UPDATE AND ADDITONS TO EXISTING LONG-

TERM WATER CONSERVATION AND WATER

DEMAND MANAGEMENT STRATEGY

WATER & SANITATION

WATER DEMAND MANAGEMENT & STRATEGY

Review: 2014/15
 UPDATE AND ADDITIONS TO INITIAL
LONG-TERM WATER CONSERVATION AND
WATER DEMAND MANAGEMENT STRATEGY
DIRECTOR: WATER AND SANITATION:
PETER FLOWER

MANAGER WATER DEMAND & STRATEGY:

ZOLILE BASHOLO

HEAD WATER DEMAND MANAGEMENT AND OPERATIONS:

COLLIN MUBADIRO

CHANGE LIST

Sheet Reason for change Ver. Filename Reviewer Release Date

All Original development 1 WCWDM Strategy, 2007 J. Daniels April-07

D. Wright
All Update 1.1 CCTWDMSummary Report20Sept10.pdf Sep-10
Vela VKE
Z. Basholo
All Update 1.2 WCWDM Strategy 16_11_12 Draft.doc Nov-12
C. Mubadiro

Z. Basholo
All Update (2013/14 Review) 2 WCWDM Strategy 12 July 2013 version 2 July-13
C. Mubadiro

WCWDM Strategy 2014/15

M. De Sousa-
All Update (2014/15 Review) 00 - Updated Status Quo April-14
Alves
- Revised Budget Figures

Report prepared by:

Melissa De Sousa-Alves
Integrated Planning,
Strategy & Information
Management

i
DOCUMENT OVERVIEW AND PURPOSE

Please not that this document is to be seen as an update of the previous water
conservation and water demand management (WCWDM) Strategy (2007) this does
not supersede or replace the existing strategy.

This Summary Report should not be read in isolation of the full report of 2007 (Mayco
approved WC/WDM Strategy) in order to contextualise the source or foundation of
this update. Furthermore the report should also be read in conjunction with the
report, commissioned by CCT, developed by Vela VKE which assesses the
achievements (linked to the strategy) made within the period of 2007-2010.

Four year years has transpired since the implementation of the strategy in June 2007.
The City of Cape Town has reviewed the strategy to re-align and focus future
initiatives up to 2020/21.

The primary purpose of this document is to:

 Redefine the targets and align these targets with the SDBIP indicators
 Review the initial strategy and further project the anticipated savings for the
next 10 years.
 Promote the need for the implementation of WC/WDM initiatives and further re-
iterate why WC/WDM initiatives are considered the first and foremost measures
needed to reduce and sustain water demand
 Assess the achievements of the WCWDM strategy initiatives on water demand
profile of the City
 Ensure integration of all initiatives that foster water saving and water
conservation
 Provide a guideline and methodology on the implementation mix of the various
initiatives
 Review the strategy objectives and goals

ii
LIST OF ACRONYMNS

AADD Annual Average Daily Demand

AMR Automated Meter Reading
CCT Cape Town City Council
DMA District Metered Areas
DWA Department of Water Affairs
HWR High Water Requirement
ILI Infrastructure Leakage Index
IRP Integrated Resource Planning
IWRP Integrated Water Resource Planning
IWRM Integrated Water Resource Management
KPIs Key performance indicators
LWR Low Water Requirement
LOS Level of Service
NRW Non-Revenue Water
NWA National Water Act
NWRS National Water Resource Strategy
O&M Operation and Maintenance
PPP Private Public Partnerships
MIS Management Information System
SALGA South African Local Government Association
SWOT Strengths Weaknesses Opportunities and Threats
ToR Terms of Reference
UaW Unaccounted for water
UWD Unconstrained Water Demand
WC Water Conservation
WDM Water Demand Management
WSA Water Services authorities
WSDP Water Services Development Plans
WSI Water Services institutions
WWTW Waste Water Treatment Works

LIST OF UNITS

l/s Litres per second

m3/s Cubic metres per second
Mm3/a Million cubic metres per annum
Ml/day Megalitres per day
Kl/month Kilolitres per month

iii
LIST OF DEFINITIONS
Also known as commercial losses - Include unauthorised consumption and meter
Apparent Losses
inaccuracies

Water used for a specific purpose over and above the accepted and available best
Inefficient use of
practices and benchmarks, or water used for a purpose where very little benefit is derived
water
from it.

A way of analysing the change in demand and operation of water institutions that evaluates
Integrated Water
a variety of supply-side and demand-side management measures to determine the optimal
Resource Planning
way of providing Water Services.

Also known as physical losses – include leakage on transmission and distribution lines;
Real Losses
leakage and overflows at storage tanks; and leakage at service connections.

Any function relating to the management, maintenance and operation of any system of
Reticulation structures, pipes, valves, pumps, meters or other associated equipment, including all mains,
management connection pipes and water installations that are used or intended to be used in connection
with the supply of water.

Retrofitting The modification, adaptation, or replacement of an existing device, fitting or appliance.

Supply-side Any measure or initiative that will increase the capacity of a water resource or water supply
management system to supply water.

Unbilled authorised Water used for backwashing of filters, flushing of pipes, washing streets, firefighting, public
consumption taps and fountains, parks, etc.

Unaccounted for Part of the Non-Revenue Water (NRW) that remains after deducting unbilled authorised
water consumption. UFW or UAW includes Real and Apparent losses.

Water institutions include both Water Management Institutions and Water Services Institutions
Water Institutions
as defined in the National Water Act and the Water Services Act respectively.

Water lost through leaks or water usage, which does not result in any direct benefit to a
Water Wastage
consumer or user.

The minimisation of loss or waste, care and protection of Water Resources and the efficient
Water Conservation
and effective use of water.

The adaptation and implementation of a strategy by a water institution or consumer to

Water Demand influence the water demand and usage of water in order to meet any of the following
Management objectives: economic efficiency, social development, social equity, environmental
protection, sustainability of water supply and services, and political acceptability.

iv
TABLE OF CONTENTS

DOCUMENT OVERVIEW AND PURPOSE ................................................................................. ii

LIST OF ACRONYMNS ...............................................................................................................iii

LIST OF UNITS .............................................................................................................................iii

LIST OF DEFINITIONS................................................................................................................. iv

Table of Contents .................................................................................................................... v

List of Tables ............................................................................................................................ vii

List of Figures ...........................................................................................................................viii

1. INTRODUCTION ................................................................................................................. 1

1.1. Need for WC/WDM .................................................................................................. 2

2. LEGISLATIVE REQUIREMENTS ............................................................................................ 3

2.1. National Water Act ................................................................................................... 3

2.2. Water Services Act ................................................................................................... 4

2.3. Water Services Act regulations ............................................................................... 5

3. CORE BUSINESS OF THE DEPARTMENT............................................................................. 6

4. VISION AND MISSION FOR WATER AND SANITATION .................................................... 7

4.1. Business Focus Areas................................................................................................. 8

4.2. Critical Challenges ................................................................................................. 11

4.3. Water and Sanitation Overall Strategic Objectives........................................... 13

5. STATUS QUO SITUATION OF THE DEPARTMENT (SWOT ANALYSIS) .............................. 14

5.1. STRENGTHS ............................................................................................................... 15

5.2. WEAKNESS ................................................................................................................ 16

5.3. OPPORTUNITIES ........................................................................................................ 18

5.4. THREATS .................................................................................................................... 18

5.5. CHALLENGES............................................................................................................ 19

6. INSTITUTIONAL ARRANGEMENTS .................................................................................... 20

6.1. Core Function: Water Demand Management and Research Unit ................. 21

6.2. Core Function: Water Conservation Unit............................................................. 21

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7. STRATEGY REVIEW AND UPDATE ................................................................................... 22

7.1. Water Demand Management Process ............................................................... 22

7.2. Background: Why update the strategy?............................................................. 23

7.3. Situation Assessment............................................................................................... 25

8. OVERVIEW OF INTERVENTION IMPLEMENTED TO DATE (since 2010/11) ................... 29

8.1. Quantitative Interventions ..................................................................................... 29

8.2. Qualitative ............................................................................................................... 30

9. ANALYSIS ON WDM/WC ................................................................................................ 34

9.1. Current Demand ..................................................................................................... 34

9.2. Water Use Analysis .................................................................................................. 34

9.3. Water Wastage ....................................................................................................... 37

9.4. Inefficient use of water .......................................................................................... 38

9.5. End-Use Water Consumption ................................................................................ 40

10. WATER DEMAND MANAGEMENT TARGETS .................................................................. 43

10.1. Summary of Targets set for demand management ...................................... 43

10.2. Infrastructure Leakage Index............................................................................. 45

10.3. Revenue Collection ............................................................................................ 47

11. DEMAND PROJECTIONS ................................................................................................. 50

11.1. HIGH AND LOW WATER REQUIREMENTS ........................................................... 50

11.1.1. Determining High Water Requirement...................................................... 50

11.1.2. Starting points of High Water Requirements ............................................ 50

11.1.3. Determining the Low Water Requirement ............................................... 50

11.2. PROJECTED UNRESTRICTED ................................................................................. 51

11.3. ANALYSIS OF DEMAND CURVES......................................................................... 55

12. FINANCE and water savings ......................................................................................... 56

12.1. BENEFITS OF WC/WDM STRATEGY INITIATIVES .................................................. 56

12.1.1. Benefits to Water Service Authority ........................................................... 56

12.1.2. Benefits to the community and individuals .............................................. 56

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 12.2. CAPITAL AND OPERATING BUDGET ................................................................... 56

12.2.1. Historic Expenditure ..................................................................................... 56

12.2.2. Revised 10 year budget (2013/14 till 2020/21) ......................................... 59

13. CONCLUSION .................................................................................................................. 61

14. STRATEGIC PROGRAMME GOING FORWARD............................................................. 62

14.1. PROPOSED RECOMMENDATIONS ..................................................................... 62

15. BIBLIOGRAPHY ................................................................................................................. 63

ANNEXURE 1………………………………………………………………………………………...66

LIST OF TABLES

Table 1: Water and Sanitation Institutional Arrangements .............................................. 20

