• Peter Flower Pr Eng

• Director: Water & Sanitation

• City of Cape Town

• South Africa

The Cape Town Perspective

Continual Improvement

in Water Management

Philosophy

Quality Management

Information Management

Asset Management

Resource Planning

Financial Planning

Operations Management

Vision- and Value System-driven:

Customer Service Delivery

Affordable

Sustainable Equitable

Integrity

Excellence

Trust

Respect

Transparent

Professional

Environment Economic Growth

Quality Efficiency

W&S strategy is informed by the City’s strategic focus

areas (SFAs) or the 5 pillars, entrenched in the IDP:

Vision: To be a Beacon in Africa for the Provision of Water &

Sanitation Services;

Mission: To achieve the vision through service excellence in:

Employee and Leadership Development

Infrastructure Stability

Water Resource Adequacy

Product Quality

Community Sustainability

Consumer Satisfaction

Operational Optimisation

Stakeholder Management and Support

Financial Viability

Operational Resilience

Values:

Integrity, Respect, Customer focus, Trust, Transparency, Professionalism.

W & S – GUIDING PHILOSOPHY

The challenge:

Function effectively within highly legislated &

constrained environment:

Laws, policies, regulations

Compliance driven

Outcomes Performance (Scorecards)

Reporting

INTEGRATED QUALITY MANAGEMENT SYSTEM (IQMS)

Customer focus

ISO 9001: 2008 Quality Management System

Other specific codes of practice

Continuous Improvement

Coastal

Catchment Management Dams

Water Treatment

Reticulation WWTW Aquatic systems

Bulk Storage & Conveyance

Bulk Water • Catchment • Storage (Dams) • Treatment • Bulk Storage &

Conveyance

Opex: R958 mil Capex: R106 mil Infr Asset: R14.4bil

Water Reticulation

• Distribution • Reservoirs • Pipelines • Pump Stations

Opex: R2.64 bil Capex: R422 mil Infr Asset: R19.6 bil

Customer

Sanitation Reticulation

• Sewage Collection

• Bulk Conveyance • Pump Stations

Opex: R1.89 bil Capex: R368 mil Infr Asset: R13.4bil

Wastewater Treatment

• Sewage Treatment

• Sludge Handling • Effluent Outfalls

Opex: R832 mil Capex: R263 mil Infr Asset: R4.6 bil

Water Demand Management

• WDM & WC • WSDP • Consumer Aware • Info Manage • Business Improve

Engineering & Asset Mangmnt • Electrical Maint • Mechanical Maint • Instrumentation • Elec/Mech Design • Risk & Safety

Scientific Services • Sampling/Monitor • Microbio/Chemical

Analytical Labs • Reporting/Advisory • Air Quality

Finance & Commer • Revenue Management

• Metering • Debt Manage

• Budget & Accounting • Asset Management

Support Services • HR & IR • Administration • Information System • Records Manage • Facilities Manage

IQMS MODEL

Staff/

Customer/

Client/End

User/

Stakeholder

Satisfaction:

5.Management

Responsibility

& Commitment

6.Resource

Management/

8.Performance

Measurement,

Analysis &

Improvement/

Review

7.Product

Realisation/

Operational

Control

ISO 14001

Environm

ental

Managem

ent

Water

Staff/

Customer/

Client/End

User/

Stakeholder

Requirements:

ISO 9

001

ISO 55001

OHSAS 1

8001

Hea

lth &

Saf

ety

Man

agem

ent

Qua

lity

Man

agem

ent

Asset

Managem

ent

4.Integrated Quality

Management

System

Che

ckDo

Pla

n

Act

Waste

Water

ISO

22

00

0IS

O 3

10

00

Ris

k

Ma

na

ge

me

ntW

AT

ER

SA

FE

TY

SY

ST

EM

/HA

CC

P

WSDP

IDP

BULK WATER RETICULATION WASTEWATER EAM

WDMS SCIENTIFIC

SERVICES SUPPORT SERVICES FINANCE & COMMERCIAL

INCENTIVES, AWARDS, RECOGNITION

ISO 9001 CERTIFICATION AWARDS

Increasing need to report to various organizations etc

Maintain information:

Accuracy

Relevance

Integrity - Audit trail

Trend analysis

Responsibility:

Central coordination, QC, report, maintain

Sign-off by Director (or delegated alt)

“To measure is to know” “Knowledge is power”

Embracing appropriate new technology:

GIS (key to many aspects)

Shared network libraries - SharePoint

e-Drawing Office (CAD, Georef. as-builts)

Websites and dashboards

Lab system - LIMS

ISO QMS - SHREQ system – Document Man System

CCTV

Remote monitoring

Hydraulic models

GIS geo-database

CityMap Intranet GIS Viewer

File sharing

Analysis of key stats long-term trends

15%

20%

25%

30%

Jul-08 Jul-09 Jul-10 Jul-11 Jul-12 Jul-13 Jul-14 Jul-15 Jul-16 Jul-17 Jul-18

NR

W

Current Targets NRW Overall Proposed Targets NRW Retic

External Customers 36 131 274

Internal Customers 226 829 047

(Q)

