the infrastructure – are frequently raised by leaders of industry and commerce. The (negative) “poster boy” for the consequences of unreliability of public sector infrastructure has been Eskom. The three other most prominent targets have been rail, rural roads and municipal infrastructure. For example (in the same order): Electricity Eskom, the state-owned enterprise responsible for generating more than 90% of electricity in the country, has for several years been forced, by frequent breakdowns of generation plant, to implement rolling blackouts. Various estimates have been made of the cost of this load shedding’, to the economy, to quality of life, and to infrastructure itself. For example, the CSIR estimated the ‘impacts to the economy’ in 2019 alone to have been between R60 billion and R120 billion (Wright & Calitz, 2020: 5). That a major reason for the load shedding (not the only reason – another oft-ascribed reason is government’s perceived tardiness in promoting or even sufficiently enabling increase in generating capacity) has been significant under-maintenance in the past of generation and transmission infrastructure, has been emphasised by Eskom repeatedly. For example, the CEO in 2021 stated that: “Eskom’s fleet of coal-fired power stations, excluding Medupi and Kusile, are on average 41 years old. These power stations have been run far harder than international norms and have not been maintained as they should have been3 ” (Quoted in Eberhard, 2021). Rail South African exporters, particularly of minerals, are highly reliant on rail infrastructure. However, due to the widely-reported inability of Transnet to provide reliable rail services, these companies have become less competitive and have lost a significant portion of their international market share. The effect of the current state of infrastructure condition in the rail sector can be illustrated by the following media extracts: “Minerals Council SA expresses concern about effect of logistics constraints on mineral exports in the first four months of 2022.” “SA is missing out on the benefits of high commodity prices because of rail, port and border inefficiency.” (Erasmus, Delene, 2022.) “Transnet is in “free fall” and it is throttling investment and will ultimately cause mines to close, industry leaders have warned. Speaking at the McCloskey Southern African Coal Conference on Thursday, coal producers impacted by Transnet’s poor railing performance lamented the dire state of the coal line to the Richards Bay Coal Terminal (RBCT) at a time when demand for South African coal has jumped, and export coal prices are rocketing.“ (Steyn, 2022b.) “Exxaro joins a host of companies that have been counting the costs of inefficiencies at rail operator. ….. Exxaro, the largest supplier of coal to Eskom, suffered about R5bn in lost export sales due to bottlenecks in the country’s rail network, the latest reminder of one of the biggest constraints on the flagging economy.” (Gernetzky and Erasmus, 2022) “Rampant cable theft and the inability to acquire critical parts for locomotives on the coal line caused the rail performance of coal delivered to Richards Bay Coal Terminal (RBCT) to drop to … 58.3 million tons in 2021, compared to its annual capacity of 77 million tons. The continued 3 Emphasis added by present author. trouble on the coal line comes as export coal prices are at historic highs and demand for South Africa coal has surged amid sanctions against Russia.” (Steyn, 2022a) “The South African coal, chrome, iron-ore and manganese mining sectors lost between R39-billion and R50-billion in  export  earnings last year as  Transnet  struggled with capacity to  rail  bigger  volumes of these commodities to ports, says economists.co.za chief economist Mike Schussler. “To put this into context, this is about 1% of the country’s gross domestic product …”” (Venter, 2022) Naturally enough, the financial press picked up on this. An editorial of “Business Day” in March, under the headline “Transnet holds back the economy”, wrote that; “The rail company and its shareholder owe us an explanation for lost opportunities — and a plan.” (Business Day, 2022) Rural roads The following extract is sufficient to make the point. “The deterioration of the country’s road network and continued poor maintenance is having a direct impact on the agricultural sector – and by extension, the price of produce in South Africa, says industry body AgriSA. ….. the group presented survey results from participants in the agricultural sector which was initiated to determine the impact of deteriorating road infrastructure on the sector. … “The findings are dire, and point to the enormous cost of South Africa’s poor road maintenance for the proper functioning and growth of the sector,” AgriSA said. The costs incurred range from engine and trailer damage to shorter vehicle lifespan and accidents. It added that the increased transport and maintenance costs ultimately affect the consumer, determining how much consumers pay, and how fresh they receive the produce.” (Staff Writer, 2022) Municipal infrastructure Municipalities, too, have received their share of criticism. The last few years have seen business, for one, increasingly expressing its dissatisfaction with the quality and reliability of the basic services provided by municipalities. Well-publicised examples have included Clover in Lichtenburg and Astral Foods in Lekwa, not to mention the ongoing saga of the treatment works in Koster and the dissatisfaction recently voiced by the Chambers of Commerce of eThekwini (Erasmus, Des, 2022) and Nelson Mandela Bay with the condition of infrastructure in those cities. All of these have drawn attention to the cost of substandard maintenance of public sector infrastructure. They are not alone. For example, in May this year Mr Mboweni, the previous Minister of Finance, drew attention to the need for “fixing bad roads and infrastructure, and cleaning up municipalities”, which, he stated, would, if he were president, be his priority – and, without which, “South Africa can forget about meaningful economic growth”4 . (Buthelezi, 2022.) Others agree. “Gareth Ackerman, the chair [of Pick n Pay] has become the latest corporate leader to bemoan the government’s inability to ensure basic functions, such as fixing potholes, which, in turn, increases the cost of doing business.” (Child, 2022.) Infrastructure in some of South Africa’s towns and cities has degraded so much that, he states, the company “is battling to get insurance cover on some assets”. At the time of writing, the voice most recently heard in support of the 4 Emphasis added by current author.

IMESA 111 PAPERS call for more maintenance has been that of Dr Sooliman of Gift of the Givers. Generalising from the context of Nelson Mandela Bay5 , where his team had arrived to provide selected assistance, he is quoted as having said: Roads and buildings are falling apart. This country has a serious lack of maintenance and management. It’s time that we stop building things and start fixing things. 6 (Adams, 2022) Finally: sector-specific examples of either the condition of municipal infrastructure or the consequences of that condition abound. For example, as in Gibbons et al, Griffiths et al and Chettiar et al (all forthcoming). The first of these provides a broad overview of the water and sanitation sector, whereas the second concentrates on water leakage, consequent losses, and the potential savings. The third provides specific examples of the impact of municipal infrastructure failure, particularly through lack of maintenance, on the tourism sector, particularly on the KZN coast. FUNDS The preceding section, despite having made a strong case for maintenance as part of a general effort to improve the operation and condition of public sector infrastructure, has presented only a small sliver of the media coverage of the topic during the course of the last few months. So: why is more maintenance not undertaken? And how can that maintenance “happen”? The main “obstacles to be overcome before one can expect the condition of public sector infrastructure to improve” were listed earlier. However, as it was pointed out there, even if all the others were in place, one (at least) further major obstacle remains, namely: budgets – more accurately, the low levels of budgets for maintenance and repair – particularly at municipalities. In other words, there would seem to be small likelihood of the hopes of Mboweni, Ackerman, Sooliman and those referred to earlier being realised anytime in the foreseeable future. Incidentally, what order of magnitude of funds is required? There are a few estimates of the funds required to rehabilitate all existing public sector infrastructure (or replace it, if it is not possible to rehabilitate) or of the funds required to preserve the present condition of infrastructure. Some of these, though, are suspect. A relatively reliable, and also recent, estimate may be found in the Green Drop report released earlier this year. Briefly, this suggested that: • based on a “very rough order of measurement”, an “indicative amount” “for all treatment systems within each WSI” (water services institution); • “a total budget of R 8.147 billion is required, nationally, to restore the WWTWs (wastewater treatment works) functionality”; and • “a total of R 1.55 billion will be required by all WSAs (water services authorities), on an annual basis, to maintain their assets”. (DWS, 2022:33). 5 Further: “It’s deceptive...when you’re on the plane and look down, everything seems fine. Until you get out of the airport and see the taps for people to collect water when everything dries out. When you drive down the streets, everything seems okay. Until you speak to the people. Dr Imtiaz Sooliman, Gift of the Givers founder.” 6 Emphasis added by current author. 7 Given later, on the same page, as 8.41. No matter – the amount is so huge and unreachable anyway. Note that this is an estimate for wastewater only, and not for water infrastructure, let alone does it include the infrastructure for any of the other engineering services for which municipalities (or water boards) are responsible. Nonetheless, with that estimate providing some context, we turn now to examine what municipalities should budget – and, for contrast, what they actually spend – for “infrastructure repairs and maintenance”. Spoiler alert: what they actually spend falls far short of what would appear to be required “on an annual basis, to maintain their assets”, let alone to “restore functionality”. WHAT AMOUNTS SHOULD BE BUDGETED? This paper does not attempt to review infrastructure asset management planning and practice. Rather, its purpose is to draw attention to budgeting for infrastructure maintenance and repair (and its spending), one of the key issues which must be addressed if infrastructure asset management planning and practice by the South African public sector, and particularly municipalities, is to improve. Budgeting for maintenance and repair needs to take into account major variables, particularly, for each infrastructure component: • the type of infrastructure; • the age of the infrastructure; • it’s present condition; • it’s workload (e.g. if a road, do large numbers of heavy vehicles traverse it?); and • the expected remaining useful life under normal operating conditions and a maintenance regime which has conformed to manufacturers’ specifications; as opposed to • the estimated remaining useful life under the actual (or predicted, if this were to be different) operating conditions and the actual (or predicted) maintenance regime. Ideally, budgeting for maintenance and repair should start with knowledge of the “current replacement cost” (CRC) of the infrastructure, by component, together with sufficient information as to type, capacity, age, condition and other relevant aspects of each component. However it would not be unfair to suggest that too few South African municipalities are sufficiently aware of the condition of much of their infrastructure, or the CRC of that infrastructure. No doubt recognising this nearly 10 years ago, Treasury published guidelines based on “value” of the infrastructure. The way this is defined, it is not “value” as in for example “value to service delivery”, but, as one might expect from an organisation which thinks primarily in terms of monetary units, Treasury’s concept of “value” is a financial one. Specifically, the guidelines are based on “carrying value”, which is: “… the original cost of an asset, less the accumulated amount of any depreciation or amortization, less the accumulated amount of any asset impairments.” https://www.accountingtools.com/articles/what-is-carrying-value.html As to whether there is any difference between “carrying value” and the more familiar “book value”. “The term book value is derived from the accounting practice of recording asset value based upon the original historical cost in the books.  Book value  can refer to several different financial figures while  carrying value  is used in business accounting ….. In most contexts, book value and carrying value describe the same accounting concepts.” https://www.investopedia.com/ask/answers/010815/what-differencebetween-book-value-and-carrying-value.asp

112 IMESA PAPERS The key Municipal Finance Management Act (MFMA) circular is “MFMA Circular No. 71: Municipal Finance Management Act No. 56 of 2003: Uniform Financial Ratios and Norms” (National Treasury 2014). This Circular, in the process of providing sets of “uniform key financial ratios and norms suitable and applicable to [in this case] municipalities and municipal entities”, inter-alia lays down budget guidelines indexed to “carrying value”. The first part of the Section 3 “Repairs and Maintenance as a % of Property, Plants and Equipment and Investment Property (Carrying Value)” reads as follows: “Purpose/Use of the Ratio The Ratio measures the level of repairs and maintenance to ensure adequate maintenance to prevent breakdowns and interruptions to service delivery. Repairs and maintenance of municipal assets is required to ensure the continued provision of services. Formula Total Repairs and Maintenance Expenditure/Property, Plant and Equipment and Investment Property (Carrying Value) x 100 8 Norm The norm is 8%.” 9 (National Treasury, 2014:4) Although what this guideline recommends is very far from best infrastructure asset management practice, Treasury cannot, given the circumstances, be faulted for laying down such a practical and convenient measure for the purposes of its guidelines. Thus this Treasury “8%” guideline would for many entities be an essential first step to improved infrastructure asset management practice. It would seem, therefore, that for most municipalities, the approach advocated by Treasury, based as it is on carrying value has much merit in the absence of sufficiently comprehensive and reliable information on the CRC of their infrastructure. In the course of time, though, all municipalities should be encouraged to improve knowledge of their infrastructure, including knowledge of the CRC and remaining useful life of infrastructure components. Priority must be given by each municipality to its most strategic components, i.e. those which, were they to fail, would have the greatest harmful effect on the service delivery capability of the municipality. USING TREASURY’S GUIDELINES Treasury requires entities to: • itemise all infrastructure of at least a (specified) minimum level of significance; • assess the “carrying value” of each component; and • use the total carrying value of the infrastructure (“property, plants and equipment and investment property”) to estimate the overall budget required for maintenance and repair. As noted above, for municipalities, how to do this is briefly described in “MFMA Circular No 71”, Section 3 “Repairs and Maintenance as a % of Property, Plants and Equipment and Investment Property (Carrying Value)”. (Treasury, 2014) Except for those municipalities able to show they can budget for maintenance and repair on the basis of infrastructure asset management plans, with priority given to strategic infrastructure, municipalities 8 Note that the numerator is an operational expenditure figure, and the denominator is a valuation based on historic capital expenditure. 9 Although the Circular does not specifically say so, it could only be intended that this is a “percentage per annum”. are obliged by law to budget in terms of this MFMA Circular – that is, a minimum10 of 8% be budgeted for Total Repairs and Maintenance Expenditure (expressed as Rand per annum) divided by Property, Plant and Equipment and Investment Property (expressed in terms of its Carrying Value). WHAT IS SPENT? Not many municipalities, though, budget – or spend – in terms of the Circular. The great majority by far, including some of the better-resourced municipalities, spend much less than the recommended norm of 8% of carrying value. Some municipalities, according to Treasury’s website “Municipal Money”11, even spent less than 1% during the course of the most recent financial year captured on that website (i.e. 2019/2020) – some are recorded as spending 0%! (Table 1) Information on selected non-metropolitan municipalities indicates that they spent around 2% on average during 2019/2020 i.e. one-quarter of the Treasury minimum. Such a low level is surely a major contributor to belowpar condition of infrastructure – little wonder that the 2017 infrastructure report card graded “other12 paved municipal roads” as “D minus” (i.e. “at risk of failure”) and deteriorating, and another key municipal infrastructure service, namely, “water supply for all other13 areas” also as “D minus” (SAICE 2017).14 Infrastructure in this condition will be catastrophic for service delivery – if, in some areas, it is not already. Metropolitan municipalities have, in previous financial years, spent on average double that of non-metropolitan municipalities – still much too little. However, according to the Municipal Money website, which shows the actual expenditure by metro15, their average expenditure in 2019/2020 dropped significantly compared to 2018/2019, and now stands at 2.7% of carrying value. Which is only marginally higher than the average for the random sample of local municipalities in Table 1. This – that the metropolitan municipalities are investing at such a low level in the repair and maintenance of their infrastructure – is a matter of the greatest concern. While it is acknowledged that many entities have severe financial problems, Treasury, using whatever mechanisms it has at its disposal, should give high priority to addressing gross underexpenditure on maintenance and repair by wayward municipalities. The alternative is broken infrastructure and consequent unreliable service delivery. 10 Circular 71 does not actually use the word “minimum” in connection with the 8% – the word “norm” is used. However it is clear from the context that “minimum” is implied. 11 https://municipalmoney.gov.za/ 12 Other, that is, than SANRAL roads or roads in metropolitan areas. 13 Other, that is, than major urban areas. 14 The gradings assigned by the SAICE national infrastructure condition report card to be published during the second half of 2022 are not to hand at the time this paper for IMESA is being written, but there is a strong likelihood they will be by the time of the conference. If that is the case, they will probably be presented there. 15 Excluding the 2019/2020 figures entered for two of the metros, which are not credible.