Table 2: Organisational Structure of Water Demand Management and Strategy ..... 21
Table 3: Phases undertaken during the development of the WC/WDM Strategy....... 22
Table 4: Amended Strategic Goals .................................................................................... 24
Table 5: City of Cape Town Non-Revenue Water Status for 2012/13 Financial Year
(IWA Format) .......................................................................................................................... 26
Table 6: Historic Non-Revenue Water Trend ...................................................................... 27
Table 7: Historic Citywide Average Per Capita Consumption for Domestic Water Users
.................................................................................................................................................. 39
Table 8: Interventions to be implemented in order to manage water losses ............... 44
Table 9: CCT ILI compared to similar system internationally ........................................... 47
Table 10: Interventions required to improve revenue collection and overall revenue
return ....................................................................................................................................... 48
Table 11: Alternate Revenue Sources................................................................................. 48
Table 12: Impact of WC/WDM on Water Demand (Baseline 2012/13) ......................... 55
Table 13: Impact of Climate Change on Water Demand (Baseline 2012/13) ............. 55
Table 14: Historic Expenditure .............................................................................................. 56
Table 15: Tracking Schedule ................................................................................................ 57
Table 16: Programmes to reduce NRW (10 year project: Since 2011/12) ..................... 58
Table 17: Revised 10 Year Budget ....................................................................................... 59

vii
LIST OF FIGURES

Figure 1: Water Supply and Non-Revenue Water for the City of Cape Town .............. 25
Figure 2: Non-Revenue Water Volume Trend .................................................................... 26
Figure 3: Burst Frequency Analysis (month on month) ..................................................... 28
Figure 4: Progress from revision of WCWDM strategy (2007/08-2016/17)....................... 32
Figure 5: Cumulative Calculated Volume Saved vs. Proposed Volume ....................... 32
Figure 6: Sectoral Water Demand for 2012/13 financial year ......................................... 34
Figure 7: Bar representation of Sectoral Water Usage for 2012/13................................. 35
Figure 8: Revenue Water vs. Non-Revenue Water 12/13................................................. 36
Figure 9: Non-Revenue Water Primary breakdown 12/13 (based on best estimate).. 36
Figure 10: Non-Revenue Water Secondary breakdown 12/13 (based on best
estimate) ................................................................................................................................. 37
Figure 11: Per capita consumption - end use analysis ..................................................... 40
Figure 12: Estimated Average End use consumption ....................................................... 42
Figure 13: Historic Trend of CCT ILI ....................................................................................... 46
Figure 14: Collection Ratio for 11 months for both water and sanitation (12/13
financial year) ........................................................................................................................ 47
Figure 15: Percentage Potable Water Used as Treated Effluent .................................... 49
Figure 16: Water Demand Trend (water treated) Chart and Projections ..................... 51
Figure 17: Annual Percentage change in demand ......................................................... 52
Figure 18: Impact of WCWDM on LWR and HWR curve includes impact of climate
change on system yield (100% success) ............................................................................ 53
Figure 19: Impact of WCWDM on LWR and HWR curve includes impact of climate
change on system yield (50% success) .............................................................................. 54
Figure 20: Interventions required to sustain savings .......................................................... 60

viii
 1. INTRODUCTION

The availability of adequate Water Resources and the related bulk water and
wastewater infrastructure to meet the growing water demand in the City of Cape
Town (CCT) is a limiting constraint to the social up-liftment and economic prosperity of
the city. As early as 1995, City of Cape Town committed itself to a 10% saving on the
historical demand growth of 4 % per annum. An Integrated Water Resource Planning
(IWRP) study carried out in 2001 also indicated that various Water Demand
Management and Water Conservation (WC/WDM) initiatives are the most feasible
water augmentation options to meet the growing water demand for the city.

In 2001 CCT developed a WC/WDM policy and strategy based on the outcome of the
IWRP study. A number of WC/WDM projects were implemented and some of the
projects such as the Khayelitsha Pressure Management project were very successful
and received wide recognition. The implementation of the strategy was however not
sustainable and due to numerous institutional challenges the initial commitment and
resources to WC/WDM were significantly reduced during 2003, 2004 and again during
2006. This revised WC/WDM strategy seeks to overcome these challenges, build on
experience gained and adapt to the city’s approach in light of current socio-political,
environmental and urban management imperatives.

The purpose of the WC/WDM strategy is to ensure the long-term balance between
available Water Resources and water demand, to postpone the need for expensive
capital infrastructure projects for as long as it is economically viable and to minimise
water wastage.

This strategy forms the overarching strategy for water demand management. Sub
strategies and plans, derived out of this strategy and now forms the basis for tracking,
are as follows:

 Treated Effluent Reuse Strategy (2013 Master Plan)

 Water Conservation Strategy (2014)
 Long-Term Water Research and New Technology Strategy (2012/13)
 Meter Replacement programme
 Bulk Water Demand Management programme
 Infrastructure Asset Management Plan: Pipe replacement programme
(2011/12)

1
 1.1. NEED FOR WC/WDM

DWA has recognised WDM initiatives as the first and foremost measures to reduce and
sustain water demand.

The need of a WC/WDM at CCT is not limited to the immediate water resource
shortages and includes the following:

a) Reconciling supply and future demand: The IWRP study and the Reconciliation
strategy had clearly indicated that WC/WDM measures are the most feasible
options for reconciling supply and future demand.
b) Water resource and environmental protection: Through WC/WDM, the
environment can be protected by limiting the water abstracted from rivers and
also reducing the pollution discharged through the wastewater system and
reducing the pollution from contaminating the water supply.
c) Financial viability of the Water Services business: WC/WDM can contribute
significantly to ensuring the financial viability of water service business in the CCT
in the following ways:

 Reducing the direct distribution, operating and treatment costs by reducing

non-revenue demand
 Reducing the operating cost of revenue demand (not significant)
 Increasing income from consumers through affordable tariffs
 Reducing the bad debt costs by reducing wastage and inefficient
consumption by non- paying consumers. Postponing the need for new
capital infrastructure
 Energy costs reduction due to reduced demand; More water connections
can be made for revenue generation

2
 2. LEGISLATIVE REQUIREMENTS

This WC/WDM strategy supports the key principles embodied and complies with the
relevant provisions of both the National Water and Water Services Acts. The following
is a list of all the relevant national legislations and policies regarding WC/WDM.

2.1. NATIONAL WATER ACT

The National Water Act adopts water conservation as a key concept. Conservation
appears more than twenty times throughout the Act. The following are the most
significant clauses regarding WC/WDM in the National Water Act.

Clause 8 makes water conservation one of the requirements of a catchment

management strategy.

“(1) A catchment management agency contemplated in Chapter 7 must, by notice

in the Gazette, establish a catchment management strategy for the protection, use,
development, conservation, management and control of Water Resources within its
water management area.”

Clause 29 makes water conservation one of the conditions associated with

authorisation of licences.

“(1) A responsible authority may attach conditions to every general authorisation or

licence -

(a) relating to the protection of

- the water resource in question;

- the stream flow regime; and
- - other existing and potential water users;
(b) relating to water management by -

..specifying management practices and general requirements for any water use,
including water conservation measures;”

Clause 56 specifies that the cost of water conservation can be included in the pricing
strategy.

3
“(1) The Minister may, with the concurrence of the Ministry of Finance, from time to
time by notice in the Gazette, establish a pricing strategy for charges for any water
use within the framework of existing relevant government policy.

(2) The pricing strategy may contain a strategy for setting water use charges -

(a) for funding water resource management, including the related costs of - ……….

(iv) water resource protection, including the discharge of waste and the protection of
the Reserve; and

(v) water conservation;”

Schedule 3 Clause 6 specifies that the catchment management agency may require
users to undertake water conservation measures.

“(1) If a catchment management agency on reasonable grounds believes that a

water shortage exists or is about to occur within an area it may, despite anything to
the contrary in any authorisation, by notice in the Gazette or by written notice to
each of the water users in the area who are likely to be affected -

(i) Limit or prohibit the use of water;

(ii) Require any person to release stored water under that person's control;

(iii) Prohibit the use of any waterworks’; and

(iv) Require specified water conservation measures to be taken.”

2.2. WATER SERVICES ACT

The following clauses in the Water Service Act relate directly to WC/WDM:

Clause 2 (j) states that one of the main objectives of the Act is:

“the promotion of effective water resource management and conservation”

Clause 4 (2) requires that one of the conditions set by the Water Services provider

(c) “Must provide for-

(vi) measures to promote water conservation and water demand management”

4
Clause 11 specifies the duty of water service authorities to provide access to Water
Services.

(1) “Every Water Services authority has a duty to all consumers or potential consumers
in its area of jurisdiction to progressively ensure efficient, affordable, economical and
sustainable access to Water Services.”

It specifies that this duty is subject to:

(2) (e) “the duty to conserve Water Resources”

Clause 13 specifies the contents of a draft Water Services development plan. Clause
(j) specifies the following:

(j) “of existing and proposed water conservation, recycling and environmental
protection measures”

2.3. WATER SERVICES ACT REGULATIONS

The following clauses in the Regulations under the Water Service Act relate directly to
WC/WDM:

Clause 10 (1) “ A Water Services authority must include a Water Services audit in its
annual report on the implementation of its Water Services development plan required
in terms of section 18 (1) of the Act.”

Clause 11 (1) Within two years of the promulgation of these regulations, a Water
Services institution must every month- “Determine the quantity of unaccounted for
water ……”

Clause 12 “ A Water Services institution must repair any major, visible or reported leak
in its Water Services system within 48 hours of becoming aware thereof.”

Clause 13 “ A Water Services institution must within two years …fit a suitable water
volume measuring device or volume controlling device to all user connections
provided with water supply services that are existing at the time of commencement of
these regulations”

Clause 15 “A Water Services institution must design and maintain every water
reticulation system installed after promulgation of these regulations to operate below
a maximum pressure of 900 kpa.”

5
 3. CORE BUSINESS OF THE DEPARTMENT

The core business of the Water and Sanitation Department is to equitably and
efficiently provide access to Water and Sanitation Services to all citizens of the City in
a sustainable, safe, reliable, environmentally friendly and financially viable way
observing the dictates of sound good governance principles.

6
 4. VISION AND MISSION FOR WATER AND SANITATION

The vision of Water and Sanitation Services in Cape Town is: complemented by the
CCT’s IDP:
IDP Strategic Focus Area’s are as follows:
 The Opportunity City
 The Safe City
 The Caring City
 The Inclusive City
 The Well run City
VISION STATEMENT

To be a beacon in Africa for the provision of Water and Sanitation services

MISSION STATEMENT

We pledge to achieve our vision through creating a centre of excellence in water

and sanitation provision through:
 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

7
We operate within a value system aligned to Batho Pele principles:
 Integrity: We maintain the highest level of ethics and fairness in our interaction
with each other, our customers and other stakeholders.
 Respect: We respect all our employees, customers and stakeholders. We have
the highest regard for the dignity of all people.
 Customer Focus: We meet customers’ needs by providing excellent service,
optimal product performance and efficient support system.
 Trust: Our business model is based on trust and integrity as perceived by our
stakeholders and customers.
 Transparency: We operate safely, openly, honestly and with care for the
environment and the community.
 Professionalism: We encourage innovation, teamwork and openness among
our employees and reward performance excellence.

4.1. BUSINESS FOCUS AREAS

The Water and Sanitation department has adopted the framework for effective
water and wastewater utility management developed by the American Water Works
Association (AWWA) as a balanced scorecard for its business management. The
framework covers all aspects of the Water and Sanitation business necessary to
position the department to achieving and contributing effectively and efficiently to
the achievement of the City vision. The following are the ten attributes that have
been adopted:
a) Product Quality: looks at the ability of the department to meet the potable
water quality standards licence conditions, the Department of Water
Affairs' general wastewater effluent standards, environmental management
requirements and ecological needs.
b) Customer Satisfaction: looks at the ability of the department to provide basic
services to all residents in the City; sanitation and water in informal settlements
at a City set targeted improved level of service, provision of affordable service,
meeting Service Charter standards, level of service and standard of service.
The department seeks to provide services to backyarders on a direct basis in
agreement with the landowners such as the Directorate of Human Settlements
and private household owners.