(D) (H) metered Revenue

Billed 262 960 321 Water

(B) 262 960 321 262 960 321

Authorised (I) Unmetered 0 79.6%

(A) 285 079 977 (E) (J) Metered Informal Settlements 10 952 816

System Input 86.3% Unbilled 13 299 656 Formal Metered Unbilled 2 346 840

330 390 364 22 119 656 (K) Unmetered Formal Unmetered 8 820 000 (R)

8 820 000 NRW

100% (C)

(F)

Apparent

Losses

(L) Unauthorised 2 708 635 67 430 043

Losses

(UAW) 22 182 457 (M) Meter Inaccuracies 19 473 823 20.4%

45 310 388 (G) (N) Mains 12 520 252

13.7% Real Losses (O) Storage 368 900

23 127 931

(P) Connections 10 238 778

IWA Water Balance @ 31 March 2015:

What is Asset Management?

Not just operation & maintenance of assets

Core of business

Coordinated activities to deliver desired

service to stakeholders

Getting the most out of assets

Lowest life-cycle cost

Managing risk at acceptable level

How? * Management Awareness Training

Overall Policy Setting

“Just Start” approach

Top down and bottom up

Use Asset Register eg. GIS

Use job costing eg. SAP

Use simple tools eg. Roger Byrne model

* International Infrastructure Management MANUAL

INPUTS:

Asset Type, Group, Age, Estimated Replacement Value

Expected & Remaining useful life (EUL, RUL)

Failure Consequences, Redundancy

Condition Assessment (Delphi Groups)

OUTPUTS:

Current & Depreciated Replacement Cost (CRC, DRC)

Business Risk: Consequence & Probability of Failure

Financial :

Annual Planned Maintenance Amount

Maintenance & Replacement Strategy

Operating and Capital Budget Profile

Asset understanding

What are the benefits? *

Improved ability to Justify Budgets

Priority focus

Risk understanding

Better understand alternative investment decisions

The Consequences:

Better Capex / Opex balance

Reduce costs without compromising service delivery

Structured organisation of business

More efficient and effective

* From Water utilities survey in USA & Canada

BULK WATER BRANCH: Roger Byrne model(example)

Dams 12% Bulk Pipelines

58%

Pump Stations 3%

Services Reservoirs 12%

Water Treatment Plants 14%

Other 1%

Bulk Water: Assets Groups and

Current Replacement Values

Total Current 2014 Replacement Cost (CRC) = R 14 807.6 million

R ,0.0

R ,1.0

R ,2.0

R ,3.0

R ,4.0

R ,5.0

R ,6.0

R ,7.0

R ,8.0

R ,9.0

Dams Bulk Pipelines Pump Stations ServicesReservoirs

Water TreatmentPlants

Other

DRC CRC

46.2% 45.7% 32.6% 48.6% 28.8%

Overall Ratio = 43.2%

million

Source: IMESA Asset Management Course

BULK WATER OUTPUTS

Current Replacement Cost: R 14 807.5 M

Depreciated Replacement Cost: R 6 390.4 M

Annual Planned Maintenance Required: R 46,8 M

DRC/CRC: 43.2%

R ,0

R ,50

R ,100

R ,150

R ,200

R ,250

R ,300

R ,350

2014 2016 2018 2020 2022 2024 2026 2028 2030 2032

Mill

ion

s

CAPEX Replace/Refurb profile 2014

R ,0

R ,1

R ,1

R ,2

R ,2

R ,3

R ,3

R ,4

R ,4

R ,5

R ,5

2014201620182020202220242026202820302032

Millions

OPEX Repair profile 2014

BULK WATER OUTPUTS

0

10

20

30

40

50

60

0% 10% 20% 30% 40% 50% 60% 70% 80%

BR

E R

ati

ng

POF

Bulk Pipelines: Probability of Failure (POF) vs Business Risk Exposure (BRE)

A

B

C

D

E

F

RETICULATION BRANCH

Bursts in 2010: 30/ 100 km/ annum

2017 Target: 15/ 100km/ annum

CRITERIA FOR REPLACEMENT:

Prioritised against cost of burst versus interest plus redemption

Performance not Age taken as governing criteria for mains

replacement

Road resurfacing where existing main not expected to last 30

years

Development requiring relocation anyway

Choked – Unlined Cast Iron

Consequential damage by mains bursting

RETICULATION – IMPACT OF RENEWAL PROGRAM

0

100

200

300

400

500

600

700

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BURSTS PER MONTH - SEPTEMBER 2010 - SEPTEMBER 2014

CAPE TOWN WATER DEMAND HISTORICAL GROWTH AND PROJECTION

CAPE TOWN WATER DEMAND HISTORICAL GROWTH AND PROJECTIONS

TECHNICAL INTERVENTIONS

Pressure Management

Treated Effluent Supply System Installation

Water Pipe Replacement

Installation of a Water Management Devices

Meter Replacement

Leak Detection

Installation of Zone Meters

Logger Installation

Building Retrofit

Springs Investigations

Various Researches and Investigations

EDUCATION AND AWARENESS CAMPAIGNS

Door to Door Community Engagement Campaigns

Schools Interventions

Top Water Users Engagement

Hospital Intervention

etc

WDM and WC Interventions

Historic water demand growth and

future projections:

Timing of next implementation

schemes:

*Note: this is a possible implementation sequence of

schemes. Actual sequence to still be decided.

