National Water and Sanitation Master Plan, 2018

ii Contents Call to Action ..................................................................................................................... 1 1. Addressing the crisis ...................................................................................................................... 2 2. Building a water secure future ....................................................................................................... 7 Section 1: Water and Sanitation Management ................................................................... 9 3. Reducing water demand and increasing supply ............................................................................ 9 3.1 Status quo ........................................................................................................................................... 9 3.2 Drivers ............................................................................................................................................... 12 3.3 Key actions ........................................................................................................................................ 15 4. Redistributing water for transformation ..................................................................................... 17 4.1 Status quo ......................................................................................................................................... 17 4.2 Drivers ............................................................................................................................................... 17 4.3 Key Actions ....................................................................................................................................... 18 5. Managing effective water and sanitation services ...................................................................... 19 5.1 Status quo ......................................................................................................................................... 19 5.2 Drivers ............................................................................................................................................... 21 5.3 Key Actions ....................................................................................................................................... 22 6. Regulating the water and sanitation sector ................................................................................. 26 6.1 Status Quo ........................................................................................................................................ 26 6.2 Drivers ............................................................................................................................................... 26 6.3 Key Actions ....................................................................................................................................... 27 7. Improving raw water quality ........................................................................................................ 30 7.1 Status quo ......................................................................................................................................... 30 7.2 Drivers ............................................................................................................................................... 31 7.3 Key Actions ....................................................................................................................................... 31 8. Protecting and restoring ecological infrastructure ...................................................................... 34 8.1 Status quo ......................................................................................................................................... 34 8.2 Drivers ............................................................................................................................................... 35 8.3 Key Actions ....................................................................................................................................... 37 Section 2: Enabling Environment ..................................................................................... 38 9. Creating effective water sector institutions ................................................................................. 38 9.1 Status quo ......................................................................................................................................... 38 9.2 Drivers ............................................................................................................................................... 39 9.3 Key Actions ....................................................................................................................................... 41 10. Managing data and information .................................................................................................. 43 10.1 Status quo ......................................................................................................................................... 43 iii 10.2 Drivers ............................................................................................................................................... 44 10.3 Key Actions ....................................................................................................................................... 45 11. Building capacity for action .......................................................................................................... 45 11.1 Status Quo ........................................................................................................................................ 45 11.2 Drivers ............................................................................................................................................... 46 11.3 Key Actions ....................................................................................................................................... 46 12. Ensuring Financial Sustainability .................................................................................................. 47 12.1 Status Quo ........................................................................................................................................ 47 12.2 Drivers ............................................................................................................................................... 50 12.3 Key Actions ....................................................................................................................................... 51 13. Amending the legislation ............................................................................................................. 53 13.1 Status quo ......................................................................................................................................... 53 13.2 Drivers ............................................................................................................................................... 53 13.3 Actions .............................................................................................................................................. 54 14. Enhancing Research, development and innovation ..................................................................... 55 14.1 Status quo ......................................................................................................................................... 55 14.2 Drivers ............................................................................................................................................... 56 14.3 Key Actions ....................................................................................................................................... 56 Ready for the future and ahead of the curve – LET’S DO IT! ............................................. 59 Summary of actions ......................................................................................................... 62 iv Figures and Tables Figure 1: Overview of the NW&SMP Call to Action structure ............................................................... 6 Figure 2: Philosophy of the NW&SMP ................................................................................................... 7 Figure 3: Current water use by sector ................................................................................................. 10 Figure 4: Municipal water use demand targets and actual in eight large water supply systems ........ 11 Figure 5: Planned shifts in water mix for short to medium term ........................................................ 13 Figure 6: Access to piped, RDP and reliable RDP water supply ........................................................... 20 Figure 7: Reliability of water services per province ............................................................................. 21 Figure 8: Different types of Water Quality problems across South Africa ........................................... 30 Figure 9: Deterioration of ecological condition of South African rivers, 1999 – 2011 ......................... 34 Figure 10: Ecological condition of South African wetlands, 2011 ........................................................ 35 Figure 11: Strategic water source areas .............................................................................................. 36 Figure 12: Planned institutional arrangements for the water sector .................................................. 40 Table 1: Provisional national water balance with and without critical interventions ......................... 14 v List of Acronyms AMD Acid Mine Drainage COGTA Department of Cooperative Governance and Traditional Affairs CMAs Catchment Management Agencies DPME Department of Planning, Monitoring and Evaluation DWS Department of Water and Sanitation DAFF Department of Agriculture, Forestry and Fisheries DoE Department of Energy DIRCO Department of International Relations and Cooperation DM District Municipality DMR Department of Mineral Resources DST Department of Science and Technology DTI Department of Trade and Industry DRDLR Department of Rural Development and Land Reform ELU Existing Lawful Use EWSETA Energy and Water Sector Education and Training Authority GWS Government Water Scheme IB Irrigation Board IUCMA Inkomati-Usuthu Catchment Management Agency LHWP Lesotho Highlands Water Project LWRMI Local Water Resource Management Institution MFMA Municipal Finance Management Act MISA Municipal Infrastructure Support Agent MuSSA Municipal Services Self-Assessment NDP National Development Plan NGO Non-Governmental Organisation NMIU National Monitoring & Implementation Unit NT National Treasury NWA National Water Act NW&SMP National Water and Sanitation Master Plan NWRS National Water Resource Strategy NWRSA National Water Resources and Services Authority NWRSR National Water Resources and Services Regulator NWSRSS National Water and Sanitation Resources and Services Strategy vi PFMA Public Finance Management Act RDI Research, Development and Innovation RDP Reconstruction and Development Programme SAAWU South African Association of Water Utilities SABS South African Bureau of Standards SALGA South African Local Government Association SANBI South African National Biodiversity Institute SAWS South African Weather Service SOE State Owned Enterprise TCTA Trans Caledon Tunnel Authority WRC Water Research Commission WRMI Water Resource Management Institution WSA Water Services Authority WSP Water Services Provider WUA Water User Association WTW Water Treatment Works WWTW Waste Water Treatment Works National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 1 Firstly, the values of the Constitution include those of human dignity, the achievement of equality and the advancement of human rights and freedoms. Secondly, the Constitution states that everyone has the right to an environment that is not harmful to their health or well-being; and to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that i) prevent pollution and ecological degradation ii) promote conservation; and iii) secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development. Thirdly, the Constitution states that everyone has the right to have access to sufficient food and water. Fourthly, the Constitution states that the property clause may not impede the state from taking measures to achieve land, water and related reform, to redress the results of past racial discrimination. These constitutional imperatives, combined with the national water and sanitation policy papers, the National Water Act and the Water Services Act, give the mandate to the water sector to: • Provide universal and equitable access to reliable water supply and sanitation services • Protect, manage and develop the nation’s water resources in a manner that supports justifiable and ecologically sustainable economic and social development • Transform access to water to redress the racial imbalances created by apartheid. Call to Action The Constitution of South African contains several provisions that give direction to the water and sanitation sector. Despite these constitutional provisions, the country is facing significant challenges in achieving this mandate. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 2 1 Addressing the crisis South Africa is facing a water crisis caused by insufficient water infrastructure maintenance and investment, recurrent droughts driven by climatic variation, inequities in access to water and sanitation, deteriorating water quality, and a lack of skilled water engineers. This crisis is already having significant impacts on economic growth and on the well-being of everyone in South Africa. These impacts will be exacerbated if it is not addressed. In April 2017 14,1 million people still used sanitation facilities below the Reconstruction and Development Programme (RDP) standard. Only 10,3 million households (64%) have access to reliable water supply. Approximately 56% of the over 1 150 municipal wastewater treatment works (WWTWs) and approximately 44% of the 962 water treatment works (WTWs) in the country are in a poor or critical condition and in need of urgent rehabilitation and skilled operators. Some 11% of this infrastructure is completely dysfunctional. Between 1999 and 2011 the extent of main rivers in South Africa classified as having a poor ecological condition increased by 500%, with some rivers pushed beyond the point of recovery. South Africa has lost over 50% of its wetlands, and of the remaining 3.2 million hectares (ha), that is, one third are already in a poor condition. Only 5% of the water that is used in the agricultural sector is used by black farmers. Water is severely under-priced and cost recovery is not being achieved. To achieve water security, an estimated capital funding gap of around R33 billion per annum for the next 10 years must be closed through, a combination of improved revenue generation and a significant reduction of costs. This Call to Action of the National Water and Sanitation Master Plan (NW&SMP) is a concise summation of the top priority issues confronting the water and sanitation sector at this time and which seeks to rally all water sector stakeholders in South Africa to work together in order to ensure that the country gets ahead of the curve in relation to both current and future challenges. This Over 3 million people still do not have access to a basic water supply service and 14.1 million people do not have access to safe sanitation. Only 64 % of households have access to a reliable water supply service 56% of waste water treatment works and 44% of water treatment works are in a poor or critical condition. 11% are dysfunctional More than 50% of South Africa’s wetlands have been lost, and of those that remain, 33% are in poor ecological condition Only 5% of agricultural water used is by black farmers 41% of municipal water does not generate revenue. 35% is lost through leakage Municipalities are losing about 1660 million m³ per year through non revenue water. At a unit cost of R6/m³ this amounts to R9.9 billion each year R33 billion more is needed each year for the next 10 years to achieve water security South Africa CAN avoid a projected 17% water deficit by 2030 by taking bold action today! National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 3 includes ensuring that by 2030 and beyond South Africa has a sufficient reserve of supply to take it safely into the future, that accelerated progress towards meeting Constitutional imperatives is made and that service delivery commitments, such as meeting Sustainable Development Goal 6: Ensure access to water and sanitation for all is achieved. In terms of structure, the NW&SMP consists of three volumes: Volume One of the NW&SMP is this Call to Action which sets out the critical priorities to be addressed by the water sector in the period from 2018 – 2030. These priorities are clustered into two sections, namely, Water and Sanitation Management and Enabling Environment. Each of these sections have six sub-sections as indicated in Figure 1 below. Each section includes the initial identification of critical actions that, when implemented, will have a significant impact on addressing the crisis. These actions are collated at the back of this document for ease of reference. Volume 2 of the NW&SMP is the Plan to Action which provides the basis for, and a more detailed analysis of, the key issues underpinning the Call to Action. Volume 3 is a Schedule of Actions. The purpose of Volume 3 is to order and define all actions and interventions identified within Volume 1 and Volume 2 of the NW&SMP into annual measurable outcomes inclusive of roles and responsibilities, time frames and associated estimated costs. DWS has worked with key sector partners to develop the first draft of this Volume, and will continue to work with sector partners to refine this schedule, through meaningful engagement. Significant progress has been made to define Key (or Level 1) actions for each area, supported by Supporting (or Level 2) actions. For ease of reference, Level 1 and 2 actions together with the specific numbering for each action, as contained in Volume 3, is recorded in the action summary tables at the end of each section of this document. The Call to Action provided the basis for comprehensive engagement with water sector partners by DWS in late 2017 continuing into 2018 in order to secure stakeholder agreement on the critical challenges confronting the sector at this time [Stakeholder engagement report available from DWS on request]. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 4 The Master Plan also identifies how performance will be monitored. As a plan, rather than a strategy or policy, the prioritised actions with responsibilities are detailed against which relevant players in the sector can be held accountable by Cabinet, Parliament and the public. This Master Plan is driven by a sense of urgency and therefore articulates the prioritised actions and investments the country must implement between now and 2030 to overcome challenges and ensure a water secure future supporting inclusive development across the country. This action is also necessary to ensure that universal sanitation coverage protects the health of our people. Actions have been prioritised according to the level of impact that they are expected to deliver in terms of driving towards a water secure future for all. As the implementation of the NW&SMP will be reviewed and reported on annually, it is considered a `living plan' and will therefore, be updated utilising an adaptive management approach. The NW&SMP is the implementation plan for the National Water and Sanitation Resources and Services Strategy (NWSRSS)1 which is reviewed every five years. In March 2018, the Minister: Water and Sanitation announced his intention to focus the work of the Department on the following five strategic pillars, which confirmed the support of the political leadership of the Department for this ground-breaking initiative. The five strategic pillars are: • National Water Resources and Services Authority (NWRSA); • National Water Resources and Services Regulator (NWRSR); • Water Resources and Services Value Chain; • Water Resources and Services Master Plan; and • Institutional Rationalisation and Organisational Alignment. In keeping with this Ministerial focus, and following the comprehensive stakeholder engagement on the development of the Master Plan, the Minister: Water and Sanitation tabled the Master Plan for noting by Cabinet on 27 June 2018. The Master Plan was well-received, with Cabinet also supporting the mobilisation of a detailed planning process in the sector utilising the Phakisa planning methodology. Cabinet agreed that the NW&SMP will serve as the basis for the Phakisa on Water and Sanitation, anticipated in late 2018. 1 Refer to the NWRS 1 and 2 and the NWRSSS currently under development All volumes of the NW&SMP are available for download at www.dws.gov.za About Phakisa (“Hurry up”) The Government of South Africa, led by the Presidency, adopted the Malaysian Big Fast Results (BFR) problem-solving methodology in 2013. The BFR methodology facilitates the development of detailed plans with a strong theory of change, as well as strong monitoring, evaluation, reporting, and accountability frameworks which are essential for the successful implementation of national goals and priorities. The adoption of this methodology is designed to fast track the implementation of solutions on critical delivery issues highlighted in the National Development Plan (NDP). Overall co-ordination of Phakisa is vested in the Department of Performance Monitoring and Evaluation (DPME), who will partner with DWS to mobilise and manage this ground breaking initiative in the water sector. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 5 The Phakisa on Water and Sanitation will provide the water sector with an opportunity to address the issues confronting the water and sanitation sector in greater depth. The results of this in-depth planning process will be captured in updates to both the NW&SMP and the NWSRSS, and will steer the sector towards a sustainable, equitable and secure water future. The DWS will work closely with the DPME Phakisa team to mobilise this planning initiative, which also heralds a renewed commitment to the adoption of a sector-wide approach in the water sector. A soon to be established DWS Programme Management Unit (Delivery Unit) will drive the implementation of the Phakisa action plan. The following actions necessary to give effect to these priorities, are recorded in Volume 3: Action 2 Responsibility Completion date Phakisa on water and sanitation to be held (Volume 3, Action 2.7.1) DWS, DPME First quarter 2019/20 Determine cost required to implement NW&SMP and identify where reprioritisation or cost savings can be used to address the NW&SMP priorities (2.7.2) DWS, WSAs 2019 Appoint skilled Management, Technical and Programme Manager staff for Delivery Unit (2.7.3) DWS 2019 Monitor, review, evaluate, report on and update NW&SMP (2.7.4) DWS Annual report to Parliament 2 Where actions apply to more than one chapter, they have been duplicated in the action tables at the end of the relevant chapters. All actions are summarised in a table at the end of the Call to Action, without this duplication. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 6 Figure 1: Overview of the NW&SMP Call to Action structure National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 7 2 Building a water secure future The NW&SMP is based on five key objectives that define a ‘new normal’ for water and sanitation management in South Africa: • Resilient and fit-for-use water supply; • Universal water and sanitation provision; • Equitable sharing and allocation of water resources; • Effective infrastructure management, operation and maintenance; and • Reduction in future water demand. These five objectives enable the achievement of the National Development Plan’s (NDP) Vision for 2030, of affordable and reliable access to sufficient and safe water and hygienic sanitation for socio economic growth and well-being, with due regard to the environment. Figure 2: Philosophy of the NW&SMP National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 8 Achieving this NDP vision of a water secure future is one of the biggest challenges facing South Africa in the 21st century. It is a critical element of achieving social well-being and sustainable economic growth. South Africa is facing increasing water demands to meet the needs of a rapidly growing and urbanising population, changing lifestyles, and economic growth. At the same time, climate change is driving the country towards a warmer and drier future, with predicted longer and more extreme droughts, and more intense floods. Climate change means that there will be less water available to meet water needs. Achieving water security in South Africa requires a new normal: a significant paradigm shift that • recognises the limitations of water availability • addresses the real value of water • ensures equitable access to limited water resources • delivers reliable water and sanitation services to all • focuses on demand management and alternative sources of water • considers the impacts of climate change and • addresses declining raw water quality. To achieve this, decision-making will be based on sound evidence, supported by rigorous research, innovation and appropriate technology development. The water sector will enforce regulation through accountable and effective leadership, to ensure that the water sector meets the requirements of a current and future South Africa and that demand is brought in line with available water supply. Working together, government departments, the private sector and civil society will implement the necessary actions to achieve financial sustainability, functional infrastructure and institutions, fair and sustainable water use, and universal water supply and sanitation provision. Implementation of this plan will enable South Africa to become more resilient to climate change and the increasing intensity of droughts and floods, while meeting the water needs of a growing population and economy. The new reality: • Water will become more expensive • Everyone (except those without access to piped water) MUST use less water for the same activities • Everyone - except the indigent - MUST pay for water and sanitation services To achieve water security, all water users in all sectors in South Africa must use water more efficiently, and water use must be addressed in the plans of the municipal, energy, agriculture, forestry, mining and industrial sectors. South Africa has no other option, if the country is to be READY FOR THE FUTURE AND AHEAD OF THE CURVE. To achieve safe sanitation for all and protect the quality of our water resources, all institutions responsible for sanitation services provision must ensure rapid eradication of the backlog, informed choice of appropriate technologies, and effective operation and maintenance of infrastructure. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 9 If demand continues to grow at current levels, the deficit between water supply and demand could be between 2,7 and 3,8 billion m3/a by 2030, a gap of about 17% of available surface and ground water. Section 1: Water and Sanitation Management 3 Reducing water demand and increasing supply 3.1 Status quo South Africa has an arid to semi-arid climate, with an average annual rainfall of 465 mm (half the world average), producing a total annual runoff of approximately 49 000 million m³/a. The current reliable yield of surface water at an acceptable assurance of supply is approximately 10 200 million m³/a nationally. The combined storage capacity of large dams is in the order of 31 000 million m3. The total nationally accessible groundwater potential is about 4 500 million m³/a of which between 2 000 and 3 000 million m³/a is currently being utilised. Of the approximately 5 000 registered dams the vast number (3 832) are small dams (less than 12m) serving farms and municipalities. These smaller dams play a critical role in local water security and climate resilience. Agriculture is the largest water use at 61% of total water use, followed by municipal use at 27% (including industrial and commercial users provided from municipal systems), with power generation, mining and bulk industrial use, livestock and conservation and afforestation jointly making up the remaining 12% (see Figure 3). The level of assurance at which agricultural water is supplied is lower than that of the other sectors (90%). Water for power generation is seen as strategically important and is provided with the highest assurance of supply (99.5 %) (which translates to 1: 200 year risk of failure). National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 10 Figure 3: Current water use by sector Agricultural consumption is largely unmetered, and there are concerns about unauthorised abstraction and water wastage in the sector. In addition, agricultural users pay a much lower tariff than other users of untreated water and the relatively cheap water has not incentivised the adoption of water efficient irrigation practices. However, the agricultural sector is important in terms of jobs and contribution to GDP. The value of primary agricultural production in South Africa was R263,2 billion in 2016. Average domestic water use3 in South Africa is around 237 litres per person per day, 64 litres per person per day more than the world average of 173 litres per person per day. The high water use is partly due to municipal non-revenue water4 which is currently at an unacceptably high 41%. While figures vary greatly between municipalities and services providers, average physical losses in municipal systems are estimated to be around 35%, against a global best practice in the order of 15%. 3 This includes industrial water use. 4 Non-revenue water includes all water supplied that is not paid for, including physical water losses through leaks in the distribution system, illegal connections, unbilled consumption and billed, but unpaid for water use. Agriculture uses the most water in South Africa and pays the lowest tariff On average, each person in South Africa uses 64 litres per day more than the global average Municipalities are losing about 1660 million m³ per year through Non-Revenue Water. At a unit cost of R6/m3 this amounts t0 R9.9 billion each year National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 11 There is significant opportunity to reduce water requirements in the agricultural and municipal sectors, which are largest and second largest water uses in South Africa respectively. Any percentage reduction in water use in these sectors will therefore have a significant effect on total water requirements. DWS, through the Strategic Water Partnership Network (SWPN) has implemented the Water Administration System (WAS) Release Module at several irrigation schemes. With the WAS, it is possible to release the correct amount of water from a source according to demand, thereby reducing wastage. 59 out of 78 large government irrigation schemes submit monthly Water Use Efficiency Accounting Reports which indicate that average water loss in these schemes is around 27%. This is well above the unavoidable seepage and evaporation losses in concrete canals which are about 12% of the total loss. Achievement of water demand targets in municipalities has been mixed. Figure 4 below indicates the targets and actual achievements for municipalities in eight large water supply systems for 2012 – 2016. Figure 4: Municipal water use demand targets and actual in eight large water supply systems, 2012 - 2016 Re-use of effluent is becoming more cost effective with advances in technology, and treated effluent from wastewater and acid mine drainage (AMD) is being used to supplement water supply and this can be expanded considerably. With the cost of desalination decreasing due to advances in technology, desalinated water (sea, brackish groundwater and waste water) is increasingly economically viable. While the utilisation of desalinated sea water is only financially feasible for coastal areas, it will free up surface and ground water for upstream and/or inland use where water is currently transferred or released for use in coastal areas. Desalination also has the potential to add jobs to the Blue Economy. Water quality and quantity can be further augmented through planning for, restoring and maintaining ecological infrastructure such as strategic water source areas and wetlands, which are currently under-protected and often in poor condition. Investing in ecological infrastructure is often a cost-effective method for enhancing and supporting investment in built infrastructure. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 12 The provision of waterborne sanitation is unsustainable and South Africa must adopt water-less sanitation technology where appropriate 3.2 Drivers To balance requirements and supply, South Africa will need to reduce water demand, as well as increase supply for a growing population and economy. The Industrial Policy Action Plan (IPAP) sets out the intentions of South Africa in terms of expanding the manufacturing sector, which will increase water demand in this sector, and which has the potential to increase water pollution if not appropriately regulated. The projected gap between requirements and supply is driven by low tariffs, inadequate cost recovery, over-consumption, inefficient use, wastage, leakage, inappropriate infrastructure choices (e.g. water borne sanitation in a water scarce country), inadequate planning and implementation, as well as population and economic growth. Water availability and raw water quality will decline further if the degradation of aquatic ecosystems (including wetlands), poor land use practices, and high levels of water pollution continue. In addition, climate change is projected to increase the variability of rainfall throughout the country, and to reduce average rainfall, particularly in the western part of the country. Climate change will result in more intense floods and droughts. Climate change may also increase the agricultural demand for water due to higher temperatures, and a reduced ability to rely on rain-fed agriculture. The total requirements in the country will increase due to population and associated economic growth, but individual users’ requirements should be reduced by improving efficiency, adopting new technologies, and reducing losses, especially in the agricultural and municipal sectors, through water awareness, and strict regulation, cost recovery and incentives. As a target, average domestic consumption must be reduced to 175 litres per person per day by 2025. Further actions linked to reducing demand are addressed in the section on regulation. This must include a focus on water use efficiency, the quality of water and sanitation fittings (to ensure that they are low flow fittings and that they are robust and do not result in premature leakages), and the potential for rainwater harvesting in low income areas. The National Development Plan targets an average reduction in water demand of 15% below baseline levels in urban areas by 2030, where the baseline is taken as year 2012. This plan acknowledges and refers to the targets that have already been set for different catchments through the DWS-led Reconciliation Strategies and All towns Studies5. On the supply side, there is a need to optimise the water mix which is currently strongly dominated by surface water, with some groundwater and return flows to a water mix that includes increased groundwater use, re-use of effluent from waste water treatment plants, water reclamation, as well as desalination and treated acid mine drainage. South Africa’s dependence on surface water will proportionately decrease over the coming decades (see 5 http://www.dwa.gov.za/Projects/AllTownsRecStrat NP/default.aspx By 2040, treated acid mine drainage and desalinated seawater will make a significant contribution to South Africa’s water mix, ground water usage will increase, and the over reliance on surface water will reduce. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 13 Figure 5). In the face of climate change, groundwater, which will not experience the increased evaporation that will impact on surface water as temperatures increase, will become increasingly important. Artifical recharge of aquifers will be an important element of water management. Department of Water and Sanitation developed a National Strategy for Water Re-use (NSWR) in 2011. The intent of the water re-use strategy is to encourage wise decisions relating to water re-use at different scales and levels. The performance of existing wastewater treatment plants in terms of meeting discharge standards and reliability is critical to the successful integration of water reuse into reconciliation strategies and into water supply systems in SA. Figure 5: Planned shifts in water mix for short to medium term (noting that the total volume increases substantially over the period (Graph created from NWRS1 Projected to 2015, from 2015 to 2040 by DWS Directorate: National Water Resource Planning) Delays in the implementation of Phase 2 of the Lesotho Highlands Water Project (LHWP) (to augment the Vaal River System for greater Gauteng), the uMkhomazi Water Project Phase 1 (to augment the Mgeni System for the KwaZulu-Natal Coastal Metropolitan Region) and the augmentation of the Western Cape Water Supply System have significantly impacted on the water security, and subsequently the socio-economies of these areas. The recent water crisis in Cape Town serves as a stark reminder of the impacts of delayed action combined with extreme weather events. In addition, South Africa has four internationally-shared river basins that contribute 45% of the country’s total river flow. These resources must be shared equitably with neighbouring states who also have increasing water needs due to growing populations and economies. Signed partnership framework agreements exists that have paved the way for different South African sectors to enter into cooperation agreements, also known as Memoranda of Understanding (MoU) with these neighbouring states. it is critical that co-basin organisations adequately support IWQM in these shared river basins. 45% of the water in South Africa comes from rivers shared with neighbouring countries National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 14 Table 1 below indicates how a range of infrastructure projects as well as demand management are needed if we are to build water security by 2030. Without demand management, currently planned infrastructure development and the broadening of the water mix will not be sufficient to balance supply and demand. However, if the targets of reducing physical losses in municipal systems are reached, as well as a reduction in the per capita consumption to the global average, in addition to the surface and groundwater supplies, and desalination, re-use and treated AMD, there will be a slight surplus available in 2030. It must be recognised, however, that achieving these targets will require significant investment and capacity. It must also be recognised, that these figures are national, and do not address specific areas where even bigger interventions will be required to address local shortages. The National Water Re-use policy aims to develop clear and practical guidelines for typical water re use projects on what regulatory approvals are needed, the status of reclaimed water in terms of right to use and how these can be obtained cost and time effectively. There is also a need to work with other institutions to align legislation, reduce the regulatory burden wherever practical, and unblock regulatory obstacles to water re-use. These issues are addressed in more detail in NW&SMP Volume Two: Plan to Action. Table 1: Provisional national water balance with and without critical interventions Water use sectors 2030 water requirements projections (million m3) Without demand management interventions With urban losses reduced from 35% to 15% Reduce domestic demand from 237 l/c/d to 175 l/c/d Agriculture (irrigation and livestock watering) 9 700 9 700 9 700 Municipal (industries, commerce, urban and rural domestic) 5 800 4 941 3 696 Strategic/Power generation 430 430 430 Mining and bulk industrial 1 017 1 017 1 017 International obligations 178 178 178 Afforestation 434 434 434 Total water requirements (2030) 17 559 16 700 15 455 Total water available (2015) 13 949 Increased surface water yield 874 Increased groundwater use 405 Desalination (including treated AMD) 588 Re-use 110 Total water available (2030) 15 926 15 926 15 926 Deficit/surplus -1 633 -763 527 Deficit/surplus -10% -5% 3% National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 15 3.3 Key actions Action Responsibility Completion date PLANNING Develop, update and maintain reconciliation planning studies to achieve optimal water mix (surface water, groundwater, re-use and desalination, and incorporate climate change into studies) (Volume 3, Action 1.1.5) DWS, CMAs, WSAs 2030 Do detailed feasibility study (including EIA) of high priority interventions (identified in Reconciliation Strategies) and develop bankable projects, with business case of required infrastructure, financing, institutional arrangements for ownership and operations as implementation mandate (1.1.6) WSAs, DWS, CMAs 2030 Water Resources Catchment studies (Continuously undertake hydrological monitoring in order to improve the resiliency and sustainability of the available sources on account of future climate change) (1.1.7) DWS, CMAs 2050 Develop a guideline for the protection, recharge, use and monitoring of groundwater (1.1.8) DWS, WRC, CSIR 2022 Integrate results of All Towns studies and reconciliation studies into sectoral plans (domestic, agriculture, energy, mining, industrial development, land reform and rural development) (1.1.9) DWS, DAFF, DoE, DMR, the dti, DRDLR 2022 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation services to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans (1.3.6) DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 Adopt an integrated planning approach at trans-boundary (international), national, Water Management Area and sub catchment levels (SA16, SA17, SA18, SA21, SA22, SA23 & SA33) (1.5.7) DWS, Co-basin States 2030 REDUCING DEMAND Reduce Non Revenue Water (NRW) and water losses in all municipalities to 15% below the business as usual (1.1.1) DWS, CoGTA 2030 Set cap on water use with reducing targets over time (1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Reduce the water demands and water losses at all major irrigation and agricultural schemes by 2030, without affecting productions (1.1.3) DWS, DAFF 2030 Reduce water demand and increase water efficiencies of industrial users (1.1.4) DWS, the dti 2026 Implement the Water Administration System on all government irrigation schemes for transformation (1.2.3) DWS, DAFF/PDAs 2024 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 16 Action Responsibility Completion date Develop and implement a long-term plan for the turn around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (1.3.1) DWS, CoGTA, NT, SALGA Annually Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards (1.4.1) DWS, WSAs Annually Include water use efficiency and water loss reduction targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans (1.4.2) CoGTA, Municipalities 2019 Establish Water Efficiency Labelling and Standards (WELS) Scheme (1.4.3) SABS, DWS 2025 Identify (Blue Scorpions) and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action (1.4.4) CMAs, NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions 10 by 2020 Additional 10 by 2023 INCREASING SUPPLY Development of strategic water resources infrastructure (1.1.10) DWS, LHDA, WSAs, WBs, TCTA 2025 Refurbish gauging stations (1.1.11) CMAs, DWS 2027 Increase groundwater use (including artificial recharge) and re-use of water (1.1.12) WBs, WSAs, DWS, CMAs 2024 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 17 4 Redistributing water for transformation 4.1 Status quo Transformation is critical in three areas: ensuring that the use of water for productive purposes is equitable, making sure that the governance of water is representative, and ensuring access to decent water and sanitation services for all. Despite both policy and legislative tools intended to enable the transformation of water allocation to redress the historical racial discrimination in access to water, little has been achieved since the National Water Act (NWA) was promulgated in 1998. This is particularly true in the agricultural sector, where around 95% of the water is estimated to be used by white commercial farmers. Existing Lawful Use (ELU) was intended as a transitional arrangement. However, 20 years after the NWA was promulgated, ELUs authorise the biggest volume of water used in the country. While the restitution of agricultural land has been slower than intended, the reallocation of water has not always even kept pace with the transfer of that land. In some instances, the previous owners traded away their existing lawful water use rights, so that the water allocation was not transferred to land reform beneficiaries. According to The Institute for Poverty, Land and Agrarian Studies, more than 70% of commercial farms in the country are estimated to be owned by white farmers with about 39 000 white commercial farmers and 5 300 black farmers, according to the African Farmers Association of South Africa. Most of the black commercial farmers have relatively smaller farms. Transformation of representivity in water governance has also been slow. Membership of water user associations generally reflects land ownership and water use, so that the governance of those associations is often focussed on white commercial farmers’ interests. The Irrigation Strategy developed by the Department of Agriculture, Forestry and Fisheries (DAFF) has identified water schemes where there is the potential for irrigation expansion. This expansion can contribute to access to water for black farmers. There are over 5 000 registered dams (wall height of over five metres) in South Africa, these being mostly farm dams and privately owned. 4.2 Drivers The demand for land reform is high on the political agenda and will remain so until adequately addressed. Within the land reform programme, the transfer of some irrigable land without a water allocation has limited the ability of recipients to make productive use of the land. In addition, there are black farmers and entrepreneurs who have expressed their concerns about lack of access to water, and the challenges in getting water allocated for farming and enterprise development. The pressure to reallocate water to achieve more equitable water use thus remains high. To effect transformation, DWS will work with DAFF to identify available water to allocate to emerging black farmers More than 70% of commercial farms in South Africa are owned by white farmers, who also use 95% of the water allocated to the agricultural sector National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 18 4.3 Key Actions Action Responsibility Completion date Identify alternative sources of water and water that is not utilised (e.g. as mines are closing resulting from War on Leaks, etc) for transformation (Volume 3 Action 1.2.1) DWS, CMAs, WSAs 2019 Identify where more water can be made available in government water schemes for transformation (1.2.2) DWS, CMAs, WBs, DAFF/PDAs, 2019 Implement the Water Administration System on all government irrigation schemes for transformation (1.2.3) DWS, DAFF/PDA 2024 Implement pilot project on voluntary contributions from farmers for water reallocation in prioritised catchments (1.2.4) DWS, DAFF 2020 Identify areas where small dams or groundwater development can provide water for small scale black farmers (1.2.5) DWS, CMAs 2019 Align water, land and agrarian reform programmes and link to the Irrigation Strategy (1.2.6) DWS, CMAs, DAFF, DRDLR 2030 Use General Authorisation to enable small scale water use by black farmers (1.2.7) DWS, DAFF 2019 Investigate, revitalise, refurbish existing under performing Black Owned schemes (1.2.8) DAFF, DWS 2020 Define and implement process to allocate water (new/saved) to black applicants (1.2.9) DWS, DAFF 2030 Establish the National Water Resources and Services Regulator (NWRSR) (2.1.6) DWS, NT 2020 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met (2.4.4) DWS, CoGTA 2022 Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues (2.6.6) DWS, WRC, CSIR, DST Ongoing National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 19 5 Managing effective water and sanitation services 5.1 Status quo Everyone living in South Africa has a constitutional right of access to at least basic water supply and basic sanitation services and the country has progressed well in delivering infrastructure to provide these services with 89% of households now having access to water supply infrastructure6. However, while service provision has advanced, reliability of these services remains a challenge. Only 64% of households are estimated to have a reliable water supply service – a lower figure than in 1996 (see Figure 6) with some 11% of water supply schemes being completely dysfunctional. In the 27 priority district municipalities the water reliability is only 42%, with the worst 10 WSAs below 30% reliability. Interruption in water supply (unreliability) and blocked and overflowing sewers are two of the key public frustrations leading to protests and vandalism. Approximately 56% of the over 1 150 WWTW and approximately 44% of the 962 WTWs are in poor or critical condition and in need of urgent rehabilitation. Poor water and wastewater treatment has significant implications for public health. Current access to sanitation services is around 80% nationally. However, delivery is uneven and, in some municipalities, only 50% of residents have access to adequate sanitation facilities. Over the years, several interventions have been put in place by national government, including interventions under section 196 of the Constitution, and, most recently, the Back-to-Basics campaign and the Municipal Infrastructure Support Agent (MISA) instituted by the Department of Cooperative Governance and Traditional Affairs (COGTA). Despite these interventions, as well as many water and sanitation specific interventions by DWS, in some cases repeatedly in the same municipality, failures in water supply and sanitation services continue, not least due to a lack of skilled and experienced technical staff. There are also challenges in the effective operation and maintenance of water supply and sanitation infrastructure by DWS, water boards, other government departments and institutions. Municipal water reticulation infrastructure includes more than 290 000 km of pipelines, an estimated 7,7 million house connections, over 5 million yard taps and more than 2,1 million street taps7. 