8
c) Employee and Leadership Development: the department has a challenge to
develop and retain its employees and ensure high levels of motivation among
employees. This challenge demands that the department must ensure
adequate staffing levels, skills retention, succession planning and individual
development of employees so that their progression into management or a
specialist function is supported adequately.
d) Operational Optimisation: this attribute forces the department to review its
business processes to ensure timely on-going cost-effective, reliable and
sustainable service provision in all its operations. The department is challenged
to minimise resource utilisation, losses and take advantage of technological
advancement to better its efficiency levels in providing water and sanitation
services.
e) Financial Viability: the focus is for the department to improve its collection
ratios and ensure that the tariffs, charges or any levies are total cost-recovering
in nature. In addition there is a need to reduce high debt levels and improve
the willingness to pay by its consumers. The investment into infrastructure must
also be well-timed, synchronized with mutual projects and appropriate funding
explored to ensure a good return on investment. The cost of capital must be
minimised and the challenge is how to achieve this given the consolidated
nature of the investment decisions in the City. The department must also
ensure effective utilisation and timely maintenance of its assets to sustain
revenue growth levels that is in sympathy to the consumer base growth.
f) Infrastructure Stability: this business attribute requires the department to
understand when to create and dispose of an asset, the condition of its assets,
lifecycle costs, the associated costs to be incurred in unlocking asset value, to
sustain the business. The department must ensure timely maintenance, repair,
rehabilitation, replacement and upgrading of existing infrastructure. The
lifecycle costs of the assets must be well understood and asset management
plans developed. The department is currently developing asset management
plans to be integrated into the SAP system modules and this process is a huge
challenge that requires time and resources to complete.

g) Operational Resilience: this business focus area requires the department to

ensure adequate risk management for its water and wastewater business.

9
 To this end the department has developed the draft Wastewater Risk
Abatement Plan and the draft Water Safety Plan and the Department of Water
Affairs’ requirements of these plans are increasingly becoming stringent. The
establishment of operational tolerance levels that ensures adequate
management of the legal, regulatory, financial, environmental, safety, and
national disaster risks are still to be finalised. Servitude encroachment is a risk to
the department that affects the operational resilience of its service provision
value chain.
h) Community Sustainability: this focus area ensures infrastructure investment led
job creation for communities in the City of Cape Town. This will assist in
improving the disposable income of households and enhance their ability to
pay for water and sanitation services. The department must ensure that its
operations, services output and by-products such as sludge and wastewater
effluent do not harm the environment and compromise community health.
Infrastructure Management and Operations must be managed to ensure
efficient utilisation of water resources, energy and promote economic vitality
with minimum impact on the environment. Efforts should therefore be made to
ensure investments are green and climate change impact is managed.
i) Water Resource and Demand Management: as it is, this business attribute
focuses on the ability of the department to ensure security of water supply.
The department has a challenge to ensure that by 2017 a new source of water
supply to the City will have been developed either directly by the department
or through Department of Water Affairs. The department has to keep pace
with future customer needs for basic services and economic expansion through
long term resource planning, long term demand analysis and conservation of
the existing resources.

j) Stakeholder Management: this attribute requires the department to identify the

representatives of various stakeholders and ensure adequate engagement in
issues that affect them. Satisfying differing views between interest groups,
throughout the City of Cape Town, is a challenge for the department in its
quest to provide the targeted improved level of service. The department must
also ensure adequate engagement with the Department of Water Affairs, the
Provincial Government and other directorates in the City for the purpose of

10
 optimising investments into improvement programs and risk management.

4.2. CRITICAL CHALLENGES

Out of the business focus areas described above, the Water and Sanitation
Department has identified the following as areas of required focus as they could
constitute as risks to the business, they are clustered into four categories:
(a) Financial viability:
 Collection ratio and willingness to pay for services;
 Metering and billing;
 Ensuring full cost recovery and acceptability of the tariffs by the consumers;
 Reduction in unaccounted for water;
 High financial requirements;
 High cost of doing business, and
 High debt due to non-payment.
(b) Customer satisfaction:
 Meeting Service Charter standards;
 Improved Provision in accordance with the City’s own set desired target levels
of basic services to Informal Settlements and Backyarders;
 Availability of services for infrastructure expansion;
 Appropriate service standards and level of service;
 Providing a targeted improved level of service, and
 Provision of affordable service.

(c) Water Resource and Demand Management:

 Achieve water demand targets through intensified WDM strategy;
 Development of additional water sources;
 Treated effluent re-use and its acceptance, and
 Provision of adequate infrastructure to meet City development/growth needs.
(d) Employee development (internal):
 Establish effective institutional arrangement;
 Sufficient staff resourcing, skills retention and development, and
 Increasing productivity, efficiency and effectiveness in the operations of the
business.

11
(e) Operational Optimisation:
 ISO 9000 certification;
 ISO 17025 laboratory certification, and
 Processes re-engineering and right-sizing of the department.
(f) Product quality:
 Meeting the licence conditions for Wastewater Treatment Works, and
 Meeting the amended SANS 241 standards.
(g) Operational Resilience:
 Water Safety Plan development;
 Wastewater Risk Abatement Plan;
 Servitude enhancement;
 Developing and managing the Risk Register, and
 Asset Management.

The strategies to overcome these challenges are dealt with under the appropriate
section of the plan that follows.

12
 4.3. WATER AND SANITATION OVERALL STRATEGIC OBJECTIVES

In order to implement the business plan, goals and strategic objectives have been set
as follows, with a medium-term objective target date close to or at the 2016/17
horizon - the term of the 2014/15 business and IDP plan.

Business Focus Objective

Strategic Goal Strategic Objective
Area Target Date
To provide the Department’s core service To sustainably provide basic sanitation
ONGOING
services to all residents in the city
Customer To provide the Department’s core service To sustainably provide basic water to all
ONGOING
Satisfaction residents in the city
To satisfy the users of the service as much as To achieve 2.9, customer satisfaction levels
2016/17
possible in all our services
Quality, To implement an accredited Quality
To implement and maintain ISO 9001 for all
Operational Management System for the Department 2017/18
our services within budgetary constraints
Optimisation
To achieve the best possible effluent To achieve 85% waste water effluent quality
2016/17
discharge quality to National Standard
Quality,
To reduce sewage overflows from spillages,
Environment To minimise river systems pollution by
blockages and infrastructure failure as much 2016/17
reducing sewage overflows
as possible
To reduce water losses as far as possible To reduce Non-Revenue Water to 19% in the
2016/17
next five years
To ensure security of Water Supply for the City
To improve security of supply: Peak week
Water Resource into the future, as the lifeblood for sustaining
demand - percentage of potable water 2016/17
and Demand the community and enabling City Economic
production capacity. Target 90%
Management growth
To increase effluent re-use rather than potable
To increase effluent re-used to 5% of
water, thereby reducing total potable water 2016/17
potable water used
demand
Infrastructure To operate and maintain the infrastructure for To develop Asset Management Plans for the
2014/15
Stability the service sustainably Department
To consolidate all office accommodation to
be less dispersed and in the best location, for To improve operational efficiencies by
2017/18
closer contact with other parts of the consolidating office accommodation
Operational
organisation and with the customer
Optimisation
To automate, monitor and control To roll out automation, remote monitoring
infrastructure as efficiently as possible and control systems on treatment works, 2017/18
pump stations and other infrastructure
Financial To ensure income covers expenditure
To improve revenue collection to 89% 2016/17
Sustainability
Employee To train all staff to discharge their functions to To develop and enhance Process
2016/17
Development high standard of excellence Controllers through the Training Centre

13
 5. STATUS QUO SITUATION OF THE DEPARTMENT (SWOT ANALYSIS)

It is necessary to carry out a situation analysis that identifies the constraints and
opportunities in implementing WC/WDM. This is necessary in order to ensure that the
strategy developed can be implemented successfully.

Strengths Weaknesses Internal Factors

Opportunity Threats External Factors

+ -
STRENGTHS
- WEAKNESSES
- High levels of technical staff
Current organisational structures hinders
- Integrated metering and billing system holistic water management by entrenching
- Adopting Integrated Resource Planning fragmented policy, planning and budgeting
approaches
- Previous WCWDM programmes
Short-term financial planning
- Alignment of WC/WDM programmes and
activities Combined authority and provider
- Alignment of WCWDM programmes to Lack of knowledge of consumer needs and
electricity - efficiency campaigns water usage patterns
- Budget allocation Consumers lack understanding of the need to
implement water conservation
- Political buy-in
Lack of sufficient numbers of qualified
- Water Bylaw
SWOT experienced technical staff within WDM section

OPPORTUNITIES THREATS

Possibility of securing external funding from a Impact of debtors collection ratio on Capital and
range of institutions and donors Operating budgets
Establishment of PPP’s geared around Aging infrastructure
elimination of water wastage
Low level of knowledge and awareness of the
Delayed infrastructure investment and energy need and benefits of water conservation
savings leading to reduced water costs amongst the public
Increased efficiency in the use and allocation of Community acceptance/behaviour change
water whilst promoting social equity

14
 5.1. STRENGTHS

a. High levels of technical capability and competence: COCT currently still has a
number of qualified officials that have adequate expertise in the various fields of
WC/WDM. The challenge is to make sure that the existing capacity and
competence is adequately utilised.

b. Integrated metering and billing system: COCT has an integrated metering and
billing system of most water consumers. It is estimated that more than 90% of
consumers have a meter and are on the COCT’s integrated billing system. With the
appropriate management information systems, the monthly meters readings can
be an instrumental tool for WC/WDM.

c. Adopting IRP: The City of Cape Town has adopted the principles of Integrated
Resource Planning (IRP) and carried out a comprehensive study linked to this. The
study illustrates and motivates clearly the advantages of various WC/WDM
measures over traditional supply augmentation options. This concept has been
nationally and internationally accepted as being fundamental to the sustainability
of the available water resource

d. Previous WC/WDM programmes and activities: The strategy should utilise the
success and impact of the previous WC/WDM activities and build on them. Some
of the key initiatives that should be continued are the communication campaign,
school education, and pressure-reducing programme, expanding the existing
treated effluent distribution network, leak repair programme on private property
and installation of water management devices.

e. Alignment of WC/WDM programmes to electricity efficiency campaign: COCT has

developed an electricity efficiency programme. Aligning the two campaigns can
reduce implementation costs and result in greater awareness by consumers.

15
f. Budget allocation: The city of Cape Town water & sanitation department has been
allocated a budget (though not sufficient) to undertake many of the goals and
objectives of WDM and strategy.

g. Political Buy-in: The city of Cape Town is fortunate that the executive and political
structures with the metro have accepted the WDM strategy goals and initiatives
and support these fully.

h. Water Bylaw: The basic principles which underpin the water restrictions were
recently promulgated as part of the Water Bylaw under schedule 1. This in-effect
meant that what was once punitive during the restriction period now became law
and can be enforced (Schedule 1).