The Reconciliation Strategy identified schemes that could be implemented should

additional water be required by 2021:

Water Reclamation (CoCT)

Voëlvlei Augmentation (DWS)

TMGA Pilot (CoCT)

Sea Water Desalination (CoCT)

Parallel planning is currently being conducted on all of these schemes to

ensure that any one of them could be implemented by 2021.

PROPOSED WATER RESOURCE SCHEMES

Financial modelling external reviews

Business model

Independent analysis & evaluation

2006, again in 2015

Project Prioritisation model per project

Project Portfolio Management (PPM) development

on SAP since 2013

RATIONALE:

Objective rating of project value

Meeting goals?

Prioritise against limited financial resources

Both Capital and Operating Projects

Encourages thorough pre-planning

Encourages pre-budget project documentation

Weighted multiple criteria

Score out of 10

PROJECT PRIORITISATION MODEL

WEIGHTED CRITERIA:

PROJECT PRIORITISATION MODEL

Commitment

Implementation

Risk

Strategic Alignment

Job Creation

Contractual

IDP-City

WSDP-Dept

Risk Category

Risk Register Action

EPWP-short

Sustainable

PPM - Project Portfolio Management

City-wide ERP initiative

Allows for multi-year programmes

Encourages forward planning

Project Management not Accounting focus

Improved Capex performance

PPM

INNOVATIONS IN TECHNOLOGY: SMOKE DETECTION

Detecting illegal stormwater ingress to sewers & cross-connections

Transgression of WW By-law

Ingress reduces available capacity

Unnecessary treatment at WWTW

Savings estimate >R35M

Testing very successful – smoking!!

Transgression

found

Compliance

Order

Grace period

to rectify Fine

Compliance

Order

INNOVATIONS IN TECHNOLOGY: CCTV INSPECTIONS

Robotic crawler remotely operated

Van with control, CCTV recording and analysis computer

Condition assessment of sewers

Can prevents blockages and collapses – payback within 8 inspections

INNOVATIONS IN TECHNOLOGY: VALVE EXERCISE MACHINES

81 000 valves on water network

Infrequent use leads to seizing up, cover buried

Valves critical to isolate leaks, bursts, work area

Minimises losses, asset damage

Reduces repair costs and reputational damage

Short Payback period

Exercising Machine enables:

Pro-active maintenance programme

Controlled operating torque without damage

Establishing Valve Type, Size, Turn Direction,

State (Open/Closed),

Position (Accurate GPS),

General Condition

INNOVATIONS IN TECHNOLOGY: VALVE EXERCISE MACHINES

INNOVATIONS IN TECHNOLOGY: ATLAB Ten Assistive Technology Labs at Water Treatment Plants (Since 2009) Parameters: Free active chlorine, pH value, Temperature, Alkalinity & Total

water hardness

Automatic on-site analysis

Immediately available results via City Network

Allows quick response

Save on manual sampling costs

Introduced at Wastewater Treatment Plant (Athlone 2014) Parameters: COD, Ammonia, Nitrates/nitrites & Phosphates

Benefits:

Rapid response to complaints

Shut down burst mains quickly (less wastage)

Reduce risk of private damage

Reduce risk of public liability – e.g vehicles into

hole

Staff utilisation optimised, eliminate overtime

MULTIPLE LEVELS OF RESPONSE

1st Level: First Level Response Official (FLRO) will determine

repair responsibility (Municipal or Private)

repair level, resources required

shut-off area

shut-off sequence, recharge sequence

If minor repair required, FLRO will do it

FLRO will re-charge main on completion

Also monitor Pressure Zones, daily Pressure Monitoring Charts

Require knowledge of infrastructure configuration

LEVELS OF RESPONSE

2nd level Response Team:

Semi-skilled Supervisor/ Driver + 2 staff + 1ton

LDV + tools

Effects minor repairs

Meter replacements

Repairs pipes, valves, hydrants

Rebuild hydrant boxes

Replace covers etc.

LEVELS OF RESPONSE

3rd Level Response Team:

Plumber/ Senior Foreman + 4 staff + 3ton Vehicle

Install New Connections 20mm and up

Repairs burst water mains up to 250mm

LEVELS OF RESPONSE

4th Level Response Team:

Senior Foreman, Senior Handymen,10 Workers, Machine

Operator, 5 ton crane truck with Driver

Does water main Replacement or new Installations

Burst main repairs above 250mm

Thank you for your attention.

For queries contact: Peter.flower@capetown.gov.za