IMESA 113 PAPERS TABLE 1: Sample Municipalities’ Expenditure Random sample of municipalities (Not metros or DMs – for ease of comparison, local municipalities only) Actual expenditure (per “Municipal Money”) 2018/2019 FY 2019/2020 FY In W Cape 0.0% 4.1% In W Cape 7.8% 8.5% In E Cape 0.0% 0.9% In E Cape 0.0% 2.4% In E Cape 2.1% 1.7% In KZN 2.5% 0.0% In KZN 1.6% 3.4% In F State 0.6% 0.2% In F State 1.3% 1.3% In Limpopo 0.0% 2.4% In Mpumalanga 0.5% 0.6% In North West 1.8% 2.8% In North West 1.1% 0.9% In N Cape 3.0% 2.4% In Gauteng 1.6% 0.0% EFFECT OF THE SPENDING The author has over the years had opportunity to compare the apparent condition of infrastructure of a substantial number of municipalities with comparable maintenance and repair budgets. Sadly, some municipalities have less than others to show for reportedly equivalent spending. CONCLUSIONS That municipalities, the sphere of government responsible for many basic services, to such great extent neglect to fund maintenance and repair of the infrastructure of which they have been given trusteeship specifically so that they may deliver these services, is not acceptable. Yet this is how it has been for years, and many interventions from the national government sphere, be they policies or incentives or on-the-ground assistance, have generally failed to bring about significant improvement. Ideally, change should initially come from within the municipalities. That is, more political will at municipalities, i.e. the councillors understanding their role as stewards of the infrastructure, and putting this understanding into practice through support for more funding of maintenance and repair, and for improved execution of the work. Another former Cabinet minister, the previous Minister of Health, accurately identified the “many obstacles to be overcome before one can expect the condition of public sector infrastructure to improve” such as those named at the beginning of this paper. (Mkhize, 2018.) He unwittingly but successfully summarised the dilemma underpinning this paper to IMESA 2022. As follows: “Municipalities are at the core of promoting economic growth. One of the most distinct areas of local government’s competence with a direct and profound impact and influence over economic growth is the effective and efficient provision of core services. These services – reliable water and energy supply, road maintenance, refuse removal, maintenance of street lights to the satisfaction of its customers and cutting of grass at the verges of the road – are what we consider necessary services offered by a functional municipality.” (Ibid.) Despite four years having passed since then, it cannot be claimed that the situation has much improved, if at all. Therefore, regrettably, that the majority of municipalities will be in a position to significantly increase their budgets for repairs and maintenance appears to be unlikely. To further illustrate how little in a position to significantly increase their budgets they are likely to be, it was recently reported that: “About two-thirds of SA’s 257 municipalities are in financial distress and require assistance from the National Treasury, according to director-general Dondo Mogajane, who said the Treasury cannot cope with the situation”. Moreover: “Finance minister Enoch Godongwana has also noted that 43 of the worst performers meet the criteria to be placed under mandatory intervention by the national government in terms of the constitution.” (Ensor, 2022) This Is of the greatest concern, and does not bode well for municipalities to be able to source the funding to increase their maintenance and repair budgets – that is, even if they had the political will to allocate that funding strategically and appropriately, and the ability to spend those funds wisely. The need for infrastructure maintenance and repair continues to escalate. Calls for “more maintenance”, as covered by the media, are more and more frequent – even on the day that this paper was submitted to the IMESA 2022 conference organisers, the editorial of a well-known newspaper stated inter alia: “We should take more seriously the question of infrastructure maintenance.” (Sunday Times, 2022) Indeed…………… REFERENCES Adams, T. Cape Talk. It’s time we stop building and start fixing things - Sooliman on water crisis. 14 June 2022. https://www.capetalk.co.za/ articles/447312/is-time-we-stop-building-and-start-fixing-thingssooliman-on-nmb-water-crisis Business Day Editorial. 2022. EDITORIAL: Transnet holds back the economy. 07 March 2022. https://www.businesslive.co.za/bd/opinion/ editorials/2022-03-07-editorial-transnet-holds-back-the-economy/ Buthelezi, L. 2022. Forget basic income grants, fix roads and dysfunctional municipalities instead – Mboweni. 4 May 2022. https://www.news24.com/ fin24/economy/forget-basic-income-grants-fix-roads-and-dysfunctionalmunicipalities-instead-mboweni-20220504 Chettiar, S, Wall, K and Laryea, S. 2022. Integrating the planning of tourism and engineering infrastructure. Paper to be presented at the Water Institute of South Africa biennial conference, Sandton, September 2022. Child, K. 2022. Business Day. 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114 IMESA PAPERS Ensor, L. 2022. Business Day. Treasury throws up its hands over politics in collapsing municipalities. 25 May 2022. https://www.businesslive.co.za/ bd/national/2022-05-25-treasury-throws-up-its-hands-over-politics-incollapsing-municipalities/ Erasmus, Des. 2022. Daily Maverick. KwaZulu-Natal flooding death toll tops 250 as visibly affected Cyril Ramaphosa sees devastation first-hand. 13 Apr 2022  https://www.dailymaverick.co.za/article/2022-04-13-kwazulu-natalflooding-death-toll-tops-250-as-visibly-affected-cyril-ramaphosasees-devastation-first-hand/?utm_medium=email&utm_campaign= Afternoon%20Thing%20Wednesday%2013%20April&utm_ content=Afternoon%20Thing%20Wednesday%2013%20April+CID_ f9142f5619ef3d1c50c1c5beb3af52ef&utm_source=TouchBasePro&utm_ term=KwaZulu-Natal%20flooding%20death%20toll%20tops%20 250%20as%20visibly%20affected%20Cyril%20Ramaphosa%20sees%20 devastation%20first-hand Erasmus, Delene. 2022. Business Day. 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IMESA 115 PAPERS PAPER 10 SOLVING FLOODING PROBLEMS USING SUSTAINABLE URBAN DESIGN SYSTEMS (SUDS) IN A CHANGING WORLD M. Braune¹, L. de Bude² and M. Botha³ ¹Pr Eng. MIMESA, MSAICE, Director, Bio Engineering Africa (Pty) Ltd ²Engineer, Bio Engineering Africa (Pty) Ltd ³Bl (Pret) L. Arch (SA) Landscape Architect 1. ABSTRACT The current urban environment is rapidly changing due to more high density developments within municipal areas. Additional climate change and sporadic, more intense storm events as South Africa has experienced during this recent rainy season has caused an increase in flooding problems and damage to property. This combined with financial constraints increases the pressure on municipalities as well as private urban developments to solve flooding problems in a more cost effective manner. A recent project involving the remediation of flooding problems in a residential estate within the City of Tshwane has highlighted the benefits and cost savings achieved when considering the Sustainable Urban Design Systems (SUDS) approach. The project involved the remediation of frequently occurring flooding problems in the Zwavelkloof residential estate. This estate which was part of the Kungwini municipality was developed without considering the impact of natural watercourses and upstream development. This caused several private properties as well as roads to be flooded and damaged. A master plan study was subsequently carried out which determined that a budget of R 30 million would be required to solve the flooding problems. This budget was based on constructing an entirely new and larger underground drainage network consisting of pipes and culverts, which was unaffordable. Due to budget constraints at the City of Tshwane and an urgent need to solve the flooding problems the Zwavelkloof body corporate assisted in obtaining their own funding by introducing a special levy. The maximum budget that they could afford was R 3,5 million that was only a fraction of the original budget estimation of R 30 million. In order to now assist the residential estate a new approach using SUDS was adopted. This approach included the use of an attenuation dam, diversion berms, as well as swales and natural floodplains thereby reducing the budget to R 3,5 million. This paper presents a case study, which highlights the significant benefits of solving urban flooding problems using the SUDS principles. The paper also gives details on how the flood control measures were designed, constructed and how they performed during an extreme 1:100-year storm event that occurred during February 2022. 2. INTRODUCTION It has been observed over the past few years and in particular the rainy season of 2021/22 that weather patterns have changed which cause more sporadic and more intense rainfall events within South Africa as well as other continents. In view of this stormwater drainage systems have become more important to drain excess stormwater and to prevent flooding and damage to property. A shortcoming often encountered when planning urban developments is the lack of attention given to the drainage of stormwater once the development has been completed. A further shortcoming is defining upstream future urbanisation which causes an increase in stormwater runoff along both natural as well as artificial drainage systems. This in turn causes an increase in the flood levels and hence a higher flood risk. The above shortcoming and lack of integrated stormwater management was the main cause of an increasing risk of flooding and flood damage within the Zwavelkloof estate. In order to now assist the Estate in reducing the flood risk an integrated stormwater master plan study was done to determine an economically viable and environmentally friendly solution. The approach adopted as well as the implementation of the flood control measures and operation thereof during recent extreme flood events is discussed and illustrated below. 3. INTERGRATED STORMWATER MASTER PLAN It is of utmost importance to first carry out an integrated Stormwater Master Plan (SWMP). The main objective of a SWMP is to define the entire catchment draining into the study area, establishing the current and anticipated future development within the catchment and then quantifying the problem by compiling a hydrological model of the catchment. Once the hydrological modelling is completed peak flow rates were determined along the existing drainage network. A hydraulic study of the existing drainage network was then carried out to define the current capacity of the network. From the above information the extent of the problem as well as identification of remedial measures could be determined. Relevant information and results of the study are given below. 3.1. Study area locality and catchment definition Zwavelkloof Private Estate is situated to the south of Saal Street, Olympus AH Gauteng as shown in Figure 1. The site is situated within a low naturally low lying area which forms a major flow path during storm events. It was now important to define the entire upstream catchment as well as current and future planned land-use. This information was obtained from FIGURE 1: Locality of the Zwavelkloof Private Estate

116 IMESA PAPERS the City of Tshwane planning department and is shown in Figure 2. It is observed from the above figure that an upstream catchment of about 1.4km2 drains into the estate causing a significant stormwater runoff volume. It is also observed that about 65% of the catchment would still be developed causing and even higher impact on the stormwater runoff peak and volume. 3.2 Hydrological modelling The PCSWMM Hydrological model was used for modelling of the catchment in order to obtain runoff peaks and volumes as selected node points. The schematic layout of a typical drainage network including road overflow and swale flows are shown on Figure 3 and a brief summary of the model input parameters is given below. 3.2.1 Storm rainfall Relevant 24-hour storm rainfall for various return periods was obtained from the nearby South African Weather Bureau (SAWS) weather station. The 24-hour storm rainfall varied from 53mm to 135mm for a 1:2 year and 1:100 year storm event, respectively. 3.2.2 Existing Drainage network and sub-catchment definition A detailed site survey was carried out of the existing drainage network giving the size, type and locality of the drainage network members. Sub-catchments were now determined based on the layout of the existing developments as well as existing drainage network. The defined drainage network and associated sub-catchments are shown on Figure 4. 3.2.3 Determination of sub-catchment parameters An important aspect of hydrological modelling is the determination of model input parameters for each of the defined sub-catchments. A summary of the determined model input parameters is given below. • Curve number (CN): defines the potential runoff potential from an urban area • Imperviousness: defines the percentage imperviousness of the catchment 3.2.4 Design peak flow determination Before carrying out the hydrological modelling relevant design standards had to be determined. The design standards were based on the City of Tshwane guidelines for stormwater drainage systems as follows: i. The minor system defined as the underground pipe network and kerb/grid inlets must cater for at least a 1:5 year storm event; ii. The major system defined as the minor drainage stem plus road overflow must cater for at least a 1:25 year storm event. Based on the above design standards the hydrological model was now used to determine relevant peak flow rates at each of the drainage network members. 3.2.5 Existing drainage network capacity The hydraulic capacity of the existing drainage network was now determined by the PCSWMM model. The existing drainage network details were determined from a field survey and visual inspection giving the size and type of the drainage network members. 3.2.6 Existing drainage network assessment and compliance An assessment of the existing drainage network compliance was now carried out by comparing the design flows with the hydraulic capacity of the drainage network. The compliance of the network is shown graphically on Figure 5. 3.2.7 Existing kerb inlet hydraulic assessment A shortcoming often encountered in urban drainage systems is the undersized and/or incorrect type of kerb inlets. This causes a severe problem in draining stormwater runoff from the road surface causing a high excess flow not entering the pipe network. The exiting kerb inlet FIGURE 3: Typical layout of stormwater drainage system for PCSWMM Model FIGURE 4: Existing drainage network and sub-catchments FIGURE 2: Catchment delineation and land-use FIGURE 5: Drainage pipe network capacity assessment

IMESA 117 PAPERS FIGURE 6: Existing kerb inlet capacity assessment capacity assessment and shortfall are shown graphically on Figure 6. 4. FLOOD REMEDIATION MEASURES Having now defined both the required design flows as well as shortcomings of the existing drainage network enables one to identify and design alternative remediation measures. The approach as well as selected remediation measures are discussed below. 4.1 Approach and alternative remediation measures Due to budget constraints for the capital works several remediation measure options needed to be considered in order to obtain both a practical as well as afforded remediation alternative. In view of the above as well as to satisfy the City of Tshwane the following remediation measures were considered: i. Alternative 1: Convectional upgrading of the existing pipe network by replacing the undersized pipes with larger dimeter pipes; ii. Alternative 2: Implementing the SUDS approach consisting of a combination of attenuation facility and upgrading a portion of the drainage system to prevent further flooding of the development. A description of each of the above alternatives is given below. 4.1.1 Alternative 1: Conventional approach This approach includes a new design of all the undersized stormwater pipes and increasing the pipes to handle at least a 5-year storm event. Also included is upgrading of existing kerb inlets and implementing additional kerb inlets. This approach would have ungraded a total length 1038m of concrete stormwater pipes and implementing about 55.5m additional kerb inlets. The capital cost estimate was determined to be about R30 million. 4.1.2 Alternative 2: SUDS approach This approach included the possibility of using on site flood attention to reduce the peak flows entering the downstream undersized drainage network. The dam has a controlled bottom outlet as well as an emergency spillway. The dam was sized to attenuate up to the 1:25-year flood event without overtopping. The dam has an earth embankment covered with natural indigenous vegetation. Based on the SWMM Hydrological model the 1:25-year peak flow is reduced by about 40% from 7m3 /s to 4m3 /s. The layout of the dam is shown on Figure 7. 4.1.3 SUDS approach and selected remedial measures The SUDS approach is to minimise the directly connected impervious areas in an urban development and to implement natural and environmentally friendly control measures with the use of swales ,earth embankments, grassed waterways to reduce the energy of stormwater runoff. A typical example of the SUDS stormwater control channel is given on Figure 8. It was established that even with the attenuation dam the excess stormwater on the roads would not route into the attenuation pond and would still cause flooding problems. In view of this additional control measures needed to be considered and designed using the SUDS approach. The following additional control measures were therefore considered: i. Construction of diversion embankments routing additional excess road flow into the attenuation dam; ii. Construction of additional special kerb inlets with a long entrance transition as well as the Salberg type kerb inlets at steep road gradients; iii. Construction of side inflow diversion channels to route the stormwater into naturally low lying areas thereby reducing the risk of flooding developments. FIGURE 9: Type 1- kerb inlet with upstream transition FIGURE 8: Typical example of SUDS stormwater control FIGURE 7: SUDS approach attenuation dam

118 IMESA PAPERS Two main types of kerb inlets have been considered for the upgrading measures as shown below. The Type 1 kerb inlet has been used for roads with a slope less than 7%. The Type 2 ( Salberg ) kerb inlets have been used for road gradients steeper that 7%. Typical details of the selected kerb inlets are shown in Figure 9 and Figure 10. To enhance both the water quality as well as increase the aesthetic appeal of the control measures a landscape architect was commissioned to propose suitable vegetation such as Thypha capensis ,Vetiver grass that enhances both the water quality as well as reduces the erosion potential. This combination of engineering design as well as landscaping provided an environmentally friendly solution accepted by the local residents. The final selected flood control measures are shown on Figure 11. 4.1.4 Remediation measures cost-benefit assessment A cost-benefit assessment was carried out for the client for each of the identified remedial measure alternatives prior to final implementation. From this assessment the following was established: i. Alternative 1: This would require a substantial amount of construction and disruption of services and access to properties due to all existing drainage pipes needing to be removed and replaced by bigger pipes. The capital cost was estimate at R 30 million. The upgraded network would handle up to a 1:25 year event with potential flooding of properties during a 1:50 year storm event; FIGURE 11: Selected flood control measures using the SUDS Principle FIGURE 12: Construction of the attenuation dam FIGURE 10: Type 2-Salberg kerb inlet for steep gradients FIGURE 13: Flood events photographic records ii. Alternative 2: The combination of the attenuation dam and additional SUDS based control measures was found to be the most cost effective and environmentally friendly approach. The total capital cost was R 3,5 million with the upgraded drainage system being able to handle up to a 1:25 year flood event with no significant flooding during a 1:50 year storm event. 5. CONSTRUCTION OF THE FLOOD CONTROL MEASURES Construction of the remedial measures was started in April 2021 and completed successfully by the end of end of September 2021. Typical details of the construction stages are shown on Figure 12 below. 6. OPERATION OF THE CONTROL MEASURES DURING EXTREME FLOOD EVENTS In order to establish the operation of the flood control measures and in particular the attenuation dam a CCTV camera was installed at the dam site. This provided valuable footage during flood events. Since the dam was built major flood events occurred at the Zwavelkloof estate. The latest extreme flood event occurring during February 2022. This measured 145 mm in 24 hours, which is equivalent to a 1:100 year storm event. The dam outlet works as well as spillway was operational with no severe flood damage occurring within the estate. Flood event pictures taken on site as well as from the CCTV footage during the flood events are shown in Figure 13 below. 7. CONCLUSIONS From this case study it can be concluded that making use of the SUDS approach can significantly reduce capital expenditure by implementing a combination of environmentally friendly solutions at a much lower costs and more acceptable to the community. 8. ACNOWLEDGEMENTS The author wishes to acknowledge the opportunity given by the Zwavelkloof Homeowners association to assist in making the estate a safer place to live in during storm events as well as the support and approval of the City of Tshwane Roads and stormwater division. 9. REFERENCES The South African National Roads Agency SOC Limited, Drainage manual, 6th edition. CHI PCSWMM. 1 Guelph, Ontario, Canada, N1H 4E9.