5.2. WEAKNESS

a. Current organisational structure arguably hinders holistic water management, by

entrenching fragmented policy, planning and budgeting approaches. Some of
the institutional constraints are as follows:
i. Lack of an efficient and effective asset management programme, which limits
proactive maintenance on all infrastructures thereby invariably incurring
unnecessary expenditure, which could have been allocated elsewhere.
ii. Even though knowledge management has been centralised there is still
opposition from within the different water branches to supply and make
information available to a centralised data base.
iii. Lack of adequate coordination between the various departments of COCT.
iv. Lack of uniformity in the water department resulting from the merging of various
local authorities into one metro.

b. Short-term financial planning: The opportunities of WC/WDM are apparent if a 5 or

10-year financial assessment is carried out. There is an existing 10 year financial
plan however approval is only made on the finance planned for the current year
plus an additional 2 years. The latter makes it difficult to motivate WC/WDM based
on financial considerations.

16
c. Combined authority and provider: The lack of separation of the authority and
provider functions within COCT can be a constraint to the implementation of
WC/WDM for the following reasons:
i. Alternative city objectives may influence the allocation of budget on
WC/WDM

ii. Alternative city objectives may influence the approval of various WC/WDM
projects.

iii. Performance criteria and benchmarks for water service delivery may not be
adequately pursued

iv. Responsibility and accountability for performance may not be clearly identified

d. Lack of knowledge and understanding of consumers’ needs and water usage

patterns: There is a lack of knowledge on the consumers’ needs and water use
patterns, which may limit the ability to reduce consumer demand. This is due to the
lack of adequate management information systems, adequate consumer
interaction, and lack of research.

e. The consumers lack understanding of the need to implement water conservation:

One of the greatest challenges face by all MLC’s and metros across South Africa is
the aspect of behavioural change of consumers. Where there are no
consequence to poor water usage consumers tend to ignore the importance of
saving water (e.g. fixing visible leaks, irrigating in the heat of the day, no pool
covers, ignoring basic principles contained within the water bylaw.

f. Lack of Sufficient numbers of qualified experienced technical staff within WDM

section: Keep knowledge in house/ limited staff compared to interventions
citywide. There is a need to analyse data, including the positive impact of all
projects. Project control measures/payback periods/ post project analysis of
savings (are we still saving a year or two down the line).

Assessing and implementing new technologies (research) to improve efficiency of

service delivery requires a dedicated technical team and the same applies to
leak detection teams

17
 5.3. OPPORTUNITIES

a. Possibility of securing external funding from a range of institutions and donors:

There are a number of examples in S.A. where large industries have sponsored
various WC/WDM initiatives by Councils in order to ensure a more secure supply of
water. This idea can be expanded considerably and can be utilised to fund a
number of the proposed WC/WDM initiatives. There are also a number of foreign
programmes that offer funding opportunities. Some examples are the UN habitat
programme and the African Cities Water Conservation programme.

b. Establishment of PPP’s geared around elimination of water wastage: There are a

number of private companies that are willing to enter into concessions or joint
management contracts to manage Water Services delivery or specific key
performance indicators such as the reduction of non-revenue demand.

c. Delayed infrastructure investment and energy savings leading to reduced water

costs: COCT’s infrastructure requirements for water supply are significant.
WC/WDM can result in significant financial benefits by postponing the need for
many of the infrastructure requirements, as well as reduce some of the operating
costs including energy savings.

d. Increased efficiency in the use and allocation of water whilst promoting social
equity: Increased efficiency will make way for a more equitable distribution of
Water Resources to people without services.

5.4. THREATS

a. Impact of Debtors collection ratio on Capital and Operating Budget: If the debtor’s
collection ratio is lower than targeted it will impact on the amount available for
water and sanitation operations and ultimately WDM/WC.

b. Perceived general low profile of demand management activities in that it is seen

as a programme/project with a start and an end date and not as a way of life
WC/WDM measures are commonly perceived only as drought relief mechanisms

18
c. Finalisation of organisational transformation.

d. Aging infrastructure: As the infrastructure becomes older with each passing year,
the more leakages and pipe bursts occur, increasing the level of water wastage.
This is linked to the lack of an efficient and effective AMP.

e. Low level of knowledge and awareness of the need and benefits of Water
Conservation amongst the public: There is a general public perception that
WC/WDM is a punitive concept and is only acceptable during a time of drought.
The city of Cape Town receives the bulk of its rain during the winter season thereby
allowing the dams to fill though often not to full capacity. The community
however, associate the dam capacity with the available water not understanding
that the water in the dams is not only for a certain period but to carry us through to
the ensuing years as well as cater for agriculture.

5.5. CHALLENGES

 Determining Actual Savings – No formal control measure exists to quantify impact

of certain initiatives.
 When people know they are using a water conservation device they tend to use
the device longer. This increased use may have a detrimental effect on the
expected savings (Campbell et al., 2004).
 Obtaining significant research to validate some of the assumptions made.
 No understanding of the problem by role-players
 Lack of capacity (insufficiently training staff)
 Inadequate funding to replace infrastructure
 Lack of management commitment (prioritisation)
 Weak enabling environment and performance incentives (community liaison)

19
 6. INSTITUTIONAL ARRANGEMENTS

The new City of Cape Town and the Water and Sanitation Services entity was formed
with the amalgamation of the Cape Metropolitan Council and the 6 metropolitan
local councils in December 2000.

Table 1: Water and Sanitation Institutional Arrangements

Water Demand Management and Strategy Branch is one of five service provider
branches to the 3 core branches, namely Bulk Water, Wastewater and Reticulation
Branches.

The primary function of the Water Demand Management and Strategy Branch is to
drive service delivery and business improvement. Some of the key deliverables include
the following:

 Ensure security of water supply

 Information and conservation strategies
 Strategic Planning and Business Plans aligned with City’s IDP
 Integrate Master Planning of infrastructure
 Performance measurement and Benchmarking
 ISO certification
 Development and Regulation of By-Laws
 Researching and piloting innovative and new technologies

20
Table 2: Organisational Structure of Water Demand Management and Strategy

Manager:
Water Demand Management &
Strategy
(Level 3)

HEAD: HEAD:
Water Demand HEAD: Integrated Planning ,
HEAD:
Management Business Strategy & Information
Policy & Regulation
Operational Development Management
Implementation

6.1. CORE FUNCTION: WATER DEMAND MANAGEMENT AND RESEARCH UNIT

 Consumer demand analysis

 Update of WDM strategy
 Develop programmes and project to implement the strategy
 Reduce water losses and water demand
 Create DMA and conduct water balance
 Implementing leak
 Reduce Alternative water sources (investigate/ research and implement)
 New technologies (test and implement)
 Evaluating the impacts of WDM projects
 Behavioural change (water conservation programmes)
 Implementation of Treated Effluent
 Research, test and propose improved materials for infrastructure

6.2. CORE FUNCTION: WATER CONSERVATION UNIT

 Implement and develop water conservation strategy

 Develop and implement projects and programmes
 Identify tools and resources for rolling out WC programmes
 Develop water conservation measures, policy and guidelines
 Develop and update WC website
 Community and stakeholder engagement in terms of WC practices
 Quality monitoring on education conducted by external service providers
 Evaluate and measure the impact of WC programmes and projects
 Benchmarking WC programmes with other similar programmes in the water sector

21
 7. STRATEGY REVIEW AND UPDATE

7.1. WATER DEMAND MANAGEMENT PROCESS

Table 3: Phases undertaken during the development of the WC/WDM Strategy

Phases Description

• Bulk meter readings within distribution system

• Wastewater flows
• Rainfall figures
Collect and verify data
• Information from previous leakage studies
• System daily flow patterns
• Information gaps identified

• A thorough accounting of all water into and out of a

water
Undertake Water System Audit • supply scheme
• A water balance calculation
• A meter testing and calibration program

• Customer profiles including usage and revenue

• Demand frequency distribution (e.g. consumption
Undertake Water Supply End Use ranges verses
Analysis • number of connections)
• Customer usage patterns
• Comparisons with results from similar schemes

Review water Costs • Determine short-run and long-run marginal costs

Identify appropriate Demand

Management Options

• Preliminary review to identify most appropriate

strategies
Undertake Economic Analysis of
• Economic analysis of demand and supply side options
Options
• An effective tool is the integrated least-cost planning
approach.

Develop Demand Management

-
Strategies and Action Plans

Implement Strategies -

Evaluate Effectiveness of
-
Strategies

Table 2 represents the processes undertaken in order to develop the initial WC/WDM Strategy
of 2007. This strategy is a ten year council approved strategy. Period of approval is 2006/07 to
2016/17. A decision to review the strategy has been undertaken in 2010 in order to revise
budget requirements and proposed water saving estimates.

22
 7.2. BACKGROUND: WHY UPDATE THE STRATEGY?

The CCT has committed itself to the implementation of the WC/WDM strategy and
targets saving approximately 90 million m3 /annum (target as per the WCWDM
Strategy, based on certain assumptions which were then interrogated as part of the
assessment 2010) by 2016/17. After 5 years of implementation the City of Cape Town
has made an undertaken to assess the strategy objectives and its impact (WCWDM
Strategy, 2007). CCT however chose to assess the strategy within the 3rd year of
implementation in order to keep ahead of any factors which may impact the success
of the implementation of the strategy. Vela VKE has done an extensive study which
involved assessing the savings over the past three years (2007 -2010).

It is of vital importance that the impact of the strategy on water demand and
conservation must be measured and it must be established whether its original goals
(as set out in the Reconciliation Strategy) are being achieved. The WC/WDM strategy
is a critical component in the future planning of the Western Cape Water Supply
System and CCT understands the importance of monitoring the success of the
Strategy and reporting to the Department of Water Affairs.

The revised WC/WDM Strategy (2013) identified and stated 5 goals that the strategy
will endeavour to achieve over the ensuing ten years (up until 2020/21). These five
goals consist of both quantitative and qualitative techniques which both have a
direct and indirect impact on the water demand.

23
As per the WCWDM 2012/13 Review, Table 4 represents the revised strategic goals:
Table 4: Amended Strategic Goals

Goal Target

Water Losses (unaccounted for water) < 15% by 2015/16

A

Quantitative
 Apparent Losses (Unbilled Unauthorised Consumption)

 Real Losses

NRW < 20%

 Unbilled Authorised Consumption

D Quantitative
 Apparent Losses (Unbilled Unauthorised Consumption)

 Real Losses

E Demand Growth < 2 % Quantitative

On-going effective management systems and implementation of

B Qualitative
IWRP

Mobilise resources according to the Water Conservation and Water

C Qualitative
Demand Management Strategy.

Five goals have been identified, Goals A and D each having sub-goals and represent
the overall policy.

Goals, A, D and E relate to the implementation objectives that will result in the direct
reduction of water demand.

The enabling action plan consists of two goals. Goal B relates mainly to ensuring
adequate information and Goal C relates mainly to ensuring adequate resources and
capacity to implement WC/WDM initiatives.

The purpose of the review is to:

Verify estimated impact of WCWDM, as indicated within the previous strategic review
(WCWDM 2012/13 Review) against actual impact of WC/WDM.

 The base figures used needed to be validated against various research papers in
order to develop an increased confidence in the assumption made.
 To evaluate the effectiveness of the strategy

24
 To review and set new goals relating to potential savings based on projects to be
implemented

7.3. SITUATION ASSESSMENT

 Base Data
Various assumptions/estimates made needed to be reconfirmed with international
norms and best practices. Some of the assumptions could not be validated and in the
new updated strategy, these assumptions were brought forward until references
could be obtained.

The base dated was updated using the latest audited statistics available – 2013/14.