6 StatsSA General Household Survey 7 StatsSA Community Survey 2016 56% of waste water treatment works in South Africa do not work properly 44% of water treatment works do not work properly The capacity of WSAs to operate, maintain and manage assets for existing infrastructure needs urgent attention. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 20 Figure 6: Access to piped, RDP and reliable RDP water supply (Source: StatsSA) The failure of some municipalities to provide reliable water and sanitation services is largely due to the lack of technical skills, institutional capacity and funding to operate, maintain and manage water and waste water infrastructure assets properly. Further contributors towards the poor reliability of water and sanitation services is the limited budget allocated by some municipalities for operations and maintenance relative to that allocated to new capital works, poor revenue management, and the failure of municipalities to employ appropriately qualified technical staff. In addition, the national infrastructure grant funding mechanisms incentivise the building of new infrastructure, rather than the maintenance of existing infrastructure. The nature of internal decision-making systems and procedures in municipalities also make it difficult for water supply and sanitation managers to respond effectively to the need to provide reliable services. These systems are informed, inter alia, by the Municipal Financial Management Act (MFMA) and the Municipal Systems Act. It is noteworthy that despite these challenges, South Africa has several well performing municipalities that have been internationally recognised. By example: eThekwini was awarded the Stockholm Water Industry Award in 2014. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 21 Figure 7: Reliability of water supply and sanitation services per province 5.2 Drivers In line with the global Sustainable Development Goals, and the aspirations of the NDP, the national targets for water supply and sanitation services are as follows: Target Date Achieve universal, sustainable sanitation provision 2020: 90% 2030: 100% Achieve universal, sustainable and reliable water supply provision 2019: 90% 2030: 100% These targets must be met in a sustainable manner, with effective operation and maintenance, so that the services provided are reliable over time, and are accessible to all people, including those living with disabilities. The constitutional water supply and sanitation services responsibility lies with 144 municipalities that are water services authorities (WSA). At least 33% of these municipalities are regarded as dysfunctional and more than 50% have no or very limited technical staff. The 27 priority district municipalities have been identified as being particularly dysfunctional and requiring specific intervention. In addition, many of the smaller and/or rural municipalities are faced with financial challenges. The socio-economic profile of South Africa is highly variable with 63% of households earning less than R38 000 per year (and therefore classified as indigent). Municipalities with high levels of indigent households are dependent on national grants to provide reliable and affordable water and sanitation services. In rural and/or smaller municipalities, the proportion of indigent households averages 77%. It is consequently difficult for municipalities with a low revenue base to address their backlogs and to allocate sufficient funds for maintaining and operating existing works. In some areas, major water infrastructure runs through rural areas without supplying them (such as the Tugela-Vaal scheme). Some 77% of rural households are indigent and are not required to pay for municipal services National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 22 South Africa is currently in a low economic growth climate and the number of indigent households is not expected to decrease in the short term. In addition, high rates of urbanisation have a major impact on the demand for water supply and sanitation services. South Africa is currently 65% urbanised and the NDP estimates that urban populations will grow by 10% every two decades. Increasing urbanisation will place more pressure on cities to deliver affordable and reliable water and sanitation services to larger numbers of poor households. Aging, poor quality and poorly maintained infrastructure is contributing to high levels of water wastage and pollution of rivers and groundwater with sewage. 5.3 Key Actions The national capacity to operate, maintain and manage water supply and sanitation services requires urgent attention. Key actions are: Action Responsibility Completion date Set cap on water use with reducing targets over time (Volume 3, Action 1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Develop and implement a long-term plan for the turn around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (1.3.1) DWS, CoGTA, NT, SALGA Annually Plan for disaster management by implementing adequate flood protection and drought management on regional level (1.3.2) DWS, CMAs, NWRSA, WBs 2022 Revisit levels of service for water supply and sanitation services against issues of affordability (1.3.3) DWS, CoGTA, NT, SALGA 2025 Investigate and promote alternative service delivery models such as BOTT (build, operate, train and transfer), management contracts and concessions (1.3.4) NT, DWS 2025 Provide direct Water Services Development Planning support to WSAs as part of a legal requirement and integration into Municipal IDPS (1.3.5) WSAs, DWS, CoGTA, SALGA, NT 2025 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation services to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans (1.3.6) DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 South Africa’s population is rapidly urbanising, placing strain on service delivery in municipalities National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 23 Action Responsibility Completion date Deliver services to achieve (100%) universal sanitation coverage (Municipal Sanitation Projects) (1.3.7) WSAs, DWS 2030 Deliver services to achieve (100%) universal water services provision (Municipal Water Supply Projects) (1.3.8) WSAs, CoGTA, DWS 2030 O&M of water resources and services infrastructure (1.3.9) DWS 2050 Align interventions with CoGTA on failing municipalities with existing support programmes e.g. MISA (1.3.10) CoGTA, MISA, DWS 2019 Lifecycle planning (asset management) conditions to be set by DWS (1.3.11) DWS 2020 A national water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest (1.3.12) DWS, WSAs, NT, WBs, CoGTA 2030 Roll-out of Feasibility and Implementation Readiness studies to align with national grant funding programmes (1.3.13) WSAs, DWS 2025 Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards (1.4.1) DWS, WSAs Annually Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans (1.4.2) CoGTA, Municipalities 2019 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level (2.1.2) DWS 2022 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Establish the National Water Resources and Services Authority (NWRSA)(2.1.4) DWS, NT 2020 Determine the optimal configuration of water boards to manage regional bulk water supply, assist municipalities to perform their primary water and sanitation services mandate where necessary, manage DWS, WBs 2020 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 24 Action Responsibility Completion date regional water resources infrastructure, manage regional bulk WTWs and WWTWs (2.1.5) Establish the National Water Resources and Services Regulator (NWRSR)(2.1.6) DWS, NT 2020 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff in South Africa first and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Develop and implement a mandatory, modular hands on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations (2.3.4) DWS, EWSETA, Institutions of Higher Learning Ongoing Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies (2.3.5) DWS, EWSETA Ongoing Develop and implement institutional arrangement that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation (2.4.1) NT, DWS 2021 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users (2.4.2) WSAs, WBs, DWS, AGSA 2024 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs (2.4.3) NT, AGSA, DWS 2023 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met (2.4.4) DWS, CoGTA 2022 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 25 Action Responsibility Completion date In all entities put in place mechanisms to deal with accumulated debts (2.4.6) WSAs, WBs, DWS, NT, AGSA 2020 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services (2.5.4) NT, DWS, CoGTA, SALGA 2020 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 Implement and regularly review/revise Research, Development and Innovation Policies, Plans and Roadmaps across the sector (2.6.1) DWS, DST, WRC, CSIR 2021 Unlock investment, procurement and other localisation barriers to reposition the sector to implement new/niche solutions and approaches and roadmap the NMIU (2.6.2) DWS, NT, CoGTA, DST, NMIU Ongoing Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues (2.6.6) DWS, WRC, CSIR, DST Ongoing Develop technologies, guidelines and implementation support tools that enable SA to use alternative and appropriate sources as part of water supply (2.6.7) DWS, WRC, CSIR, DST, SALGA, CoGTA, WSAs 2023 Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.10) WRC, CSIR, DST, DWS 2021 Alternative Sanitation: Develop and demonstrate and validate appropriate alternative, water-less and off grid sanitation solutions (Current – 2025) (2.6.11) DWS, WRC, CSIR, DST, BMGF, the dti, Municipalities Ongoing Domestic and industrial Waste Water: Develop and Demonstrate appropriate waste water technologies for cost effectiveness, energy efficiency and beneficiation (2.6.12) DWS, TCTA, WRC, CSIR, the dti, DST, TIA, MINTEK Ongoing Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.13) WRC, CSIR, DST, DWS 2021 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 26 6 Regulating the water and sanitation sector 6.1 Status Quo DWS is responsible for the regulation of the use of raw water across the country. This includes authorisation for water abstraction, waste discharge, and dam safety, and setting the charges for the use of raw water and the discharge of effluent. There are in the region of 80 000 water use authorisations, either under the existing lawful use or through water use licences, with around 60 000 unique users. Of these, approximately 8 000 obtain their water from state-owned water resources infrastructure. DWS also sets standards for water and sanitation services provision and associated tariffs, which are also governed by the Municipal Systems Act and the Municipal Finance Management Act. There are significant challenges in ensuring that WSAs set appropriate tariffs that cover costs, including operation and maintenance costs, and that promote water use efficiency. WSAs are responsible for developing by-laws that, amongst others, enable regulation of water supply and sanitation provision and use within its area of jurisdiction. The South African Bureau of Standards (SABS) sets several water quality standards for the water sector, including drinking water standards (SANS 241) and other relevant guidelines. 6.2 Drivers Strong regulation is critical to achieve water security in South Africa, in terms of water quality (in rivers and taps), balancing demand and supply, ensuring the safety of dams, and being resilient to climate change impacts. Despite strong regulatory tools in the legislation, the quality of raw water continues to deteriorate across the country, with high levels of water theft and water wastage continuing. The continued use of water under ELU of the National Water Act is hampering the redistribution of water and effective regulation of this water use. The need to use the courts to impose sanctions on those contravening water legislation hampers the ability to get speedy resolution on such matters. In addition, dam safety regulation is under threat from limited qualified personnel in the country: currently there are less than 100 dam safety approved professional persons (APPs) in South Africa (approximately 1 qualified person for every 50 dams on the Dam Safety register), and more than 66% of these are older than 60 years of age. Some municipalities fail to deliver the requisite level of water supply and sanitation, including failing to meet drinking water quality standards. In the 2014 Blue Drop assessment, 86% of WSAs achieved good or excellent status for microbiological water quality compliance, but only 70% achieved good or excellent status for water quality operational compliance. DWS will revitalise the Green, Blue & No Drop programmes There are less than 100 dam safety Approved Professional Persons in South Africa, and more than 66% of these are older than 60. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 27 6.3 Key Actions Action Responsibility Completion date Set cap on water use with reducing targets over time (Volume 3, Action 1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards (1.4.1) DWS, WSAs Annually Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans (1.4.2) CoGTA, Municipalities 2019 Establish Water Efficiency Labelling and Standards (WELS) Scheme (1.4.3) SABS, DWS 2025 Identify and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions (1.4.4) CMAs, NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions 2020 Replace all Existing Lawful Use (ELU) with licences with enforceable water use conditions (1.4.5) DWS, CMAs 2030 Development and implementation of the MoU between the DWS and strategic users (1.4.6) DWS, Chamber of Mines, Eskom, Industries 2020 Develop and implement municipal by-laws to protect water quality (1.4.7) DWS, WSAs 2020 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions (1.4.8) CMAs, NPA, SAPS, DEA, DMR, DWS, Blue Scorpions 2020 Establish a mechanism for applying administrative penalties (1.4.9) DWS, Dept of Justice 2023 Develop improved regulatory approaches to manage pollution from land-based and in-stream activities (SA1, SA7, SA20 & SA29) (1.4.10) DWS 2022 Develop and implement an action plan to strengthen water use authorisation processes (SA24, SA25, SA26, SA27 & SA28) (1.4.11) DWS, CMAs, WRC, CSIR 2022 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) (1.5.8) NT, DWS, CMAs 2030 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Develop and implement a diffuse pollution source strategy that includes the regulation of land use (1.5.14) DWS, CMAs 2023 Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas (1.6.1) DWS, CMAs, DEA 2021 Establish a business case for streamlined DWS 2020 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 28 Action Responsibility Completion date institutional arrangements in the water and sanitation sector (2.1.1) Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Determine the optimal configuration of water boards to manage regional bulk water supply; assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs (2.1.5) DWS, WBs 2020 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal (2.2.1) DWS Annually Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals (2.3.3) DWS, WSAs, WBs, CMAs 2023 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations (2.3.4) DWS, EWSETA, Institutions of Higher Learning Ongoing All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs (2.4.3) NT, AGSA, DWS 2023 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act NT, DWS, CoGTA, SALGA 2020 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 29 Action Responsibility Completion date (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services (2.5.4) Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 Continue to invest in understanding emerging contaminants (detection and treatment) in order to improve our transition to reuse, reclamation and recycling of water (2.6.15) DWS, WRC, CSIR, Municipalities Ongoing Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions (2.6.16) DWS, DEA, SANBI, WRC, CSIR, DST Ongoing Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process (2.6.17) DWS, DEA, SANBI, WRC, CSIR 2024 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 30 7 Improving raw water quality 7.1 Status quo Raw water quality, being the chemical, physical and biological characteristics of water bodies (rivers, dams, lakes, wetlands, estuaries and ground water) shows ongoing deterioration in many parameters. This deterioration poses a threat to economic growth, social development, health and hygiene and aquatic ecological functioning. Figure 8: Different types of Water Quality problems across South Africa (Ashton, 2012) Raw water quality is altered by: • point source discharges such as the effluent discharged from municipal and industrial wastewater treatment works, untreated effluent discharges by industrial users, inadequate on site sanitation facilities, and polluted stormwater. • diffuse pollution sources, such as runoff affected by atmospheric deposition or land use practices, including water either draining through or running off fertilized agricultural land, wash-off from industrial sites, mine residue deposits and mining areas, wash-off from settlements and built up areas, and erosion. • Raw water quality is also dependent on the amount of water remaining in the source that is available to dilute the discharges. Current regulation focuses mostly on the control of point sources of pollution. Poor raw water quality increases the costs of treatment for domestic and industrial use. Poor water quality also impacts negatively on agricultural production. It is generally cheaper to treat water at the Pollution of rivers results in poor raw water quality which is driving up the cost of municipal water treatment National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 31 point of discharge, where the pollution is still relatively concentrated and hence contained, than it is to treat water once the pollution has dispersed into a larger water body and mixed with multiple other pollutant types. The cost of pollution should be borne by the polluter and not externalised to down-stream water users or the state. Poor raw water quality, together with sedimentation caused by elevated levels of suspended solids in water, and the damming of rivers, have significant impacts on the ecology of rivers, estuaries and wetlands and their subsequent ability to provide services and benefits to people. The discharge of water into a water source is classified as a water use and is governed by the National Water Act (NWA) and regulated by DWS to ensure that the water in receiving water resources is fit for use. 7.2 Drivers South Africa is already experiencing significant impacts on water quality from mining, industry, agriculture, settlements, and poorly operated and maintained municipal wastewater treatment works, in many cases operated beyond design capacity. Without effective regulation, several “mega trends”, in addition to the current challenges, can be expected to lead to new or accelerated water quality challenges. These include: climate change; hydraulic fracturing; further industrial development including the discharge of emerging pollutants, excessive use of fertilisers, insecticides and herbicides in the agricultural sector, and rural-urban migration and the growth of inadequately serviced densely populated settlements. Deteriorating water quality is putting human and animal health at risk, impacting negatively on aquatic ecosystems, and imposing significant costs on the economy. 7.3 Key Actions Action Responsibility Completion date Development of strategic water resources infrastructure (Volume 3, Action 1.1.10) DWS, LHDA, WSAs, WBs, TCTA 2025 A National water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest (1.3.12) DWS, WSAs, NT, WBs, CoGTA 2030 Develop and implement municipal bylaws to protect water quality (1.4.7) DWS, WSAs 2020 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action (1.4.8) CMAs, NPA, SAPS, DEA, DMR, DWS, Blue Scorpions 2020 Establish a mechanism for applying administrative penalties (1.4.9) DWS, Dept of Justice 2023 Implement measures to ensure that water users use and discharge water responsibly and adhere to regulatory requirements (1.5.1) DWS, CMAs, WSAs 2022 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 32 Action Responsibility Completion date Determine in-stream Resource Water Quality Objectives (RWQOs), based on the SA Water Quality Guidelines (SA36), in support of RQO's (1.5.1) DWS, CMAs 2020 Routinely monitor resource water quality (SA46, SA47 SA48) (1.5.2) DWS, CMAs 2030 Establish and maintain appropriate and accessible information management system(s) for resource water quality (SA49, SA51 & SA60) (1.5.3) DWS, CMAs 2030 Assess resource water quality information (SA52 & SA59) (1.5.4) DWS, CMAs 2030 Implement adaptive source control-based water quality management interventions, in accordance with relevant catchment plans and strategies (SA34 & SA35) (1.5.5) Chamber of Mines, DWS, CMAs, DMR 2030 Develop and implement a strategic action plan for the rehabilitation and upgrade of prioritized WWTWs (SA17) (1.5.6) DWS, WSAs, NT, SALGA, CoGTA 2023 Adopt an integrated planning approach at trans boundary (international), national, Water Management Area and sub-catchment levels (SA16, SA17, SA18, SA21, SA22, SA23 & SA33) (1.5.7) DWS, Co-basins states 2030 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) (1.5.8) NT, DWS, CMAs 2030 Ensure IWQM is supported by effective departmental arrangements (SA8 & SA9) (1.5.9) DWS 2020 Formalise governance frameworks to support engagements on water quality management (SA10, SA11, SA12, SA13, SA14, SA15, SA54 & SA61) (1.5.10) DWS, CMAs, WSAs 2030 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Build water quality management capacity through recruitment, education and training (SA53, SA54, SA55 & SA56) (1.5.12) DWS, CMAs, NT, WRC, CSIR, SETA 2030 Create an informed, supportive and responsible public (SA62) (1.5.13) DWS, CMAs, WSAs 2030 (1.5.14) Develop and implement a diffuse pollution source strategy that includes the regulation of land use DWS, CMAs 2023 Implement programmes to rehabilitate catchments through development of Catchment business plans (1.5.15) DWS, NT, CMAs 2025 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy (1.6.4) DWS, CMAs, DEA, SANBI Annually Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 33 Action Responsibility Completion date Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Establish the National Water Resources and Services Authority (2.1.4) DWS, NT 2020 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal (2.2.1)) DWS Annually Review and develop a comprehensive DWS information management strategy to include among other: • Amended authorisation conditions to provide for self-reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audit (2.2.2) s DWS Annually Alignment of monitoring institutions to support National and International reporting programmes, e.g. SDGs, Agenda 63 and AMCO (2.2.3) DWS 2021 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff first in South Africa and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals (2.3.3) DWS, WSAs, WBs, CMAs 2023 Develop and implement institutional arrangement that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation (2.4.1) NT, DWS 2021 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions (2.6.16) DWS, DEA, SANBI, WRC, CSIR, DST Ongoing Continue to do research on land use impact on water linked ecosystems (2.6.18) WRC, CSIR, DEA, DWS, DAFF, ARC Ongoing Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted (2.6.19) DWS, DEA, DST WRC, CSIR Ongoing National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 34 8 Protecting and restoring ecological infrastructure 8.1 Status quo South Africa is known for its rich diversity of ecosystems. Our aquatic ecosystems include seven of the world’s freshwater ecoregions, and are characterised by a wide range of river, wetland and estuarine ecosystem types. Together with their catchments, many of these aquatic ecosystems make up South Africa’s ecological infrastructure (nature’s equivalent of built infrastructure) that generates and delivers benefits in the water value chain. Ecological infrastructure is currently an under-realised asset that can play a significant role in enhancing returns on investment in built infrastructure (such as dams), especially if the maintenance of ecological infrastructure is explicitly incorporated into the planning and construction of built infrastructure. Many of our high value aquatic ecological infrastructure assets are poorly protected, and in some areas of the country they are under severe pressure, for example from intensive agriculture, mining and urban sprawl that results in loss or degradation of ecosystems. Like built infrastructure, ecological infrastructure needs to be maintained, and in some cases restored, in order for its socio economic benefits to be realised. Between 1999 and 2011 river health deteriorated across all South Africa’s nine water management areas. The extent of main rivers in South Africa with a poor ecological condition increased by 500% between 1999-2011 with many rivers pushed beyond the point of recovery. The extent of tributaries with a poor ecological condition increased by 229% in this same period (see Figure 9). Healthy tributaries often play a critical role in maintaining flow and water quality in hard-working main rivers. It is estimated that South Africa has lost over 50% of its wetlands, and of the remaining 3.2 million ha (less than 5% of SA’s land cover) a third are already in a poor condition (see Figure 10), limiting their ability to, for example, regulate water flow and purify water. Figure 9: Deterioration of ecological condition of South African rivers, 1999 – 2011 (Source: Nel, J.L. & Driver, A. 2015. National River Ecosystem Accounts for South Africa) About 50% of South Africa’s water resources originate from 10% of our land. These strategic water sources (‘water factories’) must be protected and maintained through appropriate regulation. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 35 The loss and degradation of ecological infrastructure negatively affects system yield and increases water-related risks. Degraded wetlands, for example, lose their ability to release water in times of drought, or to recharge groundwater supplies. Degraded ecological infrastructure increases the vulnerability of people and built infrastructure to floods and increases maintenance and repair costs on built infrastructure. It is often more cost effective to rehabilitate ecological infrastructure than to be faced with an ongoing need to repair or replace built infrastructure. Figure 10: Ecological condition of South African wetlands, 2011 (Source: Nel J.L. and Driver A. 2012. South African National Biodiversity Assessment 2011: Technical Report. Volume 2: Freshwater) 8.2 Drivers An increasing population, rapid urban expansion, widespread mining, increasing water storage and abstraction, the spread of invasive alien species and poor agricultural practices are the main drivers of degradation of water-related ecosystems and ecological infrastructure. Mining in strategic water source areas poses a threat to water security both in the short-term but also in the long term. The main pressures on river ecosystems arise from the alteration of flow through dams and abstraction, the destruction of natural vegetation along river banks, the growth and spread of invasive alien species, and pollution from point and diffuse sources. The main pressures on wetland ecosystems are mining, construction, cultivation, urban development, and inadequate grazing management which causes erosion. The South African Biodiversity Institute (SANBI), DWS and the Council for Scientific and Industrial Research (CSIR) have identified key strategic water source areas in the country which must be protected and maintained if water security is to be achieved (Figure 11 below). The Department of Environmental Affairs (DEA) and SANBI have received funding from the Global Environment Facility Annual loss of water from Cape Town’s catchments due to invasive alien plants is at least equivalent to a dam the size of Wemmershoek. The capacity of catchment based institutions to harness the value of ecological infrastructure in the water value chain needs urgent attention. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 36 (GEF) for improving financial flows for restoring ecological infrastructure and for strengthening institutional capacity for this task. Figure 11: Strategic water source areas: the 10% of South Africa’s land that delivers 50% of our water Strategic Water Source Areas - 50% from 10%: Support >50% of population, >64% of national economic activity & supply ±70% of irrigation water National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 37 8.3 Key Actions Action Responsibility Completion date Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas (Volume 3, Action 1.6.1) DWS, CMAs, DEA 2021 Review and promulgate aggressive restrictions within the legislation to restore and protect ecological infrastructure (1.6.2) DEA, DWS, CMAs, SANBI, CSIR 2020 Implementation of the Reserve: (The classification, RQO’s and the Reserve (collectively known as Resource Directed Measures (RDM)) for main stem rivers starting with the Berg, Breede and Gouritz, Middle and upper Vaal WMA’s) (1.6.3) DWS, CMAs 2022 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy (1.6.4) DWS, CMAs, DEA, SANBI Annually Develop and implement a diffuse pollution source strategy that includes the regulation of land use (1.5.14) DWS, CMAs 2023 Implement programmes to rehabilitate catchments through development of Catchment business plans (1.5.15) DWS, NT, CMAs 2025 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process (2.6.17) DWS, DEA, SANBI, WRC, CSIR 2024 Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted (2.6.19) DWS, DEA, DST, WRC, CSIR Ongoing National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 38 Section 2: Enabling Environment 9 Creating effective water sector institutions 9.1 Status quo The state water and sanitation sector is currently comprised of a large number of institutions with a complex suite of functions divided amongst them, which creates an overly complex value chain. The Department of Water and Sanitation (DWS) is the executive arm of national government responsible, amongst other things, for water and sanitation policy, regulation of water supply and sanitation provision, oversight of water sector institutions, water resources planning, operation and maintenance of 320 large dams and associated bulk infrastructure, regulation of water use and the collection and assessment of water data. The Department of Co-operative Governance and Traditional Affairs (COGTA) is responsible for ensuring that all municipalities perform their basic responsibilities and functions consistently, including supporting the delivery of municipal services to the right quality and standard; promoting good governance, transparency and accountability; and ensuring sound financial management and accounting. However, in relation to water supply and sanitation, DWS is the accountable national department. The South African Local Government Association (SALGA) is an autonomous association of all South African local governments, with the mandate to represent, promote and protect the interests of local governments and to raise the profile of local government. National Treasury (NT) plays a critical role in the water and sanitation sector, not only through the provision of grants for water and sanitation provision, but also through their oversight of municipal finances. In 2017 they introduced a municipal standard chart of accounts (mSCOA) which enforces the uniform collection of local government transactional information including on asset management and maintenance. The Trans Caledon Tunnel Authority (TCTA) was initially established to fund the Lesotho Highlands Water Project (LHWP), but subsequently directed by the Minister to fund and implement a variety of water resource projects as an implementing agent for DWS. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 39 Only two (2) of the nine (9) envisaged catchment management agencies (CMAs) have been established in terms of the National Water Act. No functions have been delegated to these bodies which are therefore currently only responsible for the limited initial functions of a CMAs as set out in the Act. Water boards, established in terms of the Water Services Act, have a primary function of providing water services to other water services institutions and with secondary functions which could include supporting municipalities. 144 municipalities are designated as WSAs, responsible for the constitutionally mandated task of supplying potable water and sanitation services, either as water service providers (WSPs) themselves, or externally through third party WSPs. At present, some 90 Water User Associations (WUAs) and 177 Irrigation Boards (IBs) exist to manage common water resources, in some cases including infrastructure for irrigation and some of these for government water schemes (GWS). There are transboundary watercourse commissions in the Orange Senqu, the Limpopo and InkoMaputo basins, as well as KOBWA (Komati basin water authority) and the Lesotho Highlands Water Commission which are responsible for transboundary integrated water resource management. The Water Research Commission (WRC) commissions research into water and sanitation issues, funded by a levy paid by water users. The WRC thus exists to drive research, development and innovation (RDI) strategy, fund research activities and organisations and synergise with partners to shift solutions to practice. 9.2 Drivers There are several challenges associated with the current institutional arrangements that need to be addressed to create appropriate and effective institutions with clear mandates, not least the overly complex value chain of institutions currently in place. DWS is policy maker, regulator, implementer and operator of water resource infrastructure and acts as CMAs in most of the country. Some of these roles have potential conflicts of interest, while, water resources regulation, which is local in nature, could be performed better by more decentralised institutions. The institutional landscape of the water sector in South Africa must be simplified to improve efficiency. A lack of transformation in certain areas must also be addressed. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 41 All irrigation boards should have been transformed into WUAs by 1999. A policy position that all WUAs and IBs will cease to exist in future was approved by Cabinet in 2013. A roadmap has been developed to transform all IBs and WUAs into local water resources management institutions. The challenges faced by WSAs are addressed under the section on water supply and sanitation. Institutional Rationalisation and Organisational Alignment is urgently required and is supported by the Presidential review on State Owned Enterprises (SOEs). However, implementation of changes must not impact negatively on the implementation of other aspects of this plan. 9.3 Key Actions DWS, as the leader of the water and sanitation sector, will lead a process, with other sector partners, to simplify and streamline the currently complex institutional arrangements in the sector. In addition, it will drive increased functionality and efficiency in institutional arrangements, as follows: Action Responsibility Completion date Develop and implement a long-term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (Volume 3, Action 1.3.1) DWS, CoGTA, NT, SALGA Annually Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans (1.3.6) DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level (2.1.2) DWS 2022 Transform all WUAs into Local water resources management institutions as per the developed roadmap (2.1.7) DWS, WBs, WRMI, CMAs 2021 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 42 Action Responsibility Completion date Establish the National Water Resources and Services Authority (2.1.4) DWS, NT 2020 Determine the optimal configuration of water boards to manage regional bulk water supply; assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs (2.1.5) DWS, WBs 2020 Establish the National Water Resources and Services Regulator (NWRSR) (2.1.6) DWS, NT 2020 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/ commercial users and restricted supply to domestic users (2.4.2) WSAs, WBs, DWS, AGSA 2024 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 43 10 Managing data and information 10.1 Status quo Reliable data, information and knowledge on the status of the country’s water resources, water supply and sanitation is required to understand and enable spatial and non-spatial analysis and presentation of water use and water demand including the manner in which various economic, social and environmental activities in catchments affect (consume, pollute, increase) or constrain (limit, degrade) water quality, quantity and ecosystems. DWS has developed a systematic knowledge base and associated knowledge products of their water services and resources business with the aim to share the knowledge in the public domain. Information is available in a Geographic Information System (GIS) format as well as various separate and supporting formats that are of non-spatial nature. Water resources data includes regular measurements of rainfall, streamflow, dam levels, and of chemical and biological determinants based on a well-established network of monitoring points. It further includes information on the ecological properties of water resources, both surface and groundwater. The coverage of rainfall and runoff gauging in the country has, however, been allowed to deteriorate and many rainfall measurement stations and gauging weirs are no longer functional. The South African Weather Service and HydroNET joined forces to provide reliable weather information. HydroNET is a web-based decision support system which transfers weather and water data into sophisticated applications and dashboards to make well-informed and transparent decisions. Information on water and sanitation infrastructure and related supply information as captured in the Water Services / Regulation Systems Menu maintained by DWS, are also critical for effective management of water and sanitation. The DWS has initiated the development of a National Integrated Water Information System (NIWIS) as integrator of existing DWS programmes and information systems in order to ensure that sector decision-makers have access to the best data possible. DWS recognises that reliable data is also required on the performance of water sector institutions and on the state of water and sanitation assets in order to monitor progress on the implementation of the NW&SMP, and in order to monitor progress towards the goals set out in the Second Edition of the National Water Resources Strategy (NWRS2) and the NDP. Current data on water authorisation and use is captured in the WARMS database. The MuSSA programme, together with its supporting databases is also an important tool to assess the capacities and constraints of water services institutions. While DWS has worked alongside sector partners in the development of other ambitious regulatory and/or benchmarking databases, such as the National Benchmarking Initiative undertaken by SALGA, the WRC and the South African Association of Water Utilities (SAAWU), these exercises have unfortunately never achieved full coverage and most have been allowed to lapse. It is also a hinderance that there are insufficient, accessible and up-to-date information available within the DWS on supporting datasets such as agricultural activities, energy generation, water requirements Inadequate data and information resulting from a weak monitoring system poses high risks to decision making and planning and urgently need to be addressed through the formalisation of an effective national hydrological monitoring centre National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 44 for all sectors – various scales, socio-economic data or scenario planning, to assist in water management and governance activities. To date, one of the more successful and informative regulatory programmes was the Blue Drop and Green Drop certification developed and operated for a number of years by DWS, but which has now lapsed. The same applies to the No Drop programme that focused on water conservation and water demand management. A key element of success of these initiatives was that the information generated by these programmes was made available to the broader public and in many cases promoted consumer confidence and greater transparency in service delivery. Currently the most reliable information on municipal financial performance is maintained in the National Treasury databases, but unfortunately water and sanitation financial information is still not clearly ring fenced. 10.2 Drivers Effective information management, monitoring and evaluation is crucial for the successful management and regulation of water resources or water services as it creates the platform to initiate interventions / actions, understand trends, adapt management plans appropriately or plan effectively for the future. This is particularly critical in an environment facing significant change. The lack of data and information resulting from weak monitoring systems, information systems that are outdated or not maintained, pose a high risk to the achievement of the goals set out in the NWRS2 and the NW&SMP. Therefore, improved and modernised information systems must be developed in support of the implementation of the NW&SMP and continue to build and expand on the suite of knowledge products and communication channels that are utilised to share knowledge in a customized manner. Spatial and non-spatial datasets should be packaged as time-series knowledge products such as atlases, interactive dataset exploration and visualization toolkits (appropriate charts, maps and schematic). Online mapping and interfacing with modelling tools inclusive of systematic metadata and factsheets on the knowledge base should also be included. In addition, there will be a need to include other non-spatial data and information such as existing information, maps reports, data on policies, programs, and projects, institutional information to name a few. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 45 10.3 Key Actions Action Responsibility Completion date Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards to be applied in the Green, Blue and No Drop programmes (Volume 3, Action 1.4.1) DWS, WSAs Annually Review and develop and implement comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal (2.2.1) DWS Annually Review, develop and implement a comprehensive DWS information and knowledge management strategy to include among other: • Amended authorisation conditions to provide for self reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audits (2.2.2) DWS Annually Alignment of monitoring institutions to support National and International reporting requirements and programmes, e.g. SDGs, Agenda 63 and AMCO (2.2.3) DWS 2021 Monitor, review, evaluate, report on and update NW&SMP (2.7.4) DPME, DWS Annual report to Parliament 11 Building capacity for action 11.1 Status Quo The NW&SMP sets out the challenges that must be addressed to ensure a secure water future. These will not be achieved without addressing the issue of capacity – the skilled people required to undertake the work. A skills gap analysis conducted by the WRC in 2015, looking at numbers of staff and their skills relative to required skills, showed significant skills gaps in water sector institutions, including DWS, CMAs, water boards and municipalities. On the positive side, the number of Civil Engineering graduates doubled between 2010 and 2015 from approximately 1 000 to 2 000 graduates per year. It is not clear how many of these graduates seek work in the water and sanitation sector. Other graduate numbers with qualifications that apply to the water and sanitation sector also increased dramatically in this period, leading to no shortage of science graduated applying to work in the sector. However, the challenge of appointing qualified and experienced staff will remain, particularly in rural municipalities. The Energy and Water Sector Education and Training Authority (EWSETA) is the skills development authority serving the water and sanitation sector. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 46 11.2 Drivers Implementing the NW&SMP requires the right mix of skills and expertise in the water and sanitation sector. This includes the capacity expressed as number of persons and skills expressed by qualification and experience required to fulfil the requirements in water resources and water and sanitation services planning, management and operations. A critical need is to use the expertise of experienced water managers to mentor and develop younger and less experienced managers in the water and sanitation sector including, but not limited to, the municipal sector. 11.3 Key Actions Action Responsibility Completion date Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (Volume 3, Action 2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals (2.3.3) DWS, WSAs, WBs, CMAs 2023 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations (2.3.4) DWS, EWSETA, Institutions of Higher Learning Ongoing Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies (2.3.5) DWS, EWSETA Ongoing Initiate a focused research capability initiative in water sector economics to address this existing skills gap (2.3.6) DWS, WRC, CSIR, DST Ongoing Continue to develop high end skills (post graduate) to ensure a future science, technology and innovation capability in South Africa (2.3.7) DWS, DST, NRF, WRC, CSIR, the dti (THRIP) Ongoing Continue to support programmes that enable development of critical skills and exposure to emerging innovations (e.g. Young Engineers Programme) (2.3.8) SALGA, DST, WRC, CSIR, DWS, CoGTA, MISA Ongoing National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 47 12 Ensuring Financial Sustainability 12.1 Status Quo The water and sanitation sector is currently not financially sustainable. Funding needs are on the increase and available funding is limited due to the economic recession, reduced revenues and accumulating debt. The financial health of the water and sanitation sector is challenged by the following factors: • Lack of understanding of the strategic value of water (particularly the importance of water security); • Degradation of existing asset value (backlogs in operations, maintenance and refurbishment); • Funding gap (expectations exceeding current capacity); • Water use not optimised (lack of demand management, water allocations insufficient); • High non-revenue water (non-paying users, insufficient revenue management system, growing debt); • Backlogs on Free Basic Water supply and sanitation provision (still catching up); • Inefficient sector institutions (complex structure and governed under different legislation); • Fiscal constraints (limited capacity by fiscus to provide funding or guarantees); • Tariffs not cost-reflective (under-recovery, agricultural subsidies); • Capacity constraints (lack of skills and integrated, practical support programmes); • Non-alignment on priorities and strategic value of water; • Institutions not creditworthy (financially constrained municipalities - especially in rural areas); • Private sector participation not optimized; • Reducing water quality (increasing costs and environmental risks); and • Value-for-money procurement not optimal. The South African water sector is in decline with highly vulnerable municipalities characterised by declining levels of service, a continued increase in customer dissatisfaction, rising levels of unpaid bills and aging infrastructure. In terms of the Vulnerability Assessment report8, 78% of municipalities rate between `high’ and `extreme’ in terms of vulnerability. The dire situation is confirmed by No-Drop and Green Drop Reports which show high levels of non-revenue water and large numbers of wastewater treatment works not meeting the discharge standards. Funding of the water sector comprises capital for infrastructure development, operation and maintenance (O&M) along the water supply chain, as well as funding for governance (plan, organize, lead and control) and effective management of water and sanitation services provisioning. 8Department of Water and Sanitation (DWS). 