IMESA 119 PAPERS PAPER 11 BUILDING URBAN WATER RESILIENCE FOR AFRICAN CITIES: LESSONS LEARNT FROM APPLICATION IN THE CITY OF JOHANNESBURG (COJ) AND NELSON MANDELA BAY MUNICIPALITY (NMBM) Amanda Gcangaa , Aa’isha Dollieb , James D.S. Cullisb , and Anya Eilersb a World Resources Institute b Zutari (Pty) Ltd ABSTRACT Africa is the fastest urbanizing region in the world (OECD, 2020), and most of this growth will be in the continent’s cities. At the same time, African cities are facing increasing climate-change related challenges such as droughts, floods, and sea-level rise. Climate change impacts are projected to worsen water availability in African cities, while water demand is projected to triple by 2030. The IPCC’s sixth assessment report (AR6) projects that this situation will worsen as climatic conditions will become more frequent putting pressure on the most vulnerable population groups. The impact will be particularly felt strongly in Africa. In South Africa, increasing demands and climate change brings urgent attention to water-related challenges faced by cities. In the past the City of Cape Town, Johannesburg and eThekweni, and now Gqeberha, have illustrated the detrimental effects of water systems that are vulnerable and unequipped to handle climate change impacts. Climate change is not the only cause contributing to water challenges faced by cities, other systematic issues are at play. Sound planning, ecological management, investment and management of water resources and water services infrastructure is also critical to climate resilience. Building water resilience in African cities will require new approaches that include sustainable water investments, implementing changes in planning approaches, diversifying water sources, integrated and adaptive water management and across society, and shifting behaviour and mindset towards appreciating the true value of water. As Africa’s cities are central to humans, the economy, and ecosystems, there is an urgent need to address immediate and future water shock and stresses within the context of climate change. The scale and complexity presents new challenges for decision-makers in government, civil society, and the private sector. Through the Urban Water Resilience Initiative in Africa , the World Resources Institute (WRI) and its partners are working with several cities in Africa including the City of Johannesburg (CoJ) and Nelson Mandela Bay Municipality (NMBM) to improve the understanding of urban water resilience challenges and to identify concrete pathways for action with the aim to strengthen the city’s long-term water strategies and Resilience Actions. In this paper we present the initial results of the urban water resilience in these two cities. 1. INTRODUCTION Globally, cities, particularly those in Africa, are increasingly facing converging challenges: extending water and sanitation services for growing populations, managing watershed risks largely outside city jurisdiction, and designing for climate resilience (UNICEF 2017). Africa’s urban population is projected to double and its water demand to quadruple over the next 20 years from its 2015 levels (Ndaw 2020; UN DESA, 2018; WRI, 2016; WRI; 2019). Millions of Africans will depend on infrastructure that has yet to be built. With 40% of the population living in semi-arid and arid regions with per capita annual water availability at two-thirds of the global average, water is an underappreciated crisis cutting across Africa’s urban challenges, (WRI, 2021). Already, a large number of the population in urban Sub-Saharan African lacks access to clean piped water (44%) and connected sanitation services (89%), impacting the health and productivity of millions (OECD, 2021). In the past five years, we have seen many cities in African Countries such as South Africa, Ghana, Morocco, Ivory Coast, Zimbabwe, and Mozambique face severe water shortages, nearing to Day Zero (OECD, 2021). Cities in the continent have also seen severe floods which have displaced the most vulnerable communities. As seen in Kenya, 260 000 people were displaced and a further 500,000 people in Somalia were affected in 2018 (WRI, 2021). Furthermore, the fast-growing cities in Africa struggle with urban and regional land management practices. With a lack of strategic urban planning, resulting in environmental degradation and taking away the ability for cities to manage too little or too much water (Jacobsen et al.,2013; WRI, 2021). These converging challenges represent a significant threat to sustainable urbanization. However, this moment of growth and development also presents an opportunity to approximately address water and sanitation challenges. To ensure sustainable and equitable urbanization, cities must build resilience to water and climate related risks. While there is an urgent need to build water resilience where communities have safe, reliable, and affordable water they need to survive and thrive through sustainable, adaptive, and resilient urban water systems, African FIGURE 1: Projected Change in Africa’s Urban Population (Source: WRI, 2016) & Overall Water risks default for Africa (source: WRI Aqueduct, 2019)

120 IMESA PAPERS cities in particular grapple to rise to the occasion. Barriers specific to African countries include siloed and uncoordinated planning (vertical and horizontal, misalignment between political jurisdictions and hydrological boundaries, limited financial and technical capacity, knowledge and capacity gaps, technical bias toward rigid and centralized infrastructure, and lack of resilience thinking (WRI, 2021). For the sustenance of economic growth and community health, it is critical that African leaders come together to address their urban water resilience challenges holistically and in an integrated manner. It is in this context that the World Resources Institute (WRI) has initiated the Urban Water Resilience (UWR) Initiative in Africa to support African city leaders with building urban water resilience. The Urban Water Resilience Initiative is a three part action project that is funded by the German Federal Ministry of Economic Cooperation and Development (BMZ). WRI is tasked with implementing the project through: 1. Research on Water Resilience in Africa: WRI worked with research partners to develop a report on urban water resilience with a pan-African perspective that identifies key pathways to address water scarcity, inadequate access, and flooding challenges in African cities. Water Resilience in a Changing Urban Context: Africa’s Challenge and Pathways for Action has been developed in partnership with local water experts and researchers who have deep knowledge of the state of water needs and current practices in the region. The report includes city-level case studies, a spatial assessment of key urban growth trends, and early learnings from this initiative’s city-level assessments. 2. Strategic Water Resilience Planning: utilizing the City Water Resilience Approach (CWRA), planning helps city leaders understand the full dimensions of their climate and water challenges and identify critical actions to build resilience. WRI is initially in six cities across three countries: Addis Ababa and Dire Dawa in Ethiopia, Kigali and Musanze in Rwanda, and Johannesburg and Gqebera in South Africa. The work in cities entails assessing the current water resilience of each city, identifying priority actions towards long-term planning for urban water resilience, and providing discrete technical assistance towards scoping and implementation of key resilience actions. 3. Policy and finance action for Urban Water Resilience in Africa: The third component of the Urban Water Resilience Initiative in Africa aims at mobilising action at a continental scale for policy and finance for the period 2022- 2030. As such, WRI along with partners and cities is mobilising collective action through engagements with key actors influencing the enabling environment, such as national governments, regional governments, research centres, financial institutions, and urban water experts in the region. The work undertaken in the two South African cities falls under the second workstream of the UWR Initiative, Strategic Water Resilience Planning. In implementing the UWR initiative in the two cities, WRI is working with local and international partners: Zutari, South African Cities Network, Arup, Resilient Cities Network, and the Resilient Shift. This paper focuses on initial results emerging from water resilience assessments under the City of Johannesburg and Nelson Mandela Bay Municipality. The assessment of the city’s water resilience is a key initial step towards developing a city’s water resilience action plan. The assessment identifies areas of existing strengths and weaknesses that can be addressed. Furthermore, the assessment establishes a baseline against which a city can measure its progress. While the CWRA has multiple components, the focus of this paper is on the Johannesburg assessment process and the results. 2. WATER CHALLENGES IN THE CITY OF JOHANNESBURG While Johannesburg is a leading city in Africa, the city faces several significant obstacles to building urban water resilience. As a major economic hub, the city suffers from high levels of in-migration and inequalities with a large portion of the population, approximately 19.1% of the total population of 5,6 million, living in informal settlements. Adequate supply of water and sanitation services to informal settlements continues to be a challenge for the City of Johannesburg. Johannesburg’s water system also faces a number of insecurities. Unlike other metropolitan cities in South Africa, the city does not lie within a strategic water source area, see Figure 2, (David Le Maitre et al., 2019). The city therefore is reliant on regional water supply, Integrated Vaal River System (IVRS) that is supplemented by a neighbouring country, Lesotho, through the Lesotho Highlands Water Project Delays in the expansion of the IVRS have over the years placed the City of Johannesburg in multiple near drought experiences. The city is almost completely reliant on surface water from the IVRS. Groundwater as a source is largely unexplored in the city due to the water pollution caused by Acid Mine Drainage (AMD) as well as the volatile dolomitic soil areas. Furthermore, Johannesburg is known to have very high percentages of non-revenue water because of illegal connections as well as failing infrastructure that leads to leakages and pipe bursts. While the City has an above average water consumption rate, it is experiencing extreme growth pressures due to population growth and urbanisation being the largest economic hub in Africa. Urban development has over the years resulted in impervious areas which causes environmental degradation and flash flooding. Several policies and plans are in place that aim to address the challenges highlighted above however, budget constraints, governance fragmentation, lack of institutional and financial capacity, and the absence of resilience FIGURE 2: Adapted version of strategic water sources in South Africa (David Le Maitre et al., 2019)

IMESA 121 PAPERS thinking have led to little improvement. As a result, Johannesburg faces several shocks and stresses that affect the resilience of its urban water system. These shocks and stresses include water security challenges, climate change, flooding, population growth, environmental degradation, aging infrastructure, and growing inequality. In order to tackle these water security challenges, it is important to better understand the shocks and stresses that places Johannesburg in a vulnerable position and the implementation of suitable actions. In doing so, the City of Johannesburg’s (CoJ) Environment & Infrastructure Services Department (EISD) completed its first Water Security Strategy in 2022 to meet goals aligned with the City’s long-term strategy. This strategy serves to develop a long-term vision and enable systemic change towards a water secure Johannesburg. Building on this on-going work, now developing the Implementation Plan, CoJ is strengthening the resilience component to prioritise resilience-related actions that can withstand shocks and stresses by taking advantage of the UWR’s resilience strategic planning while building a resilience thinking culture 3. WATER CHALLENGES IN NELSON MANDELA BAY MUNICIPALITY: GQEBERHA Gqeberha is currently experiencing a dual grip of COVID-19 and the worst drought ever recorded. It’s water supply is in a critical condition. Climate change projections indicate that the municipality will continue to face climate change water-related shocks. WRIs aqueduct data and the in-depth assessment developed by Council for Scientific and Industrial Research, South Africa (CSIR, Greenbook project) provide a quantitative assessment of likely impact of climate change. Both these assessments suggest that Gqeberha faces extreme drought risk and extreme coastal flood risk. While climate change is an important contributor to the current water status in the municipality, there are other primary causes such as integrated planning, investment and management of water resources and water services infrastructure, nonrevenue water losses, declining collection rate, and urbanisation influencing the growth of informal settlements. Several internal and external programmes have been put in place the manage the current drought. Internal programmes include a combination of augmentation, water demand management, and communication efforts. Key external support includes the work of the National Treasury, through the Cities Support Programme (CSP). The CSP continues to provide direct support at city level on water issues. The CSP supported the City of Cape Town during the drought crisis, and in the development of a new water strategy during 2017 and 2018 and is currently supporting the city in the implementation of this strategy. CSP undertook a diagnosis in 2018 of the water challenges facing the city. CSP and the city continue to work together in managing the on-going drought. While several internal and external measures have been put in place to address and manage the current drought, there is a need for the municipality to engage in strategic long-term planning for building water resilience for the city. Sustainable urban growth in the municipality can only be achieved if water resilience is built. The Urban Water Resilience Initiative provides an opportunity for Gqeberha to achieve strategic water resilience planning that considers the full dimensions of climate and water challenges and identify critical actions to build resilience. The program offers the opportunity for WRI and partners to work with Nelson Mandela Bay Municipality, a local administrative which Gqeberha falls under, in a strategic long-term planning process through identification of priority urban water resilience actions and advancement of the city towards implementation by providing targeted technical assistance to planning, governance, and/or finance processes. WRI also aims to strengthen capacity and support Nelson Mandela Bay Municipality to become a more thriving, resilient city through strategic planning for resilience actions and discrete technical support towards the implementation of the plan. 4. THE CITY WATER RESILIENCE APPROACH At its core, the City Water Resilience Approach (CWRA) helps to assess the resilience of an urban water system a city depends on, including upstream and downstream catchment related issues. The CWRA responds to a demand for new approaches and tools that help cities grow their capacity to provide high quality water resources for all residents, and to protect them from water related hazards. In doing so, the approach outlines a path for developing urban water resilience and provides a suite of tools to help cities identify, assess, take action to address and ultimately survive and thrive in the face of water-related shocks and stresses. The CWRA is based on fieldwork and desk research, collaborative partnerships with subject matter experts, and direct engagement with city partners. The development of the approach was very much a collaborative process of deep investigation in eight cities and consultation with over 700 individual stakeholders by Arup. Working closely with the Stockholm International Water Institute (SIWI), Resilient Cities Network, the Organization for Economic Co-Operation and Development (OECD), investigations of the approach were conducted with Cape Town, Amman, Mexico City, Greater Miami, and the Beaches, Hull, Rotterdam, Thessaloniki, and Greater Manchester. Each partner city confronts persistent waterrelated shocks or suffers chronic water-related stresses and is committed FIGURE 3: Overview of the five-step process of the City Water Resilience Approach and its application

122 IMESA PAPERS to co-creating water resilience approaches. The cities represent diverse geographies and face a range of shocks and stresses in various sociopolitical contexts. CWRA is a five-step process with supporting tools including the City Water Resilience Framework and the OurWater Governance (Figure 3). The five steps entail the understanding of a city’s water system and relevant stakeholders, assessing the water resilience, developing, and implementing an action plan, and monitoring the results of these actions. The five steps are briefly described below: • Step 1: Understand the system: The city’s unique context is appraised to understand shocks and stresses, identify system interdependencies, engage local stakeholders to clarify gaps in information, and map key infrastructure and governance processes. This first step of the CWRA process results in the City Characterization Report that summarizes the results of this research and a mapping of the urban water system with the use of OurWater Tool. • Step 2: Assess urban water resilience: Through the use of the City Water Resilience Framework (CWRF) to identify areas of existing strength and weaknesses and establish a baseline against which progress is measured. This second step results in a City Water Resilience Profile, which summarizes the assessment process and outlines potential actions to build resilience. This paper focuses on the assessment of Johannesburg’s water resilience. • Step 3: Develop an action plan: Based on the city assessment, an action plan is developed for realizing interventions that build water resilience. The action plan is based on a holistic evaluation of anticipated benefits and costs and prioritization of projects identified in the previous step. • Step 4: Implement the action plan: Actions agreed upon during the previous step are implemented according to best practices. In thisstep, the CWRA provides best practice guidance for how ongoing actions can be monitored to ensure objectives are met, and resources are used appropriately. • Step 5: Evaluate, learn, and adapt: Implementation is evaluated. Adjustments are made to the implementation plan to account for new developments or changing circumstances in the city, and to align with updated objectives for the next period. The approach brings together stakeholders to diagnose the resilience of their city’s water system and based on a shared understanding of resilience, develop a collective action plan. The different stakeholders together bring different perspectives while considering the inter-dependencies with other systems. 5. CITY OF JOHANNESBURG URBAN WATER RESILIENCE ASSESSMENT 1. Approach and Methodology With the use of a City Water Resilience Assessment (CWRA) tool (Figure 3), 49 multi-sectoral stakeholders were convened over a two-day virtual workshop in May 2022 to assess the current water resilience of the City of Johannesburg. A strong effort was made to bring together stakeholders with diverse and technical expertise and knowledge of the subject areas as well as from both government and the private sector. The City Water Resilience Framework (CWRF) tool is used in the CWRA to evaluate the strengths and weaknesses of an urban water system, and the city’s overall resilience to water-related shocks and stresses. FIGURE 4: City Water Resilience Framework FIGURE 5: Stakeholder Resilience Assessment Guide

IMESA 123 PAPERS The tool breaks down the meaning on resilience in the water context through the use of 4 dimensions, 12 goals, and 64 subgoals with quantitative indicators. The innermost ring of the CWRF consists of four dimensions, critical areas for building resilience. Within each dimension are the resilience goals that cities should work towards to build resilience in that area. Hybrid goals, which are marked in a different colour, refer to goals that can be placed in more than one dimension. Resilience sub-goals identify the critical elements for realising each goal. They provide additional detail and help guide the concrete actions that help realize each goal. The outermost layer of the CWRF wheel consists of indicators, which measure how the city performs according to each area. Indicators help measure complexity when direct measurement is difficult (or impossible) (Figure 4). To help guide discussions, a series of guiding criteria and guiding questions were provided to participants at each table. Guiding criteria have been based on desk research and expert inputs, and they identify important considerations for each indicator. Responses to indicator questions help identify strengths and weaknesses, and measure progress over time. Because each city is confronted with its unique challenges, solutions appropriate to one city are not necessarily appropriate to another. Consequently, while sub-goals are widely applicable, they do not stipulate specific solutions. This certainly emerged in the assessment of Johannesburg’s water resilience. The 49 stakeholders invited are subject matters from private sector, public sector, civil society, NGOs , research institutions were engaged in in assessment of the city’s water resilience. The selection of the stakeholders was informed by a detailed stakeholder analysis undertaken in the early stages on the project. During the workshop, stakeholders were introduced to the Johannesburg’s Water Security Strategy and the urban water resilience initiative which aims to introduce a resilience lens into the strategy. On each day, participants were split into six groups with each group assessing two different goals with the guidance of a facilitator and a note taker. Due to time limitation, most groups could only cover one goal. By the end of the second day, all the 12 goals with their qualitative indicators were assessed by the stakeholders Facilitators explained the assessment process to participants. Following the outlined process, participants assessed the qualitative indicators, see Figure 6 with Stakeholder Guidance Book, by providing an initial score and an explanation to the score. Indicator scores ranged from 1 to 5, reflecting how well Johannesburg performs when compared against best cases. The CWRF also allows the stakeholders to leave out an indicator should it not be applicable to the context of their city. 2. Results from the City Water Resilience Assessment There CWRF wheel (Figure 7) provides a snapshot of strengths and weaknesses for Johannesburg in building its resilience to water-related shocks and stresses. It describes how the area performs against a best-case scenario for each of the 64 sub-goals. Scores for all resilience sub-goals are provided along the outer edge of the CWRF wheel, while averaged scores for resilience goals are shown in the inner ring. Overall, Johannesburg’s water resilience goals scored low when compared to cities operating at optimal level. Of the twelve goals, Equitable Provision of Essential Serveries, scored the highest at 2.9 reflecting that some water improvement is required. While the score is the highest compared to the rest of the goals, stakeholders in group discussions raised key concerns around equitable access to basic services particularly when considering informal areas. Participants noted that although the average income of Johannesburg is nearly double the rest of the country, Johannesburg is the second most unequal city in the world. According to the Water Services Act, every citizen has a right of access to basic water supply and sanitation services and every municipality has the responsibility to plan in its water services development to realise these rights. Despite these basic rights, service provision in the CoJ is starkly varied between formal and informal areas. There is an overall poor effort in terms of legal and institutional frameworks within the water sector to support marginalised communities. The issues with basic service provision, especially sanitation, in Johannesburg is largely concentrated in informal settlements that house the most marginalised and vulnerable people in the city and formal low-income residents who cannot afford the tariff charges. Informal settlements often exist on illegal land on which the municipality is by law not able to provide permanent service provision. Citizens living in these FIGURE 6: City Water Resilience Framework indicator scores FIGURE 7: The City Water Resilience Framework qualitative scoring for Johanneburg