 Water losses and Non-Revenue Water

Using water and billing figures, the Water Losses (or unaccounted-for water (UAW))
and Non-Revenue Water (NRW) for the overall supply system from Bulk Water Treated
to end consumer billing is 14.5% and 20.0% respectively (2012/13). These values has
decreased significantly from the previous financial year, 2011/12, with water losses at
15.3% and NRW at 20.5%.

Water Demand and NRW for CCT Water Distribution System

Ml/day

1 000 100%

900
85%
800

700 70%

600
55%
500
40%
400

300 23.30% 25%

25.30% 20.0%
20.20% 23.20%
200 20.50%
10%
100

0 -5%
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
NRW (kl/annum) Water Demand (System Input) NRW as percentage of System Input

Figure 1: Water Supply and Non-Revenue Water for the City of Cape Town

25
 Non- revenue water and Water Loss Trend Volume
kl (Millions) 90
80
70
60
50
40
30
20
10
0
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
Non- revenue water (kl) Water Loss (kl)

Figure 2: Non-Revenue Water Volume Trend

Table 5: City of Cape Town Non-Revenue Water Status for 2012/13 Financial Year (IWA Format)

External Customers 33 034 548

Free Basic (Q)
(D) (H) Metered Internal Customers 48 718 004 Revenue
Non-Free
Billed 256 624 500 223 589 952 Water
Basic
256 624
(B) 256 624 500 174 871 948
500
Authorised (I) Unmetered 0 80.0%
274 447
(A) (J) Metered Informal Settlements 13 349 482
702 (E)
System Formal Metered
85.5% Unbilled 15 696 322 2 346 840
Input Unbilled
320 921
17 823 202 (K) Unmetered Formal Unmetered 2 126 880 (R)
722
2 126 880 NRW
(F)
64 297
100% (C) Apparent (L) Unauthorised 2 713 339
221
Losses
Losses (M) Meter
22 020 133 19 306 794 20.0%
(UAW) Inaccuracies
46 474
(N) Mains 13 855 382
019 (G)
14.5% Real Losses (O) Storage 509 100
24 453 887
(P) Connections 10 089 404

Volume measured in kℓ

26
Note: The calculation of the IWA water balance was performed using the best
available information at present and in some cases estimation based on input from
officials within Water and Sanitation Department. Therefore the accuracy of the IWA
water balance can still be improved.

Table 6: Historic Non-Revenue Water Trend

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Total System Input
315 555 297 325 691 626 331 895 445 336 271 703 330 040 938 320 921 722
(kl)
Non- revenue
63 809 479 75 901 218 84 107 521 78 159 401 67 541 133 64 297 222
water (kl)
Non – revenue
20.20% 23.30% 25.30% 23.20% 20.50% 20.0%
water (%)
Non – Revenue
R 151 228 465 R 196 584 155 R 217 838 479 R 222 754 293 R 203 974 222 R207 037 055
water (R)
Number of
metered Not available Not available Not available 617 323 623 191 627 589
connections
Water Loss (kl) 63 809 479 73 595 268 78 496 376 69 549 908 50 543 518 46 474 019
Water loss (%) 20.20% 22.60% 23.70% 20.70% 15.30% 14.5%
Water loss (R) R 151 228 465 R 190 611 744 R 203 305 614 R 198 217 238 R 152 641 424 R 149 646 345
Note: Expressing NRW as a percentage of the system input is not encouraged as it
can be misleading as percentage figures are strongly influenced by the consumption.

One of the objectives of the strategy was to have a system in place which assesses
the overall water balance. This has been successfully fulfilled.

From Figure 1, previous trends, before 2010/11, showed steady increase in the overall
NRW. Possible reasons for improved NRW value:

The City of Cape Town has been undertaking the following key interventions:

Bulk Water System:

 Bulk Water Meter Audits/ Meter Replacement/ Meter verification
Reticulation System:
 Extensive implementation of Pressure Management
 Treated Effluent Reuse (increased users)
 Dysfunctional consumer meters replaced
 Water meters re-fixed/ relocated
 Training of Caretakers of schools (fix leaks)
 Integrated leaks repair programs
 WDM devices (improved revenue collection)
 Increased repair of leaks on water connections

27
Additionally, downward trend in burst water mains (Refer to Figure 2) as a result of:
 Increased water mains relays/replacement
 Pressure management (as mentioned above)
 Improved management of network operations

Burst pipe frequency anaylsis

700
Number of Bursts

600

500

400

300

200

100

0
01 December 2010 01 June 2011 01 December 2011 01 June 2012 01 December 2012 01 June 2013

Yearly average bursts (monthly bursts) Actual monthly bursts

Figure 3: Burst Frequency Analysis (month on month)

28
 8. OVERVIEW OF INTERVENTION IMPLEMENTED TO DATE (SINCE 2010/11)

8.1. QUANTITATIVE INTERVENTIONS

Prior 2010/11 2010/11 2011/12 2012/13 Cumulative

Pressure Management
18.62
(million m3/annum) 14.89 0.18 2.91 0.64

Crossroads 0.18

Plumstead/ Retreat
0.96
Marina Da Gama 0.33
Grassy Park 1.07
Bishop Lavis 0.55
Thornton 0.53
Kalkfontein 0.11
Melkbos
Brakloof
Dennehoek
Mountainside
Lynns View
Pelikan Park
No Users 99.0 21.0 13 133
Potable Water Offset (conservative
estimate)
(million m3/annum) 7.08 5.2 5.68 18.24
Retrofit and leak repair
No.
Retrofit and leak repair Households
Samora Machel 1700 0.20 0.20
Fisantekraal 1233 0.15 0.15
Ravensmead 1423 0.15 0.15
Education and Awareness
Pipe Replacement
Pipe Replacement (best estimate)
million m3/ annum 0.11 0.79 0.25 1.16
Other
No. Meters Replaced/ re-
fixed/relocated 20 574 8 272 5 450
No. Water Management Devices
Installed - 17 556 7 468
No. Repairs on connections 22 579 27 203 28 933

It must be noted that the actual savings are only shown for those WC/WDM initiatives of which could be
measured, and that the additional immeasurable savings may also have been achieved.

29
 8.2. QUALITATIVE

Period: 2010/11- 2012/13

 ± 100 Caretakers of schools were trained
 60 Schools were visited and leaks repaired
 Awareness and Education with approximately 2 688 workshops

a) Intervention Name: City Wide Analysis Statistics

Impact: EPWP and Education and Awareness

Number of EPWP field workers deployed 1 019

Total number of survey questionnaires completed for City 86 802

Average number of completed surveys per four divided sections 21 700

Schedule 1 (Of
12 552
Water Bylaw)
Quantity of material distributed during survey By-law Poster 8 874
Saving Tips 15 069
Leaks Card 13 748

b) Intervention Name: Umrhabulo Triangle

Education and Awareness leak detection projects

Total number of households 18 266

Total Ervin
Ward 95 7 263
Ward 96 5 049
Ward 97 5 954

c) Intervention Name: Borehole Registration

Total Located 315

30
d) Intervention Name: The School Extensions
 Education and awareness relating to Water consumption
 Umrhabulo Triangle Project schools visited and surrounding schools

 Develop and distribute additional literature to schools,

 creative use of art, theatre and music to install water conservation benefits of
water saving for the future"
No. Schools visited: 18 No. learners impacted: 5 292

e) Intervention Name: PRV installation at the schools

No. installed: 451 No. Library visits: 67

f) Intervention Name: Car Wash Initiative

No. Car washes : 92

g) Intervention Name: "Student Resident Awareness Workshop"

Institution: CPUT Duration: 3 hrs. No. Students: 200

h) Intervention Name: NAC Water Saving Campaign. The "Saving Water Makes
Cents" campaign
No. Churches: 103

Quantity of material distributed during survey: 12 645

No. Water pledges signed: 8000

31
 WC/WDM Strategy Budget and Projected Water Savings
60.00 R600
Expected Savings (Ml/d) Reported Savings
Original Budget Actual Expendiuture
50.00 R500

40.00 R400

R million
Ml/day

30.00 R300

20.00 R200

10.00 R100

0.00 R0

Figure 4: Progress from revision of WCWDM strategy (2007/08-2016/17)

Figure 4 represents the projected re-instated budget figures and water savings to
date. It shows the anticipated year on year savings contained in the WCWDM
Strategy, as well as the year-on-year actual saving achieved.

Should WDM receive a reduced budget it will result in a reduction in the potential
future savings that could have been achieved. The latter being due to the lack of
finance required to introduce more stringent projects.

140.00 R600 000

By 2021/22
120.65 million m 3
Calculated Volume Saved (million m3)

120.00
R500 000

100.00
R400 000

80.00
Rand

R300 000
60.00

R200 000
40.00
Actual: 50.28 million m3
Proposed: 64.47 million m3
R100 000
20.00

0.00 R0

Expected Savings Actual Savings Proposed Expenditure Actual Expenditure

Figure 5: Cumulative Calculated Volume Saved vs. Proposed Volume

32
The cumulative savings achieved since strategy implementation (2007) until 2012/13 is
calculated to be in the region of 50.2 million m3 per annum. The anticipated
cumulative savings were calculated at 64.47million m3 per annum. The net difference
being 14.27 million m3.

The volume saved value only includes calculated savings of implemented,

quantitative, interventions where possible and does not include the savings achieved
through various behaviour change programmes and retrofitting as there were no
proper control measures set out in place in order to assess the impact of those
initiatives. The savings calculated were calculated taking a very conservative
approach.

33
 ANALYSIS ON WATER WASTAGE AND DEMAND
9. ANALYSIS ON WDM/WC

This section analyses the current water demand and determines the opportunity for
water reductions due to WC/WDM. The potential economic benefits of WC/WDM are
also calculated. Most of the calculations are based on assumptions and these will
need to be verified with more accurate data obtained from an appropriate
Management Information System and field research.

9.1. CURRENT DEMAND

The total water demand for the metropolitan area amounts to approximately 879.2
Ml/day (2012/13).

9.2. WATER USE ANALYSIS

The following demand analysis is based on the 2012/13 consumption figures. Figure 5
below depicts the water demands for the various sectors. Residential demand
accounts for 48.7% of the overall demand. The overall water demand has decreased
from 904Ml/day (2011/12) to 879.2Ml/day (2012/13).

2012/13
Sectoral Water Demand
School, Other, Unbilled Authorised
879.2 Ml/day Consumption,
1.80% 1.65%
Municipal, 5.56%
3.99% Water losses,
Business, 14.50%
8.70%

Miscellaneous,
2.82%

External Supply,
10.31%

Industrial,
Residential, 2.71%
47.97%

Figure 6: Sectoral Water Demand for 2012/13 financial year

*Other: Departmental Water+ Municipal Standpipes+ Government Water+Miscellaneous Water+ Water for Schools+Municipal Water+Standpipes

34
Figure 6 provides an overview of the sectoral water usage. Residential consumption
contributing the highest.

City of Cape Town: Sector Consumption

Water Losses

14.5%
NRW = UAW + Unbilled
Unbilled Authorised Consumption
5.6% Authorised Consumption

School & Sportsfield

1.8%

4.0% Municipal
1
8.7% Business

47.9%
Residential

2.7%
Industrial
14.8%
Other

0% 20% 40% 60% 80% 100%

Figure 7: Bar representation of Sectoral Water Usage for 2012/13

From Figure 7 one can get a better understanding of the composition of NRW as
opposed to UAW. Other is defined as the sum of the water supplied externally and
miscellaneous water. The latter being the water supplied/used that could not be
characterised according to the other sector categories (Water and Sanitation, Billing).
Further detailed visual breakdown of non-revenue water will be found in
corresponding Figures 8, 9 and 10.