2015. Municipal Strategic Self-Assessment (MuSSA) A turn-around towards financial sustainability is not optional and requires dedicated, purposeful intervention and a serious mind shift by all stakeholders around towards financial sustainability National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 48 The Capital requirement of the sector totals approximately R90 billion per annum, comprising about R70 billion for water supply infrastructure from source to end-user and about R20 billion for sanitation and wastewater collection and treatment. A funding gap of R 333 billion is anticipated over the next 10 years between funding required (R 898 billion) and available funding (R 565 billion). This funding gap of R 33,3 billion per annum must be reduced through purposeful interventions such as policy reviews, enhanced regulation, implementation of cost efficiency measures and proper management of user expectation and demands. Funding Gap over the next decade The capital replacement value of the existing water and sanitation infrastructure was estimated at R 1 362 billion in 2017. The existing assets are however also depreciating, resulting in a current book value of the infrastructure of about R 584 billion, or 43% of capital replacement cost9. The operational reality is that existing infrastructure was “stretched” because of significant underinvestment in infrastructure maintenance and delays in renewal of aged infrastructure which has resulted in an accumulated backlog in refurbishment of R 59 billion. National guidelines target 8% of asset replacement value to be set aside for maintenance. Proper life-cycle asset management is required to address the backlog. Good asset management actions will optimise asset life and improve return on investment. Available capital investment in water infrastructure is in the order of R40 to R42 billion per annum, while investment in sanitation is approximately R13 to R15 billion per annum, totalling R55 billion for the sector10. However, capital investment over the next 10 years of at least R90 billion per annum is required, is based on the following priority needs: • remaining backlog in basic water and sanitation services (at current street tap service levels); • critical refurbishment backlogs (caused by poor maintenance); • critical renewals of aged infrastructure; • provision for water resource developments identified in DWS planning studies; and • provision of new bulk, connector and reticulation infrastructure to meet the demands of population growth and agreed water use extensions aimed at promoting economic growth. 9 Department of Water and Sanitation (DWS). 2018. National Water Investment Framework 10 Department of Water and Sanitation (DWS). 2017. National Water Investment Framework. National Treasury. 2017. Division of Revenue Act • Infrastructure is ageing (57% depreciated) and needs urgent refurbishment and renewal. • Refurbishment backlog of R59 billion needs about R12 billion per annum over 5 years to recover. • Renewal backlog total R332 billion with R125 billion a priority need Funding Requirement Funding Available Funding Gap • R 333 billion (37%) • R 565 billion • R 898 billion = National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 49 Annual operating expenditure in the water and sanitation sector is estimated at R 100 to R 120 billion per annum11. This is a first-order estimate as water and sanitation services are currently not ring-fenced in municipal accounting. The current revenue from water and sanitation services amounts to R72 billion per annum along the full water and wastewater supply chain. Operating grants are primarily from Equitable Share and total an additional R29 billion per annum, based on the DoRA allocation guidelines. The Equitable Share is however unconditional, and municipalities can use it at own discretion. The total funding for water and sanitation operations is estimated at R 98 billion, if the full revenue is allocated to operation and maintenance. Revenue is however, also needed to finance capital, which decreases the available funding for operation proportionally. A funding gap for good operations is estimated at R 5 billion if all water services revenue is allocated to operations or up to R 10 billion per annum if revenue is committed to new capital financing. An additional challenge referred to above, is that the governance of the water sector is fragmented between different Acts (legislation) and different institutions, which makes it difficult to resolve the financial challenges confronting the sector, particularly at municipal level. Finally, the reality of the sector is that funding options are limited. There are essentially only two means to pay for capital and operation of infrastructure, being either taxes (national) and/or tariffs (users). Economic infrastructure represents infrastructure where the investment can be recovered from users (tariffs), whereas social infrastructure is reliant on fiscal funding (taxes). Most schemes comprise of economic and social use and require a combined funding approach. The balance of the funding requirements can adequately be addressed through loans and funding structures. However, loan funding is not “new funding”, but is used to address immediate funding needs to be repaid over a longer-term with interest from future tariffs. Affordability of tariffs should therefore be carefully established before loans are committed. Loans provide immediate relief, but increase pressure on future tariffs and debt obligations for future generations. Loan funding should be limited to capital investment and not be applied to fund operating costs. The reality is that various funding structures are available which merit consideration. Whilst project finance will continue to be applied to fund large infrastructure projects, smaller projects could benefit from alternative funding options offered by the market. The ability to raise funding is constrained by low credit ratings. Apart from the TCTA and larger water boards and metropolitan municipalities, the sector generally lacks the capacity to raise long-term debt and appropriately manage the associated risks. Funding for specific activities is also available from international donor sources such as the Global Environmental Facility, Adaptation Fund and Green Climate Fund. Dedicated funding will be required to implement the interventions identified in the entire Master Plan including project planning, programme management, sector coordination, implementation monitoring, and performance regulation. Current funding of water and sanitation services functions in national, provincial and local government institutions must be reviewed, adjusted and augmented where necessary to ensure that there is adequate capacity and resourcing to implement the NW&SMP. The funding of the initial implementation of the NW&SMP has been considered, but will be reviewed annually as the plan itself is reviewed. In the 2018/19 financial year, the budget of the water sector is largely set, as are the actions for the various organs of state in the sector, through their annual 11 DWS and National Treasury. 2017. National Water Investment Framework & Municipal Budget Data Base National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 50 performance plans. This NW&SMP will, therefore, begin to make most impact on the sector from the 2019/20 financial year onwards when it will substantially begin to influence reprioritisation of budgets, cost savings, and the identification of options for additional sources of money over time. Some of the actions proposed in this plan, such as the implementation of water conservation and demand measures, may require up-front investment which will contribute substantially to improved financial sustainability over time. 12.2 Drivers Water and sanitation infrastructure is capital intensive and the sector is faced with increasing funding needs whilst fiscal funding is limited. The current dependency on the fiscus to develop the sector will need to be addressed through purposeful interventions. Although funding is a critical enabler to achieve the objectives of the Master Plan, the implementation of the plan, including in terms of regulation, anti-corruption, efficiencies and enforcement, will be the enabler to attract value-for money funding, making the Master Plan critical to achieving financial sustainability. The following drivers will play a key role to maintain positive cash flows and affordable service delivery: • Reduce costs o Delay replacement of existing assets through proper operations, maintenance and refurbishment; o Reduce demand and physical water losses; o Address agricultural sector benefiting from a large subsidy on the price of water. • Increase revenue o Increase in revenue collectively considers the cost of water (pricing) as well as revenue management (metering, billing and collection); o A mindset-shift is required by users and water utilities with regard to the value of water. Scarcity of water should increase the value of water and enforce water demand and conservation measures for sustainable water use between competing uses. • Increase fiscal transfers o Further fiscal transfers would be unlocked if cost efficiencies and revenue challenges are addressed; o Increase Government support for funding structures. • Increase loan funding o Increase loan funding through the private sector and simplify PPP structures; o Ring-fence water revenue and grants intended for loan repayment. In support of the above, the following pointers could be considered: • Establish integrated long-term cash flow plan to map the full capital and operating costs along the full infrastructure life-cycle; To achieve financial sustainability, costs need to decrease, and revenue needs to increase. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 51 • Determine funding required to implement the “turn-around” in financial health; • Implement dedicated programme and governance. A Systematic “turn-around” requires inclusive political support, institutional mandate, leadership, a formal programme and dedicated funding; • Assess appropriate funding options from Transfers – Public Sector Focus, Revenue – User Focus, Loans – Private Sector Focus or a combined approach / Blended funding; and • Address raw water as well as potable water tariffs and revenue collection. 12.3 Key Actions Action Responsibility Completion date Set cap on water use with reducing targets over time (Volume 3, Action 1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Develop and implement a long-term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (1.3.1) DWS, CoGTA, NT, SALGA Annually Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) (1.5.8) NT, DWS, CMAs 2030 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Develop and implement institutional arrangements that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation (2.4.1) NT, DWS 2021 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users (2.4.2) WSAs, WBs, DWS, AGSA 2024 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs (2.4.3) NT, AGSA, DWS 2023 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 52 Action Responsibility Completion date Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met (2.4.4) DWS, CoGTA 2022 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 In all entities put in place mechanisms to deal with accumulated debts (2.4.6) WSAs, WBs, DWS, NT, AGSA 2020 Roll out of ring-fenced institutional models to increase private sector investment (2.4.7) DWS, NT, CoGTA 2021 National Treasury – linkage to Medium Term Sector Expenditure Framework (MTSEF) (2.4.8) NT, DWS Ongoing National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 53 13 Amending the legislation 13.1 Status quo The water sector is governed primarily by two Acts: The National Water Act (Act 36 of 1998), which governs the use, protection, development, management and control of raw water, and the Water Services Act (Act 108 of 1997) which governs the provision of water and sanitation services. The National Water Act has been amended twice since it was promulgated: by Act 45 of 1999 and by Act 27 of 2014. The Water Services Act was amended by Act 30 of 2004. In addition, the Water Research Commission was established under the Water Research Act (Act 34 of 1971). The Municipal Financial Management Act (MFMA), the Municipal Systems Act (Act 32 of 2000) and the Municipal Structures Act (Act 117 of 1998) also govern water and sanitation services at the municipal level. The Municipal Systems Act governs the powers and functions allocated to Water Services Authorities. The Public Finance Management Act (PFMA) governs financial matters at national and provincial government level. As discussed elsewhere in this Call to Action, there is acknowledgement that the current legislative environment is overly complex, insufficiently streamlined and hampering effective service delivery, the attainment of transformation objectives and the leveraging of economic growth. The Department of Water and Sanitation will therefore lead a process that ensures that water sector legislation is amended and aligned, and ready for the future and ahead of the curve. 13.2 Drivers Learning from practise, in the implementation of the National Water Act and the Water Services Act over the years since their promulgation, certain issues have been identified that require amendment. As a result, some of the amendments to be tabled for consideration may aim to: • Align the legislation to subsequent policy decisions including: o introducing mechanisms to enforce the polluter pays principle o the ‘Use-It or Lose-it’ principle under which any water which is not utilised reverts to the state o the removal of temporary or permanent trading between authorised water users o equity as the primary consideration in water allocation o adopting a multiple water use approach in planning infrastructure o the role of DWS in planning for regional bulk water infrastructure o free basic water and free basic sanitation to be provided to indigent households only o the optimal configuration of, powers and functions of Water Boards and Water Services Authorities o the establishment of CMAs, and o the alignment of appeal functions with NEMA and other appeal mechanisms. • Address issues pertaining to ownership of water and sanitation infrastructure, differential levels of service for sanitation, and appropriate technologies for sanitation National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 54 • Empower the Minister to effectively regulate the water supply and sanitation sector • Address issues pertaining to water use authorisation • Enable the setting of tariffs for the whole value chain linked to levels of service and economic conditions, • Enable the protection of strategic water source areas and • Ensure linkages between spatial planning and the NW&SMP and create the mandate for a National Water and Sanitation Strategy. In addition, the Water Research Act, now over 40 years old, must be amended to align to current governance best practice, contemporary institutional arrangements, and the PFMA. A Water Research Amendment Bill has been developed, which will be tabled before Parliament. 13.3 Actions Action Responsibility Completion Date Gazette the National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill (Volume 3, Action 2.5.1) DWS, Portfolio Committee, Standing Committee 2021 Hold public consultation on National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill (2.5.2) DWS, Portfolio Committee, Standing Committee 2022 Revise and promulgate the National Water Amendment Bill, Water Services Amendment Bill, and the Water Research Amendment Act (2.5.3) DWS, Portfolio Committee, Standing Committee 2023 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services (2.5.4) NT, DWS, CoGTA, SALGA 2020 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 55 14 Enhancing Research, development and innovation 14.1 Status quo South Africa has received international recognition for its water and sanitation research and development with several internationally recognised products and solutions. Despite this, there is still much to be done in maturing how we shift new solutions into practise. Getting this right demands a highly coordinated system of institutions supporting innovation, demonstration, validation and deployment. There is an active array of institutions engaged in different aspects of water research, development and innovation to start building from. The WRC is the leading funder of water research in South Africa. It is funded from water user charges and leverages additional resources from various partnerships and programmes. Various government departments are involved with funding and supporting research and innovation activities in different ways. There is also a range of science councils, tertiary academic institutions, non-profit organisations and private sector role players that are involved in developing and supporting water research and innovation. Whilst there is a rich institutional and skills environment to draw from; water research, development and innovation continues to face a range of challenges including: poor coordination and synergising of activities between institutions; a weak understanding of the role of all water sector organisations in driving innovation and shifting solutions to practise, challenges in scaling up of solutions to be ready for the market, and highly limited funding for innovation (particularly in its scale up/ deployment stages). This results in many solutions that emerge from the research and development space not being implemented in practise. For South Africa to be ready for the future we must be able to address the innovation chasm where emerging solutions fail to be tested at scale or developed into viable business that are able to engage with different public and private sector role players. To better synergise South African institutions involved in water innovation around the different gaps and opportunities of the sector, the Department of Science and Technology (DST) has collaborated with the DWS and the WRC to develop a Water Research, Development and Innovation Roadmap. This Roadmap identifies RDI gaps and opportunities and orientates the sector towards addressing these opportunities in a more coordinated way through investments in research, high end skills development and actions that shift new solutions into practise. The plan focuses across six themes: i) Unlocking alternative sources of water (including reuse, improved groundwater utilization, desalination and harnessing of storm water); ii) Exploring ecological and built water infrastructure opportunities in relation to climate resilience (including supporting the alternative and water-less sanitation revolution) iii) Ensuring greater water efficiency and reduced losses and iv) water governance, planning and management for supply and demand; v) orientating the water sector towards more business savvy and bankable solutions; and vi) supporting monitoring, metering and water data innovation. A Water RDI Roadmap Implementation Unit has been put in place in partnership between DST and This Roadmap, which forms the basis of the RDI aspects of this Master Plan, is also an important linker to the Industrial Policy Action Plan ambition to drive water industry in areas of sanitation, membranes and waste water treatment. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 56 WRC to support intelligence gathering, sector tracking and facilitate aspects of coordinating the role players of the water innovation landscape. The overall minimum investment required to achieve all aspects of the RDI master plan over a 10 year period is R 8.4 billion. In 2015 it was estimated that an average of R 300 million was spent on water research, development and innovation. This illustrates that that the current spend on Water RDI is woefully inadequate to address the countries’ needs (an approximately R 500 million a year shortfall). Traditional funders in this space, such as the WRC and DST, cannot be the sole investors in the RDI Roadmap. Sector wide ownership and investment will be needed to realise this RDI ambition, especially when it comes to the costlier issues of technology testing, demonstration, upscaling and solution deployment. If we are to develop a water industry in terms of localisation, manufacturing and job creation, it also requires investment from role players such as DTI and its entities, metros, and utilities. 14.2 Drivers It is vital to recognise that RDI is an activity that has cross cutting linkages with all aspects and chapters of the NW&SMP. All aspects of the water sector have their own set of research, innovation and solutions requirements. Ongoing research, development and innovation, and the harnessing of international developments, is a critical element of delivering effectively on this Call to Action, as is the translation of research and innovation into implementation at scale. The RDI system is key to being ‘ahead of the curve’ as it supports the development of new solutions and technology, provides evidence to support robust decision making, and builds capabilities that enable South Africa to respond to challenges. This is critical in terms of shifting the country into a more proactive planning space that abates some of the more reactive activities that emerge when we are not properly prepared for droughts and other extreme events. Innovation also offers a significant opportunity to develop a water sector industry which can contribute to job creation, and to the development of economic opportunities for the country. 14.3 Key Actions Action Responsibility Completion Date Implement and regularly review/revise Research, Development and Innovation Policies, Plans and Roadmaps across the sector (Volume 3, Action 2.6.1) DWS, DST, WRC, CSIR 2021 Unlock investment, procurement and other localisation barriers to reposition the sector to implement new/niche solutions and approaches and roadmap the NMIU (2.6.2) DWS, NT, CoGTA, DST, NMIU Ongoing Coordinate, and where needed establish new platforms, to enable a synergised set of institutions that enable the shifting of innovations into the market (including business development and SME support) (2.6.3) DWS, the dti, Dept Small Business, EDD 2019 RDI is an activity that has cross cutting linkages with all aspects and chapters of the NW&SMP National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 57 Action Responsibility Completion Date Strengthen partnerships with key water sector institutions to accelerate research and solutions into practice (2.6.4) DWS, WRC, CSIR, DST, CoGTA, SALGA, the dti, DAFF 2020 Structure test bed partners with key water sector institutions in order to accelerate innovations to the market/public sector (2.6.5) WRC, CSIR, DWS, DST, SALGA, Municipalities Ongoing Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues (2.6.6) DWS, WRC, CSIR, DST Ongoing Develop technologies, guidelines and implementation support tools that enable SA to use alternative and appropriate sources as part of water supply (2.6.7) DWS, WRC, CSIR, DST, SALGA, CoGTA, WSAs 2023 Apply the concepts of water sensitive urban design to a robust city-wide case study to demonstrate and learn how a city can transition to a sustainable city (2.6.8) DWS, SALGA, Metros, District Municipalities 2027 Tools for agriculture early warning systems need to be developed and tested at scale (2.6.9) WRC, CSIR, DWS, DAFF, ARC Ongoing Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.10) WRC, CSIR, DST, DWS 2021 Alternative Sanitation: Develop and demonstrate and validate appropriate alternative, water-less and off grid sanitation solutions (Current – 2025) (2.6.11) DWS, WRC, CSIR, DST, BMGF, the dti, Municipalities Ongoing Domestic and industrial Waste Water: Develop and Demonstrate appropriate waste water technologies for cost effectiveness, energy efficiency and beneficiation (2.6.12) DWS, TCTA, WRC, CSIR, the dti, DST, TIA, MINTEK Ongoing Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.13) WRC, CSIR, DST, DWS 2021 Drinking Water Treatment: Develop and Demonstrate solutions that allow for the use of alternative sources of water for safe human consumption and water security (2.6.14) DWS, WRC, CSIR, Municipalities Ongoing Continue to invest in understanding emerging contaminants (detection and treatment) in order to improve our transition to reuse, reclamation and recycling of water (2.6.15) DWS, WRC, CSIR, Municipalities Ongoing Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions (2.6.16) DWS, DEA, SANBI, WRC, CSIR, DST Ongoing Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process (2.6.17) DWS, DEA, SANBI, WRC, CSIR 2024 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 58 Action Responsibility Completion Date Continue to do research on land use impact on water linked ecosystems (2.6.18) WRC, CSIR, DEA, DWS, DAFF, ARC Ongoing Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted (2.6.19) DWS, DEA, DST WRC, CSIR Ongoing Initiate a hydrological monitoring centre for South Africa in order to re-establish a robust data, monitoring and information capability for more effective water resources planning and climate change forecasting in future (2.6.20) DWS, DEA, ARC, DAFF, WRC, CSIR, DST, SAWS, CSIR, StatsSA 2021 Test a suit of ICT and citizen science tools for data sourcing (2.6.21) WRC, CSIR, DWS, DST, CoGTA, SALGA, the dti, DAFF Ongoing Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies (2.6.22) DWS, EWSETA Ongoing Review all relevant guidelines and R&D products to understand where training modules need to be developed around new knowledge (2.6.23) DWS, WRC, CSIR, SETAs, WISA, DHET National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 59 Ready for the future and ahead of the curve – LET’S DO IT! South Africans share common interests and challenges in the pursuit of water security. Achieving water security requires sound evidence to inform policy and dialogue, good governance, advances in research and technology, the mobilisation of finance and investment, management of climate risks, and cooperation in managing trans boundary water resources. It requires balancing supply and demand, redistributing water for equitable access and use, managing water and sanitation services effectively, regulating the water sector with a focus on high impact use, improving raw water quality and protecting and restoring ecosystems. These themes orient the NW&SMP and provide a rallying point for government, civil society, the private sector, researchers and innovators, the international community and ordinary South Africans. The NW&SMP: Call to Action has identified priority challenges and the critical actions that must be implemented to address the current crisis in the water sector and to achieve the constitutional and legal mandate given to the sector. The Call to Action prioritises the actions that will deliver the greatest impact with limited resources, with a focus on reducing water demand, increasing supply, ensuring universal and reliable water supply and sanitation, protecting infrastructure through effective asset management, improving raw water quality, and ensuring equity in access to water. Of critical importance is the issue of financial sustainability. Currently the sector is not financially sustainable and increases more than inflationary targets will be required to address the historic undervaluation of water and sanitation services. High levels of debt at municipal level reverberate up the value chain, impacting on the financial sustainability of all institutions in the water sector, exacerbated by poor revenue collection by DWS itself. There are five legs to the financial sustainability issue that must be addressed: • Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/ commercial users and restricted supply to domestic users; • All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs; • Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met; • Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought; • In all entities put in place mechanisms to deal with accumulated debts; • Roll out of ring-fenced institutional models to increase private sector investment; and Improved financial sustainability will enable the sector to turn around the currently poor levels of maintenance and refurbishment that are contributing to the decline in reliability of services and the National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 60 high levels of wastage of water through leaks. Improvement in the condition of WWTWs will also contribute to improved water resource quality and the reduction of public health risks. Addressing unacceptably high levels of water loss is a critical element of reducing water demand. Non-revenue water levels in municipalities are estimated at an average of 41%, which is unacceptably high. As a result, municipalities are losing some R 9.9 billion of potential revenue per year. The reduction of water losses and the introduction of water conservation and demand management measures in municipalities must be enforced to achieve the targets in the NDP. A national programme is proposed that will drive the reduction of non-revenue water levels to meet national and catchment targets. In addition, water conservation and demand management targets will be set for all municipalities and reflected in the KPIs of Municipal Managers and other senior staff. At the municipal level, the current crisis will need the combined engagement of DWS, COGTA, National Treasury, SALGA, water boards and WSAs. The reintroduction of a sector-wide approach (SWAP) programme is proposed, led by DWS, to tackle the current challenges. In this programme, a differentiated (triage) approach will be adopted in which WSAs will be categorised according to the challenges that they are facing, and targeted responses will be developed and implemented for the various categories. A specialised municipal intervention unit for water and sanitation (MIUWS) will be established by DWS, staffed with a small team of highly competent experts, to run the diagnostic analysis necessary to categorise the WSAs, and to drive the national programme of interventions where required. A national programme, driven by the MIUWS, is also proposed to support the adoption of alternative water sources such as desalination and water re-use. It is proposed that DWS lead a programme that will examine the costs and benefits of these technologies at a regional level to support WSAs in making decisions on the most appropriate water sources to use to increase supply. In addition, a national, targeted programme of refurbishing and turning around failing WWTWs to protect our natural resources and citizen health is non-negotiable. DWS will also, with effect from 2018/19, re-introduce the highly-respected Blue, Green and No Drop programmes. At present, the constitutional water supply and sanitation services responsibility lies with 144 municipalities that are WSAs. At least a third of these WSAs are regarded as dysfunctional and more than half have no, or very limited, technical staff. Twenty-seven priority district municipalities have been identified as being particularly dysfunctional and requiring specific intervention (though not all are WSAs). High levels of corruption have impacted on service delivery in several municipalities. Where WSAs show consistent inability to deliver effective water and sanitation services, a national intervention lead by the MIUWS will determine the appropriate water services provider to be used as well as the appropriate service delivery model such as management contracts and concessions. This will require a revision of Chapter 8 of the Municipal Systems Act which DWS will engage COGTA and NT on. In addition, a legislative review will be done to ensure that internal procedures and decision-making systems in local government support effective water and sanitation provision. A On 27 June 2018, Cabinet noted the NW&SMP and supported the mobilisation of a detailed planning process in the sector utilising the Phakisa planning methodology. The NW&SMP will serve as the basis for the Phakisa on Water and Sanitation. The implementation of the programme of action resulting from the Phakisa will be driven by the DWS PMU in collaboration with sector partners. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 61 national curriculum will be put in place for municipal water managers, which will become a mandatory qualification for all such water managers. The strategic water source area - the 10% of the land which produces 50% of the nation’s water resources - are under threat from development, so to ensure the water security of the country, these areas will be declared as protected areas and DWS will engage DEA on this. Metering of water use in the agricultural sector and the removal of the subsidy on agricultural water charges will drive water conservation in this sector. DWS, working in partnership with DEA, will get tough on enforcement. A high-profile campaign of enforcement of water use licence conditions for both abstraction and waste discharge, accompanied by a public communication programme will see the prosecution of high-impact non-compliant water users with significant publicity around the campaign and the results. This is aimed at reducing non compliant water use and creating an awareness of the work being done by DWS in this regard. This will be an important signal that this is ‘business unusual’ and that those who are non-compliant can no longer risk continued illegal activities. The water sector research, development and innovation programme, driven by the DST and the WRC will support the implementation of the NW&SMP. The initial focus on water services and water resources delivery was also build around the 27 priority municipalities but since the start of the NW&SMP, no fewer than 57 municipalities have been identified as distressed or dysfunctional in need of technical capacity to be able to conduct infrastructure planning, delivery, operation and maintenance, infrastructure management, financial management as well government and administration issues. Finally, the water sector has, over the past 20 years, failed to deliver on its mandate for water allocation reform, or the reallocation of water to black water users. This, along with land reform, remains a major challenge facing the country, and one that must be addressed. It is proposed that a joint land, water and agrarian reform programme, to be led by the Department of Rural Development and Land Reform be established to ensure that the reallocation of both land and water are aligned and take place within a framework of agrarian reform and effective rural development. This NW&SMP: Call to Action has been widely consulted on and has been developed with input from a range of stakeholders and organs of state and has been greatly improved and informed by these engagements and inputs. The NW&SMP in its entirety, Volumes 1 – 3, remain a “living” document to be annually reviewed, updated and improved. Greater detail regarding the motivations informing the recommendations made by the Call to Action, are contained in Volume 2: Plan to Action. Volume 3 contains details of specific actions to be implemented by water sector partners to make the first National Water and Sanitation Master Plan a reality. Only by working together to tackle prioritised challenges can the water sector ensure that South Africa will indeed be Ready for Future and Ahead of the Curve. National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 62 Summary of actions Key Action No from Volume 3 Action Responsibility Completion date 1 Water & Sanitation Reducing Water Demand and Increasing Supply 1.1.1 Reduce Non Revenue Water (NRW) and water losses in all municipalities to 15% below the business as usual. DWS, CoGTA 2030 1.1.2 Set cap on municipal water use with reducing targets over time DWS, CMAs, WSAs, CoGTA 2030 1.1.3 Reduce the water demands and water losses at all major irrigation and agricultural schemes by 2030, without affecting productions DWS, DAFF 2030 1.1.4 Reduce water demand and increase water efficiencies of industrial users DWS, the dti 2026 1.1.5 Develop, update and maintain reconciliation planning studies to achieve optimal water mix (surface water, groundwater, re-use and desalination, and incorporate climate change into studies) DWS, CMAs 2030 1.1.6 Do detailed feasibility study (including EIA) of high priority interventions (identified in Reconciliation Strategies) and develop bankable projects, with business case of required infrastructure, financing, institutional arrangements for ownership and operations as implementation mandate. WSAs, DWS, CMAs 2030 1.1.7 Water Resources Catchment studies (Continuously undertake hydrological monitoring in order to improve the resiliency and sustainability of the available sources on account of future climate change) DWS, CMAs 2050 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 63 Key Action No from Volume 3 Action Responsibility Completion date 1.1.8 Develop a guideline for the protection, recharge, use and monitoring of groundwater. DWS, WRC, CSIR 2022 1.1.9 Integrate results of All Towns studies and reconciliation studies into sectoral plans (domestic, agriculture, energy, mining, industrial development, land reform and rural development) DWS, DAFF, DoE, DMR, the dti, DRDLR 2030 1.1.10 Development of strategic water resources infrastructure DWS, LHDA, WSAs, WBs, TCTA 2025 1.1.11 Refurbish gauging stations CMAs, DWS 2027 1.1.12 Increase groundwater use (including artificial recharge) and re-use of water WBs, WSAs, DWS 2024 Redistributing Water for Transformation 1.2.1 Identify alternative sources of water and water that is not utilised (e.g. as mines are closing resulting from War on Leaks, etc) for transformation DWS, CMAs 2019 1.2.2 Identify where more water can be made available in government water schemes for transformation DWS, CMAS, DAFF/PDAs, IUCMAS 2019 1.2.3 Implement the Water Administration System on all government irrigation schemes for transformation DWS, DAFF/PDA 2024 1.2.4 Implement pilot project on voluntary contributions from farmers for water reallocation in prioritised catchments DWS, DAFF 2020 1.2.5 Identify areas where small dams or groundwater development can provide water for small scale black farmers DWS, CMAs 2019 1.2.6 Align water, land and agrarian reform programmes and link to the Irrigation Strategy DWS, CMAs, DAFF, DRDLR 2030 1.2.7 Use General Authorisation to enable small scale water use by black farmers DWS, DAFF 2019 1.2.8 Investigate, revitalise, refurbish existing under-performing Black Owned schemes DAFF, DWS 2020 1.2.9 Define and implement process to allocate water (new/saved) to black applicants DWS, DAFF 2030 Managing Effective Water and Sanitation Services 1.3.1 Develop and implement a long-term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) DWS, CoGTA, NT, SALGA Annually 1.3.2 Plan for disaster management by implementing adequate flood protection and drought management on regional level DWS, CMAs, NWRSA, WBs 2022 1.3.3 Revisit levels of service for water supply and sanitation services against issues of affordability DWS, CoGTA, NT, SALGA 2025 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 64 Key Action No from Volume 3 Action Responsibility Completion date 1.3.4 Investigate and promote alternative service delivery models such as BOTT (build, operate, train and transfer), management contracts and concessions NT, DWS 2025 1.3.5 Provide direct Water Services Development Planning support to WSAs as part of a legal requirement and integration into Municipal IDPS WSAs, DWS, CoGTA, SALGA, NT 2025 1.3.6 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation services to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 1.3.7 Deliver services to achieve (100%) universal sanitation coverage (Municipal Sanitation Projects) WSAs, DWS 2030 1.3.8 Deliver services to achieve (100%) universal water services provision (Municipal Water Supply Projects) WSAs, CoGTA, DWS 2030 1.3.9 O&M of water resources and services infrastructure DWS 2050 1.3.10 Align interventions with CoGTA on failing municipalities with existing support programmes e.g. MISA CoGTA, MISA, DWS 2019 1.3.11 Lifecycle planning (asset management) conditions to be set by DWS DWS 2020 1.3.12 A National water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest DWS, WSAs, NT, WBs, CoGTA 2030 1.3.13 Roll-out of Feasibility and Implementation Readiness studies to align with national grant funding programmes WSAs, DWS 2025 Regulating the Water and Sanitation Sector 1.4.1 Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards DWS, WSAs Annually 1.4.2 Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans CoGTA, Municipalities 2019 1.4.3 Establish Water Efficiency Labelling and Standards (WELS) Scheme SABS, DWS 2025 1.4.4 Identify (Blue Scorpions) and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action CMAs, NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions 2020 1.4.5 Replace all Existing Lawful Use (ELU) with licences with enforceable water use conditions DWS, CMAs 2030 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 65 Key Action No from Volume 3 Action Responsibility Completion date 1.4.6 Development and implementation of the MoU between the DWS and strategic users DWS, Chamber of Mines, Eskom, Industries 2020 1.4.7 Develop and implement municipal bylaws to protect water quality DWS, WSAs 2020 1.4.8 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action CMAs, NPA, SAPS, DEA, DMR, DWS 2020 1.4.9 Establish a mechanism for applying administrative penalties DWS, Dept of Justice 2023 1.4.10 Develop improved regulatory approaches to manage pollution from land-based and in-stream activities (SA1, SA7, SA20 & SA29) DWS 2022 1.4.11 Develop and implement an action plan to strengthen water use authorisation processes (SA24, SA25, SA26, SA27 & SA28) DWS, CMAs, WRC 2022 Improving Raw Water Quality 1.5.1 Determine in-stream Resource Water Quality Objectives (RWQOs), based on the SA Water Quality Guidelines (SA36), in support of RQO's DWS, CMAs 2020 1.5.2 Routinely monitor resource water quality (SA46, SA47 SA48) DWS, CMAs 2030 1.5.3 Establish and maintain appropriate and accessible information management system(s) for resource water quality (SA49, SA51 & SA60) DWS, CMAs 2030 1.5.4 Assess resource water quality information (SA52 & SA59) DWS, CMAs 2030 1.5.5 Implement adaptive source control-based water quality management interventions, in accordance with relevant catchment plans and strategies (SA34 & SA35) Chamber of Mines, DWS, CMAs, DMR 2030 1.5.6 Develop and implement a strategic action plan for the rehabilitation and upgrade of prioritized WWTWs (SA17) DWS, WSAs, NT, SALGA, CoGTA 2023 1.5.7 Adopt an integrated planning approach at trans-boundary (international), national, Water Management Area and sub catchment levels (SA16, SA17, SA18, SA21, SA22, SA23 & SA33) DWS 2030 1.5.8 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) NT, DWS, CMAs 2030 1.5.9 Ensure IWQM is supported by effective departmental arrangements (SA8 & SA9) DWS 2020 1.5.10 Formalise governance frameworks to support engagements on water quality management (SA10, SA11, SA12, SA13, SA14, SA15, SA54 & SA61) DWS, CMAs, WSAs 2030 1.5.11 Ensure fiscal support for IWQM (SA38 & SA39) DWS, WSAs 2021 1.5.12 Build water quality management capacity through recruitment, education and training (SA53, SA54, SA55 & SA56) DWS, CMAs, NT, WRC, CSIR 2030 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 66 Key Action No from Volume 3 Action Responsibility Completion date 1.5.13 Create an informed, supportive and responsible public (SA62) DWS, CMAs, WSAs 2030 1.5.14 Develop and implement a diffuse pollution source strategy that includes the regulation of land use DWS, CMAs 2023 1.5.15 Implement programmes to rehabilitate catchments through development of Catchment business plans DWS, NT, CMAs 2025 Protecting and Restoring Ecological Infrastructure 1.6.1 Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas DWS, CMAs, DEA 2021 1.6.2 Review and promulgate aggressive restrictions within the legislation to restore and protect ecological infrastructure DEA, DWS, CMAs, SANBI, CSIR 2020 1.6.3 Implementation of the Reserve (The classification, RQO’s and the Reserve (collectively known as Resource Directed Measures (RDM)) for main stem rivers of the Berg, Breede and Gouritz, Middle and upper Vaal WMA’s) DWS, CMAs 2022 1.6.4 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy DWS, CMAs, DEA, SANBI Annually 2 Enabling Environment Creating Effective Water Sector Institutions 2.1.1 Establish a business case for streamlined institutional arrangements in the water and sanitation sector DWS 2020 2.1.2 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level DWS 2022 2.1.3 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources DWS 2020 2.1.4 Establish the National Water Resources and Services Authority DWS, NT 2020 2.1.5 Determine the optimal configuration of water boards to manage regional bulk water supply; assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs DWS, WBs 2020 2.1.6 Establish the National Water Resources and Services Regulator (NWRSR) DWS, NT 2020 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 67 Key Action No from Volume 3 Action Responsibility Completion date Managing Data and Information 2.2.1 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal DWS Annually 2.2.2 Review and develop a comprehensive DWS information management strategy to include among other: • Amended authorisation conditions to provide for self reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audits DWS Annually 2.2.3 Alignment of monitoring institutions to support National and International reporting programme, e.g. SDG, Agenda 63 and AMCO DWS 2021 Building Capacity for Action 2.3.1 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions DWS, CoGTA, SETA 2023 2.3.2 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally DWS, CoGTA, DIRCO 2030 2.3.3 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals DWS, WSAs, WBs, CMAs 2023 2.3.4 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations DWS, EWSETA, Institutions of Higher Learning Ongoing 2.3.5 Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies DWS, EWSETA Ongoing 2.3.6 Initiate a focused research capability initiative in water sector economics to address this existing skills gap DWS, WRC, DST Ongoing 2.3.7 Continue to develop high end skills (post graduate) to ensure a future science, technology and innovation capability in South Africa DWS, DST, NRF, WRC, the dti (THRIP) Ongoing 2.3.8 Continue to support programmes that enable development of critical skills and exposure to emerging innovations (e.g. Young Engineers Programme) SALGA, DST, WRC, DWS, CoGTA, MISA Ongoing Ensuring Financial Sustainability 2.4.1 Develop and implement institutional arrangements that recognise the diversity of circumstances across South Africa, NT, DWS 2021 National Water and Sanitation Master Plan Volume 1: Call to Action v 10.1 31 October 2018 68 Key Action No from Volume 3 Action Responsibility Completion date the legacy of Apartheid and allow for regional cross subsidisation. 2.4.2 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users. WSAs, WBs, DWS, AGSA 2024 2.4.3 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs. NT, AGSA 2023 2.4.4 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met. DWS, CoGTA 2022 2.4.5 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought. WSAs, WBs, DWS, NT, AGSA 2024 2.4.6 In all entities put in place mechanisms to deal with accumulated debts WSAs, WBs, DWS, NT, AGSA 2020 2.4.7 Roll out of ring-fenced institutional models to increase private sector investment DWS, NT, CoGTA 2021 2.4.8 National Treasury – linkage to Medium Term Sector Expenditure Framework (MTSEF) NT, DWS Ongoing Legislation 2.5.1 Gazette the National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill DWS, Portfolio Committee, Standing Committee 2019 2.5.2 Hold public consultation on National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill DWS, Portfolio Committee, Standing Committee 2020 2.5.3 Revise and promulgate the National Water Amendment Bill, Water Services Amendment Bill and the Water Research Amendment Act DWS, Portfolio Committee, Standing Committee 2022 2.5.4 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services NT, DWS, CoGTA, SALGA 2020 NOTES NOTES DEPARTMENT OF WATER AND SANITATION 185 Francis Baard Street, PRETORIA, 0001, South Africa Tel: +21 12 336 7500 • www.dws.gov.za National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) i DOCUMENT TITLE: NATIONAL WATER & SANITATION MASTER PLAN: VOLUME 2: PLAN TO ACTION Document Revision Record Rev. No. Brief description of key revisions: Issue Date: 1.0 Combination of individual chapters 23 October 2017 2.2 Edited and repetition removed 30 October 2017 2.4 Better alignment published on DWS website 27 November 2017 2.6 Further editing and alignment 09 January 2018 2.8 Alignment with Volume 1: Call to Action 27 February 2018 2.9 Mark up for additional information 28 February 2018 3.0 Alignment of individual chapters’ content to Volume 1: Call to Action 13 March 2018 3.1 Incorporation of additional comment, technical and pre-final editing 27 March 2018 3.2 Revised RDI chapter 31 March 2018 3.3 Some Footnotes addressed 14 April 2018 3.4. Further Footnotes and edits 15 May 2018 4.0 Improved Section 3 and further footnotes 25 May 2018 4.1 Align numbering of Key Actions with the numbering of Actions in Volume 3 and enhance text linkages to Volumes 1 & 3 18 August 2018 4.2 Address final comments from DWS on draft document 31 October 2018 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) ii DISCLAIMER: This NW&SMP Volume 2: Plan to Action, is one of three volumes which together comprise the National Water and Sanitation Master Plan (NW&SMP). The draft Master Plan was noted by Cabinet on 27 June 2018 and will serve as the basis for further stakeholder engagement at a forthcoming sector-wide planning initiative, namely the Phakisa on Water and Sanitation scheduled for late 2018. The NW&SMP is a ‘living’ plan, and annual updates and reviews will be led the Department of Water and Sanitation in collaboration with sector partners. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) iii Contents RATIONALE & CONTEXT ..............................................................................................1-1 1. THE NATIONAL WATER AND SANITATION MASTER PLAN ...........................1-1 1.1 Background and purpose of the National Water and Sanitation Master Plan (NW&SMP) 1-1 1.2 Key Challenges and NW&SMP Strategic Focus 1-5 2. BUILDING A WATER SECURE FUTURE.............................................................2-1 2.1 The Policy and Legislative Framework 2-1 2.2 Linkages between the NW&SMP with the SDGs, AU Agenda 2063, NDP and MTSF 2-2 2.2.1 Sustainable Development Goals..........................................................................2-2 2.2.2 African Union’s (AU) Agenda 2063 ......................................................................2-3 2.2.3 National Development Plan..................................................................................2-4 2.2.4 Medium Term Strategic Framework.....................................................................2-5 2.3 NW&SMP framework 2-5 2.4 NW&SMP Status and Process 2-8 Section 1: Water and Sanitation Management ...........................................................2-9 3. REDUCING WATER DEMAND AND INCREASING SUPPLY.............................3-9 3.1 Introduction 3-9 3.2 Present State 3-10 3.2.1 Available Water Resources................................................................................3-10 3.2.2 Water Requirements ..........................................................................................3-18 3.3 State of water losses and water use efficiency within the water sectors 3-19 3.3.1 Agriculture Sector ...............................................................................................3-20 3.3.2 Water Services Institutions and Local Government Sector ...............................3-20 3.4 Industries, Mining and Power Generation Sector (IMP) 3-29 3.5 WC/WDM Social Awareness and Advocacy Programmes 3-31 3.6 Drivers 3-32 3.6.1 Water Resources................................................................................................3-32 3.6.2 Water Requirements ..........................................................................................3-37 3.7 Priorities for the Future 3-41 3.7.1 Water availability ................................................................................................3-41 3.7.2 Water requirements............................................................................................3-47 3.7.3 Water balance ....................................................................................................3-48 3.7.4 Reconciliation Studies ........................................................................................3-49 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) iv 3.8 Priorities for the Future 3-52 4. REDISTRIBUTING WATER FOR TRANSFORMATION ......................................4-1 4.1 Present State 4-1 4.2 Drivers 4-2 4.3 Priorities for the Future 4-4 5. MANAGING EFFECTIVE WATER SUPPLY AND SANITATION SERVICES.....5-1 5.1 Water Supply and Sanitation Services 5-1 5.1.1 Present State........................................................................................................5-1 5.1.2 Priorities................................................................................................................5-7 5.2 Sanitation services 5-7 5.2.1 Present State........................................................................................................5-7 5.2.2 Priorities for the Future.......................................................................................5-13 5.3 operations and maintenance as part of Asset Management Cycle 5-13 5.3.1 Principles of Asset Management and Operations and Maintenance ................5-13 5.3.2 Present State of Asset Management .................................................................5-15 5.3.3 Priorities for Operations and Maintenance ........................................................5-18 5.4 Ensuring Implementation through Regulation 5-24 6. REGULATING THE WATER AND SANITATION SECTOR.................................6-1 6.1 Present state 6-1 6.2 Drivers 6-2 6.3 Priorities for the Future 6-4 7. IMPROVING RAW WATER QUALITY ..................................................................7-1 7.1 Present state 7-1 7.2 Priorities for the Future 7-3 7.2.1 High-level Water Quality Management Master Plan Targets ..............................7-3 7.2.2 Prioritised focus for maintaining or improving water quality ................................7-8 7.2.3 List of priority actions............................................................................................7-8 7.2.4 Provincial priorities .............................................................................................7-11 8. PROTECTING AND RESTORING ECOLOGICAL INFRASTRUCTURE.............8-1 8.1 Present State 8-4 8.1.1 River Ecosystems.................................................................................................8-4 8.1.2 Wetland Ecosystems............................................................................................8-4 8.1.3 Estuarine Ecosystems..........................................................................................8-5 8.1.4 Groundwater.........................................................................................................8-5 8.2 Drivers 8-6 8.2.1 River Ecosystems.................................................................................................8-6 8.2.2 Wetland Ecosystems............................................................................................8-6 8.2.3 Estuarine Ecosystems..........................................................................................8-6 8.2.4 Groundwater.........................................................................................................8-7 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) v 8.3 Priorities for the Future 8-7 8.3.1 Rivers and Wetlands ............................................................................................8-8 8.3.2 Estuaries...............................................................................................................8-8 8.3.3 High water yield areas play a critical role in securing South Africa’s water supplies.................................................................................................................8-8 8.3.4 Groundwater.......................................................................................................8-10 8.3.5 List of Priority Actions.........................................................................................8-10 Section 2: Enabling Environment ................................................................................8-1 9. CREATING EFFECTIVE WATER SECTOR INSTITUTIONS ...............................9-1 9.1 Present State 9-1 9.2 Drivers 9-2 9.2.1 Specific Challenges..............................................................................................9-2 9.2.2 Drivers ..................................................................................................................9-3 9.3 Priorities for the Future 9-4 9.3.1 Priority Actions......................................................................................................9-5 10. MANAGING DATA AND INFORMATION ...........................................................10-1 10.1 Present state 10-1 10.2 Drivers 10-4 10.3 Priorities for the Future 10-5 11. BUILDING CAPACITY FOR ACTION .................................................................11-1 11.1.1 Approach to Skills Development and Capacity Building....................................11-1 11.1.2 Institutional Capacity ..........................................................................................11-2 11.1.3 Environmental Capacity .....................................................................................11-2 11.2 Present State 11-3 11.2.1 The Skills Development Mandate in the Water Sector......................................11-3 11.2.2 Skills Development.............................................................................................11-4 11.2.3 Current Supply Trends .......................................................................................11-5 11.3 Problems, Challenges & Drivers for Change 11-5 11.3.1 Human Skills.......................................................................................................11-5 11.4 Priorities for the Future 11-6 12. ENSURING FINANCIAL SUSTAINABILITY .......................................................12-1 12.1 Financial Health of the Sector 12-1 12.2 Key Challenges to Financial Health in Water and Sanitation 12-3 12.3 Present State 12-5 12.3.1 Strategic Overview of Financial Position ...........................................................12-5 12.3.2 Asset value of existing infrastructure .................................................................12-8 12.3.3 Capital investment need and funding.................................................................12-9 12.3.4 Operating cost and funding ..............................................................................12-13 12.3.5 Governance and Financial Management Cost and Funding...........................12-14 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) vi 12.4 Drivers 12-17 12.4.1 Reduce Costs ...................................................................................................12-22 12.4.2 Increase Revenue ............................................................................................12-23 12.4.3 Increase Fiscal Transfers.................................................................................12-31 12.4.4 Increase Loan Funding.....................................................................................12-32 12.5 Priorities for the Future 12-35 13. AMENDING THE LEGISLATION.........................................................................13-1 13.1 Present State 13-1 13.2 Drivers 13-2 13.3 Priorities for the Future 13-3 14. ENHANCING RESEARCH, DEVELOPMENT AND INNOVATION....................14-1 14.1 Present State 14-2 14.1.1 Pillars of the RDI Master Plan.............................................................................14-3 14.1.2 Supporting implementation of the RDI aspects of the Master Plan ...................14-3 14.2 DRIVERS 14-4 14.2.1 Re-imagining Water RDI Investment and Partnership .......................................14-4 14.2.2 Effective RDI Implementation Mechanisms.......................................................14-5 14.3 priorities for the Future 14-6 Section 3: Supporting Implementation....................................................................14-11 15. PERFORMANCE MANAGEMENT, MONITORING AND EVALUATION.........15-11 15.1 Introduction 15-11 15.2 Present State of Planning 15-11 15.2.1 Present Planning Requirements ......................................................................15-14 15.3 Present State of Monitoring and Evaluation 15-15 15.3.1 Current Monitoring Requirements....................................................................15-15 15.3.2 Current Evaluation Requirements....................................................................15-17 15.3.3 Current Evaluation Processes..........................................................................15-17 15.4 Desired State of Monitoring and Evaluation for the NW&SMP 15-17 15.4.1 Proposed Monitoring and Evaluation Processes.............................................15-18 16. INFORMATION MANAGEMENT AND DATA PORTAL.....................................16-1 16.1 Present State 16-1 16.2 Drivers for NW&SMP Web Portal 16-1 16.3 Content and Functionality 16-1 16.4 Action Plan 16-2 17. ENGAGING SECTOR PARTNERS .....................................................................17-1 17.1 Narrowing Focus To Maximise Break Through 17-3 17.2 INITIATING IMPLEMENTATION 17-7 18. CONCLUSION......................................................................................................18-1 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) vii List of Figures FIGURE 2-1: NW&SMP TIMELINES RELATIVE TO OTHER PLANNING INSTRUMENTS ...................................................................... 2-2 FIGURE 2-2: ALIGNMENT OF NATIONAL PLANNING PROCESS WITH SECTORAL & DEPARTMENTAL PLANNING PROCESS ...................... 2-5 FIGURE 2-3: NW&SMP PHILOSOPHY ................................................................................................................................ 2-8 FIGURE 3-1: SOUTH AFRICA’S HYDROLOGICAL SITUATION ....................................................................................................... 3-9 FIGURE 3-2: INTER-BASIN WATER TRANSFERS IN SOUTH AFRICA............................................................................................. 3-12 FIGURE 3-3: GROUNDWATER AVAILABILITY IN SOUTH AFRICA ................................................................................................ 3-14 FIGURE 3-4: INTERNATIONAL CONTEXT OF SURFACE (LEFT) AND GROUNDWATER (RIGHT) RESOURCES IN RSA................................. 3-16 FIGURE 3-5: WATER USE BY SECTOR................................................................................................................................. 3-18 FIGURE 3-6: MAP OF EIGHT WATER SUPPLY SYSTEMS THAT INDICATE WATER USE EFFICIENCY TARGETS FOR 2017 AND 2022 AND WATER SAVINGS PERFORMANCE FOR THE YEAR 2016 FOR EACH SYSTEM .................................................................................... 3-22 FIGURE 3-7: HISTORICAL TREND OF WATER USE EFFICIENCY WITHIN THE EIGHT LARGE WATER SUPPLY SYSTEMS ............................... 3-25 FIGURE 3-8: NATIONAL IWA WATER BALANCE FOR WATER LOSSES AND NON-REVENUE WATER MM³/A .................................... 3-26 FIGURE 3-9: NO DROP NATIONAL PERFORMANCE LOG 2014 ............................................................................................... 3-27 FIGURE 3-10: STATUS OF WCDM PLANNING IN 152 MUNICIPALITIES ................................................................................... 3-28 FIGURE 3-11: ESKOM’S PERFORMANCE (WATER INTENSITIES FOR THE PAST THREE YEARS) ......................................................... 3-30 FIGURE 3-12: TYPICAL PROGRAMME FOR THE DEVELOPMENT OF WATER RESOURCES INTERVENTIONS ........................................... 3-33 FIGURE 3-13: THE PLANNED SHIFTS IN WATER MIX IN THE MEDIUM AND LONG TERM, NOTING THAT THE TOTAL VOLUME INCREASES SUBSTANTIALLY OVER THE PERIOD (GRAPH CREATED FROM NWRS1 PROJECTED TO 2015, FROM 2015 TO 2040 BY DWS DIRECTORATE: NATIONAL WATER RESOURCES PLANNING - NWRP).............................................................................. 3-41 FIGURE 3-14: PLANNING AND IMPLEMENTATION OF THE WATER RESOURCE DEVELOPMENT PROJECTS (SOURCE: DWS DIRECTORATE: NATIONAL WATER RESOURCES PLANNING – NWRP, OCTOBER 2017).......................................................................... 3-43 FIGURE 3-15: POTENTIAL ARTIFICIAL RECHARGE AREAS IN SOUTH AFRICA ............................................................................... 3-45 FIGURE 3-16: OVERVIEW OF SOUTH AFRICA’S WATER REQUIREMENTS (SOURCE: DWS DIRECTORATE: NATIONAL WATER RESOURCES PLANNING - NWRP)............................................................................................................................................. 3-48 FIGURE 3-17: WATER BALANCE AT MUNICIPAL LEVEL FROM ALL TOWN STUDIES ..................................................................... 3-50 FIGURE 5-1: ACCESS TO PIPED, RDP AND RELIABLE RDP WATER SUPPLY (SOURCE: STATSSA) ....................................................... 5-3 FIGURE 5-2: NATIONAL WATER SUPPLY FIGURES .................................................................................................................. 5-4 FIGURE 5-3: RELIABILITY OF WATER SUPPLY AND SANITATION SERVICES PER PROVINCE (SOURCE DWS) ......................................... 5-4 FIGURE 5-4: RISK AND VULNERABILITY TO FAILURE PER WSA................................................................................................... 5-6 FIGURE 5-5: SEVEN SANITATION POLICY PILLARS................................................................................................................... 5-8 FIGURE 5-6: SANITATION BACKLOGS PER WSA, APRIL 2017 ................................................................................................ 5-10 FIGURE 5-7: SANITATION NEEDS TO ADDRESS THE BACKLOG ................................................................................................. 5-11 FIGURE 5-8: INTEGRATED ASSET MANAGEMENT ................................................................................................................. 5-14 FIGURE 5-9: ELEMENTS OF ACCEPTABLE SERVICES .............................................................................................................. 5-14 FIGURE 5-10: MUNICIPAL WASTEWATER TREATMENT RISK RATING PERFORMANCE TREND AS MEASURED IN 2016. THE CUMULATIVE RISK RATING PERFORMANCE MEASUREMENT IS BASED UPON THE WASTEWATER RISK ABATEMENT PLANNING (W2RAP) CONCEPT WHICH WAS JOINTLY DEVELOPED BY THE DEPARTMENT OF WATER AND SANITATION AND THE WATER RESEARCH COMMISSION. THE PURPOSE IS TO HAVE A UNIFORM YARDSTICK FOR WASTEWATER PERFORMANCE MEASUREMENT AND TO SET RISK ABATEMENT/REDUCTION TARGETS FOR EACH MUNICIPAL TREATMENT FACILITY. ................................................................ 5-17 FIGURE 5-11: SUMMARY OF WATER SERVICES QUERIES TO THE DWS CUSTOMER SERVICE (JUNE 2016 – JUNE 2017).................. 5-17 FIGURE 6-1: REGULATORY RESPONSIBILITIES FOR THE WATER AND SANITATION SECTOR ................................................................ 6-1 FIGURE 7-1: DIFFERENT TYPES OF WATER QUALITY PROBLEMS ACROSS SOUTH AFRICA (ASHTON, 2012)........................................ 7-2 FIGURE 7-2: HIGH-LEVEL WATER QUALITY MANAGEMENT MASTER PLAN TARGETS .................................................................... 7-4 FIGURE 7-3: INTERNATIONAL, NATIONAL AND CATCHMENT WATER QUALITY PLANNING (ADAPTED FROM DWS, 2015).................... 7-7 FIGURE 8-1: DETERIORATION OF ECOLOGICAL CONDITION OF SOUTH AFRICAN RIVERS, 1999 – 2011 (SOURCE: NEL, J.L. & DRIVER, A. 2015. NATIONAL RIVER ECOSYSTEM ACCOUNTS FOR SOUTH AFRICA) .............................................................................. 8-2 FIGURE 8-2: ECOLOGICAL CONDITION OF SOUTH AFRICAN WETLANDS, 2011 (SOURCE: NEL J.L. AND DRIVER A. 2012. SOUTH AFRICAN NATIONAL BIODIVERSITY ASSESSMENT 2011: TECHNICAL REPORT. VOLUME 2: FRESHWATER)............................................. 8-3 FIGURE 8-3: KEY WATER SOURCE AREAS .............................................................................................................................. 8-9 FIGURE 9-1: POSSIBLE FUTURE INSTITUTIONAL ARRANGEMENTS ............................................................................................... 9-4 FIGURE 10-1: MONITORING NETWORK DESIGN: SURFACE WATER QUANTITY AND QUALITY....................................................... 10-3 FIGURE 11-1: MULTI-DIMENSIONAL APPROACH TO CAPACITY BUILDING ................................................................................. 11-1 FIGURE 11-2: PIPELINE APPROACH................................................................................................................................... 11-2 FIGURE 11-3: NUMBER OF REGISTERED ENGINEERS PER MUNICIPAL CATEGORY ....................................................................... 11-5 FIGURE 12-1: THREE SCENARIOS FOR THE FUTURE .............................................................................................................. 12-1 FIGURE 12-2: MUSSA VULNERABILITY ASSESSMENT (MUSSA 2013/14) .............................................................................. 12-4 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) viii FIGURE 12-3: FUNDING GAP........................................................................................................................................... 12-6 FIGURE 12-4: COST SPLIT BETWEEN MUNICIPAL SERVICES & WATER SUPPLY CHAIN ............................................................... 12-13 FIGURE 12-5: GOVERNANCE OF WATER .......................................................................................................................... 12-15 FIGURE 12-6: ADDRESSING THE FUNDING GAP ................................................................................................................. 12-17 FIGURE 12-7: PHASED MANAGEMENT APPROACH TO ADDRESS THE FUNDING GAP ................................................................. 12-20 FIGURE 12-8: MUNICIPAL REVENUE PER SERVICE TYPE & SOURCE ....................................................................................... 12-24 FIGURE 12-9: RAW WATER BILLING & RAW WATER DEBTS................................................................................................ 12-26 FIGURE 12-10: POPULATION PAYING FOR DOMESTIC WATER SUPPLY................................................................................... 12-29 FIGURE 12-11: REASON FOR NON-PAYMENT ................................................................................................................... 12-30 FIGURE 14-1: DISTILLATION OF THREE DOCUMENTS............................................................................................................. 14-1 FIGURE 15.1: LONG-TERM RELATIONSHIP AND TIMING OF GOVERNMENT ACCOUNTABILITY DOCUMENTS ................................... 15-13 FIGURE 15.2: ACCOUNTABILITY DOCUMENTS WITHIN THE REPORTING FRAMEWORK ............................................................... 15-16 FIGURE 15.3: THEORY OF CHANGE FOR THE NATIONAL WATER AND SANITATION MASTER PAN................................................. 15-18 List of Tables TABLE 3-1: WATER USE REQUIREMENTS (SOURCE: DWS DIRECTORATE: NATIONAL WATER RESOURCES PLANNING – NWRP)........ 3-19 TABLE 3-2: SUMMARY OF THE DESIRED TARGET VERSUS ACTUAL SAVINGS FOR MUNICIPALITIES .................................................... 3-23 TABLE 3-3: SIMPLIFIED ASSURANCE OF SUPPLY PER USER SECTOR............................................................................................ 3-37 TABLE 3-4: SUMMARY OF WATER REQUIREMENTS FOR THE EXISTING ESKOM POWER STATIONS (SOURCE: ESKOM, 2013, AND ESKOM WEBPAGE) .......................................................................................................................................................... 3-39 TABLE 3-5: THE PLANNED SHIFTS IN WATER MIX IN THE MEDIUM AND LONG TERM, NOTING THAT THE TOTAL VOLUME WATER AVAILABILITY PER SECTOR (SOURCE: DWS DIRECTORATE: NATIONAL WATER RESOURCES PLANNING - NWRP)....................................... 3-42 TABLE 3-6: CURRENT PROJECTIONS OF FUTURE WATER REQUIREMENTS ................................................................................. 3-47 TABLE 3-7: PROVISIONAL NATIONAL WATER BALANCE WITH AND WITHOUT CRITICAL INTERVENTIONS ............................................ 3-48 TABLE 3-8: WATER BALANCES FOR DIFFERENT WATER SUPPLY SYSTEM (MILLION M³/A) .............................................................. 3-51 TABLE 3-9: PRIORITY ACTIONS......................................................................................................................................... 3-52 TABLE 4-1: WATER ALLOCATION FOR IRRIGATION AREAS........................................................................................................ 4-3 TABLE 4-2: SUMMARY OF PRIORITIES.................................................................................................................................. 4-5 TABLE 5-1: PROVINCIAL SANITATION BACKLOGS ................................................................................................................... 5-9 TABLE 5-2: GREEN DROP SCORES PER PROVINCE ................................................................................................................ 5-12 TABLE 5-3: WATER OPERATIONS AND MAINTENANCE PERFORMANCE STANDARDS ................................................................... 5-19 TABLE 5-4: PRIORITY ACTIONS......................................................................................................................................... 5-21 TABLE 6-1: PRIORITY ACTIONS........................................................................................................................................... 6-5 TABLE 7-1: HIGH-LEVEL WATER QUALITY MANAGEMENT MASTER PLAN TARGET 1 .................................................................... 7-5 TABLE 7-2: HIGH-LEVEL WATER QUALITY MANAGEMENT MASTER PLAN TARGET 2 .................................................................... 7-6 TABLE 7-3: HIGH-LEVEL WATER QUALITY MANAGEMENT MASTER PLAN TARGET 3 .................................................................... 7-7 TABLE 7-4: PRIORITY ACTIONS .......................................................................................................................................... 7-9 TABLE 7-5: PROVINCIAL PRIORITIES .................................................................................................................................. 7-11 TABLE 8-1: PRIORITY ACTIONS......................................................................................................................................... 8-10 TABLE 9-1: KEY DRIVERS .................................................................................................................................................. 9-4 TABLE 9-2: PRIORITY ACTIONS .......................................................................................................................................... 9-6 TABLE 10-1: PRIORITY ACTIONS....................................................................................................................................... 10-6 TABLE 11-1: CIVIL ENGINEERING METRICS – 2005 COMPARED WITH 2015 ............................................................................ 11-4 TABLE 11-2: PRIORITY ACTIONS....................................................................................................................................... 11-9 TABLE 12-1: FOCUS AREAS FOR THE KEY DRIVERS ............................................................................................................ 12-17 TABLE 12-2: PROPOSED FRAMEWORK............................................................................................................................ 12-36 TABLE 12-4: PRIORITY ACTIONS .................................................................................................................................... 12-37 TABLE 13-1: PRIORITY ACTIONS....................................................................................................................................... 13-3 TABLE 14-1: KEY RDI IMPLEMENTATION MECHANISMS ....................................................................................................... 14-5 TABLE 14-2: INVESTMENT THEMES FOR THE NW&SMP...................................................................................................... 14-7 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) ix List of acronyms and abbreviations ACIP Accelerated Community Infrastructure Program AIP Alien Invasive Plants AMCOW African Ministers’ Council on Water AMD Acid Mine Drainage ARC Agricultural Research Council b/a billion per annum BBBEE Broad-Based Black Economic Empowerment bn Billion = 1 000 000 000 = one thousand million BRICS Brazil, Russia, India, China and South Africa CARA Central Adoption Resource Authority CHE Council on Higher Education CMAs Catchment Management Agencies CME Compliance, Monitoring and Enforcement CMF Catchment Management Forum CMS Catchment Management Strategy CoGTA Department of Cooperative Governance and Traditional Affairs COP 17 17th Conference of the Parties CRDP Comprehensive Rural Development Program CRU Central RIA Unit CSI Corporate Social Investment CSIR Council for Scientific and Industrial Research CSO Civil Society Organization DAFF Department of Agriculture, Forestry and Fisheries DBE Departments of Basic Education DBSA Development Bank of Southern Africa DDT Dichlorodiphenyltrichloroethane DEA Department of Environmental Affairs DFI Development Finance Institution DHET Department of Higher Education and Training DM District Municipality DMR Department of Mineral Resources DOE Department of Energy DHS Department of Human Settlements DPE Department of Public Enterprises DPSA Department of Public Service & Administration DRD&LR Department of Rural Development & Land Reform DST Department of Science and Technology DTI Department of Trade and Industry DWA Department of Water Affairs DWAF Department of Water Affairs & Forestry National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) x DWM Developmental Water Management DWS Department of Water and Sanitation e.g. for example EU European Union ELU Existing Lawful Use etc. etcetera; and so on EWSETA Energy and Water Sector Education and Training Authority EXCO Executive Committee FAO Food and Agriculture Organisation FET Further Education and Training FETWater Framework Programme for Research, Education and Training in Water, South Africa (UNESCO initiative) G8 The Group of Eight (world’s eight wealthiest western countries) GA General Authorisations GCM Global Circulation Models GCIS Government Communication Information System GDP Gross Domestic Product GET General Education and Training GFETQSF General and Further Education and Training Qualifications Sub-Framework GG Government Gazette GGP Gross Geographic Product GIS Geographical Information System GLeWAP Groot Letaba River Water Development Project GN Government Notice GRIP Groundwater Resource Information Project HDI Historically disadvantaged individuals ha Hectares (10 000 square metres) HE Higher Education HEI Higher Education Institutes HEQSF Higher Education Qualifications Sub-framework HRDS Human Resources Development Strategy HLoS Higher Level of Service HYDSTRA Integrated water resources management software IB Irrigation board IBSA IDP The India-Brazil-South Africa Dialogue Forum Integrated Development Plan IDZ Industrial Development Zone i.e. that is IHP International Hydrological Programme IPAP3 Industrial Policy Action Plan 3 IPP Independent Power Producers IRP Integrated Resource Plan National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) xi IRR Institutional Reform and Realignment IT Information technology i.t.o. in terms of IUA Integrated Units of Analysis IWA International Water Association IWRM Integrated Water Resource Management IWWMP Integrated Water and Waste Management Plan IWTTSA Industry Water Task Team of South Africa JPTC Joint Permanent Technical Committee JSE Johannesburg Stock Exchange JWC Joint Water Commission KNP Kruger National Park KPI Key performance indicator LEDP Local Economic Development Plan LGSETA Local Government Sector Education & Training Authority LHDA Lesotho Highlands Development Authority LHWP Lesotho Highlands Water Project LRAD Land Reform for Agricultural Development LTAS Long Term Adaptation Scenarios LWC Limpopo Watercourse Commission m3/a cubic meter per annum mm/year millimetres per year mg/l milligrams per litre Ml/day megalitres per day= 1 000 000 litres/day MAR mean annual runoff MDG Millennium Development Goals MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant MISA Municipal Infrastructure Support Agency MMTS2 Mooi-Mgeni Transfer Scheme Phase 2 MoU Memorandum of Understanding MTEF Medium Term Expenditure Framework MWIG Municipal Water Infrastructure Grant MW MegaWatts NATED National Technical Education NCBF National Capacity Building Framework for Local Government NDP National Development Plan NEMA National Environmental Management Act NFEPA National Freshwater Ecosystem Priority Areas NGA National Groundwater Archive NGP New Growth Path NGO Non-government organisation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) xii NGS National Groundwater Strategy NMBMM Nelson Mandela Bay Metropolitan Municipality NMIU National Monitoring and Implementation Unit NPC National Planning Commission NPS Non-point source NPSS Non-Point Source Strategy NQF National Qualifications Framework NRF National Research Foundation NRW Non-Revenue Water NSA National Skills Accord NSDP National Spatial Development Perspective NSDS National Skills Development Strategy NSI National System of Innovation NT National Treasury NWA National Water Act (Act 36 of 1998) NWAC National Water Advisory Council NWRI National Water Resource Institute NWRS National Water Resource Strategy NWRS1 National Water Resource Strategy (First edition, 2004) NWRS2 National Water Resource Strategy (Second edition, 2013) NWRSA National Water Resources and Services Authority NWRSR National Water Resources and Services Regulator ODA Official Development Assistance OECD Organisation for Economic Cooperation and Development ORASECOM Orange-Senqu (River Basin) Commission ORWRDP Olifants River Water Resource Development Project OQSF Occupational Qualifications Sub-Framework OSD Occupation Specific Dispensation PALAMA Public Administration Leadership and Management Academy PES Present Ecological State Ph Phase PFMA Public Finance Management Act PGDP Provincial Growth and Development Plan PGDS Provincial Growth and Development Strategy PMU Project Management Unit PPP Public Private Partnerships P/S pump station PWC Permanent Water Commission QCTO Quality Council for Trades and Occupations R&D Research and Development R&I Research and Innovation RBIG Regional Bulk Infrastructure Grant National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) xiii RBO River Basin Organizations RDM Resource Directed Measures RDP Reconstruction and Development Programme REGIS Software system developed in the Netherlands, currently under investigation for its application in South Africa RIA Regulatory Impact Assessment RIDMP Regional Infrastructure Development Master Plan RISDP Regional Indicative Strategic Development Plan Rio+20 United Nations Conference on Sustainable Development, 2012 RPL Recognition of Prior Learning RQO Resource Quality Objectives RSA Republic of South Africa RSAPIII Regional Strategic Action Plan III RWH Rainwater harvesting RWQO Receiving Water Quality Objective SA South Africa SAAWU South African Association of Water Utilities SADC Southern African Development Community SAICE South African Institution of Civil Engineering SALGA South African Local Government Association SAWS South African Weather Service SDC Source Directed Controls SETA Sector Education & Training Authority SIP Strategic Integrated Project SIV System Input Volume SIWI Stockholm International Water Institute SULP Sustainable Utilization Plans SWPN Strategic Water Partnership Network TAC Technical Advisory Committee TCTA Trans Caledon Tunnel Authority UDF Urban Development Framework UN United Nations UNCSD United Nations Conference on Sustainable Development UNEP United Nations Environment Programme GEMS Global Environment Monitoring System UNFCCC United Nations Framework Convention on Climate Change UNESCO United Nations Educational, Scientific and Cultural Organization VGG Vaal Gamagara WAR Water Allocation Reform WAS Water Accounting System WARMS Water Registration Management System WARS Water Allocation Reform Strategy National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) xiv WCWSS Western Cape Water Supply System WCWDM Water Conservation and Water Demand Management WDCS Waste Discharge Charge System WISA Water Institute of Southern Africa WMA Water Management Area WMP Water Management Plan WMS Water Management System WRA Water Research Act WRC Water Research Commission WRM Water Resource Management WRMI Water Resource Management Institution WRTC Water Resources Technical Committee WS Water Services WSA Water Services Authority WSAct Water Services Act (Act 108 of 1997) WSDP Water Services Development Plans WSLG Water Sector Leadership Group WSP Water Services Provider WMA Water Management Area WTW water treatment works WWC World Water Council WWTW waste water treatment works WUL Water Use License National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) xv List of Units used in the Report The following standard units have been used in this report Description Standard unit Description Standard unit Elevation m.a.s.l. Velocity, speed m/s, km/hr Height m Discharge m3/s Distance m, km Mass kg, ton Dimension mm, m Force, weight N, kN, MN Area m2 , ha or km2 Moment, torque Nm, kNm, MNm Volume (storage) m3 , million m3 , Ml/day Ampere A, kA Yield million m3/a Volt V, kV Mean annual runoff million m3/a Electric power kVA, kW, MW Pressure Pa, kPa, MPa Acceleration m/s2 Diameter mm dia., m dia. Density kg/m3 Power kW, MW Slope (H:V) or (V:H) 1:5 (H:V) or 5:1 (V:H) Energy kJ, MJ Gradient (V:H) % Temperature oC Frequency Hz, kHz, MHz “Ready for the future and ahead of the curve” National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-1 RATIONALE & CONTEXT 1. THE NATIONAL WATER AND SANITATION MASTER PLAN ADDRESSING THE CRISIS AND CALLING SOUTH AFRICA TO ACTION TO BE READY FOR THE FUTURE AND AHEAD OF THE CURVE 1.1 BACKGROUND AND PURPOSE OF THE NATIONAL WATER AND SANITATION MASTER PLAN (NW&SMP) Water security, defined by UN-Water as “the capacity of a population to safeguard sustainable access to adequate quantities of acceptable quality water for sustaining livelihoods, human well-being, and socio-economic development, for ensuring protection against water-borne pollution and water-related disasters, and for preserving ecosystems in a climate of peace and political stability”1 is a critical challenge confronting South Africa in the 21st century. Water security presents a profound challenge to South Africa’s social well-being and economic growth. South Africa is a water scarce country, receiving around half of the global average annual rainfall, with this rainfall distributed unevenly across the country, and across seasons and years. This water scarcity is being exacerbated by escalating demand due to economic and population growth, urbanization and rising standards of living, unsustainable use and high levels of wastage and loss, and increasing pollution which renders water not fit for use. In addition, the degradation of wetlands, changes in rainfall patterns due to climate change and increasing temperatures also driven by climate change, are contributing to reduced security of supply. 1 UN Water. 2013.Water is Water Security? South Africa CAN avoid a projected 17% water deficit by 2030 by taking bold action today! 5.3 million households (35%) do not have access to safe and reliable drinking water Only 65 % of households have access to a safe and reliable water supply 14.1 million people do not have access to safe sanitation 56% of waste water treatment works (WWTW) 44% of water treatment works (WTW) are in a poor or critical condition causing health risks 11% of WTW are dysfunctional creating a critical health risk 41% of municipal water does not generate revenue. 35% is lost through leakage 48% of the remaining wetlands are critically endangered Only 5% of agricultural water used is by black farmers Municipalities are losing about 1660 million m³ per year through Non-Revenue Water. At a unit cost of R6/m³ this amounts to R9.9 billion each year R33 billion more is needed each year over the next 10 years to achieve water security We must act now National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-2 Based on current demand projections and without effective interventions2, the water deficit confronting the country could be between 2.7 and 3.8 billion cubic meters, a gap of approximately 17% of available water sources, by 2030. The South African water sector must take bold steps to adopt a `new normal’ to head off the projected water gap. In addition, in April 20173, 14,1 million people still used sanitation facilities below the Reconstruction and development Programme (RDP) standard and only 10,3 million households (65%) had access to reliable water supply – lower than the percentage of the population that had access to a reliable water supply in 1994. Approximately 56% of the over 1 150 municipal wastewater treatment works (WWTWs) and approximately 44% of the 962 water treatment works (WTWs) in the country are in a poor or critical condition and in need of urgent rehabilitation and skilled operators4. Some 11% of this infrastructure is completely dysfunctional. This crisis in water supply and sanitation threatens the health and well-being of poor South Africans in particular, while also impacting negatively on economic growth and environmental sustainability. The National Water and Sanitation Master Plan (NW&SMP) forms part of a suite of initiatives announced by the newly appointed Minister of Water and Sanitation in May 2018, which will provide key focus to the work of the water sector leader at this time. The Department will therefore coalesce its efforts around these five strategic pillars in the coming period:  National Water Resources and Services Water Authority (NWRSA);  National Water Resources and Services Regulator (NWRSR);  Water Resources and Services Value Chain;  Water Resources and Services Master Plan; and  Institutional Rationalisation and Organisational Alignment. The Department of Water and Sanitation (DWS) will work in conjunction with other government departments and agencies, the private sector and civil society to ensure that the crisis in the water and sanitation sector is addressed with the aim of attaining a water secure future with reliable and safe water and sanitation services for all, and that these contribute towards meeting national development objectives. While the development of the Master Plan has been led by DWS in conjunction with key sector partners including the TCTA and WRC, it is a country-wide plan as the critical challenges confronting water and sanitation service delivery in the country requires concerted effort by all water institutions and users to resolve. This first-of-its-kind NW&SMP introduces a new paradigm that will guide the South African water sector, led by DWS and implemented and supported by local government and other sector partners, towards the urgent execution of tangible actions. This action will make a real impact on the management of South Africa’s water resources and the supply and use of water and sanitation in the country. 2McKinsey. 2010. Confronting South Africa’s Water Challenge. 3 Statistics South Africa. 2011. Census 2011 Statistical release P0301.4. Statistics South Africa. 2016. Community Survey 2016 Statistical release P0301. 4 Benchmarking of Water Loss, Water Use Efficiency and Non-Revenue Water in South African Municipalities, July 2017 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-3 The NW&SMP:  Sets out a schedule of prioritised actions for the period to 2030 that will create a water and sanitation sector that can meet national objectives as set out in the National Development Plan (NDP) and the internationally agreed Sustainable Development Goals (SDGs)  Sets out the roles and responsibilities in government, the private sector and civil society for the implementation of the plan Volume One of the NW&SMP is the Call to Action, which is divided into two sections, Water and Sanitation Management, and Enabling Environment, each having six sub-sections. Each section includes critical actions that, when implemented, will have a significant impact on addressing the crisis. These actions are collated at the back of the document for ease of reference. This Volume 2: Plan to Action provides a more detailed analysis of and rationale for, the key issues raised in the Call to Action. References to further related bodies of knowledge are contained in this Volume. Volume 3: Schedule of Actions provides a detailed implementation plan with costs covering all the actions required across the sector to achieve the objectives of the plan. The purpose of Volume 3 is to order and define all actions and interventions identified within Volume 1 and Volume 2 of the NW&SMP into annual measurable outcomes inclusive of roles and responsibilities, time frames and associated estimated costs. DWS has worked with key sector partners to develop the first draft of Volume 3, and in keeping with the ‘living’ nature of the Master Plan, will continue to work with sector partners to refine this action schedule. A key milestone for this engagement will be at the Phakisa on Water and Sanitation planning `laboratory’ supported by Cabinet and scheduled for late 2018. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-4 Implementation of the NW&SMP will be reviewed and reported on annually, and the NW&SMP will be updated accordingly in an adaptive management approach. The soon to be established DWS Project Management Unit (Delivery Unit) will be the custodian of these sector-wide processes and responsible to drive implementation on the NW&SMP Programme of Action in collaboration with sector partners. The following actions necessary to give effect to these priorities, are recorded in Volume 3: Action 5 Responsibility Completion date Phakisa on water and sanitation to be held (Volume 3, Action 2.7.1) DWS, DPME First quarter 2019/20 Determine cost required to implement NW&SMP and identify where reprioritisation or cost savings can be used to address the NW&SMP priorities (2.7.2) DWS, WSAs 2019 Appoint skilled Management, Technical and Programme Manager staff for Delivery Unit (2.7.3) DWS 2019 Monitor, review, evaluate, report on and update NW&SMP (2.7.4) DWS Annual report to Parliament 5 Where actions apply to more than one chapter, they have been duplicated in the action tables at the end of the relevant chapters. All actions are summarised in a table at the end of the Call to Action, without this duplication. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-5 1.2 KEY CHALLENGES AND NW&SMP STRATEGIC FOCUS Water resource management and water and sanitation service delivery challenges have escalated over the past few years in the country and the water sector in South Africa cannot afford to ignore these challenges and continue with business as usual. There is a need to act decisively in addressing the deterioration of standards and to restore the integrity and effectiveness of governance, delivery, management and monitoring systems. The NW&SMP sets out a strategic focus and seeks to mobilise support and resources to address critical challenges and make a measurable impact and ensure alignment of views, goals and actions. The most important challenges and the key focus areas are outlined briefly below, and elaborated in greater detail in relevant chapters:  Water security is one of the biggest issues/challenges facing South Africa and the world in the 21st century (see Chapter 3 of this document). Based on projections by McKinsey6, if no substantive action is taken the water deficit by 2030 could be between 2,7 and 3,8 billion m3/a - a gap of about 17% of available surface and ground water. The growing requirements of neighbouring states for water from our shared river basins could further impact on water availability for South Africa. A “Business Unusual” approach is required to close the gap.  At the same time, water resources must benefit all citizens equitably. Water is an important catalyst and driver of socio-economic development. The water allocation to agriculture is approximately 61%, but little has been achieved in reallocating water to historically disadvantaged individuals in this sector. The NW&SMP aligns with government’s transformative agenda as outlined in the National Development Plan (NDP) and identifies actions to redress past inequities through the re allocation and use of water.  Water security will be further threatened as supply decreases due to the negative impacts on yield arising from climate change, degradation of wetlands and water resources, siltation of dams, whilst water losses and demand escalates due to population and economic growth, urbanization, inefficient use, and changing lifestyles. South Africans currently consume more water per capita at approximately 237 l/c/d than the world average of approximately 6 McKinsey. 2010. Confronting South Africa’s Water Challenge. South Africa must balance supply and demand South Africa must ensure equitable access to water South Africa must protect and restore ecological infrastructure South Africa must reduce demand in all sectors and halve physical water losses South Africa must diversify its water mix South Africa must create a financially sustainable water sector South Africa must build effective water sector institutions South Africa must ensure effective and efficient water and sanitation services National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-6 173 l/c/d7. The country’s water losses are also exceptionally high with non-revenue water (NRW) currently standing at about 41%. Studies indicate that actual physical losses in municipal systems are at 35%8. Interventions will be made to reduce demand by improving efficiency, adopting new technologies and reducing losses (especially in the agricultural and municipal sectors).  Desalinated sea water (in coastal areas) and treated waste water will increasingly be brought into the water mix, as well as increased use of groundwater.  Institutional arrangements will be optimised to improve governance and ensure that key sector objectives are achieved. New institutional arrangements are under consideration which include nine water boards, catchment agencies and local water resource management institutions. A National Water Resources and Services Authority will be established to finance, develop, manage and operate national water resource infrastructure and sanitation. A National Water Resources and Services Regulator will be established which will be responsible for ensuring the development, implementation, monitoring and review of regulations across the water and sanitation value chain in accordance with the provisions of the National Water Act (1998), the Water Services Act (1997) and related water and sanitation policies.  The capacity of water services authorities (WSAs) to operate, maintain and manage existing infrastructure will receive urgent attention. According to the Stats SA General Household Survey (GHS)9: o 89% households have access to operational services, but reliability is only at 64%. Current access to sanitation services is 80% on average (50% in some LM’s). This will be increased to 90% by 2019 and 100% by 2030 as per National Development Plan (NDP) and Sustainable Development Goal (SDG) targets. o 56% of the over 1 150 waste water treatment works (WWTW) are in poor and critical state and will be rehabilitated urgently and properly maintained thereafter. o 44% of 962 domestic Local Government water treatment works (WTWs) are in a poor condition and require urgent rehabilitation. This is essential to ensure safe drinking water to the population.  Deteriorating water quality is a major constraint to economic and social development, reduces the sustainably of the available resource, and impacts significantly on the cost of treating water. Urgent measures must be taken to protect and restore South Africa’s water quality.  A lack of data and information resulting from weak monitoring systems poses high risks to decision making and planning and will urgently be addressed by repairing and maintaining measuring infrastructure, adopting new monitoring technologies, and improving data management and distribution. 7 The world average per capita per day usage (173 l/c/d) does not appear in any report but is based on expert opinion 8 Benchmarking of Water Loss, Water Use Efficiency and Non-Revenue Water in South African Municipalities, July 2017” 9 Stats SA, 2018. Stats SA GHS General Household Survey 2016 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1-7  Application of the latest research, innovation and development in water-less/alternative water and sanitation systems will be implemented urgently to address excess demand. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-1 2. BUILDING A WATER SECURE FUTURE 2.1 THE POLICY AND LEGISLATIVE FRAMEWORK This NW&SMP gives effect to the mandate given to the water sector through the Constitution of the Republic of South Africa, the White Paper on a National Water Policy for South Africa (1997), the Strategic Framework for Water Services (2002), the National Sanitation Policy (2017), the National Water Act (1998) and the Water Services Act (1997). In addition, it takes into account other relevant policy and legislation such as the Industrial Policy Action Plan (IPAP), the Irrigation Strategy developed by the Department of Agriculture, Forestry and Fisheries (DAFF), the National Climate Change Response White Paper, the National Environmental Management Act, the Public Finance Management Act, the Municipal Finance Management Act, and the Municipal Structures and Systems Acts. The National Water Act and the Water Services Act are currently under revision to ensure that they effectively support the delivery of a water secure future. A future in which there is adequate water and sanitation for all. The National Water Resources Strategy (NWRS), required under the National Water Act, is also currently under revision with the third iteration of this strategy due for gazetting in 2018. There is a possibility under consideration in the revision of the legislation that a future strategy will include water resources, water services and sanitation into an integrated National Water and Sanitation Resources and Services Strategy. This NW&SMP is the implementation mechanism for the NWRS2 (and any future iterations of the NWRS) while also including actions relating to water services and sanitation. It defines the actions that are critical to achieve the outcomes outlined in the strategy and to ensure water security and safe sanitation for all. #1: The values of the Constitution include those of human dignity, the achievement of equality and the advancement of human rights and freedoms. #2: The Constitution states that everyone has the right to an environment that is not harmful to their health or well-being; and to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that i) prevent pollution and ecological degradation ii) promote conservation; and iii) secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development. #3 The Constitution states that everyone has the right to have access to sufficient food and water. #4 The Constitution states that the property clause may not impede the state from taking measures to achieve land, water and related reform, to redress the results of past racial discrimination. These constitutional imperatives, combined with the national water and sanitation policy papers, the National Water Act and the Water Services Act, give the mandate to the water sector to: • Provide universal and equitable access to reliable water supply and sanitation services • Protect, manage and develop the nation’s water resources in a manner that supports justifiable and ecologically sustainable economic and social development • Transform access to water to redress the racial imbalances created by apartheid. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-2 A water security framework is also being developed by the National Planning Commission, and this plan will, iteratively, be aligned with that framework. 2.2 LINKAGES BETWEEN THE NW&SMP WITH THE SDGS, AU AGENDA 2063, NDP AND MTSF The NW&SMP sets out the framework for how South Africa will manage its water resources and implement water and sanitation programmes to achieve targets set in Government’s National Development Plan, Medium Term Strategic Framework (MTSF) and Medium-Term Expenditure Framework (MTEF). The NW&SMP also addresses the global and African agendas outlined in the Sustainable Development Goals (SDGs and the African Union’s (AU) Agenda 2063. The diagram below illustrates how the NW&SMP fits within the timelines of the national and the global planning framework. Figure 2-1: NW&SMP timelines relative to other planning instruments 2.2.1 Sustainable Development Goals The Sustainable Development Goals (SDGs), approved by the United Nations in 2015, provide a unique opportunity to map a pathway to a better future for all. Goal 6, which stipulates, “to ensure the availability and sustainable management of water and sanitation for all,” is central to realising the vision of a better future for all and the NW&SMP is aligned with achieving this goal. The targets and indicators for Goal 6 are set out below: Target 6.1: By 2030, achieve universal and equitable access to safe and affordable drinking water for all  Indicator: Proportion of population using safely managed drinking water services Target 6.2: By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-3  Indicator: Proportion of population using safely managed sanitation services, including a hand-washing facility with soap and water Target 6.3: By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally  Indicator: Proportion of wastewater safely treated; Proportion of bodies of water with good ambient water quality Target 6.4: By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to address water scarcity and substantially reduce the number of people suffering from water scarcity  Indicator: Change in water-use efficiency over time; Level of water stress: freshwater withdrawal as a proportion of available freshwater resources Target 6.5: By 2030, implement integrated water resources management at all levels, including through transboundary cooperation as appropriate  Indicator: Degree of integrated water resources management implementation (0-100); Proportion of transboundary basin area with an operational arrangement for water cooperation Target 6.6: By 2020, protect and restore water-related ecosystems, including mountains, forests, wetlands, rivers, aquifers and lakes  Indicator: Change in the extent of water-related ecosystems over time Target 6.A: By 2030, expand international cooperation and capacity-building support to developing countries in water- and sanitation-related activities and programmes, including water harvesting, desalination, water efficiency, wastewater treatment, recycling and reuse technologies  Indicator: Amount of water- and sanitation-related official development assistance that is part of a government-coordinated spending plan Target 6.B: Support and strengthen the participation of local communities in improving water and sanitation management  Indicator: Proportion of local administrative units with established and operational policies and procedures for participation of local communities in water and sanitation management 2.2.2 African Union’s (AU) Agenda 206310 There are seven aspirations in the African Union’s Agenda 2063, which reflect the desire for shared prosperity and well-being, for unity and integration, and for a continent of free citizens. The most relevant aspiration for the NW&SMP is the first, which includes:  Eradicating poverty and achieving high standards of living for all 10 African Union (AU). 2015. Agenda 2063: The Africa We Want. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-4  Ensuring well-educated citizens and a skills revolution underpinned by science, technology and innovation  Modernising infrastructure and agriculture  Structurally transforming economies to create growth, decent jobs and economic opportunities for all and  Preserving the environment and ecosystems. 2.2.3 National Development Plan The National Development Plan (NDP), finalised in 2012, articulates the vision of development for the country and identifies key milestones and targets to will be achieved in the various sectors. It sets out a detailed blueprint for how the country can eliminate poverty and reduce inequality by the year 2030. It was endorsed by Cabinet as a strategic framework to form the basis of future government detailed planning. The NDP envisions a South Africa where everyone feels free yet bounded to others; where everyone embraces their full potential, a country where opportunity is determined not by birth, but by ability, education and hard work. Realising such a society will require transformation of the economy and focused efforts to build the country’s capabilities. To eliminate poverty and reduce inequality, the economy must grow faster and in ways that benefit all South Africans. In particular, young people deserve better educational and economic opportunities, and focused efforts are needed to eliminate gender inequality. Promoting gender equality and greater opportunities for young people are integrated themes that run throughout the NDP. There is a burning need for faster progress, more action and better implementation. The future belongs to all of us. The NDP is a vision for every South African, requiring action, change and sacrifice from all sectors of society. The NDP emphasises the need to address poverty by broadening access to employment, strengthening the social wage, improving public transport and raising rural incomes. It outlines the steps that need to be taken to professionalise the public service, strengthen accountability, improve coordination and prosecute corruption. The NDP suggests that public infrastructure investment be set at 10 percent of the country’s gross domestic product (GDP). The NDP recognises the role of water in contributing to poverty eradication and social development. The most relevant programmes and targets articulated by the NDP in this regard include:  Ensure people have access to clean, potable water and that there is sufficient water for agriculture and industry, recognizing trade-offs in the use of water  Reduce water demand in urban areas to 15% below business-as-usual scenario by 2030  Complete Lesotho Highlands Water Project Phase 2 by 2020  Implement a comprehensive management strategy including an investment programme for water resource development, bulk supply and wastewater management for major centres by 2012, with review every five years National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-5  Develop regional market for food, energy and water and put in place water management agreement with neighbouring countries and  Develop regional utilities to deliver some local government services on an agency basis where local or district municipalities lack capacity. 2.2.4 Medium Term Strategic Framework The Medium Term Strategic Framework (MTSF) 2014 – 2019 confirms government’s commitment to the goals of the NDP through resource allocation and budget prioritisation and sets out the strategic plan of government for the 2014 – 2019 electoral term. The MTSF outcomes related directly to the water sector include:  MTSF Outcome 6: An efficient, competitive and responsive economic infrastructure  MTSF Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all  MTSF Outcome 9: Responsive, accountable, effective and efficient developmental local government system  MTSF Outcome 10: Protect and enhance our environmental assets and natural resources and  MTSF Outcome 11: Related to international relations and co-operation. Figure 2-2: Alignment of National Planning Process with Sectoral & Departmental Planning Process 2.3 NW&SMP FRAMEWORK The aim of the NW&SMP is to achieve a water secure future and reliable and affordable access to adequate and safe water and sanitation to improve social and economic well-being with due regard to the environment. As introduced in Volume 1: Call to Action of the NW&SMP, the key objectives of the Master Plan that define a ‘new normal’ for water and sanitation management in South Africa speak to the main challenges within the water sector, including:  Resilient and fit-for-use water supply  Universal water and sanitation provision  Equitable sharing and allocation of water resources  Effective infrastructure management, operation and maintenance and  Reduction in future water demand. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-6 The Master Plan recognises that achieving water security in South Africa requires a new normal: a significant paradigm shift that  recognises the limitations of water availability  addresses the real value of water  ensures equitable access to limited water resources  delivers reliable water and sanitation services to all  focuses on demand management and alternative sources of water  considers the impacts of climate change and  addresses declining raw water quality. In order to facilitate and accelerate progress towards the attainment of a water secure future for South Africa, the NW&SMP deliberately maintains a tight focus that is based on twelve elements which reflect the key programmes that have been identified as necessary to operationalise a new water and sanitation sector paradigm in the country. These elements are clustered under two key themes: water and sanitation management and enabling environment, each with clearly defined sub-themes. The new reality:  Water will become more expensive  Everyone (except those without access to piped water) MUST use less water for the same activities  Everyone - except the indigent - MUST pay for water and sanitation services National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-7 Section1: Water and sanitation management  Reducing demand and increasing supply  Redistribution for transformation  Managing effective water and sanitation services  Regulating water and sanitation  Improving raw water quality and  Protecting and restoring ecological infrastructure Section 2: Enabling environment  Creating effective institutions  Managing data and information  Building capacity for action  Ensuring financial sustainability  Amending the legislation and  Enhancing research, development and innovation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2-8 Figure 2-3: NW&SMP Philosophy 2.4 NW&SMP STATUS AND PROCESS As indicated above, the NW&SMP identifies critical priorities for the water sector, in alignment with the SDGs, African Union Agenda 2063, the NDP and the MTSF. Ownership and support of the NW&SMP by all stakeholders is critical as actions will be implemented by these stakeholders in a collaborative manner. The successful implementation of the plan requires the stakeholders to fully assume their roles and responsibilities and apply their resources within the agreed timeframes. Relevant stakeholders jointly developed this plan, and support the articulation of the critical challenges, were engaged as follows:  Provincial workshops with facilitated discussions with stakeholders  Presentations and discussions at stakeholder forums  Direct engagement with government departments to identify areas of duplication and to improve integrated planning and  Online engagement with the document. A copy of the NW&SMP Stakeholder engagement report is available on request National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-9 SECTION 1: WATER AND SANITATION MANAGEMENT 3. REDUCING WATER DEMAND AND INCREASING SUPPLY 3.1 INTRODUCTION South Africa has a semi-arid climate, with an average annual rainfall of 465 mm, compared to the world average of 860 mm, as a result, South Africa’s water resources are scarce and extremely limited. The mean annual rainfall varies substantially across the country from about 3 000 mm in the east and on the high-lying mountains, to less than 50 mm on the dry west coast, shown in Figure 3-1. The rainfall is also highly variable within seasonal distribution patterns, with evaporation and transpiration increasing inversely from the wetter east to the arid west11. Figure 3-1: South Africa’s hydrological situation South Africa’s water resource is highly developed, especially surface water systems through a myriad of large dams around the country. This limits opportunities to augment future supply 11 Climate report National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-10 through the building of additional dams. Optimal sites for dams have already been developed and future sites will come at a high social, economic and environmental cost. Water conservation and water demand management (WC/WDM) is an integral part of broader strategies needed to reconcile available supply with demand for water. WC/WDM is needed across all water use sectors to balance supply and demand. Water use in South Africa is dominated by irrigation, which accounts for around 61% of all water used in the country. Domestic and urban use accounts for about 27%, while mining, large industries and power generation account for some 8%. Commercial forestry plantations account for a little less than 3% of total use by reducing runoff into rivers and streams12. Integrated water resource management and planning ensures that water fit for use is available for urban and rural growth, whilst ensuring that industrial and agricultural requirements at local, regional and national scale are met at adequate assurances of supply. It must take into account the potential for reducing water demand, through water conservation and water demand management (WC/WDM), as well as options for further infrastructure development to increase supply. For this, water resource information must be available to inform national planning functions. At a most basic level, a water resource plan accounts for allocations to the different water use sectors, ecological requirements (maintaining or improving river ecosystems) and international obligations. This section proposes interventions that will guide the management of water resources management, planning and infrastructure in the future. These interventions, if implemented on time, will endeavour to achieve and maintain the balance of available water with projected water requirements in the short to medium term. 3.2 PRESENT STATE 3.2.1 Available Water Resources Surface Water The total national annual runoff is approximately 49 000 million m³/a giving a reliable yield of surface water at an acceptable assurance of supply at 98% of approximately 10 200 million m³/a13. Key water source areas are mostly situated in the north east of the country, with 8% of the land area that contributes 50% of the mean annual runoff (MAR). There are more than 4 395 registered dams in South Africa, of which 794 are considered large dams (i.e. dams with a wall height ≥ 15m, or a wall height between 5 and 15 m and a storage capacity exceeding 3 million m³)14. The combined storage capacity of large dams is in the order of 31 000 million m3. Several dams and other resources are combined in a system to supply 12 Department of Water Affairs and Forestry. 2004.National Water Resources Strategy. Pitman, W, V. 2011. Overview of water resource assessment in South Africa: Current state and future challenges. 13Department of Water Affairs. 2013. Strategic overview of the water sector in RSA. 14 Department of Water and Sanitation. Dam Safety Records. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-11 water to an area, such as the Integrated Vaal River System that provides water to Gauteng, the petro-chemical industries of SASOL as well as the ESKOM power stations in Mpumalanga Operating rules assist in the efficient management of the water supply system, and are critical during drought situations, also to trigger water restrictions when required. The DWS developed operating rules for several large water supply systems in South Africa, such as the Integrated Vaal River System, the Mngeni Water Supply System, the Orange River System, the Algoa System, the Amatole System, the Western Cape System and the Groot Letaba System, as well as rules for several stand-alone schemes. The large water supply systems in the country are described in Reconciliation Strategies, further discussed in section 3.4.4 and with greater detail provided in Annexure 2. DWS has also developed a Disaster Management Plan and a Guideline to Flood Management. The long-term climate change predictions in South Africa are for a drier western half of the country and for far more variability, with more extreme events, towards the north and the east. Average temperatures are expected to rise, and thus also an increase in evaporative losses. To facilitate the management of water resources, the country has been divided into 9 catchment based water management areas (WMA) which are shown in Figure 3-2. The WMA boundaries do not necessarily follow administrative or political boundaries (e.g. district municipality or provincial) and in some instances this aspect presents water resource planning, management and administrative challenges. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-12 Figure 3-2: Inter-basin water transfers in South Africa National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-13 A unique feature of South African water management is that approximately 3 000 million m³/a of the surface yield is moved via approximately 30 inter-basin transfers from water-rich source catchments to water-poor areas in the country where in-basin requirements exceed available supplies. Figure 3-2 shows the major inter-basin transfer schemes in South Africa. Groundwater The realistically accessable groundwater potential in South Africa is about 4 500 million m³/a of the estimated sustainable potential groundwater yield of around 7 500 million m³/a, widely distributed across the country, as shown in Figure 3-3. The present use of groundwater is estimated at between 3 000 and 4 000 million m³/a15. Most groundwater infrastructure for municipal domestic water supply was developed and is operated and maintained by municipalities. 15 Department of Water and Sanitation. 2013. National Groundwater Strategy. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-14 Figure 3-3: Groundwater availability in South Africa National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-15 The National Water Act (NWA) allows for “the intentional recharging of an aquifer with any waste or water containing waste”. As the water quality of an aquifer will almost always be altered through the artificial recharge process, this should only be allowable if it can be proven that no altering of the water quality will take place. There are currently two artificial recharge schemes in South Africa - at Atlantis (just north of Cape Town) and Polokwane - that are using treated waste water to recharge groundwater. Also, two licences were issued in the last few years to the Kolomela mine near Postmasburg (Northern Cape) and Elandsfontein mine near Saldanha (Western Cape) to abstract groundwater to dewater the aquifer for mining purposes and recharging (through injecting) the abstracted water elsewhere. Internationally-shared river basins South Africa has four internationally-shared river basins: the Limpopo, Inkomati, Pongola/Maputo and Orange rivers, that cover about 60% of the country’s land area, shown in Figure 3-4. International river basins contribute 45% to the country’s total river flow, and support about 70% of the country’s gross domestic product (GDP) and 70% of its population. Several international, inter-catchment transfers and inter-country systems have been introduced. These resources must be shared equitably with neighbouring states who also have increasing water needs due to growing populations and economies. Signed partnership framework agreements exists that have paved the way for different South African sectors to enter into cooperation agreements, also known as Memoranda of Understanding (MoU) with these neighbouring states. it is critical that co-basin organisations adequately support IWQM in these shared river basins. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-16 Figure 3-4: International context of surface (left) and groundwater (right) resources in RSA16 16 Water Research Commission. 2005. A compilation of all the freshwater agreements entered into by South Africa with other states (right) Department of Water and Sanitation. 2013. National Groundwater Management Strategy (left) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-17 Groundwater aquifers also extend across international borders, resulting in joint responsibility for management of these aquifers. South Africa shares seven aquifers with neighbouring countries, locations of these aquifers are shown in a simplified map in Figure 3-4. South Africa has water sharing agreements with the countries with which it shares water resources, and a number of projects are being implemented under these agreements, including:  Lesotho: Phase II of the LHWP is nearing readiness for implementation  Namibia: The feasibility study on the Noordoewer/Vioolsdrift project is nearing completion  Botswana: Several transboundary water management projects have been implemented and  Zimbabwe: A framework has been approved to jointly commission a study to assess the feasibility for South Africa to get water from Zimbabwean water sources. Non-conventional resources/management options Further to surface and groundwater resources, non-conventional resources, including re-use, desalination, rainfall harvesting and water demand management are already part of the water resources mix. These resources mostly make up the shortfall in surface or groundwater resources, as described in the Reconciliation Strategies. (Further discussion on the Reconciliation Strategies will be provided in section 3.7.4 with additional information contained in Annexure 2 of this report). Desalination: Desalination of brackish groundwater has been in operation for decades in various small towns and settlements in the Northern Cape and along the coast, sometimes for emergency supply during droughts. The coastal town of Bushmans River Mouth in the Eastern Cape is also being served by a seawater desalination plant for more than 20 years. During the devastating drought of 2009-2011 in the Southern Cape, several small desalination plants were established at coastal towns, i.e. Sedgefield, Knysna, Plettenberg Bay and Mossel Bay, the latter being the largest plant at 15 Ml/day. The plant at Mossel Bay has been mothballed since its completion as an emergency scheme in 2011, as its water has not been required since then. Re-use: The indirect re-use of water at present is estimated to already account for about 14% of all available water. Water is re-used indirectly on a large scale in in-land areas, such as in Gauteng in the Vaal and Crocodile-West catchments, as the return flows from the wastewater plants forms part of a down-stream raw water abstraction from the same river. The water re-use schemes in Beaufort-West (direct re-use) and George (indirect re-use), which were also built as a result of the 2009-2011 drought, are operating full time and supply good quality water to the inhabitants. The Department of Water and Sanitation developed a National Strategy for Water Re-use (NSWR) in 2011. The intent of the water re-use strategy is to encourage wise decisions relating to water re-use at different scales and levels. The performance of existing wastewater treatment plants in terms of meeting discharge standards and reliability is critical to the successful integration of water reuse into reconciliation strategies and into water supply systems in SA Control of Invasive Alien Vegetation: Estimates suggest that close to 3% of the national mean annual runoff is intercepted by invasive alien vegetation, that intercept and evapo-transpirates more water than natural vegetation. Removal and containment of such vegetation improve water availability. The Working for Water program, first under the auspices of DWS and now the National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-18 responsibility of the Department of Environmental Affairs (DEA), is an initiative that has been actively eradicating invasive alien plants (IAPs) for the past 20 years. Rainfall harvesting: Rainwater harvesting involves the collection and storage of rainwater, either for immediate use or use before the onset of the next rainy season and has been practised world wide for millennia. In South Africa, rainwater harvesting is growing, specifically in rural areas, and where municipal systems are failing. Water conservation and water demand management (WC/WDM): In addition to making more water available, WC/WDM reduces water requirements. It is key to ensuring the sustainable use of our water resources, and to ensure that sufficient water is available for the current and future requirements. Water Conservation and other measures to manage demand will be actively promoted as a preferred option to achieve these objectives, as discussed in Section 3.2.3. 3.2.2 Water Requirements The distribution of water use by sector is shown in the diagram below: Figure 3-5: Water Use by Sector Agriculture, including afforestation and livestock watering, is the largest user at 66% of the total water use, followed by municipal and domestic use at 27% (including industrial and commercial users provided from municipal systems), with power generation, mining and bulk industrial use, livestock and conservation and afforestation jointly making up the remaining 12%. The level of assurance at which agricultural water is supplied is lower than that of the other sectors (90%). Water for power generation is seen as strategically important and is provided with the highest assurance of supply (99.5 %) (which translates to 1: 200-year risk of failure). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-19 Table 3-1: Water Use Requirements (Source: DWS Directorate: National Water Resources Planning – NWRP) No User sector 2015 requirements* (million m3/a) 1 Agriculture (irrigation and livestock watering) 9 000 2 Municipal (industries, commerce, urban and rural domestic) 4 447 3 Strategic/Power generation 362 4 Mining and bulk industrial 876 5 International obligations 178 6 Afforestation 431 Total 15 294 * Water for the environment as enshrined the National Water Act, 1998 take priority over all the other water uses, hence, in most instance water available is shown after the provision for the ecological water requirements, as discussed in section 8. Hydropower systems The global and South African shift towards renewable energy have created an environment where renewable energy projects such as hydropower are both environmentally and financially attractive due to existing suitable infrastructure. South Africa has several pumped storage schemes (Ingula of 1332 MW, Drakensberg of 1000 MW, Palmiet of 400 MW and Steenbras of 180 MW schemes), some conventional hydropower systems as part of existing dams, such as Gariep, Vanderkloof Mbashe dams, as well as some small-scale hydropower. Conventional hydropower systems do not consume any water, other than what is released due to downstream environmental and other requirements. Pumped storage schemes only require some augmentation to make up for evaporation losses, after the initial storage of water for the system. 3.3 STATE OF WATER LOSSES AND WATER USE EFFICIENCY WITHIN THE WATER SECTORS Water conservation is the minimisation of loss or waste, the care and protection of the water resource and the efficient and effective use of water. Water demand management is the adaptation and implementation of a strategy by a water institution or consumer to influence the water demand and usage of water in order to meet any of the following objectives: economic efficiency, social development, social equity, environmental protection, sustainability of water supply and services and political acceptability. WC/WDM is also a fundamental step in promoting water use efficiency and is consistent with the National Water Act (Act 36 of 1998) which emphasises effective management of our water resources (DWAF, 2004). This builds on the principles of the National Water Policy (DWAF, 1997) which state: Water resources shall be developed, apportioned and managed in such a manner as to enable all use sectors to gain equitable access to the desired quantity, quality and reliability of water. One of the biggest challenges in ensuring the effectiveness of water conservation and water demand management programmes is the paradigm shift required amongst all South Africans to understand the importance of conserving the nation’s water resources. Traditionally there are stereotypes and mindsets that exist characterized with social beliefs among others that water comes from above and is free thus resulting in high water wastage. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-20 3.3.1 Agriculture Sector The irrigation sector is by far the largest water user in South Africa. Any percentage reduction in water use in this sector will therefore have a significant effect on the total water requirements. Efficiencies can be targeted both in terms of distribution networks (leaking pipelines and canals) and application (choice of crops and irrigation technologies employed). About 8.5 million people are directly or indirectly dependent on agriculture for employment and income (GCIS, 2011). The sector contributes about 3% to the GDP and 7% to formal employment. The agricultural sector is made up of commercial farmers and subsistence farmers: about 1.3 million hectares are irrigated. It has a huge potential socio-economic impact in rural communities. The DWS through the Strategic Water Partnership Network (SWPN)17 has implemented the Water Administration System (WAS) Release Module at a number of irrigation schemes i.e. Hartbeespoort Irrigation Board (IB), Sand-Vet Water User Association (WUA), Orange-Riet WUA, Vaalharts WUA, Impala WUA, Lower Orange River WUA and Loskop IB. With the WAS Release Module, it is possible to release the correct amount of water from a dam (source) according to applications (demand) and prevent wastages. Irrigation schemes are submitting Water Use Efficiency Accounting Reports on a monthly basis reporting on their water use efficiency. Reports are received from 75% (59 of 78) of the large irrigation schemes. The average water loss of the reporting schemes is about 27%. It was determined that the seepage and evaporation loss in concrete canals, which is unavoidable, is about 12% of the total loss. Most of the country’s water supply systems and dams are controlled by Water Control Officers (WCO). Their task is to distribute water to DWS clients and to improve water use efficiency in the Agricultural Sector. As WCO`s need to ensure timeous delivery of irrigation water to water users at a certain flow rate with the minimum water loss, they are capacitated through Water Measurement, Water Distribution and Dam Control courses. A proposed programme of high level key WC/WDM activities, measures, projects and programmes for the water services sector are outlined in Volume 3 of the NW&SMP, to be read together with this document. 3.3.2 Water Services Institutions and Local Government Sector The National Development Plan (NDP) - 2030 sets out the priorities for water demand management and projects the importance for a reduction in water demand by 2030. The NDP projects an average reduction in water demand of 15% below baseline levels18 in urban areas by 2030, where the baseline is taken as year 2012. The Plan acknowledges and refers to the detailed targets that have already been set for different catchments through the Reconciliation Strategies and All Town Strategies19. Achieving demand reductions on this scale will require active programmes to reduce water leakage in distribution networks, and to increase the efficiency of 17 Strategic Water Partnership Network. 2016. Water Administration System – Final Report Phase 1 Water Release Module. 18 National Planning Commission. 2011. National Development Plan 19 Department of Water and Sanitation. All Towns Reconciliation Strategies for the Northern Planning Region National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-21 water use by domestic and commercial water users. The NDP requires targets to be in place for up to the 2022 horizon. The National Water Resource Strategy, 2013 (NWRS2) emphasizes WC/WDM as a top strategic intervention to reconcile water requirements with water availability. The eight large water supply systems (WSS) include: the Integrated Vaal River Water Supply System (WSS), Crocodile West River WSS, Kwa-Zulu Natal Coastal Metropolitan WSS, Western Cape WSS, Algoa WSS, Amatole WSS, Greater Bloemfontein WSS and Olifants River WSS. The municipalities in these eight WSS are situated in areas of high economic significance and should increase their efforts to achieve the targets set under the various water reconciliation strategies to ensure water security. The following map represents the eight large water supply systems areas with water use efficiency targets for to 2022 and water savings performance for the year 2016 for each system in Figure 3-6. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-22 Figure 3-6: Map of eight water supply systems that indicate water use efficiency targets for 2017 and 2022 and water savings performance for the year 2016 for each system National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-23 The DWS monitor and analyse the progress made with the implementation of WC/WDM and targets set during the development of Reconciliation Strategies, at municipal level, within the eight large water supply systems (WSS). The results for the target versus actual savings achieved for these systems are summarised in Table 3-2 and Figure 3-7 below, which indicate a total of 8.6% achieved savings by December 2016 compared with a target of 11.3%. Savings of 3.6% have been achieved between June 2016 and December 2016 which is encouraging as water restrictions were imposed in most of the water supply systems. The Western Cape WSS, Kwa-Zulu Natal Coastal Metropolitan WSS and Greater Bloemfontein WSS have reached their targets while the remaining five WSS are generally representative of high populations that do not implement WC/WDM measures (DWS, 2017). Table 3-2: Summary of the desired target versus actual savings for municipalities System Projected System Input Volume (SIV) without WDM kl/annum Projected SIV with WDM kl/annum Projected % savings Actual demand kl/annum Actua l % savin gs Situation analysis IVRS (Integrated Vaal River System) 1 414 954 845 1 259 521 968 11.0 % 1 374 064 291 2.9% The 2.9 % reduction in demand is positive considering that these municipalities have experienced a higher population growth than estimated. WC/WDM demand projections need revision CWRWSS (Crocodile West Water Supply System) 81 896 986 72 505 548 11.5% 75 149 020 8.2% Results indicate that progress has been made, although municipalities are experiencing a higher population growth than estimated without corresponding WC/WDM demand projections KZNCMWSS (Kwa Zulu Natal Coastal Municipality Water Supply Systems) 440 429 750 400 929 750 9.0% 399 750 304 9.2% Municipalities have been able to reduce their demand and achieved their target WCWSS (Western Cape Water Supply System) 481 866 055 420 515 925 12.7% 363 416 316 24.6% Municipalities achieved savings of 24.6% which is higher than their 12.7% target. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-24 System Projected System Input Volume (SIV) without WDM kl/annum Projected SIV with WDM kl/annum Projected % savings Actual demand kl/annum Actua l % savin gs Situation analysis AWSS (Algoa Water Supply System) 131 372 286 95 678 395 27.2% 113 623 290 13.5% Municipalities have experiences a higher than estimated population growth without revised WC/WDM demand projections and achieved 13.5% savings compared with 27.2% target AmWSS (Amatole Water Supply System) 66 893 713 61 493 713 7.2% 74 797 137 -0.6% Municipalities have seen higher than planned population growth without WC/WDM demand projections revised. No savings achieved GBWSS (Greater Bloemfontein Water Supply System) 94 743 067 84 663 067 10.6% 65 780 175 30.6% The status could only be made based on data from Mangaung Municipality, which achieved a 30.6% savings compared with a 10.8% target, mainly due to 20% restrictions ORWSS (Olifants River Water Supply System) 204 882 982 191 858 953 5.7% 199 681 021 1.1% Results show that progress has been made with reduction in demand although at a very low confidence level Total 2 917 039 684 2 587 167 319 11.3% 2 666 261 554 8.6% Capital investment required to implement the programme R 10 Billion/ 10 years From the base year 2012 to 2014 the actual demand was below the target demand and projected demand without WC/WDM (high growth scenario). But for the years 2015 and 2016 the actual demand was higher than the target demand which confirmed WC/WDM was not effective enough and never impacted on the actual growth in demand. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-25 Figure 3-7: Historical trend of water use efficiency within the eight large water supply systems The following represents general WC/WDM challenges:  Municipalities put little or no effort to achieve the targets set, i.e. limited or lack of adequate planning and funding to support the implementation of WC/WDM projects. Budgets are allocated towards new infrastructure projects through capital grant programs such as the Accelerated Community Infrastructure Programme (ACIP), Municipal Water Infrastructure Grant (MWIG), Regional Bulk Infrastructure Grant (RBIG) and the Municipal Infrastructure Grant (MIG). The management of these funds is fragmented with emphasis on new infrastructure and insufficient focus on WC/WDM.  Lack of continuous monitoring and analyses of water balance data against which the progress made with the implementation of WC/WDM could be measured.  Closer involvement and collaboration with National Treasury, the Auditor General and the Department of Cooperative Governance and Traditional Affairs (COGTA) to ensure issues related to funding of WC/WDM programmes, metering and billing issues are resolved. The national International Water Association (IWA) water balance for water losses and non revenue water indicates that both items are growing at a higher rate in spite of WC/WDM work and projects implemented. In the year 2012, it was recorded as 38% (WRC Report TT 522/12) but it has since grown to 41% in 2016 (DWS, 2017a). This means stakeholders have to intensify implementation of WC/WDM measures to ensure growth of both variables is contained within acceptable parameters and targets as set out in the Reconciliation Strategies are achieved. The IWA water balance reflects the current state of water losses and non-revenue water as part of work done in the year 2015/16 and is a serious concern (DWS, 2017a). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-26 Figure 3-8: National IWA Water Balance for Water Losses and Non-Revenue Water Mm³/a The DWS as the custodian of national water resources is concerned about water security and the knowledge that large volumes of water (and revenue) are lost at municipal level. Therefore, DWS has sought avenues to collaborate and work in partnership with stakeholders to ‘close the water gap by 2030. The Strategic Water Partners Network-SA (SWPN-SA) is one such partnership. The SWPN resulted from a partnership with private partners launched by DWS and the Water Resource Group at the World Economic Forum in 2011. One of the first projects conceptualised under this partnership, was the No Drop Programme. The No Drop Programme is an incentive based regulatory programme that builds on the successful Green Drop and Blue Drop Programmes of the Department to assist municipalities to assess and improve their water use efficiency, water losses and non-revenue water. The No Drop Programme is based on assessments against specific criteria to evaluate a municipality’s performance against legal and international best practice requirements (No Drop Strategy, 2015). 3.3.2.1 Summary of the No Drop Results Fisrt Order No Drop Assessment Results The results are based on the findings of a No Drop assessment which formed part (3%) of the 2014 Blue Water Services Audit as Criteria 6. The No Drop component focused on 3 KPAs namely: 1) water balance (30%); 2) strategy, planning and implementation (30%), and 3) performance and compliance (40%). All 152 water services authorities (WSAs) having 949 water supply systems participated in the 2014 No Drop assessment. For the first order No Drop assessment, a municipality that achieved >90% No Drop score, was considered to be knowledgeable of their current status in terms of WC/WDM. In total:  Only 30 % of the water supply systems assessed obtained more than a 50% No Drop Score, and 64.1 % 35.9% 59.0% National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-27  Of the 152 WSAs assessed, good data sets were received from 71 municipalities representing a total population of 32 580 710 and 9 043 534 households, which is approximately 62 % of the country’s total population.  The national average No Drop score of 56.5% was achieved, which is considered an average performance. The score is influenced by the good scores achieved (> 50 %) by Gauteng, KwaZulu-Natal, Western Cape, Eastern Cape, and Free State Provinces. The National Barometer for the country with a weighted average No Drop score of 56.9% is shown in the figure below: Figure 3-9: No Drop National Performance Log 2014 The results show that 51% of 152 WSAs have proper WC/WDM plans and strategies in place and are busy with some form of implementation in the field. A total of 38-40%20 of 152 WSAs have proper or partial water balances in place, which is a baseline requirement for planning and project scoping. The current status makes a strong case to focus on improvement in the quality of planning and the intensity and acceleration of implementation going forward. The following figure shows the submissions made for No Drop assessment as pertaining to WC/WDM planning: 20 DWS 2017. MuSSA for Water Services for South Africa, 2016/2017” National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-28 Figure 3-10: Status of WCDM Planning in 152 Municipalities The National Water Balance indicates a total System Input Volume of 2 997.58 million kl/annum, which was based on the data set received from 71 municipalities. The country average per capita consumption is 237 ℓ/c/d (the global average is only 173 l/c/day). Non-Revenue Water (NRW) is defined as the volume of water supplied by a water services provider (water utility), but for which it receives no income. The national weighted average NRW is 34.6% of the total System Input Volume (SIV). Seven (7) of the nine (9) provinces have NRW in excess of 30 %, which is considered poor performance. When comparing NRW per province, the highest is noted for Eastern Cape, Limpopo, and North West. This can be due to the high number of rural areas and the challenges associated with billing and metering in these provinces. A total volume of 1 038 million kl/annum is lost as NRW which, calculated at a unit cost of R6/kl, amounts to R 6 228 million per annum for the country as a whole. By implementing WC/WDM projects, a potential saving of 331 million kl/annum can be achieved, which means that almost R 2 billion can be saved every year. 2015 NO DROP FULL AUDIT RESULTS: METROPOLITAN MUNICIPALITIES There are eight metropolitan municipalities (metros) in South Africa with a combined annual demand of 2 158 million kl /annum, serving a population of 21.5 million. Metropolitan municipalities represent 40% of the South African population and 47% of the urban water consumption, which is the reason why the metropolitan municipalities were selected for a full No Drop audit. None of the metros received No Drop Certification (i.e. all scored <90%). The City of Cape Town performed well, closely followed by Ekurhuleni, eThekwini and the City of Tshwane, which all have above average scores. Nelson Mandela Bay, the City of Johannesburg, Mangaung and Buffalo City all have scores below the average of 69%. Whilst reasonably good performance was noted for the first round, metros are expected to perform better in the next audit as a result of improved provision of evidence and understanding of the No Drop requirements. The IWA water balance for metros for 2013/14 FY indicates a total System Input Volume (SIV) of 2 158 million kl/annum. The City of Johannesburg with the largest population in South Africa accounts for 27% of the total metro consumption and is the largest urban water user, followed by Ekurhuleni that accounts for 16 % as a result of the concentration of wet industries in the country. Of concern to DWS, is that the combined Metro SIV is 2.4 % above the available supply from the National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-29 water resource this means that all the metros combined are actually “living above their means” by using more water than what the resource can sustainably provide. The total NRW for the metros is 923 million kl/ annum (34 % of the SIV). Six metros (three quarters) have NRW in excess of 35%. This clearly shows on average the metros are not performing well compared with the international benchmark at 10 - 20% NRW. The average litres / capita / day within metros is 267. The average consumption is above the international benchmark of 180 ℓ/c/d (WRC, 2012) and metros are encouraged to target an average consumption of below 200 ℓ/c/d. By comparing potential savings on a Municipal Category level, it has been observed from the No Drop, first order assessment Report (2014) that the majority of potential savings (84%) can be generated by investing in WC/WDM in metropolitan municipalities and the secondary cities. 