124 IMESA PAPERS areas often have poor levels of access to adequate sanitation contributing to poor water quality and are the most vulnerable to the impacts of climate change such as increasing flood risk and temperatures. Where sanitation services have been provided, they are often shared or not maintained to the extent that they are unhygienic and longer considered as adequate or dignified. The lowest goals scored, Adaptive and Integrated Planning, scored at an average of 1.4 indicating that Johannesburg’s conditions do not at all reflect the ideal case scenario. Insights from experts in the group’s discussion revealed that while a set of acts define clear roles and responsibilities which are mandated to different authorities exists, planning takes place in a context of a highly regulated and bureaucratic environment. On paper, such a highly regulated environment is prescribed for a well-run urban water management system. However, this highly regulated environment has resulted in lack of coordination and collaboration between departments and agencies and overlapping mandates.  Over the long run, governance structure has resulted in fragmentation and development of a strong culture of silo-ism which limits both efficiency, innovation, and adaptive management.  Experts also highlighted the limited ability for the city to take on an adaptive planning approach, noting that adaptive planning and management requires good coordination internally and effective relationships with external stakeholders. Experts pointed out that the City of Johannesburg currently lacks coordinated and collaborative relationships with its stakeholders, both at the city and catchment level. This was recognized as a missed opportunity not only for future planning, but also for the city to meaningfully engage its stakeholders over complex water and sanitation issues that it currently grapples with such as its billing system, effective use of data, water conservation and demand management, informality, procurement processes, and general communication. A resilience planning approach was identified as key to canalizing an adaptive and integrated planning approach. However, the city lacks integration of climate adaptation into its planning and implementation processes to be better prepared for times of disruption. Issues around finance, which came up in the discussions in the Sustainable Funding and Finance goal and other goals, posed key questions around sustainable funding mechanisms for building water resilience in Johannesburg. While the goal scored of 2.5, indicating that the city is performing fairly on this goal with limited improvement required for improvement, it must be noted that 2.5 is a bottom of the scoring range, a low which requires significant improvement. The detailed discussion by the stakeholders does indeed reflect significant improvement still being required. Key concerns were around CoJ’s maintenance backlog of about R19.2 billion and the below average water interventions which have been reported. Inadequate maintenance of water assets has over the long run led to failing and dilapidated infrastructure, high non-revenue water, and poor service delivery.  The lack of financial resources, capacity, prioritisation of maintenance, political support for OPEX vs CAPEX is some of the barriers to effective water asset maintenance. Furthermore, low tariffs, inadequate income from other sources of revenue, lack of up-todate data, and capacity limitations over the long run have led to a vicious circle of poor maintenance and deterioration of services that affect users’ willingness to pay and induced a decrease collection efficiency. At the moment the CoJ lacks the understanding, data, political will, and capacity to design and implement strategies that can allow them to fund water and sanitation services through a mixture of revenues including tariffs, taxes, and transfers while enabling economic efficiency, providing water conservation incentives, ensuring equity and affordability. Lastly, issues around Protection of Natural Environments Goal and Healthy Urban Spaces Goal emerged strongly. Johannesburg grapples with poor riverine and wetland health with the majority of its rivers near complete loss of habitat and destroyed ecosystem functions and with 13 of its 21 wetlands being critically endangered. Experts felt strongly that there is an opportunity for the city to incorporate nature-based solutions as part of encouraging alternative water sources and protection of ecological systems and its benefits. 3. Emerging cross-cutting challenge themes Post the resilience workshop, the project team (WRI, Zutari, Arup, Resilient Cities Network, and the South African Cities Network) conducted an analysis from notes captured in group discussions to identify emerging themes around gaps in resilience from multiples group discussions. The team prioritised 10 critical challenges confronting Johannesburg’s urban water systems. These challenges were validated by the City of Johannesburg prior to being finalised. Key challenges and related problems statements are: 1. Urban water asset management: What are the opportunities for the City of Johannesburg to address the maintenance backlog and create enabling structures that result in a robust system by overcoming the challenges that result in maintenance failure? 2. Internal Governance: How can the City of Johannesburg re-imagine its current regulatory environment and roles and responsibilities of the various entities to unlock collaborative planning implementation processes? 3. External Governance: How can the City of Johannesburg create an enabling environment for long-term collaborative relationships with city and catchment stakeholders in a manner that allows for resilience planning, co-production of data and evidence, access to reliable information, joint establishment and maintenance of collaborative platforms, and regular social surveys to better understand the needs and perceptions of citizens? 4. Digital water: How can the City of Johannesburg create an enabling environment for long-term collaborative relationships with city and catchment stakeholders in a manner that allows for resilience planning, co-production of data and evidence, access to reliable information, joint establishment and maintenance of collaborative platforms, and regular social surveys to better understand the needs and perceptions of citizens? 5. Resilience Planning: What are the opportunities for institutionalizing a resilience agenda in the City of Johannesburg’s planning and implementation processes to enhance its championing and mainstreaming? 6. Equity (Formal/informal): How can we ensure an equitable and just transition towards achieving a water resilient city in the face of unprecedented challenges despite the historical inequalities in access to reliable and affordable water supply and sanitation? 7. Water Sensitive Design: How can CoJ strengthen the integration of WSD into urban planning and implementation to improve the water resilience of the city? 8. Alternative Water Sources: How can we incorporate the use of alternative water sources  into long term water security planning by overcoming the issue  of cost recovery, the associated stigmas and negative perceptions and the lack of capacity and resources to ensure an urban water supply that is resilient with redundancies? 9. CAPEX Funding: How can we sustainably finance the urban water

IMESA 125 PAPERS system by overcoming finance and capacity challenges in the form of an under-performing cost recovery model, disabling bureaucracy and fund availability to enable a resilient water system?  10. OPEX Funding: How can we sustainably finance the operation and maintenance of the urban water system by setting equitable tariff arrangements and overcoming finance and capacity challenges in the form of an under-performing cost recovery model, disabling bureaucracy and fund availability to enable a resilient water system? 6. CONCLUSION AND NEXT STEPS Through the Urban Water Resilience Initiative in Africa , the World Resources Institute (WRI) and its partners have been working with the City of Johannesburg and Nelson Mandela Bay Municipality to improve understanding of urban water resilience challenges and to identify concrete pathways for action with the aim to strengthen the city’s longterm water strategies and Resilience Actions. In this paper we presented the initial results of the urban water resilience in these two cities. The assessment of the city’s water resilience is a key initial step towards developing a city’s water resilience action plan. The assessment identifies areas of existing strengths and weaknesses that can be addressed. Furthermore, the assessment helps to establish a baseline against which a city can measure its progress. As a next step from the water resilience assessment, WRI and partners will work together to develop the resilience actions that will support long-term plans that the city’s have. Furthermore, WRI will provide discrete technical assistance towards scoping and implementation of identified key resilience actions. For the City of Johannesburg, the assessment indicates that there is still significant work needed to be done to improve urban water resilience across the different goals defining resilience. Issues of urban water resilience related to adaptive and integrated planning, sustainable finance, equity, and protection of natural environment have been identified as urgent areas for building water resilience. As such, the City of Johannesburg has initiated a process for developing a business case for an integrated riverine programme to help mobilise political and financial support for nature-based solutions. Once the water resilience assessment has been conducted in Nelson Mandela Bay Municipality, the city will have a better understanding of its own areas of strengths and weaknesses. However, due to the water crisis currently facing the city, the Urban Water Resilience Initiative is supporting the municipality with a Feasibility Study for Non-Revenue Water Performance Based Contracts. This work is aimed at enabling the municipality to build resilience with its non-revenue water area of work which it continues to grapple with. REFERENCES Cullis, J. and Phillips, M. (2019) Surface Water, Green Book. Available at: https://pta-gis-2-web1.csir.co.za/portal/apps/GBCascade/ index.html?appid=74fc5a7337f34460b7a09242d0770229 (Accessed: 21 December 2021). Cullis J, Alton T, Arndt C, Cartwright A, Chang A, Gabriel S, Gebretsadik Y, Hartley F, De Jager G, Makrelov K, Robertson G, Schlosser A, Strzepek K, Thurlow J. (2015) An uncertainty approach to modelling climate change risk in South Africa United Nations University World Institute for Development Economics Research. WIDER Working Paper 2015/045 Jacobsen, M., M. Webster, and K. Vairavamoorthy. 2013. The Future of Water in African Cities: Why Waste Water? Washington, DC: World Bank. https:// openknowledge.worldbank.org/handle/10986/11964. Le Maitre, David et al. (2019) Strategic Water Source Areas: Vital for South Africa’s Water, Food and Energy Security. Available at: http://www.wrc. org.za/wp-content/uploads/mdocs/Source water_web.pdf (Accessed: 20 January 2022). Ndaw, F. 2020. “COVID-19: Solving Africa’s Water Crisis Is More Urgent than Ever.” Nasikiliza (blog), April 30. https://blogs.worldbank.org/ nasikiliza/ covid-19-solving-africas-water-crisis-more-urgent-ever. OECD. 2021. Water Governance in African Cities. Paris: OECD. https://doi. org/10.1787/19effb77-en. UN DESA. 2018. World Urbanization Prospects: The 2018 Revision. New York: United Nations. https://population.un.org/wup/Publications/Files/ WUP2018-Report.pdf. UNICEF (United Nations Children’s Fund) and WHO (World Health Organization). 2012. Progress on Drinking Water and Sanitation: 2012 Update. New York: UNICEF; Geneva: WHO. https://reliefweb.int/sites/ reliefweb.int/files/resources/JMPreport2012.pdf. WRI. n.d. (Database.) Aqueduct. Version 2.1. https://www.wri.org/ aqueduct. Accessed September 15, 2017. WRI and GCA (Global Commission on Adaptation). 2021. “Principles for Locally Led Adaptation.” https://www.wri.org/our-work/project/ globalcommission- adaptation/principles-locally-led-adaptation. WRI.2021.Water Resilience in a Changing Urban Context: Africa’s Challenges and Pathways for Action

126 IMESA PAPERS PAPER 12 ACHIEVEMENTS ON Non Revenue Water (NRW) REDUCTION: 2 DETAILED CASE STUDIES François Figueres¹, Felipe Timoner² ¹Asset & Revenue Performance (ARP), SUEZ Smart and Environmental Solutions ²Asset & Revenue Performance (ARP), SUEZ Smart and Environmental Solutions ABSTRACT All around the world, water resources are subject to significant stress from human water demand. Water demand is made of the domestic and industrial consumption but also the network losses. Identifying and reducing these water losses is therefore a major functional requirement regarding the sustainability of drinking water utility. Indeed, the way for water utilities to gain significant volume of resources and ensure a sustainable service is mostly based on the reduction of the large amounts of produced drinkable water which are lost in the network. The understanding of the loss types and the associated volumes is not an easy task and is the key first step to define a proper action plan. Suez, a French-based utility, has a long track record of performing such assessments in many operational contexts and has collected a great experience in this technical analysis. The two case studies presented here are part of this experience. However, the economic feasibility of the reduction measures is the second key issue for the utility. As a matter of fact, the cost of each cubic meter saved varies depending on the method used. The utility may have limited budget resources to execute the defined action plan. Therefore, the selection of these water loss reduction activities should be assessed based on studies and successful experiences, to compose the most cost-effective combination possible. This combination is unique for each network, but some common elements can be discerned. This paper provides detailed feedback on 2 case studies: Bordeaux (France) and Sao Paulo (Brazil). In these two cities, significant reduction of water losses was achieved and carefully documented by Suez during the years of execution, considering all the parameters and reporting several performance indicators in a way to have a holistic panorama and understanding. The results shared present a detailed breakdown of the reduction achieved, by type of activity and with quantified evaluations, with both volume and cost breakdowns. The International Water Association having identified and documented the 4 pillars to tackle the real losses, the feedback will be presented on this scheme for better divulgation. This feedback gives actual inputs regarding the cost benefits analysis which is a key part of any NRW reduction action plan. With the establishment of an effective and adequate water loss management action plan, the utilities can recover the large volumes of water lost through leaks and pipe bursts. 1. INTRODUCTION Water utilities traditionally put a lot of energy and Operational Expenditure (OPEX) in leak detection and in the speed and quality of repairs. Depending on each case, this approach can give results with a skilled workforce and/or high-level service providers. But with ageing infrastructure, soon a point is reached when the increase of efforts will not bring more results and it will become a challenge not only to keep reducing NRW but even to maintain stability thereof. The natural tendency of degradation of the drinking water network can be balanced by maintenance and renewal programs together with appropriate operational procedures. Reducing system losses is a global challenge that involves the entire organization of a water service authority. It goes beyond leak detection campaigns. The methodology and activities described in this paper are directly based on the return of experience from expert engineers and the implementation of innovative methodologies and technologies. SUEZ has been developing, deploying, and improving methodologies on its own drinking water networks bringing to the utilities the optimum results in terms of reduction of water losses, reduction of associated costs (both CAPEX and OPEX), improvement of operational capabilities, and improvement of level of service. This paper aims to provide detailed feedback on the NRW assessment methodology and action plan definition and deployment, from two real case studies with a very different collaboration formats with local authorities: the City of Bordeaux, in France, and the City of Sao Paulo, in Brazil. 2. METHODOLOGY Water losses are a combination of Physical Losses and Apparent Losses. Both need to be carefully evaluated to quantify expected outcomes of targeted actions. The International Water Association (IWA) has identified and documented the 4 pillars to tackle the physical losses challenge and bring physical losses down to the Unavoidable Annual Real Losses (UARL), the Unavoidable Background Leakage (UBL) and theoretical values. In the same way, 4 main pillars have also been identified and documented to deal with apparent losses challenge and bring commercial losses down to the Unavoidable Apparent Losses theoretical value. An overview adapted to the characteristics of the network is essential to give a strategic vision and define an action plan with targeted goals. 1.1. Water balance and diagnosis Improvements can only be achieved based on a specific diagnosis with the participation of the utility’s different services and the subsequent development of an action plan. That is the reason why we developed tools for Diagnosis & Strategy definition to support our operational units. These tools are based on the operational feedback given by our operations like the two case studies presented in this article. 1.2. Action plan definition The same expertise-based tools used for the qualitative and quantitative diagnosis is used for strategic planning. These tools are used to assess and suggest actions for reducing both Real Losses and Apparent Losses. Water Losses are divided into different categories requiring different types

IMESA 127 PAPERS of actions which can be carried out thanks to expertise and dedicated field solutions. Actual water losses are modelled to forecast NRW reduction, define, implement, and monitor an action plan dedicated to a specific network. Diagnosis & Strategy methodology is, thus, composed of 4 steps: • Data Collection & NRW Baseline • Operational Assessment • NRW Forecast • Action Plan definition REDUCTION OF REAL LOSSES Physical Water losses exist in every system, whatever its configuration, age, material used or socio-economical context (industrial zone, municipal, etc.). Thus, each system is different. According to that principle, solutions to reduce NRW cannot have the same impact everywhere. As stated by IWA, there are 4 main type of actions to deal with physical losses reduction: • Rapidity and quality of repairs • Active leakage control • Pressure management • Asset management Our experience has shown us that, to reduce NRW volumes it is necessary to acquire a good understanding of the hydraulic functioning of the system through data collection and validation in order to analyze where the possible improvements are. Figure 2 illustrates this idea by a simple example: depending on the network position on a graph combining volume losses (Infrastructure Leakage Index: ILI) and burst rates, different types of actions will be  prioritized. This kind of knowledge is an essential first step to initiate a process defining the technical and economic solutions better suited to local needs and context to reduce NRW. REDUCTION OF APPARENT LOSSES Water Losses (WL) in drinking water networks can be Apparent Losses (through metering inaccuracies, poor data gathering, or theft, also) referred to as commercial losses. According to World Bank 2016 figures, Apparent Losses in developed countries could account up to 20% of total NRW, while in developing countries it could account up to 40% of total NRW. In some cases, Apparent Losses can amount to a higher volume of water FIGURE 1: Assessment for reduction of water losses FIGURE 2: Main actions related to IWA indicators and level of performance