35
 Non-Revenue
Water
20%

Revenue Water
80%

Figure 8: Revenue Water vs. Non-Revenue Water 12/13

Authorise
d Unbilled
Consump
tion
27.7%

Apparen
t Losses
Real 42%
Losses
58%

Water
Losses
72.3%

Figure 9: Non-Revenue Water Primary breakdown 12/13 (based on best estimate)

36
 Leakage on Service
Connections up to point of
Leakage on Overflows at customer meter
Storage Tanks 0%

0.5%

Unbilled metered
Authorised Consumption
(informal settlements)

21%
Unbilled metered
Authorised Consumption
(Formal Households)

Leakage on Transmission 4%
and Distribution Mains
Unbilled unmetered
41% Authorised Consumption
(formal)

3%

Unauthorised Consumption
5%
Customer Meter
Inaccuracies
25%

Figure 10: Non-Revenue Water Secondary breakdown 12/13 (based on best estimate)

From Figures 10 it can be seen that the highest losses are attributed to leakage on
transmission mains (keep in mind that some of the figures are based on best
estimates). The second highest contributor is customer meter inaccuracies. Some
meters can under reading, ranging from 2% up to 10%. The third highest contributor to
the non-revenue water value is unbilled metered authorised consumption (informal
settlements) at around 21%.

9.3. WATER WASTAGE

The total unaccounted for water (water losses) is estimated at 14.5% or 127.32 Ml/day
(as at 2012/13). This includes bulk losses, reticulation losses and apparent losses
(excludes unbilled authorised consumption). This figure has decreased from the
previous value of 138Ml/day (2011/12).

Statistics on Water Losses (or UaW) do not necessarily reflect the major impact of
water wasted and is mainly determined by consumer behaviour. A good indicator is
minimum night flow (MNF). MNF is made up of reticulation losses and consumer
wastage.

37
In a residential area where there is no industrial water usage it can be assumed that
most of the Minimum Night Flow recorded from data logging is water wastage made
up of the following:

 Leaks in the reticulation systems

 Leaks within the consumers’ properties (i.e. plumbing leaks)

 Indiscriminate wastage of water (i.e. people leaving taps open)

 Automatic flushing urinals (i.e. urinals in schools and public buildings)

The City of Cape Town is in the process of creating smaller district metered areas in
order to enable a more effective assessment of the MNF. There are over 240 pressure
zones which criss-cross residential areas, thereby making it difficult to accurately
quantify the overall MNF for the entire City. These 240 plus pressure zones are being
analysed to create smaller zones.

9.4. INEFFICIENT USE OF WATER

In addition to water wastage, it is estimated that a significant proportion of water is

used inefficiently. Inefficient water use is the amount of water that can be saved by
implementing water efficient technology and practices and by altering the
consumption behaviour towards industry benchmarks and best available practices.
The opportunity of reducing inefficient water usage is related to the fact that most of
the water is used for the service that is derived from it and not for the water itself. For
example, when a toilet is used the objective is to clean the pan and contribute to the
transport of sewage to the wastewater plants. If through new technologies, the water
required to flush a toilet is reduced to 3 litres (i.e.6/3 l dual flush toilet) the objective is
not altered but water consumption is reduced significantly.

The following sections outline the estimated water use inefficiencies per sector:

 Residential

38
The per capita consumption per day for domestic water use in CCT is calculated for
the entire City of Cape Town and is illustrated in Table 6 below and calculated using
the Equation 1:

(𝐵𝐴𝐶−𝐼𝑛𝑑𝑢𝑠𝑡𝑟𝑖𝑎𝑙 𝐶𝑜𝑛𝑠𝑢𝑚𝑝𝑡𝑖𝑜𝑛)+𝐴𝑈𝐶
𝐶𝑜𝑛𝑠𝑢𝑚𝑝𝑡𝑖𝑜𝑛 (ℓ 𝑝𝑒𝑟 𝑐𝑎𝑝𝑖𝑡𝑎 𝑝𝑒𝑟 𝑑𝑎𝑦) = …... Equation 1
𝑇𝑜𝑡𝑎𝑙 𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛

Where:

 BAC = Billed Authorised Consumption

 AUC = Authorised Unbilled Consumption

Table 7: Historic Citywide Average Per Capita Consumption for Domestic Water Users

Sub sector % 2009 June 2010 June 2011 June 2012 June 2013 June
Indoor use 75% 161 163 162 155 149
Outdoor use 18% 39 39 39 37 36
Leaks 7% 15 15 15 14 14
Total 100% 215 218 217 207 198
The above household per capita consumption is based on best available data. As per
trend in average household consumption, per capita, it is noticed that there is a
definite decrease (although not excessive) in the consumption per capita.

39
 9.5. END-USE WATER CONSUMPTION

The average domestic water consumption is estimated at 206 l/day/person. Factors

which impact the figure are the household count within informal settlements. Recent
survey revealed that the number of informal households were 143 823.

Improved household water use efficiency impacts on the overall water treated
volume as it is directly related to how people use their water. The efficiency of
household water use can be improved significantly through the following key
measures:

 Retro-fitting of plumbing fittings

 Consumer behaviour change

 Pressure management

 Usage of water efficient appliances

It is estimated that up to 35 % of the existing household demand in CCT can be

reduced through various WC/WDM measures (Jacobs and Haarhoff, 2007).

Figure 11 represents the historic trend and breakdown of household usage. The
breakdown was based on typical household appliances and usage estimates.

Average Consumption: 211 ℓ/s

240
220
200
Litres per Capita per day

180
160
140
120
100
80
60
40
20
0
2009 June 2010 June 2011 June 2012 June 2013 June
Leaks Outdoor use Indoor use

Figure 11: Per capita consumption - end use analysis

40
In general, inefficient use of water for gardening could be as high as 40% (Jacobs et
al., 2007). A conservative figure of 20% is used however because water usage for
gardening continuously varies according to rainfall and weather conditions. The
efficiency of water used for gardening / outside water use can be improved
significantly by (schedule 1 of Water Bylaw of CCT):

 Irrigation scheduling (no watering between 10H00 and 16H00)

 Mulching

 Planting local indigenous plants

 Use of grey water

 Replacing grassed areas with alternative ground covers

 Pool covers

There is little inefficient water usage by low-income households were the level of
service often consists of a communal standpipe or a yard tap or no services at all.

To impose water restrictions or WDM initiatives within the informal area would not be
wise as they are already restricted to a very small quantity of water. Further reasoning
is as follows

 25 HH per stand pipe (CCT internal targeted level of service),

 standpipe is a distance away. So most of the time they will collect only the bear
necessity in order sustain them for the course of the night and day.

To impose water restrictions would be to cause great discord as can be seen they
barely have enough to meet the minimum conditions for health and hygiene. This is
just an example of a possible estimate of the quantity of water used for basic living
activities. The water requirement for the informal hh could still very well be well below
the 32l/c/d.

41
A critical step in towards determining how water can be better managed, in terms of
water demand and supply and wastewater management) is to understand how
water is used (Retamel, et al., 2010)

Knowledge of the water savings achieved per end-use could be used as an

indication of which end-uses might have a relatively larger impact on water demand
than others. According to Jacobs et al (2007, pp. 511), end-uses identified as being
significant in their contribution to water demand often contribute most to the saving
of water. These include the garden, toilet, bath, shower, washing machine and leaks.

Clothes washing
Cooking, 9%
dishwashing
drinking
25%

*WC flushing
24%

*Personal
cleansing
42%

Figure 12: Estimated Average End use consumption

Figure 12 reflects the estimated average of end uses of consumers within the City of
Cape Town. Currently the research unit, of the water demand management and
strategy branch is in the process of conducting household surveys, across different
income groups, in order to establish how they use their water within their household.
Study is expected to be complete by 2015.

42
 10. WATER DEMAND MANAGEMENT TARGETS

10.1. SUMMARY OF TARGETS SET FOR DEMAND MANAGEMENT

Target
2010/11
Description 2012/13
(Baseline)
2016/17

GOAL
Water Losses 19.8% 14.5% >15%
A

Apparent Losses (Unbilled

7% 6.9% 4%
Unauthorised Consumption)

 Unauthorised Consumption 1.0% 0.9% 1%

 Customer Meter
6.0% 4.8% 3%-4%
Inaccuracies

Real Losses 12.8% 7.6% 8%

 Leakage on Transmission and

12.71% 4.31 *6%
Distribution Mains

 Leakage on Overflows at
0.05% 0.15 -
Storage Tanks

 Leakage on Service
Connections up to point of Negligible 3.14 *2%
customer meter

GOAL
NRW 23.4% 20% **19%
D

 Unbilled Authorised
3.6% 5.5% 4%
Consumption

 Apparent Losses (Unbilled

7% 6.9% 3- 4%
Unauthorised Consumption)

 Real Losses 12.8% 7.6% 8%

*Revised targets **NRW Target aligned to Strategic Objectives - Table 1 ***Targets developed
with 2010/11 baseline **** Increase in NRW attributed to increase in UAC

43
Table 8: Interventions to be implemented in order to manage water losses

Unbilled Authorised Consumption

 Unbilled Metered

- Meter Audits of household

o Formal HH - SAP clean up
o Informal - Treasury fix up. (e.g. Register new households to
Settlements correct owner, title deeds to correct owners,
Khayelitsha/ Umrhabulo triangle situation)

 Unbilled unmetered

- New meter installation (WMD installation with retrofit

and leak repair projects)
- New meter Installation by Reticulation. (new housing
projects, develop and sign SLA)
- Monitoring and pro-active maintenance
o Formal HH
- Meter Audits of household
- SAP clean up
- Education and Awareness. (water conservation
strategy, encourage people to report missing meter,
buried or damaged meters)
Apparent Losses

 Unauthorised - Water Audits

Consumption (Illegal
Connections)
- Meter replacement program
 Customer Meter - Meter Audits and data clean-up
Inaccuracies/ data errors - Meter age analysis
- AMR
Real Losses

- Pressure Management
 Leakage on transmission - Leak Detection
and distribution mains - Pipe Replacement
- Repair/response time
 Leakage on overflows at - Water Audits
storage tanks - Pro-active maintenance of infrastructure (tanks)
 Leakage on service - Leak Detection
connections up to point of - Repair and maintenance of connection
customer meter
Table 8 represents the interventions which are implemented to assist in obtaining our desired
targets for both Non-revenue water and Water Losses.

To calculate the percentage non-revenue water (NRW), NRW (numerator) is divided by total
water treated or System Input Volume (denominator). The smaller the System Input Volume
(SIV) the “higher” the percentage of NRW. Generally the smaller SIV is attributed to behaviour
change (due to water conservation interventions) or significantly wetter weather patterns.