128 IMESA PAPERS than Real Losses and often have a greater value, since reducing Apparent Losses increases revenue (volumes invoiced), whereas Real Losses reduce production costs. To be able to implement an efficient Apparent Losses reduction plan requires many types of expertise. The diagram below was developed by the Apparent Losses Initiative, launched by the International Water Association in 2007. It is now widely used internationally as a simple means of explaining the four basic categories of activity that need to be under control for effective operational management of Apparent Losses. The four main categories of actions to get Apparent Losses under control are listed below: • Errors in data acquisition • Fraud and illegal connections • Customer meter accuracy • Data billing errors Return of experience and data from SUEZ long term delegated management contracts have been incorporated to the methodology described, to cover the entire water cycle value chain and related customer management processes: relations with end-users and consumers, meter reading and the collection of payments made by end-consumers. IMPLEMENTATION OF ACTION PLANS SUEZ action plans are a combination of services structured in Figure 4. 3. RETURN OF EXPERIENCE ON DEVELOPMENT AND EXECUTION OF STRATEGIES AND ACTION PLANS FOR REDUCTION OF WATER LOSSES IN DRINKING WATER NETWORKS This paper gives detailed feedback on two case studies: Bordeaux andSao Paulo. In these two cities, significant reduction of water losses was achieved and carefully documented during the years of execution, considering all the parameters, and reporting several performance indicators in a way to have a holistic panorama and understanding. This feedback gives actual inputs regarding the cost and benefits analysis which is a key part of any NRW reduction action plan. FIGURE 5: City of Bordeaux, France. @Valentin Wechsler on Usplash 3.1. Case of Bordeaux, France Bordeaux Métropole is the public entity in charge of the entire water cycle in the metropolitan area of Bordeaux, Southwest France, operating the service all along its value chain: drinking water production, conveyance, distribution, wastewater collection, treatment, and recovery. In 1992 a Public-Private Partnership (PPP) was established between the Bordeaux Metropole and SUEZ through a 30-year concession contract for the management, operation, and maintenance of the drinking water network. Scope At the end of 2006 Bordeaux Métropole, asked SUEZ to reduce the existing NRW volumes, which were around 20%, through an O&M FIGURE 3: Actions for reducing apparent losses FIGURE 4: Main pillars for NRW reduction and operational improvement in Water Networks

IMESA 129 Results The following results were achieved at the end of the project: -14 pts NRW level reduction achieved from 24% to 10% 2.7 million cubic meters of drinking water preserved each year 25% of burst reduction in service connections TABLE 2: Key figures in Bordeaux after the assessment and implementing actions Figure 6 and Figure 7 represent the contribution of each action deployed to the global reduction of NRW losses, and the cost saving due to interventions. FIGURE 6: Contribution of actions implemented to the reduction of NRW level FIGURE 7: Cost comparison of spared m3 by action FIGURE 8: City of Sao Paulo, Brazil. @Konevi on Pixabay 3.2. Case of Sao Paulo, Brazil SABESP (Companhia de Saneamento Básico do Estado de São Paulo) is a mixed capital company founded in 1973 which is currently responsible for supply, collection, and treatment of water in the 375 municipalities of State of São Paulo. SABESP is one of the world’s largest sanitation companies providing water and sewage services to over 28 million people. Since 2010 SABESP is collaborating with private companies in the framework of O&M Performance Based Contracts for reduction of NRW and improvement of water networks. PAPERS contract with Performance Based remuneration, within a term of 5 years (2006-2011). Main objectives and activities regarding this project were set because of the deployment of this expertise-based methodology for Initial Water Losses Assessment, to determine the following best matching costefficiency strategies and services to be deployed: • Leak inspection planning and leak detection campaigns over 1,912km • Network sectorization • Optimal pressure regulation and control to reduce NRW • Renewal of service connections • Pipe renewal strategy and execution • Optimized meter renewal plan • Real Time Monitoring Key figures at the commencement of the term are indicated in Table 1: 800 thousand number of inhabitants in Bordeaux Metropole 233 thousand number of customers in Bordeaux Metropole 3,160 km of water pipes in the drinking water network 50 million cubic meters of drinking water supplied each year 188 thousand number of service connections 24% water losses before actions TABLE 1: Key figures in Bordeaux before the assessment and implementing actions Actions executed Improve the network efficiency and the quality of the distributed water while reducing NRW levels. An action plan was implemented and executed to reduce physical losses and apparent losses on the network: • Reduction of physical losses Leak detection - Advanced Leak Detection activities over 8,600km between 2007 and 2011, improving leakage detection efficiency in 45% in terms of km/leakage. - Study and execution of the District Metered Areas (DMA) division of Bordeaux Metropole drinking water network. Sectorization Level I (14 District Metered Areas) and Sectorization Level II (25 District Metered Area). Advanced pressure control • Pressure modulation over 2 big areas covering the 30% of the water distribution network (over 800km of network and 150,000 customers) with an average reduction of 1 bar (daytime) and 2 bars (nighttime). • Pressure regulation achieved outcomes of 25% reduction of leaks in service connections and 19% reduction on distributed volume. Asset management • Use of Data Driven models to assess and implement optimized strategies for asset management (mainly renewal planning) on service connections and water distribution pipes. Models used included timedependent variables like climate. • Following optimised strategies were implemented on the study period (2007 – 2011): Renewal of Low Density Polyethylene (LDPE) and Lead service connections, and targeted pipe renewal • Reduction of apparent losses Revenue improvement - Use of property Data Driven models to assess and implement optimised strategies for meter renewal prioritisation, strategies assessment and evolution of unmetered volumes

130 IMESA • Reduction of apparent losses Revenue improvement - Evaluation and improvement of client’s meter renewal plan for the increase of billed water - Execution of optimised strategies for meter renewal on the study period (2019-2021) led to under metering reduction with relevant volumes recovered. 5,000 meters were replaced according to an initial action plan Results The following results were achieved at the end of the project: TABLE 4: Key figures in Sao Paulo after the assessment and implementing actions -12pts NRW level reduction achieved from 44% to 32% 5 million cubic meters of drinking water preserved each year 21% of burst reduction in service connections Figure 9 and 10 represent the contribution of each action deployed to the global reduction of NRW losses, and the cost spared by action. FIGURE 9: Contribution of actions implemented to the reduction of NRW level FIGURE 10: Cost comparison by action 4. CONCLUSIONS The action plans of SUEZ are a combination specific services designed for NRW reduction and Operational Improvement, which integrates the expertise as operator with the best combination of advanced field technologies, data analytics, Artificial Intelligence optimization models, decision support systems and real time monitoring platforms, to allow operators to define, implement and monitor the most optimized NRW Losses action plans. Reducing the water losses is not only a response to water scarcity and resources preservation, but it is also a way to reduce OPEX and avoid CAPEX. PAPERS Scope In 2019 SABESP awarded SUEZ with a 5-year (2019-2024) O&M contract with Performance Based remuneration for the reduction of the existing NRW volumes in the district of Grajaú located in the South Zone of São Paulo. Main objectives and activities regarding this project were set because of the deployment of expertise-based methodology for Initial Water Losses Assessment, to determine the following best matching cost-efficiency strategies and services to be deployed: • Leak inspection planning and leak detection campaigns over 1,322km • Network sectorization • Optimal pressure regulation and control to reduce NRW • Renewal of service connections • Pipe renewal strategy and execution • Network reinforcement planning and execution • Optimized meter renewal plan Key figures at the commencement of the term are indicated in Table 3 below: TABLE 3: Key figures in Sao Paulo before the assessment and implementing actions 344 thousand number of inhabitants in Grajaú district (Sao Paulo) 162 thousand number of customers in Grajaú district (Sao Paulo) 660km of water pipes in the drinking water network 40 million cubic meters of drinking water supplied each year 144 thousand number of service connections 44% water losses before actions Actions executed Improve the network efficiency and the quality of the distributed water while reducing NRW levels. An action plan was implemented and executed to reduce physical losses and apparent losses on the network: • Reduction of physical losses Leak detection - Advanced Leak Detection activities over 1,320km of the distribution network between 2019 and 2021, reducing the initial losses from 1,490,099m³/month (44% NRW) to 1,066,220m³/month (32% NRW). - Study and execution of the District Metered Areas (DMA) division of Grajaú sector in São Paulo drinking water network. Sectorization Level I: including 19 District Metered Areas, 15 new Pressure Reduction Valves and optimization of 27 existing Pressure Reduction Valves (PRV). Advanced pressure control - Smart pressure control and transient mitigation to reduce operations costs and improve service level - Pressure modulation covered 660km of water networks for 161 thousand customers, reducing peak 40mH2 O to 30mH2 O (from 4 to 3 bar) - Design and build of the Marilda reservation with 10,000m³ to change the water distribution by pumps to gravity. Asset management - Use of water network models to assess and implement optimised strategies for asset management (renewal planning) on service connections and water distribution pipes. - Following optimised strategies were implemented on the study period (2019). Renewal of 16 km of LDPE using trenchless technology and 657 Lead service connections

IMESA 131 PAPERS As an example, the pressure management system put in place in Bordeaux allowed to reduce the OPEX by 170k€/year, with a payback period of around 10 years. The saved volume of water due to this specific activity is equivalent to the production of a 750k€ water treatment plant. 5. RECOMMENDATIONS Reducing the water losses is a major requirement regarding the sustainability of a drinking water utility. An adequate loss reduction plan is unique for each network, consequently it should be based on detailed studies and diagnostic, as well as actual experiences.

132 IMESA PAPERS PAPER 13 THE ROLE OF SMALL, MEDIUM, AND MICRO ENTERPRISES (SMME’S) IN WASTE MANAGEMENT Makhushe Nomthandazo iX engineers (Pty) Ltd ABSTRACT The waste management sector and corporate enterprises, in support of corporate social and environmental responsibility have a critical function in sustainable development, especially in the context of South Africa, where the waste management hierarchy in its’ approach to waste management legislation is supported, as well as the promotion of Small, Medium and Micro Enterprises (SMME’s) and employment. SMME’s are critical components in the creation of new job opportunities, maintaining the innovation cycle and strengthening regional economies (Silajdžić, 2015). The role of SMME’s in achieving sustainable and green development is increasingly becoming an important topic in developing economies. SMME’s account for up to 99% of all enterprises and two-thirds of employment across the Organization for Economic Cooperation and Development (OECD) (Usui & Martinez-Fernandez, 2011), emphasizing the key role that they play in transitioning economies towards sustainable business practices. The culture of outsourcing the waste management function in South Africa is evident, and SMME’s are an important component of the waste management value chain. There is room for improvement in environmental responsibility amongst the SMME’s in terms of their response to legislation pressure and supply chain requirements. Some challenges experienced include the bureaucracy of the waste sector legal requirements, uninformed business sector and public regarding environmental issues, and the competitive nature of the waste management sector. In the 21st century, the unsustainable consumption of the earth’s resources is an important matter (Godfrey et al., 2021), as well as the increase in waste generation because of this consumption. The generation of waste and wealth creation are linked, and waste has become one of the most controversial consequence of global market-driven economic development (Strange, 2002). The increase in waste generation should be managed to prevent public health, nuisance, and environmental degradation. This paper explores the role that SMME’s play in environmental responsibility from a waste management perspective in South Africa. It also looks into the challenges faced by SMME’s in the implementation of environmental measures, as well as evaluating environmental responsibility in waste management. INTRODUCTION In the past, the waste management sector was mainly owned by the private sector, which made business sense since mostly paper, glass, tinplate and aluminium were recycled, while other waste streams estimated that up to 10.2 million tons were deposited in landfills (Manavhela, 2017). Sustainable enterprise and supplier development is important for the encouragement of creativity and innovation in the waste management sector (Silajdžić, 2015). Entrepreneurship being the product of Small Medium Micro Enterprises is an important element in the creation of new job opportunities, strengthening regional economies as well as maintaining the innovation cycle (Silajdžić, 2015). Developing economies are increasingly prioritizing the role of SMME’s in achieving sustainable development. SMME’s account for up to 99% of all enterprises and two-thirds of employment across the Organization for Economic Cooperation and Development (Muswema et al., 2021). In South Africa, SMME’s often are made up of approximately 50 employees per enterprise, which creates twice the level of employment compared to businesses that are registered at largescale or the public sector. 91% of all formal entities in South Africa are SMME’s, contributing 38% towards the GDP and 55% towards employment (Statistics South Africa, 2011). Small enterprises have been identified as the drivers of sustainable and equitable growth in the country. These entities help to drive economic growth, create employment, and are sources of innovation and new ideas (Muswema et al., 2021). With unemployment as the country’s central and most salient problem, a top priority for government is to grow small businesses in the formal sector, and particularly to provide appropriate support and a conducive environment for opportunitydriven entrepreneurs who establish new businesses that recognise and seize opportunities. South Africa highly relies on natural resources to sustain its economic development. The pattens of our past and current production as well as consumption have supported substantial growth in wealth across the country. However, there are great concerns relating to the sustainability of these patterns, specifically about the implications associated to resource use and depletion.  Waste production is an unavoidable consequence of most processes. Waste management should be given special attention taking into account its environmental impacts at local, regional and global scales and its proximity to people and thus potential health impacts. This paper outlines the role and significance of Small, Medium and Micro Enterprises (SMME’s) in Waste Management. SOUTH AFRICAN WASTE LEGISLATION AND THE ROLE OF SMME’s All spheres of government (local, district, provincial and national) are legally responsible for waste management, and for upholding the South African Constitution and the National Environmental Management: Waste Act, 2008 (Act No.59 of 2008) (NEMWA). Environmental legislation, in particular the waste legislation, is relatively new in South Africa and majority of environmental legislation have only been passed since 1998 (Oelofse and Strydom, 2010). It has been fragmented historically and to some extent, still is (DEA, 2011). Nonetheless, South Africa has been progressing in addressing requirements, key issues, and challenges experienced in waste management. In South Africa, environmental concerns have been linked with the management and disposal of waste (economic value) rather than focusing on the law to prevent the generation of waste. As mentioned above, the waste hierarchy (prevent, reuse, recycle, recovery, and disposal) is important to protect and conserve the environment. However, since majority of the South Africans do not re-use or recycle their waste, it largely ends up being landfilled. SMME’s have the potential to aid in the implementation of the waste management hierarchy (i.e. avoid, reuse, reduce, recycle, recover and disposal) (Manavhela, 2017).

IMESA 133 PAPERS THE WASTE HIERARCHY AND INTEGRATED WASTE MANAGEMENT Previously, the overarching goal of sustainable development has been one of the driving forces in shaping the waste policy (Muswema et al., 2021), which incorporates the important pillars of sustainability, which are environmental responsibility, economic growth and social justice (Banerjee, 2009). Waste management approaches have embraced the economic, social and environmental dimensions. Sustainable waste management has been linked with integrated waste management, which can be defined as the framework of reference for designing and implementing new waste management systems and for analysing and optimising existing systems’, as defined by the United Nations Environmental Programme (UNEP) in 1996. For effective implementation, businesses need to move to a service which focuses on the prevention of waste as well as the minimisation of waste as a by-product of production rather than the traditional “end of pipe” solutions that are based on the waste generated, for example, its ‘collection, transportation, the processing, recycling or disposal of waste. The National Environmental Management: Waste Act, 2008 (Act No.59 of 2008) (NEM:WA, 2008) provides for integrated waste management and formalises the waste management hierarchy within the legislation of South Africa. Waste should be managed according to the waste management hierarchy, and also green building principles. It gives top priority to waste prevention, followed by reduce, re-use, recycling, recovery, treat and finally disposal. FIGURE 1: Solid Waste Management Hierarchy The waste management hierarchy can be viewed as a simple set of management plans for dealing with waste. The waste management hierarchy is implemented to promote the diversion of waste from landfill and make considerations for possible waste opportunities through using the waste as a resource. Waste solutions may include sorting of waste, recycling, re-use, composting/organic waste recycling/treatment and waste reduction. SMME’s IN THE CONTEXT OF A CIRCULAR ECONOMY The emergence of SMME’s is very effective for solid waste management (Godfrey et al., 2021). Unlike informal sectors, SMME’s are registered business sectors which are registered and regulated/ governed by laws. In most towns and cities, these businesses enter into contracts with the municipality and are remunerated to perform collection, processing, or cleaning services. It is evident from the experience of cities within South Africa that the waste economy is a significant area for informal entrepreneurship. Nonetheless, it is viewed that majority of activities involved are not fully supported and exist at bare survival levels (Manavhela, 2017). There is great potential for the growth of SMME’s in circumstances where the importance of informal recovery systems is accommodative and acknowledged. Opportunities for new businesses are emerging in the context of local initiatives that are within a changing environment for urban waste management. At the same time, there is a need to put support systems in place to assist in the growth of these emerging SMME’s within the waste industry. There are several circular economic activities taking place in the waste management industry in Africa such as reusing, refurbishing, repairing, and recycling of products and materials. Therefore, there is potential to increase employment and business opportunities through upscaling such activities. A review of literature indicates that many countries experience challenges in moving to sustainable waste management. These include the lack of awareness and knowledge by the public regarding waste management contributing to poor waste management practices such as illegal dumping and burning of waste; littering, poor management of the existing waste management facilities and unavailability of land for landfills; rapid waste generation which puts pressure on available infrastructure; poor waste collection; lack of effective waste management systems to support segregation, recycling, reuse and reduce; insufficient budget allocations for waste management especially infrastructure investments; enforcement of existing legal framework; and the lack of reliable and comprehensive data on waste (Muswema et al., 2021). CURRENT WASTE MANAGEMENT PRACTICES Waste generators are solely responsible for the collection, storage, and disposal of their own commercial and industrial waste. The management of their waste is generally outsourced to private waste service providers, or alternatively done by local municipalities on request. Both these options will incur a service fee. In practice, municipalities do not involve themselves with hazardous waste due to the nature of its’ hazardousness. Some of this waste need to be treated first before disposal and majority of municipalities lack the skills, sites or equipment to manage hazardous waste. SMME’s play an essential role in this regard and are important in furthering growth, development, and innovation, which goes with a growing green building sector. What is done by the private sector is still insufficient since most of the waste is disposed of at landfill sites due to nonefficient and effective collection of waste especially in the household areas. According to Ngadiman et al (2016), solid waste management is part of the most critical issues for municipalities, there are more costs and effort used by local authorities for collecting and disposing waste. To divert recyclables from landfill, the South African recycling sector has mostly been active to recover recyclables from pre-consumer waste, i.e., the recovery of recyclable materials from commercial and industrial processes without a consumer being involved as the end-user (Strydom, 2018). The important role of the informal sector in postconsumer recycling is acknowledged, but postconsumer recycling should receive more attention to increase recycling rates on a national level, especially if the targets for diversion are to be reached. The most important barriers to recycling are lack of equipment and technology, lack of material to recycle and lack of consumer awareness.

134 IMESA PAPERS WASTE GENERATION It is estimated that in 2017 South Africa generated 108.5 million tons of solid waste of which 42 million tons was general waste (South Africa State of Waste Report, second draft, first published in 2018). In this report it is estimated that plastics contributed 5% to general waste, or 2% to solid waste. Other, under general waste, comprises predominantly of biomass from the sugar mills, sawmills and paper and pulp industry. Unclassified waste include brine, slag, mineral waste, sewage sludge and waste electrical and electronic equipment (WEEE). Refer to Figure 2 For solid waste generation in South Africa during the year 2017. Waste generation in South African business The growing population of South Africa and its’ economy have resulted in increased volumes of waste. According to the 2018 State of Waste Report, in the year 2017, South Africa generated 55 million tonnes of general waste, with only 11% being diverted from landfill. These trends, coupled with limited growth in the Gross Domestic Product (GDP), are associated with increases in waste generation” (National waste management strategy 2020). South Africa is quickly running out of landfill sites. Across the Eastern Cape, Free State, North West and Western Cape, for the four provinces which reported operational and non-operational waste disposal facilities, more than 50% of the facilities were either closed or marked for closure. In addition to this, once land has been used for landfill sites, the use of surrounding land is limited as it should ideally not be used for residential, commercial, and institutional land uses. The national waste baseline report that was conducted in 2011 indicated that in South Africa, approximately 12 111 267 tonnages of commercial and industrial waste was generated. Just about 77% of this volume was recycled and the rest was disposed of at landfill sites (DEA, 2012). This suggests that there has been a significant increase in recycling since 2006/7. With waste legislation in place, businesses should be fully committed to recycling, reducing, reusing, and the responsible disposal of waste (Worthington-Smith, 2009). The benefits of waste management in businesses include reduction in operating costs through treating waste as an intrinsic part of operations and gaining reputation from being perceived as an environmentally responsible business. In 2018, United Nations Environmental Programme (UNEP) stated that sustainable waste management is one of the policy priorities for Africa, and various continental, regional, and country-specific policy initiatives and strategies are being implemented. FIGURE 2: Solid Waste Generated in South Africa in 2017 (Data Source: South African State of Waste Report) According to the first ten (10) Year Implementation Plan 2014-2023 of the agenda 2063: “The Africa We Want, by 2023 the targets for African countries include “At least fifty (50) per cent of urban waste is recycled and At least ten (10)% of waste-water is recycled for agricultural and industrial use”. ENVIRONMENTAL IMPORTANCE OF WASTE MANAGEMENT With the increase in population, there is an increase in the consumption of natural resources, and consequently the quantity of waste generated. Effective waste management practices can improve the wellbeing of the public by reducing opportunities for diseases and improving environmental quality through preventing illegal dumping and littering, protecting watercourses and ground water. Waste generation in the form of packaging or disused products is a major issue that affects life on land and in the oceans. Waste generation occurs at every stage of the value chain of a service or product, during the processing and manufacturing of goods, extraction of raw resources as well as distribution and consumption. Solid waste management systems that are well-designed support economic activity and can directly contribute to poverty alleviation through the creation of jobs (National Treasury, 2011). Recycling of waste reduces the use of virgin material and promote saving of resources. Recycling also allows for possible revenue generation opportunities. According to the Department of Forestry, Fisheries and the Environment (DFFE) (2017), the waste economy contributed approximately R24.3 billion to the South African GDP in 2016. It provided 36 000 formal jobs and supported an estimated 80 000 informal jobs/ livelihoods. A further R11.5 billion per year could be unlocked by 2023 by diverting up to 20 million tonnes of waste (DFFE 2017). The anticipated spin-offs could include 45 000 additional formal jobs and 82 000 indirect jobs, as well as the creation of 4300 Small Enterprises. The DFFE’s overall target is to increase waste diverted from landfills from an estimated 13% (14 million tonnes) in 2016 to 25% (29 million tonnes) by 2023; hence greater business and job creation benefits are expected. The DFFE also hosted a five-week chemical and waste economy Phakisa between July and August 2017 to discuss the state of waste in the country and to identify key work areas. The participation by the government, civil society and businesses have identified 20 key initiatives across four work streams. Collectively, additional outcomes of the initiatives include: • Landfill diversion: 20 million tonnes per year (75% industrial and 50% municipal)

IMESA 135 PAPERS • Jobs created: 127 000 (45 000 direct and 82 000 indirect) • GDP contribution: addition R11.5 billion per year • Small Enterprises created: 4 300 • To implement all the initiatives, R9.1 billion of investment over the next five years is required. • Of this, it is expected that R7.3 billion can be attracted from private sources, while the remaining R1.8 billion will be used to provide critical infrastructure and awareness campaigns. Industry-driven associations in South Africa provide support to the recycling sector and produce data on waste generated and recycled. RECOMMENDATIONS AND FINDINGS FROM THE WASTE SECTOR For SMME’s that are non-environmentally certified, the main challenge is the variability of the market price of recyclables as well as the competition in the market for recyclable materials. Other challenges include sourcing volumes of postconsumer recyclables that are required to keep their businesses profitable. Due to the ubiquitous nature of waste, there is a potential for growth of SMME’s within the waste sector. However, the availability of waste that can be recycled is a significant challenge as high volumes of recyclable waste is being disposed of at municipal landfills (Oelefse, 2012). This can be attributed to the lack of knowledge by the public and businesses regarding environmental issues, especially the environmental benefits of responsible waste management and recycling (Oelefse, 2012; Godfrey et al, 2013). Although private waste companies are generating profit from waste management, SMME’s that process the waste in the supply chain are experiencing challenges with the availability of recyclables and as well as profitability. The degree to which a particular material is recycled depends on the existence of local and national markets, the need for secondary raw materials, the income levels, the degree of financial and regulatory governmental intervention as well as the cost of raw materials. Regarding the environmental and extended producer responsibility of businesses from a waste management and recycling perspective, waste management is outsourced to waste management companies in majority of the manufacturing organisations which demonstrate their commitment to environmental responsibility through environmental certifications or group Safety Health and Environmental policies and requirements (Godfrey et al., 2021). It is evident that organisations in the manufacturing industry depend on the private waste management companies to evaluate or audit their waste contractors for environmental compliance, however, there is limited evidence of environmental responsibility in the supply chains of the SMME’s (Godfrey et al., 2021). SMME’s require partners on the ground to continuously work with them to improve their practices and make them sustainable, to ensure long term and sustainable change and adoption of sustainable consumption and production practices. Knowledge sharing and capacity building is encouraged to cover suitable practices and technologies in alternative waste treatment and material recovery technologies. For SMME’s to realize their role in the global economy, from an economic as well as sustainable perspective, social, economic and environmental practices will need to be adopted and embraced. Challenges experienced by SMME’s in terms of market access and competitiveness of green products have been expressed. An appreciation for green products by consumers must be developed (both public and private consumers). Supporting awareness of sustainable development and sustainable public procurement policies and products is important. SMME’s experience challenges regarding finance due to a lack of collateral and high cost of borrowing. As a result, green financing mechanisms are required for small enterprises, including support for SMME’s to aid them to develop sustainable business models and bankable proposals for implementing identified green options in their enterprises. CONCLUSION Entrepreneurs in the waste management industry require the focus and energy of SMME entrepreneurs who need to bring their enthusiasm, creativity, and innovative thinking to this important work. Addressing the challenges that lead towards sustainable development practices will require the attention of multiple stakeholders and a plan that considers the South African context and a range of interventions and initiatives. There is a need for strategies to address the environmental problems of small business and more detailed studies are required to identify specific policy mechanisms for sound environmental management in SMME’s (Godfrey et al., 2021). From experience in cities, it is evident that the waste economy is a significant area for informal entrepreneurship. Overall, it is viewed that majority of activities lack support and are existing at bare survival levels. The most promising areas for SMME growth appear in circumstances in which the importance of informal recovery systems is acknowledged, and is accommodative rather than undertaking prohibitive policy interventions. Opportunities in entrepreneurship are rising in the context of local initiatives that are embedded within a changing environment for urban waste management. Yet, a critical lesson learnt from the developing world is of the need for a set of support interventions to assist the growth of these emerging SMME’s in the waste economy, not least through the innovation of programmes of micro-credit support and business development services. The involvement and support of the local governments, NGOs and all relevant stakeholders are required for the role of waste recovery as an important element for livelihood creation. REFERENCES Amiruddin, M. H., Ngadiman, N., Kadir, R. A., & Saidy, S. (2016). Review of soft skills among trainers from Advanced Technology Training Center (ADTEC). Journal of Technical Education and Training, 8(1). Banerjee, B. (2009). Corporate environmental management. PHI Learning Pvt. Ltd. Godfrey, L., Roman, H., Smout, S., Maserumule, R., Mpofu, A., Ryan, G., & Mokoena, K. (2021). Unlocking the Opportunities of a Circular Economy in South Africa. In Circular Economy: Recent Trends in Global Perspective  (pp. 145-180). Springer, Singapore. Rogerson, C. M. (2001, April). The waste sector and informal entrepreneurship in developing world cities. In Urban forum (Vol. 12, No. 2, pp. 247-259). Springer-Verlag. Karani, P., & Jewasikiewitz, S. M. (2007). Waste management and sustainable development in South Africa. Environment, Development and Sustainability, 9(2), 163-185. Manavhela, V. (2017). Going green saves SMMEs money.  CSIR Science Scope, 11(2), 44-45. Mueller, A., Kelly, E., & Strange, P. G. (2002). Pathways for internalization and recycling of the chemokine receptor CCR5. Blood, The Journal of the American Society of Hematology, 99(3), 785-791.

136 IMESA PAPERS Muswema, A. P., Oelofse, S., Nahman, A., Forsyth, G., Stafford, W., Mapako, M., ... & Manavhela, V. Multi-Criteria Analysis for Sustainable Decision Making: Opportunities for Waste and Recycling SMMES (Including Cooperatives) in Kwazulu-Natal. In  Conference on Cooperatives and the Solidarity Economy (CCSE) (p. 8). Naumann, C. (2017). “ Where We Used to Plough”: 100 Years of Environmental Governance, Rural Livelihoods and Social-Ecological Change in Thaba Nchu, South Africa (Vol. 37). LIT Verlag Münster. Oelofse, S. H., & Strydom, W. F. (2010). Trigger to recycling in a developing country: in the absence of command-and-control instruments. Silajdžić, I., Kurtagić, S. M., & Vučijak, B. (2015). Green entrepreneurship in transition economies: a case study of Bosnia and Herzegovina. Journal of Cleaner Production, 88, 376-384. Strydom, W. F. (2018). Applying the theory of planned behavior to recycling behavior in South Africa. Recycling, 3(3), 43. Thaba, S. C., Chingono, T., & Mbohwa, C. Enterprise development in the waste management sector. Usui, K., & Martinez-Fernandez, C. (2011). Low-carbon green growth opportunities for SMEs. Asia-Pacific Tech Monitor Journal, 12-18. Worthington-Smith, R. (2009). The sustainability handbook.

IMESA 137 PAPERS PAPER 14 BIM TECHNOLOGIES FOR INTELLIGENT ROAD STORMWATER DESIGN Shuaib Yunos Baker Baynes (Pty) Ltd ABSTRACT Roads form an integral part of Civil Infrastructure, providing safe and reliable access from point of origin to destination. With the rapid growth in population, urbanization, and the pursuit of smart cities, the pressure on effective road design, construction, and maintenance is ever-increasing. With this influx of demand, traditional processes are put under strain, resulting in roads designed inadequately impacting safety and service, with one of these components being stormwater design. As of 2015, there were 29 megacities with populations over 10 million, and by 2030, it is expected that there will be an additional 12, with 10 in Africa and Asia. Polycentric metropolitan regions, which are made up of several connected large urban areas, have gained prominence in recent decades, creating new challenges in transportation planning. For sustainable transport, technological innovation is essential (United Nations, 2016) and effective, well thought-out stormwater design is crucial for safety and infrastructure longevity. This is where Building Information Modelling (BIM) plays a vital role in better tackling these new challenges and design complexities. With the progression in technology, BIM has been implemented, adopted, and mandated by many countries across the world, seen as an intelligent, innovative necessity for enhanced civil infrastructure design, construction, and maintenance, helping us adapt to our changing world. This paper will be showcasing the application of BIM Technologies for intelligent, effective stormwater design. BIM technologies afford designers to incorporate and review designs as a whole, ensuring that the road design complements the stormwater design, as well as a range of other benefits and automated advantages such as the modelling of the stormwater network in 3D, checking of pipe flow directions, the incorporation and of popularly used local South African pipe catalogues, regrading of pipe networks as per cover and slope requirements, executing watershed analysis and catchment generation, as well as analytic and quantification capabilities in line with the South African Bureau of Standards (SABS) and the South African National Roads Agency Limited (SANRAL) drainage manual. With BIM technologies, municipal engineers, civil engineers, consultants, and other design professionals can design and analyse stormwater networks in an intelligent and futuristic manner, promoting digital transformation and sustainable design, construction, and civil infrastructure delivery in South Africa and abroad. INTRODUCTION The objective of road stormwater design is to effectively discard surface runoff in a quick and efficient manner, protecting roads from deterioration, contributing to infrastructure longevity and commuter safety. Municipalities/municipal engineers are responsible for efficient road stormwater networks, forming a core function of the respective technical department. Optimally sizing, analysing, and constructing stormwater networks constantly pose a challenge to municipal engineering professionals, resulting in cases where stormwater networks being unrealistically oversized or undersized, impacting economy and functionality. Intelligence, insight, and foresight are crucial in achieving an effectively designed stormwater network, with technology playing a pivotal role in this infrastructure requirement. BIM Technology, workflows & processes coupled with engineering knowledge enable the municipal engineering professional to provide infrastructure that is compliant, suitable, economical, sustainable, and innovative. This paper provides a high-level overview of BIM technologies that are nationally and internationally utilised, combining BIM technologies developed here in South Africa and abroad, with this paper elaborating on common tasks associated to road stormwater design such as derivations of catchments/watersheds and flow paths, as well as network modelling, analysis, regrading, resizing and quantification. DERIVATION OF CATCHMENTS & FLOW PATHS Stormwater networks are governed by the expected/calculated runoff, informing the layout and positioning of the pipe network and associated structures. A critical component in this process is the derivation of catchments and flow paths, which has a direct effect on the analysis and sizing of the stormwater network. This task is typically executed in industry by using Google Earth, in which the designer will plot out the extent of each catchment area that is contributing towards surface runoff affecting a road/road network. The plotting of catchment areas is based on the designer`s interpretation relative to the terrain characteristics, resulting in area values derived from plotted catchments/polygons. A flow path is then drawn by the designer anticipating the longest water path to the point of collection. The length and slope of this water path is recorded, with all required data usually inputted into an excel sheet or analytical engine. There are a few problems with the above methodology: • The data is static, meaning when changes occur, data needs to be manually updated or recorded again. • The catchments & flow paths drawn are subjective to the interpretation of the designer. • The catchments & flow paths need to be redrawn in a CAD platform, creating rework due to a data silo effect. BIM technologies overcome all the above challenges and provide added benefits such as enhanced data collaboration, analysis, computation, and 3D visualisation. A preliminary surface can be accessed using geospatial engines, resulting in an intelligent terrain surface from which elevation data can be sampled and referenced off. When the accurate, latest survey data is received from the surveyor, the preliminary surface can be replaced and be set as the reference terrain, and all referenced values updated instantly, an advantage afforded