44
 10.2. INFRASTRUCTURE LEAKAGE INDEX

The Infrastructural Leakage Index (ILI) is the ratio of actual real losses to the expected
unavoidable technical losses of a well maintained system.

𝐼𝐿𝐼 = 𝐶𝐴𝑅𝐿/𝑈𝐴𝑅𝐿 …Equation 2

Where:

CARL = Current Annual Real Losses

UARL = Unavoidable Annual Real Losses

𝑈𝐴𝑅𝐿 = (18 × 𝐿𝑚 + 0.80 × 𝑁𝑐 + 25 × 𝐿𝑝) × 𝑃 …Equation 3

Where:

Lm = Length of mains (km)

Nc = No. of Connections

Lp = Length of unmetered unground pipe from street edge to customer meters

(km)

P = Average Operating Pressure at Average Zone Point (m)

Well-managed systems in very good condition can achieve ILI values close to 1.0.
However, achieving this ideal is uneconomic in many countries and a higher ratio
may then be deemed acceptable. Internationally, ILI ratios typically range between 2
and 10.

The infrastructure leakage index (ILI) provides municipalities with a snap shot of the
operational efficiency and soundness of the water distribution network.

45
 70 4.50
Millions
CARL (kl/annum) UARL (kl/annum) ILI 4.00
60
3.50

Infrastructure Leakage Index (ILI)

50
Real Loss Volume (kl)

3.00

40 2.50

30 2.00

1.50
20
1.00
10
0.50

0 0.00
Jul-10 Jul-11 Jul-12 Jul-13

Figure 13: Historic Trend of CCT ILI

Figure 13 displays the historic trend of the month to month ILI value for the CCT,
including the level of losses within the system. There is a definite decline in the level of
losses within the system. The losses calculated above include both Reticulation and
Bulk water Losses. The Unavoidable Annual Real Losses (UARL) is approximately 13
million m3 per annum. The CCT’s ILI is approximately 2.07.

Worldwide international indexes have been compared (Farley & Trow, 2003). The
supply system which holds similar characteristics to the CCT, ranked 8 out of 27
countries, referenced as sample 9 holds the following characteristics:

46
Table 9: CCT ILI compared to similar system internationally

Average Real
Average Density of
length Real Consumption losses
Pressure connections International
Description of pipe losses % of
ILI
from (l/conn/d) (l/conn/day) system
(m) (conn/km)
street input.

REF 9 60 50 0 1.66 114 1 199 9.5

City of 55 58 0 2.07 107 1 398 7.6

Cape
Town

*Analyses includes both bulk and Reticulation system losses

Accordingly, targets can only be set with systems of similar conditions (Farley & Trow,
2003). Table 9 refers to the basis on which CCT has initially started setting its target.
CCT has exceeded the target hence the revised target as set in section 10.1.

10.3. REVENUE COLLECTION

The strategic objective is to improve Financial Stability through ensuring that income
received covers expenditure. The revenue collection target is 89% by 2016/17.

100.00%

98.00%

96.00%

94.00%

92.00%

90.00%

88.00% Target: 89% by 2016/17

86.00%

84.00%
June-2012 June-2013
Water Sewer Target

Figure 14: Collection Ratio for 11 months for both water and sanitation (12/13 financial year)

47
Figure 14 reflects the collection ratio aver the past 12 months. The average collection
ratio is approximately 93% for 2012/13. The collection ratio is boarding around the 89%
target.

Table 10: Interventions required to improve revenue collection and overall revenue return

- Meter Audits of household

Billed Authorised Consumption - SAP clean up
- Treasury fix up
- Education programmes on the need to pay for water
Unbilled Authorised Consumption

 Unbilled Metered

- Meter Audits of household

o Formal HH - SAP clean up
o Informal - Treasury fix up. (e.g. Register new households to
Settlements correct owner, title deeds to correct owners,
Khayelitsha/ Umrhabulo triangle situation)

 Unbilled unmetered

- New meter installation (WMD installation with retrofit

and leak repair projects)
- New meter Installation by Reticulation. (new housing
projects, develop and sign SLA)
- Monitoring and pro-active maintenance
o Formal HH
- Meter Audits of household
- SAP clean up
- Education and Awareness. (water conservation
strategy, encourage people to report missing meter,
buried or damaged meters)

Table 11: Alternate Revenue Sources

Source Target

Treated Effluent Re-use To increase treated effluent reuse to 5% of potable

water used by 2016/17

48
 % Reused as TE 5.5%

5% Target for 2016/17

5.0%

4.5%

4.0%

3.5%

3.0%
Jul-11 Jul-12

Figure 15: Percentage Potable Water Used as Treated Effluent

There are more than 99 treated effluent users within the City of Cape Town. Recently a
tariff for treated effluent re-use has been finalised. The challenge with offsetting
potable with treated effluent is that it is based on seasonal fluctuation.

49
 11. DEMAND PROJECTIONS

11.1. HIGH AND LOW WATER REQUIREMENTS

The CCT has determined two future water requirement curves, namely a HWR Curve
with a growth of 3.38 % per annum and a LWR Curve and a high water demand
future demand requirement with a growth of 2% per annum (DWA uses 3.09% and
1.45% respectively).

11.1.1. Determining High Water Requirement

The following motivation is given regarding the determination of the high water
requirement curve:

a. Due to HIV/AIDS and other factors, the average population growth rate is 2.98%.
b. The current economic growth rate is estimated at 4.06 % (2011).
c. Normally the water demand growth is a combination of the current population
and economic growth rate which would imply that the water demand growth
rate should be about 3.52 % p.a. provided the average population growth rate
is maintained.
d. Considering that domestic water demand is significantly more than the industrial
and commercial water demand, we can conclude that the demand growth will
be more closely related to the population growth rate rather than the economic
growth rate.

11.1.2. Starting points of High Water Requirements

The strategy was initially revised within 2013/14 financial year. The starting point of
the HWR developed specifically for CCT is at the demand during 2012/13.

11.1.3. Determining the Low Water Requirement

The low requirement curve was calculated at 2% and was determined based on
reducing the maximum demand growth by factors such as economic growth rate,
population growth rate, growth in demand of new consumers and impact of
HIV/Aids.

50
 11.2. PROJECTED UNRESTRICTED

Based on an average 3% water demand growth, from Figure 16, within the CCT,
baseline 2011, and an allocation of 399 million m3 per annum, the next
augmentation scheme would have been required by 2016 had no WCWDM
initiatives been further implemented. Bearing in mind that the latter assumes that
system yield remains constant (which is not the case). Using a baseline of 2013, and
an average growth rate of 2.98%, it is anticipated that the next augmentation
scheme be implemented by 2020 (this is only based on City data and does not
include the overall Recon Study data).

700
Water Demand million m3 per annum

600

500

400

300

200

100

0
1999 2001 2002 2004 2005 2006 2008 2009 2010 2012 2013 2014 2016 2017 2019 2020 2021 2023 2024

Baseline 2012: Future Projection Actual Demand (Water Treated) System yield

Baseline 2011: Future Projection Baseline 2013: Future Projection "Do Nothing" Scenario
Baseline 2001 (4.75%)

Figure 16: Water Demand Trend (water treated) Chart and Projections

51
 5.0%
4.5%
4.0%
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
-0.5% 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
-1.0%
-1.5%
-2.0%
-2.5%
-3.0%

Figure 17: Annual Percentage change in demand

Figure 17 represents the annual percentage change in demand. The demand is

declining. Average demand percentage growth is 1.30%.

From Figure 17, it can be seen that water demand trends are tending toward the
low water requirement curve (LWR = 1.45%) as opposed to the HWR of 3.09% (LWR
AND HWR curves as set out in the Water Reconciliation Study).

52
Impact of WCWDM Initiatives on the LWR and HWR

550
100 % Succesful Implementation of WC/WDM

500

HWR (3.38 %)
450
Volume (Million m3)

Available Supply
Climate
Change
400
(Proposed
LWR (2%) Impact)

350
New Resource Required

beyond 2025 (on LWR

300 Actual Water Treated (Demand)
Curve)

250
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

High Water Requirement (3.38%) Low Water Requirement (2%) LWR Curve (with WC/WDM)
HWR Curve (with impact WC/WDM) System Yield (WCWSS) Actual Demand (Water Treated)
Impact of Climate Change on System Yield

Figure 18: Impact of WCWDM on LWR and HWR curve includes impact of climate change on system yield (100% success)

53
 550
50 % Succesful Implementation of WC/WDM

500

450
Volume (Million m3)

400

350

300

250
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

High Water Requirement (3.38%) Low Water Requirement Curve (2%) Impact of WC/WDM on LWR Curve
Impact of WC/WDM on HWR Curve System Yield (WCWSS) Actual Demand (Water Treated)
Impact of Climate Change on System Yield

Figure 19: Impact of WCWDM on LWR and HWR curve includes impact of climate change on system yield (50% success)

54
 11.3. ANALYSIS OF DEMAND CURVES

Each graph, Figure 18 and 19, assess’ the impact of WC/WDM, as depicted in the
cumulative savings found in Table 14, through different scenarios.

Table 12: Impact of WC/WDM on Water Demand (Baseline 2012/13)

Scenario HWR (3.38%) LWR (2%)

No WC/WDM 2020 2024

100% Success of WC/WDM 2023 Beyond 2025

50% Success of WC/WDM 2021 Beyond 2025

Note: These figures are for internal use only and does not in any way replace the
projections as made or found within the Water Resource Reconciliation Strategy.

It is assumed that climate change will impact water demand in such a manner that it will
reduce the system yield by 5% over the next 25 years (Recon Study, November 2011).
However, researchers have indicated that climate change does not impact on the
system yield at a steady decline but rather it has a fluctuating or erratic trend. In order to
implement the best possible impact of climate change on the system yield, detailed
modelling will be required.

Table 13: Impact of Climate Change on Water Demand (Baseline 2012/13)

Scenario HWR (3.38%) LWR (2%)

No WC/WDM 2019 2023

100% Success of WC/WDM 2022 Beyond 2025

50% Success of WC/WDM 2021 2025

55
 12. FINANCE AND WATER SAVINGS

12.1. BENEFITS OF WC/WDM STRATEGY INITIATIVES

12.1.1. Benefits to Water Service Authority

 Postponement of capital infrastructure for water supply
 WC/WDM reduces the uncertainty of demand forecasts

12.1.2. Benefits to the community and individuals

 Ensure sustainable, efficient and effective service delivery, particulary in low-
income areas (WDM devices)
 Creating jobs in plumbing and other semi-skilled jobs within the community

12.2. CAPITAL AND OPERATING BUDGET

12.2.1. Historic Expenditure

Table 14: Historic Expenditure

Approved Approved
Capital Budget
2011/12 Actual Expenditure 2012/13 Actual Expenditure
Initiative
(Million) (Million)

Pressure Management R 14.35 R 66.87 R 16.00 R 15.81

Pipe Replacement R 83.80 R 66.87 R 83.80 R 96.61

Treated Effluent R 6.19 R 7.94 R 18.00 R 18.00

Zone Metering R 2.00 R 0.00 R 2.40 R 0.00

Logger installation R 1.50 R 0.35 R 1.50 R 0.00

Water meter replacement R 50.00 R 12.29 R 50.00 R 16.85

Meters (New Connections) - - - -

Capex R 157.84 R 154.31 R 171.70 R 147.27

Proposed Proposed
Operating Budget
2011/12 Actual Expenditure 2012/13 Actual Expenditure
Initiative
(Million) (Million)

Retrofit and leak repair R 6.00 R 31.77 R 9.20 R 3.50

Community Engagement R 6.50 R 8.04 R 6.50 R 9.25

Leak Detection Projects R 0.00 R 0.00 R 0.00 R 0.00

Education and Awareness Campaigns R 1.50 R 0.00 R 1.50 R 0.00

Research/Feasibility Study R 1.50 R 0.20 R 1.50 R 0.17

Treated Effluent (meter reading) R 0.00 R 0.00 R 0.00 R 0.27

PRV Maintenance R 2.50 R 0.00 R 2.50 R 0.00

Opex R 18.00 R 40.01 R 21.20 R 13.19

56
Table 15: Tracking Schedule

Programme to be implemented (water losses) 2011/12 2011/12 Variance 2012/13 2012/13 Variance
Actual Savings Actual Savings
million million
m3/annum m3/annum

Pressure Management 2.27 2.91 0.64 0.84 0.64 -0.20

Pipe Replacement (115km per year) 1.29 0.79 -0.50 1.29 0.25 -1.04

Treated Effluent 0.11 5.49 5.38 1.27 5.68 4.41

Water Meter Replacement 1.01 0.00 -1.01 1.01 0.00 -1.01

Retrofit and leak repair 0.09 0.30 0.21 0.09 0.00 -0.09

Leak Detection - - - - - -

Total reduction in Water losses (yr. on yr.) - 1 4.77 9.49 4.72 4.5 6.57 2.07

cumulative (million m3/annum) 4.77 9.49 - 9.27 16.06 -

It was anticipated that 9.27 million m3 of water would be saved as at end of 2012/13
(based on Table 16 from 2011/12 to 2012/13), however, it was determined that the
implemented programmes have resulted in an actual cumulative saving (since 2011/12)
of 16.06million m3. The latter has resulted despite the fact that some of the interventions
proposed for that year were not implemented yet.

57
Table 16: Programmes to reduce NRW (10 year project: Since 2011/12)
2011/1 2012/1 2013/1 2014/1 2015/1 2016/1 2017/1 2018/1 2019/2 2020/2
Programme to be implemented (water losses)
2 3 4 5 6 7 8 9 0 1
Pressure Management 2.27 0.84 1.57 2.61 2.00 1.86 1.86 1.86 1.86 1.86

Pipe Replacement (115km per year) 1.29 1.29 1.29 1.29 1.29 1.29 1.29 1.29 1.29 1.29

Treated Effluent 0.11 1.27 0.57 0.62 0.87 1.05 0.55 0.61 0.67 0.67

Water Meter Replacement 1.01 1.01 1.01 1.01 1.01 1.01 1.01 1.01 1.01 1.01

Retrofit and leak repair 0.09 0.09 0.09 0.09 0.09 0.09 0.09 0.09 0.09 0.09

Leak Detection - - 0.55 0.76 0.64 0.60 0.64 1.57 1.57 1.57

Total reduction in Water losses (yr. on yr.) - 1 4.77 4.50 5.08 6.38 5.90 5.90 5.44 6.43 6.49 6.49

cumulative (million m3/annum) 4.77 9.27 14.35 20.73 26.63 32.54 37.98 44.41 50.89 57.38
Additional programme to be implemented which impact on NRW - 2011/1 2012/1 2013/1 2014/1 2015/1 2016/1 2017/1 2018/1 2019/2 2020/2
2 2 3 4 5 6 7 8 9 0 1
Water Management Device (Improve NRW) 0.39 0.39 0.39 0.39 0.39 0.39 0.39 0.39 0.39 0.39

Total NRW reduction (1 + 2) 5.16 4.89 5.47 6.77 6.29 6.29 5.83 6.82 6.88 6.88

cumulative (million m3/annum) 5.16 10.05 15.52 22.29 28.58 34.88 40.71 47.53 54.40 61.28

*represents 100% successful implementation of WC/WDM interventions

Table 16 represents the revised projected potential savings (water demand offset) as a
result of implementing various WDM programmes. The revised table includes potential
savings as a result of leak detection and repair intervention.

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 12.2.2. Revised 10 year budget (2013/14 till 2020/21)
Table 17: Revised 10 Year Budget

Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed

Initiative 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020 2020/2021

(Million) (Million) (Million) (Million) (Million) (Million) (Million) (Million)

Pressure Management R 20.00 R 20.00 R 20.00 R 20.00 R 20.00 R 23.43 R 20.00 R 35.80

Pipe Replacement R 96.99 R 66.75 R 70.00 R 49.00 R 49.00 R 52.00 R 0.00 R 77.31

Treated Effluent R 39.15 R 40.50 R 55.80 R 57.00 R 45.10 R 42.10 R 41.20 R 35.60

Zone Metering R 3.00 R 2.00 R 4.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Logger installation R 1.50 R 3.00 R 5.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Water meter replacement R 90.00 R 163.12 R 199.00 R 235.00 R 262.00 R 285.00 R 300.00 R 300.00

Water Meters (new connections - R 16.00 R 17.00 R 18.00 R 18.00 R 6.00 R 5.00 R 6.00

Capex R 250.64 R 311.37 R 370.80 R 379.00 R 394.10 R 408.53 R 366.20 R 454.71

Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed

Initiative 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020 2020/2021

(Million) (Million) (Million) (Million) (Million) (Million) (Million) (Million)

Retrofit and leak repair R 3.00 R 3.15 R 3.30 R 3.47 R 3.64 R 3.83 R 4.02 R 4.22

Customer Satisfaction Survey R 0.65 R 0.69 R 0.72 R 0.76 R 0.79 R 0.83 R 0.88 R 0.92

Community Engagement R 1.82 R 1.91 R 2.01 R 2.11 R 2.22 R 2.33 R 2.44 R 2.57

Treated Effluent
R 0.20 R 0.21 R 0.22 R 0.23 R 0.24 R 0.26 R 0.27 R 0.28
Meter reading

Leak Detection Projects R 3.00 R 0.57 R 3.63 R 6.32 R 4.81 R 7.12 R 7.79 R 7.51

Leak Repair R 0.75 R 0.14 R 0.91 R 1.58 R 1.20 R 1.78 R 1.95 R 1.88

Feasibility Studies/Research R 1.50 R 9.00 R 3.80 R 4.00 R 4.10 R 3.60 R 3.70 R 3.60

Education and Awareness Campaigns R 1.12 R 1.18 R 1.24 R 1.30 R 1.37 R 1.43 R 1.51 R 1.58

PRV Maintenance R 2.50 R 1.00 R 1.00 R 1.00 R 1.00 R 1.00 R 1.00 R 1.00

TE Maintenance R 3.50 R 3.00 R 3.00 R 3.00 R 3.00 R 3.00 R 3.00 R 3.00

R 18.05 R 20.84 R 19.83 R 23.77 R 22.38 R 25.17 R 26.55 R 26.56

Opex

Table 17 represents the revised capital budget for the City of Cape Town and is further
projected for the next few years. The previous budget (2011/12 till 2020/21) was revised.
The revised capital budget has increased by approximately R1 203.37 million (for the
mentioned period only). The previous operating budget (2011/12 till 2020/21) was also
revised. The revised operating budget has decreased. This is due to the greater capital
investment that is required to replace and install new meters.

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 R 25.00

Rand million
R 20.00

R 15.00

R 10.00

R 5.00

R 0.00
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Education and Awareness Campaigns R 1.12 R 1.18 R 1.24 R 1.30 R 1.37 R 1.43 R 1.51 R 1.58
Leak Repair R 0.75 R 0.14 R 0.91 R 1.58 R 1.20 R 1.78 R 1.95 R 1.88
Leak Detection Projects R 3.00 R 0.57 R 3.63 R 6.32 R 4.81 R 7.12 R 7.79 R 7.51
Treated Effluent
R 0.20 R 0.21 R 0.22 R 0.23 R 0.24 R 0.26 R 0.27 R 0.28
Meter reading
Community Engagement R 1.82 R 1.91 R 2.01 R 2.11 R 2.22 R 2.33 R 2.44 R 2.57
Customer Satisfaction Survey R 0.65 R 0.69 R 0.72 R 0.76 R 0.79 R 0.83 R 0.88 R 0.92
Retrofit and leak repair R 3.00 R 3.15 R 3.30 R 3.47 R 3.64 R 3.83 R 4.02 R 4.22
Logger installation R 1.50 R 3.00 R 5.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00
Zone Metering R 3.00 R 2.00 R 4.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Figure 20: Interventions required to sustain savings

From Figure 20 one can see that there is a lot of investment in leak detection initiatives to
assist in sustaining the savings and locating areas where improvements can be made. The
second highest investment is more focused on registered indigent households. It is the
retrofit and leak repair initiative.

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 13. CONCLUSION

NRW has decreased from 20.5% to 20%. Water losses has also decreased from 15.3% to
14.5% for the 2011/12 and 2012/13 financial years respectively. CCT appears to be
successfully meeting it’s for NRW and Water loss targets of <20% and 15% respectively.

Meter inaccuracies are the second highest contributor to water losses (leakage on service
mains being the highest). There is a need to improve the revenue collection. Data inserted
into the IWA table needs to be improved.

CCT have successfully implemented the demand management interventions scheduled

for the 2011/12 and 2012/13 financial years. Although some of the individual targets were
not met the overall actual savings generated was a lot higher than expected for that
period.

In total, since the strategy implementation (2007), CCT has managed to save a 50.27
million m3 (cumulative).

There has been a definite decrease in physical losses, burst events and individual
household per capita consumption. This is related to successful implementation of
pressure management intervention. Reduced pressure results in reduced leakage within
households (minimum night flows).

A system needs to be set-up which will assist in overall monitoring of the system losses and
one which will accurately calculate and monitor all losses within the system.

A control measure needs to be set-up in order to better assess the savings achieved
especially concerning the more qualitative initiatives which include education and
awareness.

More complex models need to be developed overtime in order to better understand the
effect and impact of climate change on the availability of our water resource.

The CCT must take on an active role in monitoring and maintaining all the areas where
the different WC/WDM programmes have been implemented.

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 14. STRATEGIC PROGRAMME GOING FORWARD

14.1. PROPOSED RECOMMENDATIONS

It is proposed that the CCT, Water Demand Management and Strategy Branch continue
implementing the interventions as per Table 16.

Priority Intervention

1 Pressure Management

Meter Replacement Programme

2
Meter Audits

3 Retrofit and leak repair

4 Leak Detection and Repair

5 Pipe Replacement

In addition to the above water loss interventions, treated effluent expansion across the
CCT needs to continue in order to offset potable demand.

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 Shepherd, M., & Scruton, S. R., 2012. Does Mains Replacement Always
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 HEAD: WATER DEMAND MANAGEMENT OPERATIONAL
REVIEWED BY:
IMPLEMENTATION

Name & Surname: Collin Mubadiro Signature:

Date: Comment:

*Document approved as part of the WSDP and IDP review period

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