138 IMESA PAPERS by using dynamic, BIM technologies. With the terrain data available, a watershed and water drop analysis can be executed within the design CAD & analysis environment. This results in a computational output, which is not purely subjective to the designer, providing an automated and analytical output, with the watersheds derived for a site depicted in Figure 1. With the catchments computed, the designer can then identify the tributary areas and generate flow paths to inlets and/or low points using the water drop function, which computes the flow path of water from the point of selection as portrayed below, with the cyan X symbol signifying start of flow path. FIGURE 1: Watershed Analysis Derived using BIM Technologies MODELLING OF STORMWATER NETWORK With the catchments and flow paths easy to derive in a dynamic, BIM technology environment, the pipe network can be designed and modelled accordingly. With the localisation advantage provided by locally developed software, commonly used pipe catalogues and structures in South Africa can be applied, allowing for accurate quantification. The stormwater network can be modelled directly or generated from a polyline, with the option to swap pipes and/or structures, as well as check flow direction and specifying an outfall location by selection or by lowest elevation. Thereafter, long sections can be generated per branch and edited accordingly. REGRADING OF THE STORMWATER NETWORK When designing a pipe network, municipal engineering professionals need to be cognisant of design criteria such as pipe slopes and covers. Editing of pipe positioning can cause slope and cover values to be noncompliant, being difficult to verify manually. With the dynamic and analytical environment provided by BIM technologies, the designer can regrade a branch or entire network, ensuring that the slopes and covers are within the desired values. This automation affords the designer comfort, ensuring that all pipes are gravitating/flowing towards the correct direction, at the desired slope and cover ranges. Multiple pipes can also be selected and graded in either direction, ensuring that the pipes maintain a set slope. Without the above automation and BIM intelligence, municipal engineering professionals are required to interpolate values manually per pipe, manually gauging pipe cover and elevation values which is monotonous and cumbersome, with the likelihood to miss something. These oversights are typically realised during the construction phase, resulting in revisions and alternative solutions that were not intended, planned for, or being reactive rather than practical, leading to increase in costs and delivery time. With the pipe network generated, the municipal engineering professional can now focus on the analytical nature of the stormwater network. STORMWATER ANALYSIS When designing a stormwater network, the network needs to consist of pipes and structures that are of optimal size to function efficiently. The sizing of the network is directly related to the expected surface runoff, i.e., the input analysis. With the combination of local and internationally developed software, the modelling and analysis can be achieved in the same interface, without the need to export/import across different software. The runoff calculation methods available are that of Rational & EPA SWMM, with the option to specify analysis using steady flow, kinematic, or dynamic wave. With the Rational Method, the time of concentration (ToC) can be calculated using either Kirpich or Kerby formulae, with related analysis values derived from the SANRAL Drainage Manual and IntensityDuration-Frequency (IDF) curves as per THE CIVIL ENGINEER in South FIGURE 2: Flow Path Derived using Water Drop Function using BIM Technologies FIGURE 3: Example of Available South African Pipe & Structure Catalogues

IMESA 139 FIGURE 6: Violation of Proportional Flow Depth Flagged PAPERS FIGURE 4: A Pipe Long Section Generated using BIM Technologies Africa – March 1979. With regards to the EPA SWMM Method, the average catchment slope can be either specified or computed based on the start-end relative to the terrain, with equivalent width and rain gage also being able to be derived accordingly. This paper will provide a very high-level overview focusing on the Rational Method. With the hydrology method set to Rational, the catchments and flow paths can then be selected individually or derived automatically. With the catchments, flow paths, runoff coefficients and inlet structures now specified, values such as flow path length, average slope, ToC, rainfall intensity, and runoff are computed per catchment. The Manning`s Roughness coefficient can also be set for conduits as dictated, including design velocity and maximum flow depth. Upon running an analysis of the network, the tabular information will flag items that are noncompliant as per the design criteria set. This provides an easier method to the municipal engineering professional to check the suitability of their design against the required specifications. With this constant check of design versus specifications, the municipal design professional can analyse the stormwater network under various design inputs and return periods to arrive at a best suited solution, with options available on the top ribbon for ease of use as depicted in Figure 7. With all these options available, the municipal engineering professional can now make an informed decision using intelligent, dynamic and intuitive BIM technologies to arrive at the optimal solution promoting economical and sustainable civil infrastructure delivery. From a construction perspective, information such as setting out data, positioning, etc can be exported to a report or tabulated and included with the construction drawings, with the construction drawings typically following the format of plan and profile, with the plan view of the pipe network displayed above the long section of the respective pipe branch. With the adoption of cloud technologies and remote connectivity accelerated due to the COVID pandemic, the model of the stormwater network and associated layouts can be shared using a common data environment (CDE), enabling all involved to be connected in an environment catered to professionals in the architecture, engineering & construction (AEC) industry. The benefits of BIM and a CDE are numerous, such as the streamlined communication between design and construction teams, ensuring that issues raised on site are immediately communicated to the consultant, resulting in less delay time and problem resolution, all from a mobile device. Project tracking, reports, revisions, approvals, claim certificates, site logs, etc can all be executed and housed in this CDE, promoting faster service delivery and project completion. FIGURE 5: Plan & Profile View of a Stormwater Network Generated using BIM Technologies FIGURE 7: Analytical Values Available to Municipal Engineering Professionals

140 IMESA PAPERS FIGURE 10: Tabulated Pipe Network Quantities QUANTIFICATION OF STORMWATER NETWORK Now that the municipal engineering professional is satisfied with the stormwater network design and all design criteria are met, quantification of the network is required to determine construction costs. With the power FIGURE 8: Excavation Quantities Calculated as per SABS 1200 of BIM 3D modelling and South African Standards, these quantities can be derived, with the excavations calculated as per SABS 1200 specifications, with sample outputs portrayed in Figure 8, 9 and 10. RECOMMENDATIONS & CONCLUSION BIM technologies, workflows and processes combined with engineering technicality form the perfect duo to achieve sustainable, economical and design compliant infrastructure. With automation, computational and analytical capabilities, it affords the municipal engineering professional to design infrastructure that is built to last. At a municipal level, the adoption of BIM will result in insightful design, economical construction, and enhanced service delivery, and should it be standardised, usher civil consultants to contribute towards resilient infrastructure. In an era of daily technological advancement, and with the rapid acceleration in urbanisation and population, technology is imperative to keep up with service delivery, engineering a world today that will stand the test of tomorrow. REFERENCES 1. United Nations. 2016. Mobilizing Sustainable Transport for Development, Analysis and Policy Recommendations from the United Nations Secretary-General’s High-Level Advisory Group on Sustainable Transport. Available: https://sustainabledevelopment.un.org/content/ documents/2375Mobilizing%20Sustainable%20Transport.pdf FIGURE 9: Calculated Pipe Network Quantities

IMESA 141 PAPERS PAPER 15 NO SMART WITHOUT START – INNOVATIONS IN HYDRAULIC MODELLING Alex Sinske¹, André Kowalewski², Adrian van Heerden³, Altus de Klerk⁴ GLS Consulting¹ Drakenstein Local Municipality² GLS Consulting³ GLS Consulting⁴ ABSTRACT In Southern Africa, municipalities often face a very challenging environment comprising constrained operational expenditure (OPEX) and capital expenditure (CAPEX) funding, poor infrastructure information, skills shortages, lack of information and communications technology and software to name a few. Add to these a complex socio-political environment and supply chain blockages, sometimes linked to corruption, the prospect of becoming a SMART municipality fade to an impossible dream or at best, a long-term aspiration. Unfortunately, this kind of thinking effectively eliminates opportunities to develop the digital assets required to better understand physical assets, operations, and even the potential to effectively leverage SMART technologies such as digital twins, internet of things (IoT), artificial intelligence (AI) and cloud processing. Rather than being complacent, these municipalities should try to establish some form of hydraulic model as a first step towards supporting operational understanding towards a preliminary digital twin, and then develop longer-term aspirations such as master planning to ultimately become a SMART municipality. At many smaller municipalities it is often found that the information required to support the establishment of hydraulic models are wholly inadequate, rendering the effort close to impossible. Critically, many of these challenges require significant and laborious interventions and to compound this, these municipalities more often do not have access to the necessary OPEX budgets to support these inventions. However, through deliberate collaboration, adaptation, and innovation, new and exciting (often disruptive) approaches were developed for municipalities to solve these challenges. These included the development of costeffective methodologies comprising consumer demand analysis and profiling, data cleansing and network cleaning which are all supported by the development of intelligent software algorithms. The combination of these tools and the necessary engineering skills and creativity enabled municipalities to ingest, analyse, clean, and build hydraulic models at unprecedented rates without compromising quality. This approach has successfully provided many Southern African municipalities, including the Drakenstein Local Municipality, with the capability to build and maintain their hydraulic models. Drakenstein’s efforts showcase the value this approach provides and how access to hydraulic modelling capabilities can unlock significant downstream value and set a municipality on course to being truly SMART. It is proposed that any municipality starting its journey to becoming SMART should consider the establishment of hydraulic models as a top priority. INTRODUCTION South Africa is a rapidly urbanising country facing complex water management challenges, including significant resource shortages, environmental issues, and fragmented institutional structures. Water security is of particular concern (Carden et al 2012). However, with the rise of the Fourth Industrial Revolution, engineers are turning their attention to smart cities: areas that harness the internet of things (IoT), making use of electronic sensors to collect data that can be used to manage assets, resources, and services efficiently (Sinske 2020). The journey to embrace technology and become a SMART water service provider is less daunting when it is viewed as an incremental process, with each step adding value by offering efficient access to data which leads to more knowledge and better decision making. The foundation that this process is built upon is a well-established, geospatially accurate hydraulic model that reflects the real-world assets and operation as feasible as possible in order to leverage the advantages that advanced technology has to offer to adapt to our changing world. The establishment, and continuous updating, of a hydraulic model is therefore of utmost importance. This paper explores the methodologies that can be applied to overcome the first hurdles to becoming SMART by discussing the establishment of a hydraulic model, connecting the model to end-user demands, planning for future requirements and add-on value that can be generated. ESTABLISHMENT OF HYDRAULIC MODELS All existing sources of information pertaining to the water distribution system need to be collected and assimilated. These sources can vary from GIS databases, as-built drawings – both physical paper drawings and computer aided design (CAD) files – and operational staff knowledge. Additional asset and costing information is also applied to the model entities as shown in Figure 1. Building the model Entities are imported and captured in a geographic information system (GIS) environment and network topology connectivity rules are enforced that connects the entities. Leveraging GIS capabilities, e.g., spatial correlation, allows for data transfer from various sources of information to occur at a rapid rate. If up to date aerial imagery is not available, then FIGURE 1: Establishment of a hydraulic model

142 IMESA PAPERS the use of online maps from either publicly accessible sources or utility licensed sources can be used for verification of asset location or routes. Physical components which are not required for the operation of a basic hydraulic model, e.g., a hydrant, air valve or shutoff valve, should still be imported or captured if data is available to expand the asset register and may be required if more advanced analyses are considered in future. Asset Information A pipe asset catalogue is used to fill relevant characteristics based on the material and pipe size which reduces manual data entry requirements and ensures consistency. The catalogue can be used while capturing individual pipes, or to update a selection of pipes as a post-process. Age information is captured by providing the construction or refurbishment year and in combination with the material provides knowledge on the expected useful life (EUL) and the remaining useful life (RUL) of the asset. The construction or replacement value of the assets can also be quantified based on physical attributes and location. The location of buried infrastructure plays a vital role in replacement or refurbishment costs when excavation and backfilling is considered. Intangibles like traffic control are also affected, especially when the asset is buried under a major roadway or residential street, and different costing will apply to assets located in a servitude or open space. Verification Various technologies exist to verify the integrity of the established model. This includes traversal functions to confirm zone isolation and connection of nodes to sources of water, such as reservoirs. During initial assessments and conceptional planning of future models, the location of reservoirs and their associated viable reservoir zones remain critical to assess initial static pressure requirements at consumers. Finally, the hydraulic solver will report issues in the actual network connectivity, e.g., zones that are without a source of water, but have demand, or connections of links and nodes in a way that is illegal for the solver, e.g., connecting a pressure reducing valve directly to a reservoir. The verification of distribution zones should be a high priority if any pressure management activities will be considered because as stated by McKenzie (2014): “the most important issue when trying to introduce any form of pressure management is ensuring that the zone being considered is and remains discrete”. Challenges The quality of data remains the single biggest challenge. Often as-built plans are simply missing, and parts of the network will have to be estimated initially to ensure the hydraulic results do make sense. The concept of dummy pipes, or provisional pipes can be useful, clearly identified for follow up on-site inspection at a later stage when the budget allows for it. Calibration of pipe roughness, important for the hydraulic model to accurately calculate flow and velocities in links and pressure head at nodes, remains a challenge when the internal size of pipes and even their existence is uncertain. Again, an iterative approach is recommended, where the data integrity is clearly marked as estimated or provisional, and that later refinement is planned. A general 80/20 pareto principle should prevail, where 20% of the model establishment effort results in 80% of the model completeness. The challenges are to first focus on the actions that produce the biggest impact. Figures 2(a) and 2(b) show the GIS representation of different pipe diameters from the Drakenstein hydraulic model at two different zoom levels on satellite imagery. ESTABLISHMENT OF AN END-USER DEMAND DATABASE After a representative model has been established it is required to determine the demand or so-called output at system nodes to perform a hydraulic analysis. Cadastral information outlining the stand/property/erf layout is of vital importance and in the absence of reliable (or any) metering FIGURE 2(A): Overview GIS representation of different pipe diameters from the Drakenstein hydraulic model FIGURE 2(B): Detailed view GIS representation of different pipe diameters from the Drakenstein hydraulic model

IMESA 143 PAPERS FIGURE 3: Establishment of an end-user demand database data can be used to assign theoretical demands which are then correlated to the model nodes. Further information on land use or zoning is beneficial and allows for a more relevant assignment of theoretical demands based on design guidelines and past experience with hydraulic analyses in areas of similar composition. If consumer metering data is available, the readings are extracted and the average annual daily demand (AADD) or another seasonal average calculated for the meter in question. Meter readings require inspection to determine if any clock-over events or meter replacements occurred in the extraction period, and if so, the demand calculation needs to be adjusted to reflect actual usage. Similarly, algorithms can be implemented to determine if the reading values are actual readings or more likely to be estimated values. Furthermore, if the consumer meters have associated spatial information they can be assigned to the relevant cadastral entity. In some cases, the consumer address is available and can be used to locate the cadastral entity. Consumer demands are the best reflection of the realworld operational requirements of the system and is the preferred next step in the journey to becoming SMART. In an ideal SMART world, these demands are available for all consumers at a high frequency, e.g., every 15 minutes. If bulk input information is available, then the system-wide non-revenue water (NRW) can be calculated. Various resources are available from the International Water Association (Allegre et al. 2000) to assist with the calculation of NRW, such as the Infrastructure Leakage Index (ILA). Figure 3 shows that the cadastral layout, consumer meter readings and bulk input data are integrated into an end-user demand database. This data can then be used to confidently allocate spatially accurate demand data to the water model. Usage summary reports per suburb can then be generated indicating the demand per land use per suburb. Theoretical demands per land use can then be determined per suburb, or a global average can be used in cases where the number of active users for the land use in question is deemed too low in an area to be representative. Vacant stands, or stands without water demand, can be identified and a theoretical demand based on the land use can be assigned to these stands to determine future demand requirements. Figure 4 shows a GIS representation of the AADD per stand from a subset of the Drakenstein end-user demand database. Challenges When extracting consumer meter reading from utility billing data from the municipality, care must be taken to conform to the new South African Protection of Personal Information Act (POPIA). Most often billing data does contain some personal identifiable information. Typically, the municipality would be the Data Controller and the consultant the Data Processor. A Data Privacy Agreement must be concluded between the parties and is often included in the Service Level Agreement. The municipality typically facilitates the provision of a data extract from the treasury system and the consultant would add value by processing the data and later returning the data to the municipality in some processed form. The municipality ultimately remains responsible for obtaining necessary consent and or ensure that they have the lawful basis for processing any personal data from the Data Subjects, their own end customers. However, all Data Processors have an equal important role to comply with POPIA. FIGURE 4: GIS representation of the AADD per stand from the Drakenstein end-user demand database.

144 IMESA PAPERS ALLOCATING SPATIAL DEMANDS To aid in creating more accurate digital representations of the physical system, water demands, either theoretical (based on design guidelines or expected use) or from consumer meter readings, can be incorporated into a model. This is achieved by extracting demands per stand and combining them with the spatial data from a cadastral. The spatial demand data, in conjunction with the spatially accurate model, allows for the allocation of consumer demands to appropriate nodes. This spatial linking of water usage allows demands to be more precisely applied over a model and results in a more accurate model. With a detailed system, zonal boundaries can be defined and demands established per zone. These digital zones can be compared to physical zones where water usage can be tracked using bulk water meters. The combination of physical and digital demands can be compared to allow for detailed breakdowns of NRW and aid in the identification of areas with high loss. This also helps in finding cross boundary connections and highlight where valves may need to be closed or opened to ensure the physical system operates as required. If all avenues of high NRW are accounted for and water usage remains high in comparison to water sold, then it could aid in identification of areas of high leakage or zones of large “free water” supply to indigents. Furthermore, it can inform of requirements for pressure reduction efforts. This process is illustrated in Figure 5. The greater the correlation between physical assets and the digital model the easier and more efficiently areas of concern can be found and prioritised for action. MASTER PLANNING With a well-established existing system representation, the hydraulic model can be expanded and modified to perform planning for future requirements. This expansion could be as simple as capacity investigations and upgrade requirements for individual development applications. More importantly it can be used to create long term master plans, often looking twenty to thirty years into the future. These plans can leverage inputs such as the spatial development framework (SDF) and integrated development plan (IDP) to determine short-, medium- and long-term developments. Hence, upgrades and extensions can be designed to ensure that a level of service is maintained which always adhere to proper design guidelines. The information obtained from the SDF and IDP are used to compile GIS shape files of the future development areas, linked to a database of expected land use, development density and expected unit water FIGURE 5: Extension of end-user demand database and allocation of demands demands. From this information the number of units which will be developed, and their combined water demand can be determined. Schematic future distribution network sections can then be added to the model and the future demand allocated. Apart from water demand from future developments, the existing vacant stands throughout the area that already have access to the water distribution network may also be developed and the expected demands from these stands need to be incorporated into the future model. Master planning of an area needs to be updated on a regular basis to ensure that future developments will not exceed the current capacity of the systems that are in place or the planned future capacity that needs to be designed for (Fair et al. 2008). As such the ultimate future model represents the system required for the ultimate future flow scenario, with all future areas fully developed and with every existing stand occupied and sub-divided or re-zoned where applicable. This model consists of the existing system model that is merged with the pipes required for the future development areas, and then reinforced/ augmented where required so that the design criteria are met. Individual upgrades are identified, and an associated cost is calculated for each item. The expected or proposed implementation year can also be assigned to the item. Projects are created which may contain several items and can span over several years, e.g., a re-zoning project after a new reservoir has been completed. Cost summaries for capital expenditure are produced per item and per project and together with the proposed phasing can be used to compile budgetary requirements. Inversely, in cases where access to funding is constrained, the available funds for each financial year can be used to identify and impose phasing on the most critical items. ADDED VALUE With established existing models and future models considering master plans that fulfil future requirements, further value can be extracted. We are now getting much closer to the digital twin. Detailed model summary reports can be generated, not just for the system as it is currently but also for various dates in the future. Plan books can be generated that not only shows the detail of the existing system for operational and field staff, but also outlines the location and projected phasing for when upgrades and extensions will be required. What-if scenarios can be run using methods such as sensitivity analyses. This allows various combinations of growth or demands patterns to be investigated to ensure the system will be able to cater for changes. This might include consequences of potential rezoning or the densification of an existing zone. The digital water model network topology that emulates the physical system and known valve locations allows for the determination of valve closure programmes in the event of a pipe bursts or other maintenance activities to isolate sections of the system. Furthermore, if the model has been linked to an end-user consumer database, the affected stands may be reported and by embracing innovative technology, an automated notification system can send mobile notifications to the affected users when unplanned maintenance activities will occur. A Pipe Replacement Prioritisation (PRP) study can be performed to identify the pipes with the highest comparative risk or greatest criticality grade, clearing the way to transition to the implementation of a proactive intervention approach and address possible problematic issues in the system before failure occurs. This aids CAPEX budgeting requirements and planning of large sections for the financial year and beyond.

IMESA 145 PAPERS Combining the results of the PRP study with master plan upgrades allow upgrades and replacements to be planned and implemented at the same time, reducing overhead costs and other operational expenses that come with fixing small sections at a time due to failures, and allowing for greater levels of service to the consumers. Fire risk compliance analyses can also be performed to ensure that the entire system is compliant with regulations, or to which extent there is a shortfall. A level of compliance in terms of firefighting “readiness” can be attributed to every stand in terms of network capability to deliver the required flow and additional requirements like adequate hydrant availability. Redundancy studies can be performed. This allows any single points of failure to be identified that can be rectified to ensure no single failure results in a failure to supply water to a zone. All data can be exported and spatially viewed on online platforms that allow a quick and easy overview of the system whenever and wherever needed. Of particular interest is also viewing the integrity information of collected data to plan data collection improvements projects. CONCLUSIONS This paper explored the methodologies that can be applied to overcome the first hurdles to becoming SMART. This included the establishment of a hydraulic model, connecting the model to end-user demands, planning for future requirements and exploring add-on value that can be generated. Various challenges were overcome, especially the poor quality of data, the legal extraction of end-user demand data and the best spatial allocation of demands to the hydraulic model. Additional steps included the master planning and further unlocking of added value of the preliminary digital twin in the form of advanced analyses. Visibility of all collected data with their integrity information at any point in a centralised online spatial platform was key to present the large volumes of data effectively to the municipality. This technology exists today and has been implemented at Drakenstein Municipality and many other clients. RECOMMENDATIONS Current and future developments include the completion of the digital twin, to link IoT meter sensors managed by our technology partners. Near-live data will then flow into the extended period time simulation of Wadiso (GLS 2022) to augment simulated data. Soon powerful whatif questions can be answered, for example, will any reservoirs run dry during the peak summer period, given the current initial conditions, and typical historic consumption data? REFERENCES Allegre H, Hirnir W, Bapista JM & Parena R 2000. Performance Indicators for Water Supply Services. IWA Manual Best Practices, IWA Publ, London. Carden K, Fisher-Jeffes L, Coulson D & Armitage NP 2012. Towards Water Sensitive Urban Settlements – Integrating Design, Planning and Management of South Africa’s Towns and Cities. In: Proc 76th IMESA Conference, George, 24-26 October: 64-69. Fair K, Loubser BF, Jacobs HE & Van der Merwe J 2008. The Dynamic Master Planning Process - Integrated and continuous updating and planning of sewer systems. In: Proc 11th Int Conf on Urban Drainage, Edinburgh, 31 Aug - 5 Sep. GLS 2022. Wadiso – Water Distribution and System Optimization [online]. Available from: https://www.wadiso.com [Accessed 9 June 2022]. McKenzie R. 2014. Guidelines for Reducing Water Losses in Southern African Municipalities. Report TT 595/14 to the Water Research Commission, WRC, South Africa. Sinske, AN 2020. Getting Smart about Losses. In: Water & Sanitation Africa Mag. Vol. 15 No. 2: 30-31.

146 IMESA PAPERS PAPER 16 THE MANAGEMENT OF ROAD MAINTENANCE IN SOUTH AFRICA 2022 – OBSERVATIONS ON CURRENT PRACTICE AND A MODUS OPERANDI TOWARDS ADDRESSING SERVICE DELIVERY Authors: Simon Tetley1 ; Yeshveer Balaram2 ; Bjarne Schmidt3 ; Tony Lewis4 1 Director/Principal Engineer: ARRB Systems Africa 2 General Manager: ARRB Systems Africa 3 Principal Engineer; ARRB Systems Europe 4 Pavement/Materials Engineer; ARRB Systems Africa ABSTRACT The single most important (and valuable) infrastructure asset, that affects every citizen one way or another, is a country’s road network. However, in South Africa, as with other developing and, developed nations, public expectation in terms of infrastructure service delivery varies for several reasons. To many people, the provision of decent housing, sanitation and electricity is the most important issue, to others the timeous collection of refuse and the cleansing of streets is the main concern whilst to many citizens the provision of well managed health services is the over-riding subject. All these topics are, obviously, of significant importance and all require substantial government funding. Despite the importance of the road network to a nation’s economic wellbeing, the funding of road maintenance is, globally, often curtailed to increase budgets for other perceived more important infrastructure. With constrained (and often inadequate) budgets, the undertaking of optimized cost effective and appropriate road maintenance of even a small road network is challenged without some form of road maintenance management plan. For larger networks, this task becomes even more difficult. Ad hoc road maintenance on a reactive basis is not only inefficient in terms of cost, usually leading to premature failure due to incorrect remedial intervention, but also creates a perception of inadequate service delivery, and the risk of bringing the road infrastructure into a backlog situation This paper presents observations on the current road network maintenance practices of South African road authorities and postulates a strategy to address public expectation in terms of acceptable service delivery in this regard. INTRODUCTION Municipal service delivery expectations vary from resident to resident, usually being directly related to the economic status of the individual. Poorer people will want access to housing and electricity, whilst more affluent persons, who already have these items, will prioritise other issues. The condition of the road network is perhaps the only service that impacts on ALL residents regardless of financial standing. There is an obvious, but often disregarded reason for efficient and effective road maintenance that can be analogized with that of owning a motor car: If the car is serviced regularly and repaired correctly, it will give sustained and (usually!) trouble free motoring (i.e., service delivery). If the services are carried out on an ad hoc basis and repairs undertaken incorrectly, the vehicle will, in all probability, be prone to frequent breakdown and will eventually be in such a poor condition that it must be scrapped. A road network is the same. Given timeous and appropriate routine and periodic maintenance, the road will provide an acceptable level of service until such time that the structural design loading is reached – many roads actually exceed this point significantly before requiring major structural repairs. If roads are not adequately maintained, they will fail prematurely and, like the motor car, will require reconstruction long before they should i.e., they are “scrapped”. There is an axiom that states “A stitch in time saves nine” where a stitch, costing say 10c, applied at the first indication of wear will save 9 stitches (90c) later. If the problem is ignored then a new pair of socks is required at a cost of R10, this equates to 9,900% additional cost to the first stitch! In the case of a road, this adage could be re-written as “A patch (or re-seal) in time saves millions of Rand” THE FINANCIAL QUANDARY On a national scale, the estimated replacement value of the 750,000 km South African road network is R2 Trillion [1] with the surfaced road network of approximately 160,000 km being estimated to account for +/- R1.1 trillion of the total replacement cost. This is most probably the highest single asset value that the country is responsible for, but probably receives by far the lowest budget allocation in relation to its actual value. FIGURE 1: Road maintenance budget deficit induced by insufficient funding in Year 1

IMESA 147 PAPERS FIGURE 2: Road maintenance budget deficit: backlog alleviation budgets to ensure that backlogs are mitigated. This can only be achieved by a paradigm shift in the current road maintenance practices. ROAD MAINTENANCE IN SOUTH AFRICA 2022 – SERVICE DELIVERY NEGLIGENCE? What is “service delivery” in terms of the maintenance of a public road network? It can be considered in two separate but intrinsically linked aspects: • Service delivery, in the first instance, is the provision of a road network that is safe and comfortable to use, and where maintenance is effected before defects become hazardous. This is the “apparent” service delivery that the road user (driver or passenger) can physically see and, perhaps more importantly (from their perspective), feel. • The second is the efficient, optimized use of available funding in undertaking road maintenance. This is the “un-apparent” or hidden service delivery. By utilizing budgets correctly, more maintenance can be carried out per Rand there by mitigating wasteful expenditure. This is economic service delivery. A further important factor to consider is that of Excess Vehicle Operating Cost (E.V.O.C.). A poorly maintained road (i.e., potholed and/or excessively patched) is in the region of 75% more expensive to drive on than a well-maintained road. The failure to undertake timeous and correct road maintenance imposes an effective financial “double whammy” on the road user. If the first aspect is systematically managed, the second will automatically be realized and, vice versa. The undertaking of road maintenance in many municipal and provincial areas would appear to be managed on an ad-hoc, reactive basis. This presumption is based on observations of typical road maintenance practices over the past years and the perceived deterioration in the condition of the road system around the country. Road maintenance management of even a small network is extremely difficult without some form of maintenance “plan”. For medium and large networks, the lack of a management plan renders effective and efficient “proactive” preventative maintenance impossible resulting in scenarios such as illustrated in Figure 3 which is, unfortunately, an all to familiar sight in South Africa. FIGURE 3: Patch the Patch This notwithstanding, road maintenance, nationally is more often than not the “poor cousin” when it comes to budget apportionment. With limited, and usually inadequate fiscal ability there, are a myriad of other priorities which are typically perceived, by senior officials (and Politicians), as being more important. The allocation of routine and periodic road maintenance funding is, therefore, habitually insufficient to address actual needs and preserve the road network in an acceptable condition. The consequence of underfunding is an expanding backlog of maintenance and an exponentially increasing budget deficit. The South African Minister of Transport has stated that the road maintenance backlog for surfaced roads in 2022 is estimated to be R200 Billion [2]. Given that this figure would be required if just 20% of the nation’s paved roads are in a very poor condition, the actual backlog is likely to be much higher. Figure 1 illustrates the effects of maintenance need exceeding maintenance budget allocation Figure 1 is a “simplistic” model which is based on a theoretical 10-year routine and periodic maintenance budget requirement (to achieve an acceptable “normal” standard) and a 10% maintenance “backlog” after year one (1). The subsequent “required” (normal plus previous year’s backlog) and “allocated” budgets are both increased annually by 10% to allow for escalation. In addition, the previous year’s maintenance backlog has been increased by a further 10% to account for distress intensification. Given this scenario, the backlog of maintenance needs will exceed the budget allocation after a comparatively short time frame (+/- 7 years) resulting in a situation where neither the backlog nor the current distress can be adequately addressed. The hatched area indicates the annual, accumulated, budget deficit that would be created under these circumstances – a dire situation! As illustrated in Figure 2, it would take 13 years (from year 7) at an annual 14.4% increasing budget allocation to eradicate an initial 10% maintenance backlog with the resulting +200% increase in maintenance cost over 20 years. Until budget allocations reach equilibrium with actual road maintenance requirements, it is clear that there can be no improvement in the condition of our road network infrastructure and that acceptable service delivery in this intrinsic sphere of public responsibility will not be realized. From a purely economic perspective, it is not realistic to continually increase budget allocations and, therefore, is essential to optimise available

148 IMESA PAPERS The accepted method (globally) of managing routine and periodic road maintenance is by the use of a computerized Road Asset Management System, (RAMS) – previously referred to as a Pavement Management System (PMS). There are various road asset management systems currently utilised in South Africa, with various levels of complexity but, in essence, they are all programmed to provide the same intrinsic information, viz: • WHERE on the network is the maintenance needed (identification). • WHAT is the most appropriate maintenance measure in terms of cost and life cycle benefit (optimisation) • WHEN is the maintenance to be carried out (multi-year prioritisation) • HOW much does the identified maintenance cost (provision of annual maintenance budgets – typically 3-5 years). An example of typical reports, produced by a locally developed R.A.M.S. is presented in Figure 4 Whilst there are numerous other reports that can be generated, the use of just the few outputs, as presented in Figure 4, would be of great assistance in managing a road network. Many Municipalities and Provinces around the country implemented RAMS. during the mid to late 1980’s and 90’s, but, as we enter the third decade of the 21st century, only SANRAL, major municipal areas and some of the provincial roads departments still operate their systems in a proficient manner. Some, particularly the newer rural local authorities, have never even had a system. The reasons for the decline in the use of RAMS. is FIGURE 5: Standard visual assessment sheet not known, but it may be due to available Municipal staffing resources and, probably more to the point, the need to use available funds for actual physical improvement projects as opposed to an “invisible” management system. Even if a RAMS is actually functioning in a road authority, the methods of collecting the road condition data are typically outdated and have been undertaken using the same subjective methods since PMS was initiated in South Africa in the early 1980’s. These network level road condition surveys are an integral aspect of RAMS and the information collected has a direct impact on the lifetime cost of a road structure. The accuracy of input data is the most important component of any RAMS as it ensures factual outputs and appropriate maintenance programmes. The quality of this data attests to the degree of efficacy but this notwithstanding, data collection methods used by the majority of road authorities in South Africa are the same today as in the early 1980’s – this despite the advent of equipment enabling automated full spectrum data acquisition. The following components are typical of most provincial and municipal road condition collection methods in 2022 VISUAL CONDITION ASSESSMENT The predominant method in South Africa for undertaking visual assessment of road conditions, is by physical visual inspection. These assessments are carried out in accordance with the TMH9 Manual [3] [Committee of Transport Officials (COTO), 2013] for Visual Assessment of Road Pavements with requisite distress ratings being captured onto an electronic device or onto paper assessment sheets – see Figure 5. Contrary to popular belief, the former method is neither FIGURE 4: Typical reports generated by R.A.M.S. Program