3.4 INDUSTRIES, MINING AND POWER GENERATION SECTOR (IMP) Manufacturing Industries The manufacturing sector contributes 15.5% to the GDP and 13.3% to jobs in 2009 (GCIS, 2011). South Africa’s New Growth Path (NGP) has set a target of 350 000 new jobs for this sector by 202021. Water is an input in the manufacturing processes and it also used for cooling. The food and beverage sectors are highly dependent on water for the production of their products. As the manufacturing sector is the pillar sector required to drive economic growth and social development of the country and rightfully earmarked for future growth in the water demand. The need for WC/WDM in the sector cannot be over emphasized. Mining Sector According to the Chamber of Mines of South Africa, the mining sector contributed 8.8% directly and 10% indirectly to the GDP of the country in 2009 (GCIS, 2011). This sector creates about 1 million direct and indirect jobs. The sector accounts for approximately one third of the market capitalization of the Johannesburg Stock Exchange (JSE) and it is also the major attractor for foreign investments. The NDP has set a potential employment target of 140 000 new jobs by 2020 for the mining sector (DED, 2010). Mining and related activities require significant quantities of water whilst also impacting on the environment with associated potential pollution. The development of new mines in water scarce areas requires forward planning to make arrangements for the transfer of water and development of new sources. The water allocation to the mining industry currently represents about 2.5 % of total water allocation in South Africa. The efficiency of water usage by different mining sub-sectors has not yet been systematically determined. However, data from a study commissioned by DWS in partnership with the Chamber of Mines in 2012 does provide some indicative water use efficiency benchmarks for common minerals mined in South Africa. This highlights potential opportunities for WC/WDM initiatives in the mining sector. This along with a range of technical interventions developed in association sector partners like the Water Research Commission (WRC) and the Council for Scientific and Industrial Research (CSIR) aimed at improving water usage in mining, as well as water treatment 21Department of Economic Development. 2010. New Growth Path Framework. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-30 and re-use options such as the eMalahleni Water Reclamation project and others, further illustrate room for improvement. The DWS has developed a methodology to guide the implementation of WC/WDM within the mining sector. This methodology which is based on the generic implementation methodology developed as part of the study to set water use efficiency benchmarks provides for a clear distinction between the responsibilities and roles for the mining industry and for the regulator. Power Generation Sector The energy sector although only using 2% of water, contributes about 15% to the GDP of South Africa and creates jobs for 250 000 people (GCIS, 2011). The sector generates about 95% of the electricity in South Africa and also exports it to countries in Africa. The energy sector, including Eskom, the national power generator, is highly dependent on reliable supplies of water for the generation of electricity (steam generation and cooling processes). An elaborate and sophisticated network of water transfer and storage schemes has been developed specifically to support this sector and ensure high levels of reliability. The water sector is on the other hand highly dependent on a constant and reliable supply of electricity to “move water”. At present Eskom’s coal-based power plant fleet consists of 10 base load power plants (used during normal demand) and 3 return to service (RTS) power plants (used during peak demand), also refer to Section 3.3.2.3. These power plants have diverse technical parameters and use a combination of cooling technologies which is bound to provide different water usage profiles. Within the context of the current Integrated Resources Plan (IRP), South Africa’s energy mix is bound to change in order to provide sufficient energy security. However, the abundance of local reserves of coal is likely to keep coal a dominant fuel source (Pouris and Thopil, 2015). Eskom has set itself a target of 1.39 l/kWhSO. It performed well below the target for the FY 13/14 and 14/15. The performance for the 15/16 year was however undesirably above the set target. Figure 3-11: Eskom’s Performance (Water Intensities for the past three years) 1.3 1.32 1.34 1.36 1.38 1.4 1.42 1.44 1.46 Target 2013/14 2014/15 2015/16 l/kWhSO Target 2013/14 2014/15 2015/16 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-31 3.5 WC/WDM SOCIAL AWARENESS AND ADVOCACY PROGRAMMES One of the biggest challenges in ensuring the effectiveness of water conservation and water demand management programmes is the paradigm shift required amongst all South Africans to understand the importance of conserving the nation’s water resources. Evidence has shown that most technical interventions without adequate social engagement and education of communities often lead to failures of good technical interventions. The social pillar is thus driven mainly to ensure community buy-in and support of technical programmes aimed at reducing water losses and wastages within communities. The WC/WDM education and awareness campaigns that the DWS has implemented are as follows: “Be water wise” The truck / puppet shows campaign This campaign is a road show campaign. The Truck Campaign is aimed to create awareness and educate South Africans about water use efficiency. It became successful with the help of all relevant stakeholders involved such as municipalities and other relevant stakeholders. The Truck Campaign consists of a truck which is used to carry water use efficiency messages. The truck is branded with the DWS logo and water saving tips. The Department also distributes water use efficiency promotional material to community members, at all different stops during this campaign. Most of the promotional material includes brochures, water bottles, cups, 25l buckets and school bags. All these carry very powerful messages of water use efficiency. The Department appointed the Water Ambassadors, who are celebrities and professional actors. These water use efficiency ambassadors do industrial theatre performance which is an integral part of the campaign. The performance conducted by water use efficiency ambassadors is aimed at creating awareness and educating people on how water is being wasted on a daily basis and how people can save water by giving them water saving tips to avoid unnecessary water wastage. Communities reached have interacted very well with the water use efficiency ambassadors. Campaigns and awareness workshops The DWS and participating municipalities conduct door to door campaigns educating and creating awareness for water use efficiency. This campaign is mostly dependent on the municipality that has invited the Department. Promotional materials are also distributed, such as water saving tips and how to fix leaking taps. The municipal officials in this campaign provide the plumbers and do live demonstrations on how to fix leaking taps and toilets. The DWS runs schools’ competitions to involve learners in solving water issues, especially within the water use efficiency spectrum. The South African Youth Water Prize, which is a science & technology-based project, begins at provincial level and proceeds to the national level. The national winner then represents South Africa at the annual Stockholm Junior Water Prize (SJWP) in Stockholm, Sweden where they compete against learners from 30 countries. The DWS host workshops on irrigation schemes on water use efficiency and WC/WDM, as it is estimated that the water losses through canals of the irrigation schemes are between 35 to 45%. Efficient use of water by the sector has the potential to play a significant role towards making more water available for use not only within the agricultural sector, but also for other sectors. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-32 Education and awareness is not the function of national government only, all sector institutions, private sector organizations and civil society should be institutionalising the promotion of WC/WDM. The proposed WC/WDM aspects of the national water and sanitation plan (see Volume 3) serves as the blue print of key high-level measures, actions and programmes that must be implemented to improve water use efficiency, cut down water losses and wastages. This will ensure water security and sustainable use of water in the country. 3.6 DRIVERS 3.6.1 Water Resources The challenge of a water scarce country is inadequate and limited supply of water resources available to meet all growing requirements for humans and the economy, and this is aggravated by climate change, increased competition for water between the various water use sectors, and frequent and prolonged droughts. This challenge is deepened by the geographic misalignment of the water resources and requirements in the country. When water shortages are experienced in any part of the country, it has a negative bearing on the health sector, food security, development, economic growth and job creation. To meet these challenges, the country must shift focus towards the sustainable management of water resources through initiatives like integrated catchment management and optimisation of existing water use through implementing water conservation and water demand management measures, the re-use of water, as well as the desalination of brackish groundwater, mine water, and seawater, and supporting the harnessing of rainwater. 3.6.1.1 Surface Water Although some large surface water schemes, such as the Lesotho Highlands Water Project Phase 2 (LHWP-2), are currently planned and developed, South Africa is approaching full utilisation of available surface water yields and is running out of suitable sites for developing large dams, therefore other resources, which include groundwater, re-use and desalination, are considered and further investigated in the Reconciliation Strategies. Inter-basin transfer schemes are also considered, while the donor catchment should still retain the ability to sustain current and future water requirements in the catchment in addition to such a transfer, and these schemes may be fairly expensive due to long distances crossing catchment boundaries, either with a tunnel or pumping. Water resources planning and development involve long lead times (10 to 15 years on average from start of planning for building a large dam to first water delivery, shown in Figure 3-12) and high capital costs, while planning for an uncertain growth in requirements well into the future. Due care must be exercised in planning and undertaking water resource infrastructure interventions in time. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-33 Figure 3-12: Typical programme for the development of water resources interventions National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-34 Other issues pertinent to the water resource management in the country include poor catchment management, which is also a problem with high levels of erosion resulting in the increase of silt deposition in the country’s dams and a subsequent reduction in yield, as for instance Welbedacht Dam in the Caledon River. The study on Future Climates in South Africa (DEA, SANBI, GIZ, 2013)22 concluded that climate change will have a limited impact on water supply at a national level but could be quite significant at regional level under particularly drier futures. The greatest concern regarding climate change, are the isolated water resource systems that are dependent on a single resource or small geographical area with limited hydrological variability, including small farm dams in headwater catchments and water supply schemes for rural towns. Systems with greater integration and diversification have greater resilience to climate change uncertainty, such as the Integrated Vaal River System. The Western Cape System, being dependent on limited resources, and located in the west, may experience substantial climate change impacts. Also, more variability due to climate change, including more flush floods, may require more storage to provide the required yield of a system. Although climate change brings an added uncertainty to water resources, the impacts can and should be mitigated. The relatively gradual nature of climate change allows time for well considered adaptation and mitigation measures. However, there is growing concern that the decreasing monitoring through rainfall and flow gauging networks are no longer sufficient to accurately detect these trends to ensure mitigation measures are planned and put in place timeously. 3.6.1.2 Groundwater Although groundwater currently is an underutilised resource, in some areas it is totally over utilised and groundwater levels are over abstracted. Failure of groundwater supply schemes, such as typical conclusions that “the borehole dried up”, or “the groundwater ran out”, is also often blamed on the resource (i.e. the aquifer or the groundwater levels). In reality the cause is rather on poor maintenance and operation of the infrastructure (including boreholes, pump, pipes and valves, pumping at very high rates for short periods of time) used to abstract the groundwater or the poor monitoring or management of the aquifer. These challenges create the wrong impression about groundwater and make groundwater unpopular with communities, resulting in them rather preferring water supply from a dam. Groundwater is also subjected to climate change, as groundwater aquifers will not recharge without suitable rain. The increase in temperatures due to climate change will also result in drier root zones of plants, abstracting water from available groundwater. Artificial groundwater recharge, with either surplus surface water or treated wastewater, is recognised as an important alternative source, however, the impact on the receiving source must be minimal (aquifer hydraulics), injection water must be almost the same quality (<10% difference 22Department of Environmental Affairs. 2013. The Economics of Adaptation to Future Climates in South Africa: An integrated biophysical and economic analysis. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-35 or pre-treated to similar quality) and the impact on the environment must be assessed and minimised. 3.6.1.3 Internationally-shared river basins The purpose of international water cooperation is to strategically develop, promote and manage international relations on water resources between countries through bilateral and multilateral cooperation instruments and organizations in line with the provisions of the National Water Act, Act 36 of 1998 and to pursue the national interest at both African multilateral and global multilateral organizations and forums in support of the water sector. The Republic of South Africa (RSA) endeavours to meet all its international water obligations which require maintaining specific flows in rivers crossing its borders and/or groundwater abstraction from aquifers, at a reasonable quality. International obligations, although fixed, are always subject to change through review of the agreements that give effect to these obligations, in order to keep abreast of development and to stay relevant. 3.6.1.4 Alternative Sources Alternative sources of water, although already part of the water resources mix, will be further promoted and developed to fill the gap in available water. Desalination of seawater and brackish water Desalination is still a relatively expensive augmentation alternative, and it should only be implemented as and when augmentation becomes necessary to form part of the permanent water supply. Although it can be implemented as an emergency supply during a drought, it is probably not feasible or sustainable, and may result in mothballing of the plant. While dormant the plant will still need a fixed maintenance cost. It is preferable that desalination plants form part of our coastal municipalities’ basket of water resources for continuous water supply, and not be implemented as an emergency scheme, only to be used intermittently or during times of drought and inadequate supply from the conventional water resources. These schemes are too costly to be moth-balled for any length of time. Water re-use Direct re-use is where the discharge from a wastewater treatment works (WWTW) is treated to process or potable standards and fed back into the water distribution system. There is huge scope for developing this source, especially in the larger towns and cities where suitable wastewater treatment technology is employed, suitably skilled staff is available to ensure proper treatment and monitoring of the water, and it is economically feasible. The scope is especially important for coastal cities where further freshwater resources are becoming very scarce and costly to develop, while the outflow from WWTWs is often discharged into rivers close to estuaries or directly into the sea. The National Water Re-use policy aims to develop clear and practical guidelines for typical water re-use projects on what regulatory approvals are needed, the status of reclaimed water in terms of right to use and how these can be obtained cost and time effectively. There is also a need to work with other institutions to align legislation, reduce the regulatory burden wherever practical, and unblock regulatory obstacles to water re-use. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-36 When considering the development of direct re-use inland, cognisance should be taken of the impact of reducing return flows in the system on downstream users. Acid Mine Drainage In the Witwatersrand area, in Gauteng, gold mining has taken place since 1886 in the three underground mining basins of the East, Central and West Rand, sinking more than 120 mines that required to be dewatered to allow for safe mining conditions. As the mines were worked out and abandoned, the mine voids (tunnels, drives and shafts) started filling with water, generating Acid Mine Drainage23 (AMD) when sulphide bearing minerals are exposed to oxygen and water. When the AMD starts overflowing from the mines, it will have a devastating impact on humans and the environment, impacting much of the Vaal River System. Recognising the challenge for South Africa, DWS led initial short-term interventions to protect the environment. The opportunity to turn a pollution problem into a water source has been investigated at feasibility level. The potential to treat the water, approximately 54,8 million m³/a, to potable standard or for industrial use in the Witwatersrand was found to be feasible. Rain Water Harvesting Domestic rainwater harvesting should be encouraged as a way of improving household food security, income savings and improved reliability of water supply, especially in rural areas. Although mostly only suitable as augmentation, it has been proven that, with good management, rainwater harvesting can yield more economical water than formal municipal water supply. Water Conservation and Water Demand Management (WC/WDM) WC/WDM targets will be set for all water use sectors: agriculture, industries, mining, power generation, municipal and domestic water supply, to reduce total the water requirements, as discussed in Section 3.2.3. 3.6.1.5 Flood Protection Infrastructure Floods are a common occurrence in South Africa and they lead to the loss of lives and hundreds of millions of rands worth of property destruction. Flooding occurs in all river systems in the country with notable floods in the North-West province (2017), Lephalale (2014), Somerset West (2013), Vereeniging (2010), Vaal (1996), KwaZulu-Natal (1987) and Laingsburg (1981). Other flood prone areas include the towns of Douglas, Prieska and Upington along the Orange River. Measures for protecting lives and property from floods can be both non-structural and structural. The former aims to mitigate or reduce the impacts of floods by influencing human behaviour and practices through policies and laws, public awareness raising, training and education. The structural approach entails the creation of physical defence systems in order to control the flood waters through the reduction of its destructive power or by redirecting the flood waters away 23 Department of Water Affairs. 2013. Feasibility Study for a Long-Term Solution to address the Acid Mine Drainage associated with the East, Central and West Rand underground mining basins. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-37 from exposed human settlements and property. It also includes measures such as planting vegetation to retain extra water; terracing hillsides to slow flow downhill; the construction of floodways (man-made channels) to divert floodwaters and construction of levees, lakes, dams, reservoirs and retention ponds to hold extra water during times of flooding. The protection and restoration of natural ecological infrastructure is also critical in flood management. Owing to the high capital and maintenance costs, dedicated structural flood control measures are not widespread in South Africa. The only major flood control dams in South Africa are Beervlei and Qedusizi dams. Instead, major water storage infrastructure doubles as a flood control measure. Those with gated spillways, such Vaal and Bloemhof dams, have supplementary storage and specific operating rules for flood control. Flood protection must create a safe environment. All dams will be designed to safely control floods. Operating rules, based on a dynamic monitoring system of our rivers during flood events, will be implemented, with appropriate warning systems. 3.6.2 Water Requirements Rainfall, runoff and stream flow vary from year to year. As a result, 100% assurance of water supply to any water user is not achievable. Implicit in this is the acceptance that some degree of failure with respect to supplying of the full yield, will occur. For a specific river and water resource infrastructure, the higher the assurance of supply required (or the smaller the risk of failure which can be tolerated), the smaller the yield which can be abstracted, and vice versa. In South Africa, water resource development projects have been designed, developed and operated with allocation criteria or standard operating rules that allow for user classification and their tolerance to failure of water supply. Water for power generation is seen as strategically important and is provided with the highest assurance of supply (99.5 %) (which translates to 1: 200-year risk of failure). Water to meet international obligations is also given a high priority. These priorities are built into the determination of the operating rules. Table 3-3 presents a simplified typical user classification for different water users. Table 3-3: Simplified assurance of supply per user sector User sector Assurance of supply Recurrence interval Annual reliability % Strategic (power generation) 1:200 99.5% Domestic – basic 1:200 99.5% Industrial 1:100 99% Domestic – other 1:50 98% Irrigation – high value 1:20 95% Irrigation – cash crops 1:10 90% A brief description is given in the following sections on the perception of problems, challenges for water requirements per water use sector. 3.6.2.1 Municipal and domestic, including commerce and industry in municipal areas The current official census puts the population of South Africa at approximately 56 million. Further growth in the population, eradication of backlogs and general improvement of water services will see a steep increase in water requirements for this sector in the short to medium term. It is National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-38 expected that most of the new water that will have to be made available in future will be to meet the growing requirement for this sector. As indicated elsewhere in this document, average domestic water use in South Africa is around 237 litres per person per day, 64 litres per person per day more than the world average of 173 litres per person per day. The high-water use is partly due to significant distribution losses and wastage in this sector and must be addressed to reduce the high growth in requirements. A stricter approach towards implementation of WC/WDM measures by municipalities should be adopted. The provision of waterborne sanitation is unsustainable and South Africa must adopt alternative sanitation practices, such as waterless sanitation, which will also reduce water per capita consumption and should be implemented where appropriate. 3.6.2.2 Agriculture and Forestry Water use in agriculture is largely dominated by irrigation of crops, stock watering and by forestry. Agricultural consumption is largely unmetered, and there are concerns about unauthorised abstraction and water wastage in the sector. In addition, agricultural users pay a much lower tariff than other users of untreated water and the relatively cheap water has not incentivised the adoption of water efficient irrigation practices. However, the agricultural sector is important in terms of jobs and contribution to GDP. The value of primary agricultural production in South Africa was R263,2 billion in 201624. The potential for future water resources developments purely for irrigation are limited and in Section 4.2 of this NW&SMP an indication is given of the possible expansion of irrigation with an additional 34 863 hectares (Irrigation Strategy [2013] of DAFF). Implementation plans will carefully consider the capital and operational costs needed to provide affordable additional water to this sector. The cost of raw water from newly developed schemes and high pumping costs can limit the additional expansion of irrigation areas. Agriculture is encouraged to move to more efficient methods of irrigation to allow for future expansion with the water already allocated to it. New forestry expansion in stressed catchments will also be discouraged. 3.6.2.3 Strategic Power Generation Eskom is the biggest power generation utility in Africa, and water supply to the power stations is regarded as a strategic water use that is supplied at 99.5% assurance of supply, refer to Table 3-3. DWS signed a Memorandum of Understanding (MoU) with Eskom in which the utility committed to systematically move from wet-cooled to dry-cooled power generation systems, to reduce their water foot-print. This undertaking was already implemented for the new coal power stations, Kusile and Medupi with a water allocation estimated at 15.4 million m³/a. In 2004 the National Environmental Management: Air Quality Act was promulgated, followed by the publication of the Minimum Emission Standards (MES)25 in April 2010, heralding a new approach to air quality management in South Africa. As the MES requires all plants to comply 24 Statistics South Africa. 2016. Gross Domestic Product by Industry. 25 Department of Environmental Affairs (DEA). 2010. Minimum Emission Standards. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-39 with the new emission standards from 1 April 2020, this will have significant water use implications for Eskom, as the best available technology to remove pollutants from effluent gases utilizes significant quantities of water, as shown in Table 3-4. The water requirements allocation for the new Kusile and Medupi power stations include some provision to comply with the MES. Table 3-4: Summary of Water Requirements for the existing Eskom Power Stations (Source: Eskom, 2013, and Eskom Webpage26) Power Station Installed capacity (MW) Current water requirements (million m³/a)* Additional water requirements (million m³/a) to implement MES$ Majuba 4 110 29 5 to 8 Matimba 3 990 3 5 to 8 Kendal 4 116 4 5 to 8 Tutuka 3 654 39 5 to 7 Lethabo 3 708 42 5 to 7 Duvha 3 600 39 5 to 7 Matla 3 600 45 5 to 7 Kriel 3 000 41 4 to 6 Arnot 2 352 27 3 to 9 Hendrina 2 000 25 3 to 9 Camden 1 510 20 2 to 8 Grootvlei 1 200 9 2 to 6 Komati 940 10 2 to 11 Total 37 780 333 51 to 101 New power stations Medupi 4 788 4 / 15.4 8 Kusile 4 800 4 8 Total 47 368 Table 3-4 summarises the current water requirements at the existing power stations and the additional water requirements27 at each power station should the relevant MES technology be implemented, increasing the demand between 15% and 30% for existing power stations, depending on the type of technology. This first order assessment indicates the possible impacts on Eskom’s water use with the implementation of the emission reduction technology has the potential to worsen the already existing water security challenge in South Africa. Further studies are urgently required to quantify the impact, including a cost-benefit analysis to ensure that the costs of augmenting water supply to the Eskom power stations to implement the best emission reduction technology process option. This is in consideration of the fact that South Africa is a water scarce country and that additional water may be used more beneficially to address the transformation requirements in this sector and to increase assurance for domestic supply. 26 Eskom. 2013. fttp://www.eskom.co.za/Whatweredoing/ElectricityGeneration/PowerStations/Documents/ EskomGenerationDivMapREV8.pdf 27 Eskom. 2013. Compilation of an application for exemption from Minimum Emission Standards and extension of the Minimum Emission Standard timeframes for Eskom's Power Stations: Water Resources Assessment. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-40 Water resource planning and development will need to take into consideration these additions to the strategic water requirements for power generation in the country. 3.6.2.4 Mining and Industry The economy of the country largely depends on mining and various large industries. Water availability should not be a limiting factor to growth in this sector. Water resources developments should prioritise the availability of water to this sector. However, mining and industry will also be required to practice WC/WDM and to consider re-use of both mining and industrial wastewater in their processes, to reduce raw water requirements. A target of a maximum of 15% water losses should be set for all industries. Penalties for non-compliance should be considered. 3.6.2.5 International Obligations South Africa has four internationally-shared river basins, the Orange, Limpopo, Inkomati and Maputo river basins, covering about 60% of the country’s land area. Climate change and economic growth in shared basin states may result in the re-assessment of current arrangements with respect to transboundary water resources (surface and groundwater). South Africa will always endeavour to meet all its international obligations hence any new water resources development with a trans-boundary impact will be planned and implemented in consultation with the relevant basin states. 3.6.2.6 Hydropower28 South Africa has potential to develop mainly small-scale hydropower at existing DWS infrastructure such as dams, canals, pipelines as well as making use of the water resources in the country, including that in shared river basins. Instead of dams being constructed for the purpose of hydropower, existing reservoirs that are used for other purposes can be fitted with hydropower plants in order to augment electricity supply towards meeting peak electricity demands. An objective of the NWRS2 (2013) is to “promote the optimal development of hydro-electricity generation at all sites in South Africa where this is economically viable and can make a useful contribution to electricity generation.” Hydropower development and its operation must be developed and operated in accordance with the principles of the National Water Act, namely sustainability, equity and efficiency. Challenges with hydropower technology include: dependence on rainfall (no control over amount of water available); changes in stream regimens (can affect fish, plants, and wildlife by changing stream levels, flow patterns, and temperature); flooding of land and wildlife habitat (creation of reservoir). Maintaining minimum flows of water downstream of a hydropower installation is critical for the survival of riparian habitats. 3.6.2.7 Ecosystems Providing for the ecological water requirements is a legal priority and is inherent in all water resources planning that environmental water requirements will be catered for. In addition, critical ecological infrastructure must be identified, protected and restored, including in high yield 28 Department of Water and Sanitation. 2016. Draft Policy on Sustainable Hydropower Generation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-41 catchment and aquifer areas (see Section 8 on ecological infrastructure). Currently the ecological condition of rivers and wetlands is deteriorating at an alarming rate. 3.7 PRIORITIES FOR THE FUTURE The objective for water resources planning is to ensure water security for the country by matching the increasing future water requirement in a situation of constrained resources by being innovative and optimising a suite of interventions which include the management of resources (including water conservation and water demand management, system operation and drought management and the re-establishment of existing groundwater schemes), catchment support activities (including catchment care and ecological infrastructure, rainfall harvesting and water quality monitoring) and the infrastructure development of resources. 3.7.1 Water availability The challenge of a water scarce country is to provide water security to all users while meeting the growing future requirements with an optimised mix of all available water resources. Figure 3-13 shows the projected medium- and long-term available water resources mix of conventional and unconventional water sources, including increased groundwater use, desalination, re-use and artificial recharge. Figure 3-13: The planned shifts in water mix in the medium and long term, noting that the total volume increases substantially over the period (Graph created from NWRS1 Projected to 2015, from 2015 to 2040 by DWS Directorate: National Water Resources Planning - NWRP) This figure includes the various interventions as explained in the Reconciliation Strategies. Planned future storage dams include among others the Polihali Dam in Lesotho (Phase 2 of the Lesotho Highlands Water Project), a dam on the Orange River near Vioolsdrift, the Ntabelanga and the Lalini dams on the Itsitsa River (Umzimvubu), the Zalu Dam on the Xura River, the Foxwood Dam on the Koonap River, Smithfield Dam on the uMkhomazi River, a dam on the Mvoti River, a dam in the Crocodile River East Catchment, Nwamitwa Dam on the Groot Letaba River as well as the Jana and Mielietuin dams on the Tugela River. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.1) 3-42 Table 3-5: The planned shifts in water mix in the medium and long term, noting that the total volume Water availability per sector (Source: DWS Directorate: National Water Resources Planning - NWRP) User sector Source Available yield million m³/a 2015 2020 2025 2030 2040 Municipal and Industrial Surface water 3000 3200 3500 3500 3600 Ground water 800 900 1000 1100 1200 Re-use 400 450 650 850 1000 Desalination 90 150 160 200 300 Strategic/Energy Surface water 360 350 348 344 300 Ground water 2 5 6 7 10 Re-use 0 39 61. 86 132 Agriculture Surface water 6400 6500 6700 6790 6800 Ground water 1800 1880 1900 1900 1900 Re-use 919 942 966 971 976 International transfers out Surface water 178 178 178 178 178 TOTAL water per source Surface water 9 938 10228 10726 10812 10878 Ground water 2 602 2785 2906 3007 3110 Re-use 1319 1431 1677 1907 2108 Desalination 90 150 160 200 300 TOTAL water available 13949 14594 15469 15926 16396 It is important, that communities in the vicinity of new large water resource developments, without local resources, will be supplied from these developments as a matter of principle. It must also be noted that from a purely ecological viewpoint there are a number of rivers that were identified to stay dam-free, or ‘free-flowing’ in South Africa. (See section 8.3.1 of Volume 2) This will call for a serious debate and wisdom based on sound investigations. The rivers are identified in the National Freshwater Ecosystem Priority Areas (NFEPA)29. 29 Department of Environmental Affairs. 2011. National Freshwater Ecosystem Priority Areas. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-43 Figure 3-14: Planning and Implementation of the Water Resource Development Projects (Source: DWS Directorate: National Water Resources Planning – NWRP, October 2017) Mzimvubu Vaal transfer 50+ 110 Voëlvlei Augment. Phase 2&3 100 Zambezi transfer 20 0 Zambezi transfer Reconnaissance Phase Feasibility Phase Pre-feasibility Phase Decision Support Phase Design/ Documentatio n Phase Construction/ Implementati on Phase Integrated Vaal River System Orange River System Crocodile West River System Olifants River System KZN Coastal Water Supply Systems Algoa Water Supply System Western Cape Water Supply System Other areas (incl. Amatole, Mhlatuze & Outeniqua) DWS WATER RESOURCE DEVELOPMENT PROJECTS FUNNEL VD Kloof Dam Low level Storage Surface water Groundwater Re-use of water Acid mine drainage Importation of water Desalination of seawater Capacity (million m3/a) Phase completed Phase in progress Decision to progress to next phase 123 LEGEND 650 Zambezi transfer 200+ Desalination 511 Mzimvubu-Vaal transfer 556 Mzimvubu Kraai transfer 465 Orange-Vaal Transfer 100 Use of acid mine drainage 216 Boskraai Dam Thugela-Vaal (Jana) 356 151 Thugela-Vaal (Mielietuin) LHWP Phase II 393 Vioolsdrift Dam Raising of Gariep Dam Re-use (Mhlatuze) 15 Thukela-Mhlatuze Transfer 40 Guernakop Dam/ Raising of Kouga Dam 32 Groundwater schemes 8 90 Vaal-Crocodile Transfer 50+ Desalination 14 West Coast Aquifer 160 Desalination 190 Vaal–Olifants Transfer 126 Re-use of effluent from Vaal 33 Use of acid mine drainage 55 OlifantsDam 40 Re-use100+ Desalination uMkhomazi-Mgeni transfer Ph1 (Smithfield) 220 uMkhomazi-Mgeni transfer Ph2 (Impendle Dam) 218 16 Re-use to industrial standards 83 Re-use 9 Cape Flats Aquifer 20 TMG Aquifer 7 Lusikisiki: Zalu Dam 60 Crocodile East Dam 14 Nwamitwa Dam 27 Upper Molenaars diversion 23 Voëlvlei Augment. Phase 1 46 Mitchell’sPass diversion 37 Lower Thukela Scheme 46 Isithundu Dam 14 Mokolo Crocodile Augment. Project Ph1 (Mokolo) 40 Mokolo Crocodile Augment Project Ph2 (Crocodile) 80 ORWRDP: De Hoop Dam 60 Mooi-Mgeni Transfer Phase II (Spring Grove) 241 NtabalengaDam Ludke Dam 20 Nooitgedacht Low Level Storage Dam 5 Malmani Dolomite Aquifer Raising of Hazelmere Dam ORWRDP Bulk Conveyance Clanwill iam Conveyance Infrastructure 16 Koonap River : Foxwood Dam Raising of Tzaneen Dam Ncwabeni Off channel Storage DamLalini Dam 23 Nwamitwa Aquifer 23 Xhariep Pipeline Clanwi ll iam Dam Raising Oct 2017 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-44 The additional potential of accesable groundwater between 1 500 and 2 500 million m³/a, is very widely distributed across the country and its potential availability offers particular opportunitiesy for small towns, villages, mines, and individual users to meet their water requirement for domestic use, irrigation and stockwatering. Groundwater availablity will continously be assessed in the Reconcilaiton Strategies and All Town Studies. All future schemes, shown in Figure 3-15, will be developed utilising good planning and engineering practice appropriate technology and must be cost effective. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-45 Figure 3-15: Potential Artificial Recharge areas in South Africa National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-46 Artificial recharge of groundwater in certain areas will become a strategic focus in ensuring sustainable and reliable water sources in future. Alternative sources of water, although already part of the water resources mix, will be further promoted and developed to fill the gap in available water. Desalination: Feasibility studies for large-scale seawater desalination projects on a scale of 150 to 450 Ml/day have already been completed for both eThekwini and Cape Town, with the Nelson Mandela Bay Municipality currently also investigating large-scale seawater desalination for future augmentation of its resources30. Technical feasibility was established in both eThekwini and Cape Town, even though cost considerations have led to other smaller water augmentation projects being given priority. The persistent drought and water crisis in the Western Cape has resulted in a call for short-term desalination solutions. This may well precipitate a renewed consideration of the earlier large scale, permanent projects evaluated. Two or even three large-scale seawater desalination projects are likely to be launched nationally within the next five years in the major coastal hubs. Water re-use: Several successful projects to re-use treated municipal wastewater for industrial processes are in operation in South Africa. At a river system level, it is estimated that return flows account for 13% of the total available water. At the treatment facility level, the 1 150 municipal wastewater treatment works, discharging approximately 2 100 million m³ per annum of treated effluent, back to the river systems. DWS needs to develop guidelines for the implementation of water re-use projects. These guidelines will have to support sound decision making and implementation. The guidelines must also address the management and control, project implementation, choice of technology, operations and maintenance, project financing, development and implementation of tariffs and public and stakeholder education, engagement and consultation for different types of water re-use projects. Acid Mine Drainage: Approximately 54,8 million m³/a AMD water will be treated to potable standard or for industrial use in the Witwatersrand. The Olifants River Water Supply System Reconciliation Strategy also identified the use of treated mine water for future augmentation to the system. Re-allocation of Water: Identify re-allocation of water between water use sectors in the systems where no alternative resource is available, in the relevant Reconciliation Studies. Rain Water Harvesting: Encourage rainwater harvesting to improve the reliability of water supply in rural areas and municipalities where services are unreliable. Water Conservation and Water Demand Management: Encourage and promote WC/WDM practices for all water use sectors. The impact of climate change on resource availability and water requirements should be taken into account in all future planning, including Reconciliation Strategies. Mitigation measures can then be introduced as their necessity becomes evident, but then adequate data is essential to 30 Department of Water and Sanitation. 2016. KZN Metro Reconciliation strategy. Department of Water and Sanitation. Reconciliation Strategies for Western Cape Water Supply System National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-47 support the decisions to be made. Therefore, it is vital that the monitoring of rainfall, evaporation and runoff be continued rigorously, and the hydrological monitoring network improved to ensure that the actual effects of climate change are measured accurately and brought as quickly as possible into the analysis of resources. A specific climate change-related focus should be to find alternative resources for the Western Cape System and other single source systems, to improve resilience to future climate change uncertainty. With the development of any water resource on an internationally-shared river basin, South Africa endeavours to meet all its obligations through the recognised processes and protocols. South Africa will also participate and cooperate in joint trans-boundary studies, joint projects and development of common decision-support tools to ensure monitoring and decision making are based on a common understanding. Two projects are underway attempting to promote cooperative trans-boundary groundwater governance and management between sharing countries. These are the South Eastern Kalahari/Karoo Basin (known as the Stampriet Aquifer System) entering Phase 2 and funded by the Swiss Agency for Development and Cooperation and the Khakhea/Bray Dolomite Basin (known as the Ramotswa Aquifer) nearing the end of Phase 1 and funded by the United States Agency for International Development (USAID). 3.7.2 Water requirements Growth in water requirements depend on many factors, including the future economic growth, existing policies and memoranda of understanding (MoUs) and agreement (MoAs) between various industries and government. Current projections of future water requirements for each sector are shown Table 3-6. Table 3-6: Current Projections of Future Water Requirements No User sector* Water requirements (million m³/annum) 2015 2020 2025 2030 2040 1 Municipal (industries, commerce, urban and rural domestic) 4 447 4 900 5 400 5 800 6 600 2 Agriculture (irrigation and livestock watering) 9 000 9 500 9 600 9 700 9 800 3 Strategic/Power generation 362 390 410 430 450 4 Mining and bulk industrial 876 921 968 1 017 1 124 5 International obligations 178 178 178 178 178 6 Afforestation 431 432 433 434 434 Total 15 294 16 321 16 989 17 559 18 586 * Water for the environment as enshrined the National Water Act, 1998 take priority over all the other water uses, hence, in most instance water available is shown after the provision for the ecological water requirements, as discussed in section 8. The water requirements growth trends can be observed from Figure 3-16. Growth in the municipal sector is mainly, driven by improved services, eradication of backlogs, population and most importantly systems attrition resulting in huge real losses and this needs to be urgently addressed. Growth in agriculture will soon reach a threshold level that expansion in this sector will only be achievable if the sector capitalises on water savings or water re-allocated. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-48 Figure 3-16: Overview of South Africa’s water requirements (Source: DWS Directorate: National Water Resources Planning - NWRP) 3.7.3 Water balance The national water balance is a reconciled account of the entire country’s water resource availability versus current and future estimated water requirements for all users. However, the spatial distribution of water availability and requirements are not shown in the balance. It should be noted that the future water balance is dependent on future economic and population growth and the timely implementation of interventions. Effective operation and maintenance of infrastructure (water resources and water services) results in improved water use efficiency, reduced losses, and the ability to use water resources sustainably even in periods of drought. Table 3-7: Provisional national water balance with and without critical interventions31 Water use sectors 2030 water requirements projections (million m³) Without demand management interventions With urban losses reduced from 35% to 15% Reduce domestic demand from 237 l/c/d to 175 l/c/d Agriculture (irrigation and livestock watering) 9 700 9 700 9 700 Municipal (industries, commerce, urban and rural domestic) 5 800 4 941 3 696 Strategic/Power generation 430 430 430 Mining and bulk industrial 1 017 1 017 1 017 International obligations 178 178 178 Afforestation 434 434 434 Total water requirements (2030) 17 559 16 700 15 455 Total water available (2015) 13 949 Increased surface water yield 874 31 Department of Water and Sanitation. 2013 National Water Resource Strategy. 0 2 000 4 000 6 000 8 000 10 000 12 000 14 000 16 000 18 000 20 000 2000 2005 2010 2015 2020 2025 2030 2035 2040 V o lu m e (m il li o n m ³/ a ) Sectoral Water Use Irrigation Urban Rural Mining and bulk industrial Power generation Afforestation Total National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-49 Water use sectors 2030 water requirements projections (million m³) Without demand management interventions With urban losses reduced from 35% to 15% Reduce domestic demand from 237 l/c/d to 175 l/c/d Increased groundwater use 405 Desalination (including treated AMD) 588 Re-use 110 Total water available (2030) 15 926 15 926 15 926 Deficit/surplus -1 633 -763 527 Deficit/surplus -10% -5% 3% 3.7.4 Reconciliation Studies Reconciliation Strategies for the large water supply systems and metropolitan areas were developed by DWS and are being updated regularly (annually) to establish the status quo of water balances and to recommend interventions for ensuring sufficient future water resources are developed to ensure a sustainable water for supply. Reconciliation Strategies at a lesser scale of detail have also been developed for all other towns and clusters of villages in the country in the All Town Studies. The figure below indicates where water shortages are likely to occur in the next 10 years, and where they already exist. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-50 Figure 3-17: Water Balance at Municipal Level from All Town Studies Category Count of schemes % of schemes no shortage > 10 yrs 334 37% water resource shortage 5 - 10 yrs 113 12% water resource shortage 1 - 5 yrs 120 13% water resource currently in deficit 273 30% unknown 65 7% Grand Total 905 100% National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-51 These Reconciliation Strategies are available on http://www.dwa.gov.za/projects.aspx, and the concluded interventions from these inform and are inputs into the NW&SMP. See Annexure 2 for a summary of these Reconciliation Studies. The following sections present the reconciliation of the requirements for and availability of water for each of the main systems in the country, summarised in Table 3-8. Interventions have been identified for all these systems to resolve imbalances, together with more stringent implementation of WC/WDM, regarded as non-negotiable. Implementation of development options were scheduled according to the projected future water requirements, after provision was made for the best estimates of the savings that could be achieved through WC/WDM. Table 3-8: Water balances for different water supply system (million m³/a)32 Water Supply System Major Towns and other users Million m³/a 2015 2020 2025 2030 2035 2040 Vaal River System Johannesburg, Pretoria Requirements 3 000 3 120 3 290 3 430 3 530 3 600 Availability* 3 000 3 154 3 457 3 600 3 617 3 640 Orange River system Bloemfontein, Irrigation (Orange Fish Sundays transfer) Requirements 2 980 3 097 3 100 3 130 3 140 3 150 Availability* 3 000 2 950 3 250 2 966 2 830 2766 Kwa-Zulu Natal Coastal Metropolitan Bulk WSS** eThekwini (Durban), Msunduzi (Pietermaritzburg) Requirements 499 561 583 679 720 705 Availability* 471 499 542 791 789 736 Richards Bay WSS Mhlatuze City Requirements 195 225 247 260 278 292 Availability* 241 239 247 284 283 290 Mbombela Bulk WSS (Crocodile East WMA) Mbombela Requirements 58 62 67 70 73 76 Availability* 60 69 71 72 74 76 Western Cape WSS Cape Town, Agriculture Requirements 520 590 710 850 1 000 1 125 Availability* 550 590 800 880 1 090 1160 Amatole Bulk WSS Buffalo city and King Williams Town Requirements 108 115 121 123 124 125 Availability* 98 104 115 115 115 124 Algoa WSS Nelson Mandela Bay, irrigation and industry Requirements 169 182 203 220 240 258 Availability* 170 195 195 208 225 225 Limpopo WMA WSS*** Polokwane, mining, coal fire power generation Requirements 193 261 312 362 374 408 Availability* 178 268 409 418 422 433.15 Olifants River WSS Agriculture, mining and Kruger National Park Requirements 405 458 496 524 546 566 Availability* 409 425 422 427 435 442 Requirements 1 075 1 170 1 220 1 285 1 330 1 365 32 Water balances as per relevant Reconciliation Strategies, including the implementation of relevant interventions, as summarized in Annexure 2. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-52 Water Supply System Major Towns and other users Million m³/a 2015 2020 2025 2030 2035 2040 Crocodile (West) River System Rustenburg, Thabazimbi, agriculture, mining, power generation Availability* 1 115 1 200 1 260 1 350 1 410 1460 Greater Bloemfontein Bulk WSS Mangaung Municipality and surrounding areas Requirements 89 104 123 143 168 191 Availability* 94 105 130 162 162 162 Luvuvhu and Letaba WSS Thohoyundou, Giyani, Tzaneen, Kruger National Park, Irrigation, mining Requirements 164 215 240 251 266 277 Availability* 220 243 259 263 272 276 Colour code DEFICIT BALANCED * The water availability figures into the future in most of the systems are showing the implementation of the recommended interventions to augment those systems, as per Reconciliation Strategies. If interventions are not implemented, water availability figures will be constant from 2015. ** Kwa-Zulu Natal Coastal Metropolitan Bulk WSS includes the Mgeni System, the Northern (to the Thukela River) and Southern (to the uMtwalume River) Coastal areas. *** Some of the Limpopo WMA WSS exclude the irrigation. **** Reconciliation Strategy not yet developed for Mahikeng Municipal Water Supply System. Delays of intervention in the national critical water supply systems, such as the implementation of Phase 2 of the Lesotho Highlands Water Project (LHWP) (to augment the Vaal River System for greater Gauteng), the uMkhomazi Water Project Phase 1 (to augment the Mgeni System for the KwaZulu-Natal Coastal Metropolitan Region) and the augmentation of the Western Cape Water Supply System, significantly impacted the water security, and subsequently the socio economies of these areas. The recent water crisis in Cape Town serves as a stark reminder of the impacts of delayed action. Thirteen (13) out of the fourteen (14b) large systems Reconciliation Strategies that have been developed are discussed in Annexure 2. It should be noted that continuous implementation and monitoring of WC/WDM is critical in all systems. 3.8 PRIORITIES FOR THE FUTURE The following table provides a summary of priority actions (as copied from Volume 1 of the NW&SMP Call to Action): Table 3-9: Priority Actions Action Responsibility Completion date PLANNING Develop, update and maintain reconciliation planning studies to achieve optimal water mix (surface water, groundwater, re-use and desalination, and incorporate climate change into studies) (Volume 3, Action 1.1.5) DWS, CMAs, WSAs 2030 Do detailed feasibility study (including EIA) of high priority interventions (identified in Reconciliation Strategies) and develop bankable projects, with business case of required WSAs, DWS, CMAs 2030 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-53 Action Responsibility Completion date infrastructure, financing, institutional arrangements for ownership and operations as implementation mandate (1.1.6) Water Resources Catchment studies (Continuously undertake hydrological monitoring in order to improve the resiliency and sustainability of the available sources on account of future climate change) (1.1.7) DWS, CMAs 2050 Develop a guideline for the protection, recharge, use and monitoring of groundwater (1.1.8) DWS, WRC, CSIR 2022 Integrate results of All Towns studies and reconciliation studies into sectoral plans (domestic, agriculture, energy, mining, industrial development, land reform and rural development) (1.1.9) DWS, DAFF, DoE, DMR, the dti, DRDLR 2022 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation services to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans (1.3.6) DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 REDUCING DEMAND Reduce Non Revenue Water (NRW) and water losses in all municipalities to 15% below the business as usual (1.1.1) DWS, CoGTA 2030 Set cap on water use with reducing targets over time (1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Reduce the water demands and water losses at all major irrigation and agricultural schemes by 2030, without affecting productions (1.1.3) DWS, DAFF 2030 Reduce water demand and increase water efficiencies of industrial users (1.1.4) DWS, the dti 2026 Implement the Water Administration System on all government irrigation schemes for transformation (1.2.3) DWS, DAFF/PDAs 2024 Develop and implement a long-term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (1.3.1) DWS, CoGTA, NT, SALGA Annually Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards (1.4.1) DWS, WSAs Annually Include water use efficiency and water loss reduction targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans (1.4.2) CoGTA, Municipalities 2019 Establish Water Efficiency Labelling and Standards (WELS) Scheme (1.4.3) SABS, DWS 2025 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3-54 Action Responsibility Completion date Identify (Blue Scorpions) and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action (1.4.4) CMAs, NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions 10 by 2020 Additional 10 by 2023 INCREASING SUPPLY Development of strategic water resources infrastructure (1.1.10) DWS, LHDA, WSAs, WBs, TCTA 2025 Refurbish gauging stations (1.1.11) CMAs, DWS 2027 Increase groundwater use (including artificial recharge) and re-use of water (1.1.12) WBs, WSAs, DWS, CMAs 2024 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4-1 4. REDISTRIBUTING WATER FOR TRANSFORMATION 4.1 PRESENT STATE Transformation is critical in three areas: ensuring that the use of water for productive purposes is equitable, making sure that the governance of water is representative, and ensuring access to decent water and sanitation services for all. The latter two issues are dealt with in the institutional chapter and the chapter on effective water and sanitation services. This chapter deals specifically with the issue of ensuring that black South Africans have access to sufficient water for productive purposes, whether small scale farming, commercial farming, afforestation, or any other use. Since, in most catchments in South Africa, there is little unallocated water still available, this requires the proactive transfer of water from current users to black water users – a process similar to that of land reform. The National Water Act (NWA) and the White Paper on a National Water Policy (NWP), as well as the Second Edition of the National Water Resource Strategy (NWRS2) provide the legislative and policy framework for water allocation. However, these documents do not provide the detailed strategies and actions necessary to promote equity, sustainability and efficiency in water use, in a fair, reasonable and consistent manner. The NWA stipulates that equity, sustainability and efficiency are the guiding principles of water resources management in South Africa. However, since the promulgation and implementation of the NWA, one principle that has not received the desired attention is equity, resulting in perpetuation of the status quo where the few large-scale water users still dominate access to and use of the resource. This is due to the historical legacy, on the one hand, and the lethargy in completing the roll-out and delegations to catchment management agencies (CMAs). This is an operational reality that the Water Allocation Reform (WAR) programme within the Department of Water and Sanitation (DWS) seeks to address. The Water Allocation Reform Strategy (WAR) developed by the Department serves as the strategic link between policy intent and the practical implementation of the provisions of the NWA. (DWA, 200833). In the agricultural sector, around 95% of the water is estimated to be used by white commercial farmers, many of whom continue to use water under the Existing Lawful Use clause of the National Water Act. Existing Lawful Use (ELU) was intended as a transitional arrangement. However, 20 years after the NWA was promulgated, ELUs still authorise the biggest volume of water used in the country. While the restitution of agricultural land has been slower than intended, the reallocation of water has not always even kept pace with the transfer of that land. In some instances, the previous owners traded away their existing lawful water use rights, so that the water allocation was not 33 Department of Water and Sanitation (DWS). 2008.Water Allocation Reform Strategy. 1. Water and Sanitation Management 1.2 Redistribution for Transformation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4-2 transferred to land reform beneficiaries. According to The Institute for Poverty, Land and Agrarian Studies34, more than 70% of commercial farms in the country are owned by white farmers with about 39 000 white commercial farmers and 5 300 black farmers, according to the African Farmers Association of South Africa. Most of the black commercial farmers have relatively smaller farms. For a water resource system in a mature phase of development, the re-allocation of water between water use sectors is an obvious and powerful method to move water from low to higher economic use, although it does not add additional water to the mix. Of critical importance in the re-allocation of water is the issue of achieving racial equity in access to water. At times this may conflict with the movement of water from low value to higher value use, and priority must be given to achieving racial transformation in access to water. Transformation of representivity in water governance has also been slow. Membership of water user associations generally reflects land ownership and water use, so that the governance of those associations is often focussed on the interests of white commercial farmers. The Irrigation Strategy35 developed by the Department of Agriculture, Forestry and Fisheries (DAFF) has identified water schemes where there is the potential for irrigation expansion. This expansion can contribute to access to water for black farmers. 4.2 DRIVERS The Constitution, the NWA and NWRS2 have laid down the foundation for water allocation reform. The water allocation strategies are meant to be implemented using various long-term and short term mechanisms in order to ensure the realisation of the transformation mandate contained in the above policies. The demand for land is high on the political agenda and will remain so until adequately addressed. Where the land that is being transferred is irrigable, a water allocation is necessary to enable the new land users to make full use of the land. However, it would appear that, under the land reform programme, some irrigable land has been transferred to land reform beneficiaries without the water allocation that was historically used on that land – the water rights have, essentially, been sold prior to the transfer of the land. How widespread this issue is, is difficult to ascertain due to the lack of an integrated approach between the Department of Rural Development and Land Reform (DRDLR) and DWS in land and water reform. What is clear, however, is that there are a number of black farmers, and other potential water users, such as business owners, who wish to get access to water for productive purposes. To date, the response from government has been largely reactive, waiting for licence applications from black water users to be lodged with DWS. The prevalence of this situation has limited the ability of recipients to make productive use of the land. In addition, there are black farmers and entrepreneurs who have expressed their concerns about lack of access to water, and the 34 Institute for Poverty, Land and Agrarian Studies. Fact Check No. 1 Land Reform, The Distribution of Land in South Africa: An Overview. 34 Department of Agriculture, Forestry and Fisheries. 2015. Irrigation strategy for South Africa. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4-3 challenges in getting water allocated for farming and enterprise development. The pressure to reallocate water to achieve more equitable water use thus remains high. There are several opportunities that provide low-hanging fruits in providing raw water for productive purposes to black South Africans. These are discussed briefly, below. Implementing the Irrigation Strategy for South Africa Capital costs for new storage infrastructure are too high to provide any significant amount of affordable additional water to the agricultural sector. Agriculture is encouraged to move to more efficient irrigation to allow for future expansion with the water already allocated to it. The critically important re-allocation of water to black water users will need to take place within these constraints, and where affordable additional water is available. The Irrigation Strategy (2013) of DAFF states that “Although it is generally considered that South Africa has very little areas left with irrigable soils that can be put under irrigation, there are a number of substantial areas with soils of relatively good irrigation potential close enough to rivers and at low enough elevation above them to make irrigation development on them a possibility”. It also indicated 34 863 ha may be available for expansion as indicated in the table below, although some of the 5 000 ha in the Northern Cape may already have been allocated. The water allocated for irrigation areas listed in the table below will only be made available to HDI applicants. Table 4-1: Water Allocation for Irrigation Areas Province Scheme/Area Potential Expansion (ha) Comments Eastern Cape Upper Orange River Catchment 4 000 Orange River re-Planning Study (ORRS) (DWS 2014) Umzimvubu Dam 2 354 Mzimvubu Water Project Feasibility Study Foxwood Dam 1 250 Foxwood Water Project Feasibility Study Free State Upper Orange River Catchment 3 000 Orange River re-Planning Study (ORRS, DWS 1990) Gauteng 0 No possible expansion Kwa-Zulu Natal Makhathini Irrigation Scheme 10 000 Makhathini Master Plan Limpopo 0 Over allocation of water resources (DWS reports) Mpumalanga 3 000 Information supplied by official from Mpumalanga Depart of Agriculture Northern Cape Upper Orange River Catchment 5 000 Orange River Planning Study (ORRS, DWS 1990). Indications are that most of this has been allocated North West Taung Irrigation Scheme 1 259 Budget Planning Report by Endecon Ubuntu 2011 Western Cape 5 000 Availability of hectares depends on increased capacity from raising of Clanwillian Dam wall. Total 34 863 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4-4 There are also a number of ex-homeland irrigation schemes that require rehabilitation to enable black farmers to use water effectively for production of crops. For example, according to the Irrigation Strategy, there are 11 139 ha of small holder irrigation schemes in Mpumalanga that need rehabilitation, for which R893 million is needed. In addition, there are areas in which water use patterns are changing, such as where mines are closing down, where the war on leaks and water conservation have reduced water use, where validation and verification has identified registered water that is not being used, or areas where groundwater or small dams may be able to provide extra water for agricultural development. DWS should identify these opportunities and allocate such water to black applicants. This requires, however, a partnership with DRDLR, DAFF and provincial departments of agriculture to identify the location and need of black farmers, and to provide support to them to use the water productively. The reallocation of water is driven by the need to redress the inequities of the past and to ensure more equitable access to key natural resources such as land and water for the black majority. The reallocation of water is necessary, but not, in itself, sufficient, to achieve the ultimate development outcome of the country, which is the eradication of poverty and inequality. What this raises, is that any reallocation of water should be done in collaboration with the Departments of Agriculture and Land Reform and Rural Development, to ensure that sufficient support is provided to recipients of water to enable them to use it productively and optimally. This is why the NWRS2 calls for an integrated land, water and agrarian reform programme. Within such a programme, it is critical to recognise and respond to the specific needs of small-scale water users, not only commercial enterprises. 4.3 PRIORITIES FOR THE FUTURE The re-allocation of water to historically disadvantaged individuals will redress the historical imbalance in access to water for productive purposes in South Africa and contribute to the broader redress envisaged in the Constitution. It will also contribute to meeting the targets of the NDP. General authorisations will be used proactively to support reallocation of water to black users, and to legalise small scale water use without the need for a licence. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4-5 If done appropriately, and in conjunction with land and agrarian reform, it will contribute to rural development and the reduction in inequality and poverty in the country. In order to do this, water allocations must be carried out in a manner that promotes equity, addresses poverty, supports economic growth and provides opportunities for job creation. The allocation process recognises that redressing the effects of previous discriminatory legislation is necessary for social stability and to promote economic growth. DWS will work closely with all spheres of government and other institutions to promote the productive and responsible use of water since these objectives go well beyond the Department’s primary mandate and require the active pursuit of cooperative governance arrangements to support the productive use of water. Summary of Priorities: The following table provides a summary of priority actions (as copied from Volume 1 of the NW&SMP Call to Action): Table 4-2: Summary of Priorities Action Responsibility Completion date Identify alternative sources of water and water that is not utilised (e.g. as mines are closing resulting from War on Leaks, etc) for transformation (Volume 3 Action 1.2.1) DWS, CMAs, WSAs 2019 Identify where more water can be made available in government water schemes for transformation (1.2.2) DWS, CMAs, WBs, DAFF/PDAs, 2019 Implement the Water Administration System on all government irrigation schemes for transformation (1.2.3) DWS, DAFF/PDA 2024 Implement pilot project on voluntary contributions from farmers for water reallocation in prioritised catchments (1.2.4) DWS, DAFF 2020 Identify areas where small dams or groundwater development can provide water for small scale black farmers (1.2.5) DWS, CMAs 2019 Align water, land and agrarian reform programmes and link to the Irrigation Strategy (1.2.6) DWS, CMAs, DAFF, DRDLR 2030 Use General Authorisation to enable small scale water use by black farmers (1.2.7) DWS, DAFF 2019 Investigate, revitalise, refurbish existing under performing Black Owned schemes (1.2.8) DAFF, DWS 2020 Define and implement process to allocate water (new/saved) to black applicants (1.2.9) DWS, DAFF 2030 Establish the National Water Resources and Services Regulator (NWRSR) (2.1.6) DWS, NT 2020 Call to Action “the water sector has, over the past 20 years, failed to deliver on its mandate for water allocation reform, or the reallocation of water to black water users. This, along with land reform, remains a major challenge facing the country, and one that must be addressed. It is proposed that a joint land, water and agrarian reform programme, to be led by the Department of Rural Development and Land Reform be established to ensure that the reallocation of both land and water are aligned and take place within a framework of agrarian reform and effective rural development” National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4-6 Action Responsibility Completion date Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met (2.4.4) DWS, CoGTA 2022 Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues (2.6.6) DWS, WRC, CSIR, DST Ongoing National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-1 5. MANAGING EFFECTIVE WATER SUPPLY AND SANITATION SERVICES This chapter focuses on the provision, operation and maintenance of water supply and sanitation services. 5.1 WATER SUPPLY AND SANITATION SERVICES Access to sufficient water is a basic human right enshrined in the Constitution of South Africa. Access to adequate sanitation services is a critical element of the right to dignity and the right to an environment that is not harmful to health or well-being. The South African Government has set clear and ambitious targets for water supply and sanitation services:  Achieve universal, sustainable, safe and reliable water supply provision:  90% by 2019  100% by 2025  Achieve universal, sustainable and safe sanitation provision:  90% by 2020  100% by 2030 5.1.1 Present State South Africa’s 56 million inhabitants live in more than 28 thousand communities, each requiring a reliable and safe water supply and sanitation services. 144 municipalities have been assigned the function of water services authorities (WSAs). District municipalities generally oversee the 96% of households have access to a basic water supply, but only 65% of households are estimated to have a reliable and safe water supply service – a lower figure than in 1994 11% of water supply schemes are completely dysfunctional. In the 27 priority district municipalities the water reliability is only 42%, with the worst 10 WSAs below 30% reliability. 56% of waste water treatment works (WWTW) in South Africa have functional challenges 44% of water treatment works (WTW) do not work properly posing a huge risk to the health of the nation Some 77% of rural households are indigent and are not required to pay for basic municipal services 1. Water and Sanitation Management 1.3 Managing Effective Water Services and Sanitation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-2 delivery of services to the most vulnerable, rural poor citizens. At least 33% of municipalities are regarded as dysfunctional and more than 50% have no or very limited technical capacity36. South Africa is one of the most unequal countries in the world, with extremely high levels of poverty. 63% of households earn less than R38 000 per year (indigent level) resulting in high levels of grant dependency with related impacts on affordability and services viability. In rural areas, this figure averages 77%. The percentage of individuals that benefited from social grants consistently increased from 12,7% in 2003 to 29,7% in 201637. While population growth is, on average, 1,2% per annum, this varies from negative to positive across communities. The growth in the number of households is much higher and is currently at around 3% per annum nationally. This is due to migration (mainly urbanisation) and the dedicated housing programme of government, leading to sub-division of previous large households. While only 33% of the population currently live in the rural areas, they represent 81% of the national count of settlements due to their small, scattered nature. Urbanisation continues to have a major impact on water supply and sanitation provision with many rural people moving to urban centres in search of jobs and improved services. Municipal water user profiles also include commercial, business and industrial users as well as schools, hospitals, sports and recreation facilities, parks and government institutions. Substantial new infrastructure for water supply and sanitation has been added since 1994 so that it is estimated that 95% of the South African population have access to a basic water supply. Unfortunately, the reliability of these services is currently declining. This is due to poor management of and insufficient investment in water services and sanitation operation and maintenance with the result that the reliability of these services is declining. This is a critical issue that needs to be addressed. In 2016, nationally, 63,0% of households rated the quality of water related services they received as ‘good’. Satisfaction has, however, been eroding steadily since 2005 when 76,4% of users rated the services as good and the current percentage of the population receiving reliable water services being lower than it was in 199438. 36 MuSSA for Water Services for South Africa, 2016/2017 37 Statistics South Africa. 2016 General Household Survey 2016 Statistical release P0318 38 Statistics South Africa. 2011. Census 2011 Statistical release P0301.4. Statistics South Africa. 2016. Community Survey 2016 Statistical release P0301. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-3 Figure 5-1: Access to piped, RDP and reliable RDP water supply (Source: StatsSA) The water services functions are dispersed between several role players with ineffective programme alignment, governance and supply chain management. There is an urgent need to address issues of accountability, coordination and leadership, as well as the appropriate actions to be put in place where WSAs show consistent failure in delivery of universal and reliable water services. Municipal domestic, commercial and industrial water uses in the region of 30% of the total water used in South Africa. Water reticulation infrastructure includes more than 290 000 km of pipelines and an estimated 7 680 456 house connections, 5 078 545 yard taps and more than 2 146 146 households served by street taps (StatsSA Community Survey 2016). Baseline figures on access to water supply and reliable sanitation service delivery are regularly collected by StatsSA through the national census and through the General Household Surveys. Figure 5-2 below indicates the latest figures for water supply, which reveal that although 96% of South Africans have access to RDP level or higher water supply infrastructure, only 65% have access to reliable services, where reliability is measured as water of an appropriate quality being available for 300 days of the year with interruptions in supply not lasting for longer than two days at a time. South Africa performed well in eradicating the backlog in basic water services infrastructure and access to basic services from 59% in 1994 to 96% in 2016 However, while infrastructure is in place, about 11% of schemes are fully dysfunctional and in a collapsed state, resulting in operational access being reduced to 85%. Only 65% of the population have access to safe and reliable water supply, and in ten water services authorities the figure is less than 30%. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-4 Figure 5-2: National Water Supply Figures Figure 5-3: Reliability of Water Supply and Sanitation Services per Province (source DWS) below shows the reliability of water services per province, with the Eastern Cape and Limpopo having the lowest reliability of supply, followed by North West, Mpumalanga and KwaZulu Natal. Gauteng and the Western Cape have the highest levels of reliable water supply. Figure 5-3: Reliability of Water Supply and Sanitation Services per Province (source DWS) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-5 In the 27 priority district municipalities39 the water reliability is only 42%, while the worst 10 WSAs have a below 30% reliability. The unreliability of supply is a major source of public frustration. The StatsSA Community Survey 2016 asked participants what they perceived to be the biggest challenges they faced within their municipality. 2.7 million households listed the lack of safe and reliable water supply, making it the highest scoring issue, followed by the lack of or inadequate employment opportunities (2 million) and the cost of electricity (1.7 million)40. The following maps (Figure 5-4) show the integrated risk per water services authority and a municipal self-assessment of their vulnerability to failure. 39 Amatole, Chris Hani, Joe Gcabi, OR Tambo, Xhariep, Ugu, uMgungundlovu, Uthukela, Umzinyathi, Amajuba, Zululand, Umkhanyakude, uThungulu, iLembe, Ehlanzeni, Mopani, Vhembe, Capricorn, Waterberg, Bojanala, Ngaka Modiri Molema, Dr Ruth Segomotsi Mompati, Sisonke, Alfred Nzo, Joe Taolo Gaetsewe, Greater Sekhukhune, West Rand. 40 Statistics South Africa. 2016. Community Survey 2016 Statistical release P0301. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-6 Integrated risk assessment per WSA Municipal vulnerability (self-assessment) The average risk in the rural areas (27 priority DMs) is 67% and at a national level it is 55% showing the state of WSA’s 73% of municipalities indicated high vulnerability for under-performing. This figure is 86% in the 27 priority DMs Figure 5-4: Risk and vulnerability to failure per WSA National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-7 5.1.2 Priorities The South African Government agreed to meet the target of providing 100% reliable and safe water supply by 2030 as set in the National Development Plan (NDP) and the Global Sustainable Development Goals (SDGs). The Government has made a further commitment by formally approving an interim target of 90% coverage of reliable water supply by 2019. This implies a 13% improvement per annum on the national scale, and even more for the 27 priority DMs (24%). For the worst WSA, an improvement of 40% per annum is required. In addition, the ladder towards higher levels of services will be climbed progressively for domestic users with the accompanied progressive achievement of a full supply for schools, health services, business, commerce and industry. 5.2 SANITATION SERVICES The provision of sanitation services is a key requirement for the establishment of sustainable, healthy communities, protection of the environment and to meet the human rights of all who live in South Africa. Sanitation infrastructure and practices must enhance the principles of health, dignity and the protection of the environment, ensuring an improved quality of life for all. Changing the way sanitation services are provided and the nature of the facilities provided will have social and economic benefits aligned to the national development goals. There are two important aspects to this. The first is in recognising the nature of water scarcity in South Africa and moving to waterless sanitation options for all South Africans. The second is in recognising the nature of human excreta (faeces and urine) as a resource to be utilised, particularly for fertiliser products, but also for the reclamation of important elements such as phosphorus which is a critical and globally limited resource, essential for crop production. 5.2.1 Present State 5.2.1.1 Policy Adequate sanitation facilities are a necessary part of achieving the rights to dignity and to an environment that is not harmful to health or well-being, as enshrined in the Bill of Rights of the Constitution. Cabinet approved the National Sanitation Policy in 2016. This policy addresses the “seven policy pillars” to achieve hygienic, sustainable, equitable and efficient sanitation services (Figure 5-5), namely:  Integrated planning  Institutional arrangements  Participation  Capacity and resource development  Financial requirements  Sustainability and  Regulation. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-8 Figure 5-5: Seven Sanitation Policy Pillars Since 2014, the sanitation mandate of the Department of Water and Sanitation has been affirmed, with the mandate including the regulation of the sanitation sector in the country, as well as provision of macro planning, regional bulk services and monitoring, in accordance with the Constitution. This requires capacity to establish national policy guidelines, national water and sanitation strategy, the authorisation of waste discharge, the formulation of conditions for State subsidies, the development and enforcement of regulations, the setting of minimum services standards as well as monitoring and regulating sanitation service provision. National and provincial government, according to the Constitution, have the legislative and executive authority to see to the effective performance by municipalities of their functions in respect of matters listed in Schedules 4 and 5, by regulating execution by municipalities of their executive authority referred to in section 156 (1). 5.2.1.2 Backlogs Since 1994, and particularly after 2001, an estimated 5.15 million households have been provided with safe and acceptable sanitation facilities41. The backlog in 1994 was estimated at 4 million households, whereas at April 2017 it is estimated that there are still 3.96 million unserved households. The South African population increased from around 40 million in 1994 to a total of 55,6 million as recorded in the 2016 Census. Progress in the reduction of the backlog has been hampered by this substantial population growth and by households becoming smaller (and hence 41 Statistics South Africa. 2011. Census 2011 Statistical release P0301.4. Statistics South Africa. 2016. Community Survey 2016 Statistical release P0301. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-9 growing at a faster rate than the population). Urban migration has also shifted where the needs are. In addition, the facilities provided to households previously have become inadequate in some areas due to various factors including ventilated improved pit latrine (VIP) pits not being emptied regularly, ageing infrastructure, poor facility operation and maintenance, and infrastructure operated above its design capacity. The provincial backlogs (services below RDP level) for sanitation services are indicated in the table below: Table 5-1: Provincial Sanitation Backlogs Province Total Households No. of households below RDP level % households below RDP level Eastern Cape 1 807 050 416 391 23.0 Free State 969 199 190 802 19.7 Gauteng 5 153 011 469 836 9.12 Kwa-Zulu Natal 2 963 154 1 018 736 34.4 Limpopo 1 652 306 793 557 48.0 Mpumalanga 1 283 056 494 165 38.5 North West 1 288 454 431 003 33.5 Northern Cape 362 527 68 168 18.8 Western Cape 1 992 998 84 143 4.22 TOTAL 17 471 755 3 966 801 22.7 (Source: Census 2011 updated to April 2017 – DWS Water Services Knowledge System) The backlogs per WSA are presented in Figure 5-6 below. The largest backlogs, both in terms of percentage and in terms of the number of households, are in Limpopo, Mpumalanga and Kwa Zulu Natal. The WSAs in red have backlogs of greater than 50% of total households and the efforts to eradicate the sanitation backlogs will be intensified in these areas. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-10 Figure 5-6: Sanitation Backlogs per WSA, April 2017 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-11 22.7% of households do not have access to an acceptable and adequate sanitation service. Approximately 3.0% of households have never received a service, while the remainder of households have access to a sanitation service, but there are various requirements needed to ensure its adequacy and sustainability. Figure 5-7 below sets out the various issues that need to be addressed to ensure that these 22.7% of households are provided with the required level of sanitation services. Figure 5-7: Sanitation Needs to address the Backlog The sanitation facilities provided for low income households, particularly VIPs, do not meet the standards for ensuring that they are accessible to people with disabilities. People with disabilities are one of the most excluded groups in society, and it is important to ensure that sanitation standards are designed in a manner that meets their requirements. 5.2.1.3 Operation and Maintenance Effective operation and maintenance is a critical element in providing sustainable and adequate sanitation services, both for water-borne sanitation and for on-site services. Two thirds of the WSAs that have settlements served with ventilation improved pit latrines (VIPs) assume responsibility for desludging at least some of their VIPs. However, only half of the budget required for this is available and only 17% of WSAs have a policy in place to guide this function. The frequency of emptying VIP pits varies between municipalities, with most being in the range of 5 to 8 years. In terms of operation and maintenance of wastewater treatment works and associated sewerage infrastructure, the situation was monitored by DWS via the Green Drop assessment42. The Green Drop assessments have not been undertaken since 2014. 42 3.2 6.8 6.6 1.6 1.6 3.0 Sanitation needs to address the 22.7% household backlog O&M needs Infrastructure upgrade needs Infrastructure extension needs infrastructure refurbishment needs resource needs no services National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-12 Compliance with the Green Drop requirements in 2014 was generally very poor, with 119 of the 144 WSAs achieving less than 80% compliance. This reflects the lack of attention being afforded to the proper management and maintenance of wastewater in most municipalities. The table below indicates the Green Drop scores for 2014 for the different provinces in South Africa. Table 5-2: Green Drop Scores per Province Province No of WWTW Provincial Green Drop score (%) Risk profile (CRR as % of CRR(max) Eastern Cape 123 67.2 70.0 Free State 95 31.5 83.0 Gauteng 56 78.8 57.0 Kwa-Zulu Natal 143 82.0 55.0 Limpopo 67 24.0 79.0 Mpumalanga 76 56.0 73.0 North West 35 50.0 76.0 Northern Cape 71 23.0 76.0 Western Cape 155 83.1 62.0 TOTAL 821 (Green Drop Report, 2014, CRR = Cumulative Risk Rating 5.2.1.4 Sanitation provision in other sectors: The provision of sanitation services to public institutions (for example hospitals, clinics, police stations and correctional facilities) is the responsibility of the respective national or provincial departments. The backlog has generally been eradicated, but the current status of these services is not known. The budgets for the operation and maintenance of these facilities lie with the relevant departments. The provision of safe sanitation services to schools is the responsibility of the Department of Education and has been accelerated since 2011 with the Department of Education (DoE) introducing the Accelerated Schools Infrastructure Development Initiative (ASIDI) programme, with ambitious targets for ensuring all schools have acceptable levels of sanitation. However, the sanitation infrastructure at schools is not always safe and secure, ensuring that learners feel comfortable to use the toilets. Issues of child sensitive design, proper operation and maintenance, together with a number of social aspects, still needs to be addressed in the provision of sanitation at schools, as do issues of sanitation to meet the needs of scholars and teachers with disabilities. There has been an increasing focus on the needs of the girl child which has resulted in both the DoE and several non-government organisations (NGOs) and private enterprises and individuals taking initiatives to provide personal sanitary supplies to keep girl children in school. The design of school sanitation facilities should also take into account the safety of girl children who are vulnerable to rape when using sanitation facilities that are far from the classrooms or hidden from view. Sanitation in the agricultural sector includes facilities for farm workers and for farm dwellers who are not employed by the farmer. Sanitation for farm workers is covered by the Basic Conditions of Employment Act, whilst farm dwellers are the joint responsibility of the farmer and the National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-13 municipality (where there is an agreement between the farm owner and the municipality). Farm dwellers are vulnerable and, in some cases, receive very poor or no services. Industrial discharge to sewers is subject to the by-laws of the responsible municipality. However, in many cases the by-laws are out-dated and/or not specific on the quality of the effluent that may be discharged to the sewers. This results in some wastewater treatment works receiving effluent concentrations or types of pollutants that disrupt the treatment processes and a result in poor quality final effluent. 5.2.2 Priorities for the Future The key objectives for sanitation service delivery are: Moving the country towards “water-less” sanitation options The acceleration of adequate and equitable sanitation service delivery and meeting the target of universal access to acceptable sanitation services by 2030 while paying special attention to the needs of women and girls, people with disabilities, and those in vulnerable situations;  Meeting South Africa’s international obligations towards achieving the Sustainable Development Goals (SDGs); Focusing on operation and maintenance, institutional capacity, and adequate resources for management of sanitation. Applying smart and water efficient technology systems  Growing the application of safe resource recovery from sanitation systems; and  Raising the profile of sanitation. A detailed sanitation master plan should to be formulated (and updated regularly) for each WSA. The plans must address the backlogs within their area of jurisdiction as well as operation and maintenance requirements. Municipalities must secure funding for sanitation master plan. 5.3 OPERATIONS AND MAINTENANCE AS PART OF ASSET MANAGEMENT CYCLE 5.3.1 Principles of Asset Management and Operations and Maintenance Asset Management is the art and science of making the right decisions thereby optimising the delivery value of an asset. Common objectives should be to minimise the total life cycle cost of an asset and to ensure critical factors such as risk and/or business continuity are considered objectively as part of standard decision-making processes. Asset Management involves the balancing of costs, opportunities and risks measured against the desired performance of assets, in support of broader organisational objectives. This balancing act needs to be considered over different timeframes. As indicated in Figure 5.8 there are different components and phases in a typical Asset Management Cycle. Whilst the main focus is usually on the construction of new infrastructure the Operations and Maintenance component is often neglected. The total lifespan of water infrastructure can stretch over several decades and proper operations and maintenance will eventually determine the optimal use of infrastructure. Effective operation and maintenance of water and sanitation infrastructure is critical to the delivery of reliable services. Even though Operations and Maintenance (O&M) is most often is used as a grouping of activities, these are two definitively separate business elements. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-14 The effective operation of infrastructure is based upon the requirements to deliver services according to outcomes-based standards in terms of both quantity and quality. Maintenance is implemented according to a programme which includes routine, planned and unplanned maintenance protocols. These practices are to sustain the condition of infrastructure to enable operations according to design limits. Figure 5-8: Integrated Asset Management Figure 5-9: Elements of Acceptable Services Asset Management principles dictates for a more detailed approach to be followed in the space of maintenance, where asset management planning informs the maintenance philosophies to be adhered to. The lack of national asset management and maintenance standards in the South African water sector leaves water supply and sanitation infrastructure and equipment vulnerable to ineffective maintenance practices which is challenging to manage and regulate. A further case could be made for maintenance to have detailed standards developed for the following reasons:  Maintenance Managers need a set of standards to measure the implementation compliance against, especially in cases where work has to be outsourced. These standards could be used to formulate, specifications for maintenance work to be done on water supply and sanitation installations and equipment. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-15  Sub-standard maintenance work does not only lead to expensive secondary work, but also exacerbates the risk of an unreliable service.  Inadequate maintenance could lead to an increase in operational cost which would detrimentally affect the affordability of service. A risk-based assessment needs to be performed per asset class group (not only concentrating on the operating status of a specific asset but also focussing on the sustainability for future performance). Predictive modelling (probability forecasting) methodology needs to be developed to forecast within a 90% level of confidence potential failures. Asset management plans should be developed to show the strategic importance and prioritisation of assets within specific asset class groupings. This exercise must be conducted every three years to be aligned to funding mechanisms within the MTEF budgeting cycle. This will give effect to an asset management philosophy which allows for the management of an asset throughout its life cycle, as well as to adopt a structured approach towards preventing downtime (service interruptions), due to breakdowns and unplanned maintenance. Refurbishment and Rehabilitation programmes must be implemented according to risk-based asset management protocols to inform on capital expenditure priorities. From a Water Services perspective the Water Services Infrastructure Asset Management Strategy serves as a solid foundation to guide towards improved practices towards sustaining operability of water and sanitation systems. 5.3.2 Present State of Asset Management 5.3.2.1 Water Resource Infrastructure Water resource infrastructure consists of bulk storage, abstraction and conveyancing. This includes the major dams, pipelines and canals mostly owned and operated by DWS. The South African Institute of Civil Engineers (SAICE) publishes from time to time an Infrastructure Report Card (IRC) The latest one (2017) reflects the expert view of SAICE and its members on a wide range of infrastructure including water and sanitation. Infrastructure for bulk water resources only scored a worrying D minus with the following note: “The unchanged low grade belies the further deterioration in the ageing bulk water infrastructure portfolio as a result of insufficient maintenance and neglect of renewal...” Some of the reasons behind this worrying trend are the following:  The diverse nature (aging and highly advanced) infrastructure technology used to store and transfer bulk raw water, is rather challenging for the limited resources to effectively operate to meet the demand of users  Inability to attract adequate numbers of specialised technical staff required to operate government water schemes  The under-recovery of revenue prevents operational plans from being effectively implemented and  Standard government procurement processes are not conducive for the implementation of effective operational philosophies. 5.3.2.2 Dam Safety (Operations and Maintenance) Dam Safety legislation (Regulations regarding the safety of dams in terms of Section 123 (1) of the National Water Act, 1998) provides a clear basis for the operations and maintenance of all National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-16 structures utilised to store water, with the primary objective of the ensuring the safety of people and the environment down-stream of the dam. The Dam Safety legislation has been used as a tool in the management of water storage infrastructure as far as asset maintenance is concerned. There is however a lack of set maintenance standards for dams and reservoirs. The law requires the owner of a dam which has been classified to be a safety risk to carry out mandatory evaluations by an experienced dam specialist and for the owner to implement the recommendations of the dam specialist (i.e Approved Professional Person). It is also a requirement to have an Operation and Maintenance manual as well as an Emergency Preparedness Plan for a dam. These two documents assist the operator to better manage the infrastructure and ensure the safety of all living downstream in the event of failure. For all state-owned dams, the Department takes responsibility for routine safety inspections, deflection monitoring and rehabilitation based upon a risk-based model. To date 42 dams were restored by the Dam Safety Rehabilitation Programme, 15 Projects are in Planning and Design stage and 2 projects are under construction. 5.3.2.3 Water supply and sanitation services Potable Water Supply Infrastructure  Interruption in water supply is one of the key public frustrations. Water Services Legislation sets an acceptable standard of 48 hours for interruption of water supply; as per Regulation 4 under Section 9 of the Water Services Act.  Electrical and mechanical failures are mostly accounted to inadequate routine maintenance which relates to unplanned outages, due to inability to lift water to reservoir levels.  Vandalism (especially cable theft) often leads to the disruption in supply for periods longer than the acceptable norm. The high levels of water losses could be linked to inadequate pressure management within the reticulation systems, which might be due to the need to supply according to an ever-increasing water demand. Wastewater / Sanitation  The deterioration of resource water quality is often as a result of failing sewer collector mains and pump-sets, as well as dysfunctional wastewater treatment works. The Green Drop Regulation processes revealed that most of these failures are due to wastewater treatment facilities being operated beyond its design capacity or being operated by process controllers who lack the adequate skills.  Water treatment processes are compromised (becoming more complex) due to the deterioration of the water resource quality. Process control at these treatment facilities are required to be performed by skilled personnel to give effect to risk management controls, as informed by water safety planning principles. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-17 Figure 5-10: Municipal Wastewater Treatment Risk Rating Performance trend as measured in 2016. The cumulative risk rating performance measurement is based upon the wastewater risk abatement planning (W2RAP) concept which was jointly developed by the Department of Water and Sanitation and the Water Research Commission. The purpose is to have a uniform yardstick for wastewater performance measurement and to set risk abatement/reduction targets for each municipal treatment facility. Figure 5-11: Summary of Water Services Queries to the DWS Customer Service (June 2016 – June 2017) It is evident from the calls the Department’s Tollfree Call Centre received in a period of 1 year (Figure 5-11) that the vast majority of citizen concerns refers to Assurance of Supply or Reliability of supply (62%; considering that “Burst Pipe”, “No Water Supply”, “Water Outages” and “WS Interruptions” are all indicators relating to this category). The responsible citizenry also reported unacceptable sewer operations (17% of calls) which indicate that this is a component of the water services business which requires improvement. WWTWs with Improved Performance = 198 plants Unchanged = 118 plants WWTWs with Declining Performance = 508 plants National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-18 5.3.3 Priorities for Operations and Maintenance The desired state for water operations is a (1) reliable, (2) acceptable, (3) sustainable and (4) affordable service rendered by an effective institution. Therefore, clearly defined Norms and Standards are required to guide the sector in unison towards investing in infrastructure and capability to operate and maintain according to these national expectations. In 2003, Norms and Standards for Water Services were promulgated under Section 9 of the Water Services Act (Act 108 of 1997), to guide the municipal water sector towards a desired state of water supply. These standards were implemented but with limited success in the more rural areas, mostly due to the lack of municipal working capital and the lack of strong regulation in the sector. The implementation of the incentive-based regulation programmes (Blue Drop, Green Drop and No Drop certification programmes) brought a significant improvement in the drinking water quality, wastewater services and water conservation disciplines of municipal water services. This indicates that the desired state of operations should be based upon the service outcome expected, and not necessarily on detailed aspects of operations. This principle supports the regulatory approach of setting standards within the limits of regulatory enforcement capability and affording operations management the opportunity of optimisation through innovation. 5.3.3.1 Water Operations and Maintenance Performance Standards The following is the documented performance standard for each water and sanitation operations segment: National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-19 Table 5-3: Water Operations and Maintenance Performance Standards Operations Segment Standard Storage (Dams: Storage of raw water) Existing: Operate all dams according the requirements of:  National and Local Water Resource Operating Rules;  Dam Safety Legislation (Dam Safety);  Emergency Preparedness Planning requirements;  Resource Management Planning Requirements; and  Water Resource Catchment and Dam Basin Management Principles (Minimising Siltation or Mitigating the Risk of Losing Storage Capacity due to Siltation) To be developed:  Maintenance Standards for mechanical outlets Storage (Reservoirs: Storage of potable water) Existing: Operate Potable Water Reservoirs to comply with Norms and Standards for: 1. Regulations under Section 9 of the Water Services Act (Act 108 of 1997): a) Water supply not to be interrupted for more than 48hours due to unplanned outages; b) The quality of potable water supply should not compromised due to storage associated risks (SANS 241); 2. Operate on water balance principles to allow for adequate: c) Operational storage; d) Fire Storage; and e) Emergency storage. Measurement (Raw Water Measurement and Potable Water Metering) Existing: Regulation 11 under Section 9 of the Water Services Act:  Requires water quantities supplied to each bulk zone in the reticulation network and the determination of unaccounted for water Regulation 13 under Section 9 of the Water Services Act:  Water Services Institution to ensure that all user connections are measured by a suitable water volume measuring device. Dam Safety Regulations apply for large weirs with storage capacity. To be developed:  National Standards required to guide; Water Metering to be in-situ verified and calibrated to adhere to ±3 % (raw water) and ±2% (potable water) meter reading accuracy levels.  In the light of increased water scarcity, there is a need to intensify the ability of water institutions to impose Tariff Structures (in line with current Regulation 6 under Section 10 Regulations; Step Tariffing) and Credit Control to promote water measurement. Conveyance & Reticulation (Pipes, Tunnels and Canals) Existing (Potable water):  Water Conservation and Demand Management targets.  Water Balance forms part of monthly operational targets (as per Regulation 11 under Section 9 of the WS Act).  Maintaining safe potable water quality levels (SANS 241 as per Regulation 5 under the WS Act). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-20  Pressure Management required maintaining below 900kPa (Within Reticulation networks) as per Regulation 15 under Section 9 of the WS Act.  Repair Leaks within 48hours; as per Regulation 12 under Section 9 of the WS Act. To be Developed:  Standards need to set for the operations of raw water conveyance systems, i.e. canals and pipe-lines, on water balancing to operate towards minimising water losses.  Set Asset Management principles for the determination and prioritisation of rehabilitation (Risk-based Rehabilitation Priority Determination Methodology)  National standards for shut down (outage) procedures for the purpose of maintenance (incl. opportunity, planned and unplanned maintenance projects). Abstraction & Transfer (Pump-stations) To be Developed:  Pumping capacity which is equal to the maximum daily demand (plus fire requirements)  Redundancy required catering for unforeseen breakdowns.  Back-up energy required for crucial domestic supply pump facilities.  Abstraction must be monitored continuously to ensure that the resource yield is not exceeded (especially with regards to use of groundwater).  National Maintenance Standards required for Mechanical and Electrical engineering work at pump-stations. Water Treatment (Conventional; Desalination and Reclamation treatment facilities) Existing:  Potable Water Quality at SANS 241 standards. Regulation 5 under Section 9 of the Water Services Act (amended)  Maintain Demand of the water supply area in terms of Quality.  Reclamation and Desalination plants are also required to treat potable water to SANS 241 standards.  The water treatment process is subjected to the water quality management requirements stipulated in SANS 241.  Ensure correct level of process control skill to ensure effective treatment of water as stipulated by Regulation 2834 (Regulation 17)  Risk Management Requirements as per Water Safety Planning standards (Blue Drop Certification Programme Requirements). To be Developed:  Regulation 2834 to be reviewed to cater for new treatment technologies, such as Desalination and Reclamation water treatment facilities.  National Maintenance Standards required for Mechanical, Electrical and Civil Engineering work for all types of water treatment works.  Norms and standards for the design of treatment facilities according to the economic spectrum of the specific area of service. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-21 Wastewater Treatment Existing:  Treat wastewater to comply with the Authorisation water quality limits set for the receiving water body.  To regulate influent to comply with the design limits of the wastewater treatment facility as per Regulation 9 under Section 9 of the WS Act;  To monitor wastewater collection systems for leakages and pump spillages for less than 48 hour turn around as per Regulation 11 under Section 9 of the Water Services Act.  Ensure correct level of process control skill to ensure effective treatment of water as stipulated by Regulation 2834 (Regulation 17)  Wastewater Risk Abatement Planning (as per Green Drop Requirements). To be Developed:  Minimum Requirements for wastewater treatment works design to allow for operational cost requirements meeting the economic strength of the town/city served.  National Maintenance Standards required for Mechanical, Electrical and Civil Engineering work for all types of water treatment works.  Guidelines for:  The unlocking of Green Economy opportunities from wastewater treatment facilities to be used as a source for OPEX funding.  Utilising wastewater effluent as a potential water source; and prescribing minimum requirements for pre-treatment preceding reclamation. The national capacity to operate, maintain and manage water supply and sanitation assets requires urgent attention. The following table as copied from Volume 1 (Call to Action) provides a summary of the Priority Actions: Table 5-4: Priority Actions Action Responsibility Completion date Set cap on water use with reducing targets over time (Volume 3, Action 1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Develop and implement a long-term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (1.3.1) DWS, CoGTA, NT, SALGA Annually Plan for disaster management by implementing adequate flood protection and drought management on regional level (1.3.2) DWS, CMAs, NWRSA, WBs 2022 Revisit levels of service for water supply and sanitation services against issues of affordability (1.3.3) DWS, CoGTA, NT, SALGA 2025 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-22 Action Responsibility Completion date Investigate and promote alternative service delivery models such as BOTT (build, operate, train and transfer), management contracts and concessions (1.3.4) NT, DWS 2025 Provide direct Water Services Development Planning support to WSAs as part of a legal requirement and integration into Municipal IDPS (1.3.5) WSAs, DWS, CoGTA, SALGA, NT 2025 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation services to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans (1.3.6) DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 Deliver services to achieve (100%) universal sanitation coverage (Municipal Sanitation Projects) (1.3.7) WSAs, DWS 2030 Deliver services to achieve (100%) universal water services provision (Municipal Water Supply Projects) (1.3.8) WSAs, CoGTA, DWS 2030 O&M of water resources and services infrastructure (1.3.9) DWS 2050 Align interventions with CoGTA on failing municipalities with existing support programmes e.g. MISA (1.3.10) CoGTA, MISA, DWS 2019 Lifecycle planning (asset management) conditions to be set by DWS (1.3.11) DWS 2020 A National water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest (1.3.12) DWS, WSAs, NT, WBs, CoGTA 2030 Roll-out of Feasibility and Implementation Readiness studies to align with national grant funding programmes (1.3.13) WSAs, DWS 2025 Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards (1.4.1) DWS, WSAs Annually Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans (1.4.2) CoGTA, Municipalities 2019 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level (2.1.2) DWS 2022 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Establish the National Water Resources and Services Authority (NWRSA)(2.1.4) DWS, NT 2020 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-23 Action Responsibility Completion date Determine the optimal configuration of water boards to manage regional bulk water supply, assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs (2.1.5) DWS, WBs 2020 Establish the National Water Resources and Services Regulator (NWRSR)(2.1.6) DWS, NT 2020 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff in South Africa first and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations (2.3.4) DWS, EWSETA, Institutions of Higher Learning Ongoing Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies (2.3.5) DWS, EWSETA Ongoing Develop and implement institutional arrangement that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation (2.4.1) NT, DWS 2021 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users (2.4.2) WSAs, WBs, DWS, AGSA 2024 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs (2.4.3) NT, AGSA, DWS 2023 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met (2.4.4) DWS, CoGTA 2022 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 In all entities put in place mechanisms to deal with accumulated debts (2.4.6) WSAs, WBs, DWS, NT, AGSA 2020 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure NT, DWS, CoGTA, SALGA 2020 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5-24 Action Responsibility Completion date that they provide an enabling environment for the provision of reliable water and sanitation services (2.5.4) Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 Implement and regularly review/revise Research, Development and Innovation Policies, Plans and Roadmaps across the sector (2.6.1) DWS, DST, WRC, CSIR 2021 Unlock investment, procurement and other localisation barriers to reposition the sector to implement new/niche solutions and approaches and roadmap the NMIU (2.6.2) DWS, NT, CoGTA, DST, NMIU Ongoing Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues (2.6.6) DWS, WRC, CSIR, DST Ongoing Develop technologies, guidelines and implementation support tools that enable SA to use alternative and appropriate sources as part of water supply (2.6.7) DWS, WRC, CSIR, DST, SALGA, CoGTA, WSAs 2023 Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.10) WRC, CSIR, DST, DWS 2021 Alternative Sanitation: Develop and demonstrate and validate appropriate alternative, water-less and off grid sanitation solutions (Current – 2025) (2.6.11) DWS, WRC, CSIR, DST, BMGF, the dti, Municipalities Ongoing Domestic and industrial Waste Water: Develop and Demonstrate appropriate waste water technologies for cost effectiveness, energy efficiency and beneficiation (2.6.12) DWS, TCTA, WRC, CSIR, the dti, DST, TIA, MINTEK Ongoing Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.13) WRC, CSIR, DST, DWS 2021 5.4 ENSURING IMPLEMENTATION THROUGH REGULATION All water institutions (and private owners where relevant) must take responsibility to operate and maintain water related infrastructure according to the set norms and standards. The Department of Water and Sanitation must take responsibility to develop policy and regulations and to promulgate after consultation in the sector. The Department will enforce regulations (including set norms and standards) according to the Regulatory Framework (as per the Strategic Framework of 2003) and revitalise/expand innovative approaches such as the incentive-based regulation programmes (Blue Drop, Green Drop and No Drop programmes). Clear timeframes will be required to inform the sector on when new regulations will be promulgated and by when regulatory programmes will be implemented. Regulation will be discussed in detail in the next chapter. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-1 6. REGULATING THE WATER AND SANITATION SECTOR 6.1 PRESENT STATE Regulation of the water and sanitation sector is extremely complex, with a large number of bodies responsible for different aspects of regulation, as shown in Figure 6-1 below. The primary regulation of the sector, however, is the responsibility of the Department of Water and Sanitation. In addition to the formal regulatory system, informal regulation, or influencing of behaviour, is done through the media, community pressure groups, and voluntary regulation. Figure 6-1: Regulatory responsibilities for the water and sanitation sector Water resources regulation is aimed at achieving the sustainable and equitable use of a common pool resource – water. Water services regulation is aimed at ensuring the provision of financially sustainable, reliable and universal water supply and sanitation provision, with a particular focus on ensuring affordable access to the poor. Three different types of regulation are included in this framework: technical regulation, governance regulation and economic regulation. Technical regulation, such as water quality or abstraction control, is related to, but distinct from the governance or economic regulation of water management and water services institutions. Technical water resources regulation refers to the control of activities that impact on a water resource. Economic regulation, on the other hand, refers to interventions in what are considered 1.4 Regulating Water and Sanitation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-2 to be market decisions, such as pricing, competition, the entry to or exit from the market, and promoting economic efficiency. ‘Governance regulation’ refers to regulation of the governance of subsidiary water institutions, such as catchment management agencies and water user associations. This includes regulation of such matters as whether Governing Boards are operating according to statutory and best practice requirements, whether adequate financial management systems and controls are in place, and whether statutory requirements relating to business plans, audited financial statements, and annual reports are met. Since an institution with authority cannot delegate accountability to a contracted entity, it has to ensure that acceptable standards are maintained according to service level standards agreed to in the Service Level Agreement (SLA)/ Memorandum of Understanding (MOU) / Contract. Broadly there are four categories of regulatory instruments used in the water sector: command and control, economic and market instruments, information as regulation, and voluntary instruments such as negotiated agreements and community-based policing. Whatever regulatory instruments are used, some form of enforcement of those instruments is required, either by ensuring compliance with command and control requirements, ensuring payment for water use, or ensuring the accuracy of information provided. Regulatory responsibilities DWS is responsible for the regulation of water use (water use authorisation for the eleven uses defined in the NWA, dam safety, ensuring equitable access to water and protection of aquatic ecosystems). Dam safety is regulated through the Dam Safety Office in DWS. DWS also sets the charges for raw water (infrastructure charges and water resources management charges and the planned waste discharge charges) which, if correctly designed can play a regulatory role in water use. DWS is also responsible for the governance regulation of CMAs, water boards, water user associations, the Trans Caledon Tunnel Authority (TCTA), WRC and the Komati Basin Water Authority (KOBWA). In relation to water services, DWS is responsible for ensuring that water services tariffs are in accordance with regulations published under sections 9 and 10 of the WSA, and for setting technical standards for water services and sanitation provision. Drinking water quality is regulated under standards set by the South African Bureau of Standards (SABS). SABS also plays a critical role in setting standards for water technology including taps and pipes. Water services authorities are responsible for regulating water and sanitation provision and use through by-laws and contracts with water services providers. The use of public funds is regulated either through the PFMA or, at local government level, through the MFMA. Other government departments also have regulatory roles, as set out in Figure 6-1. 6.2 DRIVERS There are several challenges that need to be addressed going forward to ensure an improved and streamlined regulatory framework, as well as improved regulation of the sector. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-3 Regulatory Complexity The existing regulatory framework (legislation, regulations, policies, strategies, by-laws etc) for the water cycle/value chain is highly complex in that multiple stakeholders/ role-players are involved and different regulatory authorities; regulatory domains and mechanisms apply at different levels. (e.g. environment, social, economic, health etc). The mandates of the various players are not always clear, for example, in relation to the roles of DWS and COGTA in relation to local government. The relative roles of DWS and CMAs are also not clear. In addition, there are several regulatory bodies not in the water sector, that have functions and powers that directly affect water resources, in particular DAFF, DEA, the Departments of Mineral Resources, Energy, Human Settlements and Health. Changes to the regulations issued by, and the regulatory practices of these bodies can significantly impact on water and sanitation regulation. A further complexity is the regulation of one sphere of government (local government) by another (DWS) particularly since national government also has an obligation to support local government to perform its functions effectively. A protocol has been developed on taking action against local government which must be implemented effectively by DWS. An integrated approach to water and sanitation regulation, and streamlined institutional arrangements are thus required at the national level and across the spheres of government. A significant challenge in the regulation of the water resources sector, and in achieving transformation is access to water, is the ongoing use of water under the existing lawful use (ELU) clause of the National Water Act. This clause was originally intended as a transitional one, but it still governs most water use in the country. Water used under the ELU clause is more difficult to regulate than licenced water use, as there are no specific and enforceable conditions attached to the use as there are with licenced use. Regulatory Capacity The regulatory authorities need to have the necessary authority and capacity to effectively enforce regulatory requirements and decisions. The current regulatory capacity in the water sector, however, is insufficient, both in terms of the number of skilled staff, and in the appropriate tools for regulation in the context of limited staff and financial resources. In this regard, serious consideration will be given to the introduction of a system of administrative penalties, rather than relying on the court system as the only means of imposing penalties on those breaking the law. This approach will allow DWS and/or CMAs to impose significant fines on those stealing water, discharging wastewater unlawfully, or otherwise breaking the law. The fines must be concomitant with the seriousness of water crime in a water scarce country and relative to the potential impact on human and ecological health. Regulatory Autonomy and Independence Some network industries lend themselves to competition, but elements such as electricity grids, water pipelines and railway lines tend to be natural monopolies. They tend to have high fixed costs and the average cost of service provisions decreases with the number of users of the network. It is thus difficult to create meaningful competition or to encourage multiple market entrants in these sectors. This requires effective economic regulation to protect both customers and service providers. Some international practice has shown that such regulation works best where there is the political will for economic regulation, and where regulators are independent, National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-4 publicly accountable and transparent, and where they have sufficient institutional and human capacity. The potential for independent economic regulation in South Africa is under investigation by DWS. Information and regulation Effective regulation of the water cycle/value chain is underpinned by the need to have access to accurate and reliable information on an ongoing basis. The capacity of relevant institutions to collect and collate such information and report on an ongoing basis and the capacity of the regulatory authorities to interpret and respond to appropriately and timeously to the information is clearly a major challenge for effective regulation of the sector. The publication of information has also been shown, internationally, to be a powerful tool in regulating the behaviour of water users. In South Africa, the Blue Drop, No Drop and Green Drop reports have been extremely useful in changing the performance of municipalities. However, they have not been produced since 2014. The re-invigoration of these three reports is seen as a critical step in regulating the water services sector, and one that can be introduced immediately in 2018. Internationally, water efficiency labelling and standards systems have been shown to be very effective in driving down water demand. SABS has an important role to play in supporting DWS in developing such a system for South Africa. 6.3 PRIORITIES FOR THE FUTURE Achievement of the actions in the NW&SMP will result in a situation where there is sufficient capacity in the regulatory institutions of the water sector in terms of staff, tools and legislative backing to effectively regulate the use of water, the protection of water resources, and the provision of water services and sanitation in the country. This will include sufficient engineering capacity in DWS to carry out the dam safety regulatory function effectively. A targeted approach will be adopted in which those whose non-compliance with legislation and regulatory requirements has the biggest impact are the primary focus of compliance monitoring and enforcement programmes. Only once the non-compliant high impact users have been brought under control are smaller impact users addressed. In this way, the greatest impact will be achieved with limited resources. The intention is that, in introducing this targeted approach, successful prosecutions of high impact users will be widely publicised, in order to drive behaviour change amongst other users based on the realisation that DWS is taking action against defaulters. The imposition of significant administrative fines on defaulters will make this easier. WSAs use by-laws will be used effectively to protect urban river systems and groundwater, and to meet water conservation and demand management targets in their areas of jurisdiction. The following table as copied from Volume 1 (Call to Action) provides a summary of the Priority Actions: National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-5 Table 6-1: Priority Actions Action Responsibility Completion date Set cap on water use with reducing targets over time (Volume 3, Action 1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards (1.4.1) DWS, WSAs Annually Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water supply and sanitation managers, and in municipal implementation plans (1.4.2) CoGTA, Municipalities 2019 Establish Water Efficiency Labelling and Standards (WELS) Scheme (1.4.3) SABS, DWS 2025 Identify and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions (1.4.4) CMAs, NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions 2020 Replace all Existing Lawful Use (ELU) with licences with enforceable water use conditions (1.4.5) DWS, CMAs 2030 Development and implementation of the MoU between the DWS and strategic users (1.4.6) DWS, Chamber of Mines, Eskom, Industries 2020 Develop and implement municipal by-laws to protect water quality (1.4.7) DWS, WSAs 2020 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions (1.4.8) CMAs, NPA, SAPS, DEA, DMR, DWS, Blue Scorpions 2020 Establish a mechanism for applying administrative penalties (1.4.9) DWS, Dept of Justice 2023 Develop improved regulatory approaches to manage pollution from land-based and in-stream activities (SA1, SA7, SA20 & SA29) (1.4.10) DWS 2022 Develop and implement an action plan to strengthen water use authorisation processes (SA24, SA25, SA26, SA27 & SA28) (1.4.11) DWS, CMAs, WRC, CSIR 2022 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) (1.5.8) NT, DWS, CMAs 2030 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Develop and implement a diffuse pollution source strategy that includes the regulation of land use (1.5.14) DWS, CMAs 2023 Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas (1.6.1) DWS, CMAs, DEA 2021 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-6 Action Responsibility Completion date Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Determine the optimal configuration of water boards to manage regional bulk water supply; assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs (2.1.5) DWS, WBs 2020 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal (2.2.1) DWS Annually Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals (2.3.3) DWS, WSAs, WBs, CMAs 2023 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations (2.3.4) DWS, EWSETA, Institutions of Higher Learning Ongoing All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs (2.4.3) NT, AGSA, DWS 2023 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services (2.5.4) NT, DWS, CoGTA, SALGA 2020 Develop new policies and strategies on matters not previously addressed, in consultation with all DWS 2025 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6-7 Action Responsibility Completion date stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) Continue to invest in understanding emerging contaminants (detection and treatment) in order to improve our transition to reuse, reclamation and recycling of water (2.6.15) DWS, WRC, CSIR, Municipalities Ongoing Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions (2.6.16) DWS, DEA, SANBI, WRC, CSIR, DST Ongoing Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process (2.6.17) DWS, DEA, SANBI, WRC, CSIR 2024 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-1 7. IMPROVING RAW WATER QUALITY 7.1 PRESENT STATE Water quality refers to the chemical, physical and biological characteristics of water and is a measure of the condition of water relative to a water quality compliance standard, or relative to the water quality requirements of one or more biotic species or receiving water users. Although scientific measurements are used to define the quality of water, it's not a simple matter to say that "this water is good" or "that water is bad". The quality of water that is required for industrial purposes, for instance, is not necessarily the same quality of water that is required for drinking purposes. Therefore, water quality, should be compliant to a set standard, or suitable for its intended use, be it for agricultural, domestic, industrial, recreational or spiritual purposes, or its suitability to maintain a healthy aquatic ecosystem. South Africa faces a wide range of water quality challenges impacting on both surface water and groundwater, originating from both point source discharges such as industrial processes and municipal waste water treatment works, and from non-point sources due to run-off from land. Approximately 83% of the country’s national monitoring sites reflect some form of water quality challenge. Deteriorating water quality has the potential to significantly limit the economic growth potential of the country. The deterioration of water quality in rivers, streams, dams, wetlands, estuaries and aquifers impacts on the economy, on human health, and on the healthy functioning of aquatic ecosystems. Deteriorating water quality reduces the amount of water available for use as more water must be retained to maintain the dilution capacity in our river systems. It increases the costs of doing business as many enterprises are forced to treat water before using it in their industrial processes. The deterioration in water quality also impacts on human well-being, with productivity falling as more work days are lost due to water-related illnesses and, finally, it threatens several economic sectors by impacting on crop yields and making crops vulnerable to import restrictions in key trading partner countries. Some of the impacts of water quality deterioration are immediately visible, such as in the case of major fish kills, while others are more insidious and long-term. Combined, however, they have a significant negative impact on socio-economic development in South Africa. Water quality and water quantity issues are inextricably linked, and the management of water quality cannot be done in isolation from the management of abstraction, storage and use. One of the elements of water quality management is recognising that water resources have a limited capacity to assimilate waste, point above which the water resources becomes unfit for use and lose ecological viability. 1. Water and Sanitation Management 1.5 Improving Raw Water Quality National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-2 Water quality problems are manifested at various scales (see figure below). Salinization, sedimentation, nutrient enrichment and microbial pollution (associated with urban effluent) occur at a national scale while acid mine drainage, agrochemical pollution and nutrient enrichment (associated with industrial effluent and irrigation return-flows) occur at regional or site-specific scales. Figure 7-1: Different types of Water Quality problems across South Africa (Ashton, 2012) Most of the country’s water resources are negatively impacted by a combination of wastewater discharges and run-off from land-based activities. Major impacting sources include agricultural drainage and wash-off (irrigation return-flows, fertilisers, pesticides and runoff from feedlots); urban wash-off and effluent return-flows (bacteriological contamination, salts and nutrients); industries (chemical substances); mining (acids, salts, metals and radioactivity); and areas with insufficient sanitation services (microbial contamination). The quality of groundwater is impacted on by mining activities, leachate from landfills, human settlements and intrusion of sea water. As the economy and technologies develop, the pressures to stay abreast of new forms of pollution increase, and monitoring and /or further investigation to improve our understanding of these pollutants and their impacts will be critical. There are five priority water quality issues that will be addressed through a strategic, adaptive and action-oriented water quality management programme. These five priority issues are: eutrophication; salinisation; acid mine drainage and acidification; sedimentation; and urban runoff pollution. These priority water quality challenges all have multi-sectoral characteristics and will need strategic regulatory collaboration and partnerships between DWS and various other state institutions across all three spheres of government (including CMAs, Water Boards, WSAs, DAFF, DMR and the Department of Trade and Industry (DTI), the private sector and organised civil society. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-3 Historically, water quality management has been the sole mandate of DWS. However, there are other government departments whose mandates have a profound impact on water quality, most critically, the Departments of Environmental Affairs (DEA), Mineral Resources (DMR), Agriculture, Forestry and Fisheries (DAFF), Health (DH), Human Settlements (DHS), Education (DoE), Co operative Government and Traditional Affairs (COGTA), National Treasury (NT), Trade and Industry (DTI), together with provincial counterparts where relevant, and municipalities/WSAs. Water quality management is, therefore, a government-wide task, to be implemented under strong leadership of the DWS, with both the private sector and civil society playing a role. “Mega trends” potentially affecting water quality Several “mega-trends” have been identified, which can be expected to unfold in South Africa during the next few decades and which could lead to new or accelerated water quality challenges in many locations across the country. These include: climate change; hydraulic fracturing; rural-urban migration and growth of inadequately serviced densely populated settlements; the adoption of new manufacturing and industrial processes, and water re-use. These trends will require new and adaptive management approaches, increased levels of cooperative governance between sectors, and ongoing monitoring and evaluation. 7.2 PRIORITIES FOR THE FUTURE 7.2.1 High-level Water Quality Management Master Plan Targets The national Integrated Water Quality Management Plan43 contains three high-level outcome based targets to be progressively realised by 2030. These targets also support those components of SDG 6 that have direct water quality relevance. Each of these targets is only realisable through the implementation of multiple preceding strategic actions. These three high-level targets pertain to resource water quality management; source control; and integrated water quality management, as follows: 43 Department of Water and Sanitation (DWS). 2017. Integrated Water Quality Management Plan National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-4 Figure 7-2: High-level Water Quality Management Master Plan Targets TARGET 1: By 2030,water in, or from water resources shall be fit for use44 For water resources to be able to continuously sustain economic growth and social development, the quality (or “resource quality”) of such water resources needs to be maintained within pre determined parameters. These resource parameters, or Resource Directed Measures (RDMs), are represented by the Resource Management Class, Resource Quality Objectives (RQOs) and the Reserve. Collectively the RDMs, and more specifically the resource water quality objective (RWQO) components of RQOs, provide performance indicators to benchmark the fitness-for-use of water resources; and to measure the effectiveness of water quality management measures being applied. It is, thus, essential that RWQOs must be determined for all significant water resources and that they are given effect through appropriate source controls, such as through water use licensing (as per Section below). Suitable water quality monitoring must also be carried out to gauge performance as a potential precursor to possible corrective action. The purpose of Target 1 is to progressively ensure that all water resources are fit for use. It is further unpacked in the table below. 44 National Planning Commission.2012. National Development Plan. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-5 Table 7-1: High-level Water Quality Management Master Plan Target 1 Target text Normative interpretation “By 2030… Implies the progressive realisation of the set target over time by the specified year. …water in, or from water resources… Implies custodianship over all surface water, groundwater and estuaries. …shall be fit for use.” Implies compliance to the fitness-for-use criteria, as determined for receiving water resources. Such fitness-for-use criteria are represented by Resource Quality Objectives (RQOs), determined in terms of Section 13(1)(b) of the National Water Act, 1998 (Act No. 36 of 1998), or in the absence thereof, by in-stream water quality objectives that are set, based on the South African Water Quality Guidelines. Fitness-for-use may relate to the water quality requirements of the aquatic ecosystem, or the domestic-, agricultural , industrial- and/ or recreational water user sectors. Note: Source control measures to ensure fitness-for-use of receiving water resources may relate to the management of point- and diffuse source impacts. Target 2 focuses on the control of point-sources of potential pollution. TARGET 2: By 2030, all waste/ water containing waste generated by households and by economic activities shall be disposed of/ discharged lawfully and safely45 The control and management of sources of water pollution is guided by the National Environmental Management Act, 1998 (Act No. 107 of 1998) as well as the Resource Directed Measures (RDMs) determined for affected water resources. The precautionary approach is always applicable and will be balanced against socio-economic needs. Preventing pollution in the first place will always be encouraged while pursuing the best practicable environmental option. Should some water quality degradation be inevitable, waste minimisation will be encouraged. All water uses that may affect the water quality of a water resource, i.e. the disposal of waste or the discharges of water containing waste to a water resource, are regulated under the National Water Act, 1998 (Act No. 36 of 1998) and must be compliant with the conditions of the relevant water use authorisation. Discharges of water containing waste to municipal waste water treatment works must be compliant with the relevant bylaws of such municipalities. Compliance monitoring is essential, and strong action will be taken against unlawful and/or non-compliant water uses. The effective regulation of water use and the effective control of potential sources of water pollution are prerequisites to maintaining and improving the water quality of the country’s water resources. Target 2 is focused on improving the water quality regulatory environment. The table below provides an interpretation of this target. 45 National Planning Commission.2012. National Development Plan. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-6 Table 7-2: High-level Water Quality Management Master Plan Target 2 Target text Normative interpretation “By 2030… Implies the progressive realisation of the set target over time by the specified year. …all waste/… Implies disposed waste that may potentially detrimentally affect (a) water resource(s). …water containing waste… Implies discarded effluent that is no longer required by the owner or user. Such effluent includes effluent discharged to a municipal waste water treatment works or to a water resource or reused by another user without further treatment. …generated by households… Implies sewage and faecal sludge emanating from the domestic sector. …and by economic activities… Implies industrial effluent and waste emanating from activities identified in the Standard Industrial Classification of all Economic Activities (1993), as amended and supplemented. …shall be disposed of/ discharged lawfully… Implies (1) the implementation of the Water Quality Management Hierarchy of pollution prevention, waste minimisation, and the differentiated utilisation of the capacity of receiving water resources to assimilate waste, as per Section 2(4)(ii) and (iv) of the National Environmental Management Act, 1998 (Act No. 107 of 1998); (2) where relevant, that such water use is permissible in terms of the National Water Act, 1998 (Act No. 36 of 1998); (3) where relevant, such water use is compliant with the conditions contained in the applicable authorisation; and (4) where relevant, that such water use is compliant with the stipulations of the applicable bylaws. …and safely.” Implies that the conditions that are attached to such lawful water use should link to the resource quality requirements of receiving water resources. See Target 1 (Table 7-1. TARGET 3: By 2030, integrated Water Quality Management shall be implemented at all levels, including the transboundary, national, water management area (WMA) and sub catchment levels Integrated water quality management (IWQM) aims to achieve specific objectives in a particular management unit, taking into consideration the defining principles and background conditions relevant to that specific management unit, whether the management unit in question is at the level of an internationally shared river basin, at the level of an individual water user, or somewhere in between. See the figure below. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-7 Figure 7-3: International, national and catchment Water Quality Planning (adapted from DWS, 2015) Operationally, IWQM involves applying knowledge from various disciplines, as well as the insights from diverse stakeholders, to devise and implement efficient, equitable and sustainable solutions to water quality and development challenges. Coherent and integrated water quality management is only achievable when water quality challenges are addressed holistically within catchments through a process of water quality planning to attain desired water quality outcomes. The establishment and implementation of water quality management strategies at WMA and/ or sub-catchment level is central to the integration of management efforts. These strategies will also provide input to the development and implementation of catchment management strategies and future revisions of the National Water and Sanitation Resources and Services Strategy. Target 3 aims to establish structure towards the integrated management of Water Quality and stands in support of the aims of Targets 1 and 2. The table below provides an interpretation Target 3. Table 7-3: High-level Water Quality Management Master Plan Target 3 Target text Normative interpretation “By 2030… Implies the progressive realisation of the set target over time by the specified year. …integrated Water Quality Management… Is that distinct component of Integrated Water Resource Management that promotes the coordinated and holistic management of Water Quality to achieve specific objectives within a particular management unit, taking into consideration the defining principles and background conditions relevant to that specific management unit, in order to maximize the resultant economic and social benefit in an equitable manner without compromising ecologically sustainable development. …shall be implemented… Refers to the Johannesburg Plan of Implementation (2002) objective, i.e. to develop Integrated Water Resource Management and Water Efficiency plans. The aforementioned include Water Quality Management and considering Targets 1 (Table 7-1) and 2 (Table 7-2). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-8 …at all levels,… Refers primarily to vertical levels of governance, from transboundary cooperation between basin states to national Government to CMAs to local government, including water users and stakeholder participation. …including the trans-boundary (international),... Implies the development and implementation of cooperation agreements to address water quality matters of mutual interest in respect of surface water and/ or groundwater basins (aquifers) that cross international borders or are shared among two or more co-basin states. …national,… Implies the development and implementation of water quality management approaches that apply uniformly across South Africa, including national policy and strategy. …Water Management Area (WMA) and sub-catchment levels. Implies the development and implementation of water quality management approaches that address catchment specific challenges and concerns, including the development and implementation of catchment water quality management strategies and thematic plans. 7.2.2 Prioritised focus for maintaining or improving water quality There are several areas that are priority for implementation under the NW&SMP. Firstly, there is a need to develop a diffuse source pollution strategy that will include improved regulation of land use in order to reduce diffuse source pollution. The implementation of the waste discharge charges strategy is of critical importance in order to increase the funding available for the management and rehabilitation of polluted catchments, but also in order to incentivise the reduction of pollution. In line with this, the waste discharge charge will be implemented in three priority catchments initially, the upper Crocodile, the upper Vaal and the upper Olifants catchments. This will be followed by programmes to rehabilitate and manage the water quality in these catchments. At the municipal level, there is a need to restructure the grant funding mechanisms for water supply and sanitation to ensure that existing infrastructure is effectively maintained, including waste water treatment works. This also requires standardised O&M budgeting and expenditure. A national programme is also needed to turn around dysfunctional WWTW and to ensure that they are effectively maintained once they have been rehabilitated. Pollution in the Vaal River system will be improved by the construction of a desalination plant to treat AMD from the Wits mining basins. Strong enforcement of licence conditions is necessary to prevent pollution and to improve water quality across the country. While the introduction of a system of administrative penalties will assist in this regard, in the interim, the more conventional route of prosecution through the courts will be required. To support this, it will be important to build the necessary skills and expertise in government through clear definition of career paths, and on the job training and experience. 7.2.3 List of priority actions The following table as summarised in Volume 1 of the NW&SMP provides a list of priority actions to be implemented: National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-9 Table 7-4: Priority Actions Action Responsibility Completion date Development of strategic water resources infrastructure (Volume 3, Action 1.1.10) DWS, LHDA, WSAs, WBs, TCTA 2025 A National water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest (1.3.12) DWS, WSAs, NT, WBs, CoGTA 2030 Develop and implement municipal bylaws to protect water quality (1.4.7) DWS, WSAs 2020 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action (1.4.8) CMAs, NPA, SAPS, DEA, DMR, DWS, Blue Scorpions 2020 Establish a mechanism for applying administrative penalties (1.4.9) DWS, Dept of Justice 2023 Implement measures to ensure that water users use and discharge water responsibly and adhere to regulatory requirements (1.5.1) DWS, CMAs, WSAs 2022 Determine in-stream Resource Water Quality Objectives (RWQOs), based on the SA Water Quality Guidelines (SA36), in support of RQO's (1.5.1) DWS, CMAs 2020 Routinely monitor resource water quality (SA46, SA47 SA48) (1.5.2) DWS, CMAs 2030 Establish and maintain appropriate and accessible information management system(s) for resource water quality (SA49, SA51 & SA60) (1.5.3) DWS, CMAs 2030 Assess resource water quality information (SA52 & SA59) (1.5.4) DWS, CMAs 2030 Implement adaptive source control-based water quality management interventions, in accordance with relevant catchment plans and strategies (SA34 & SA35) (1.5.5) Chamber of Mines, DWS, CMAs, DMR 2030 Develop and implement a strategic action plan for the rehabilitation and upgrade of prioritized WWTWs (SA17) (1.5.6) DWS, WSAs, NT, SALGA, CoGTA 2023 Adopt an integrated planning approach at trans-boundary (international), national, Water Management Area and sub-catchment levels (SA16, SA17, SA18, SA21, SA22, SA23 & SA33) (1.5.7) DWS 2030 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) (1.5.8) NT, DWS, CMAs 2030 Ensure IWQM is supported by effective departmental arrangements (SA8 & SA9) (1.5.9) DWS 2020 Formalise governance frameworks to support engagements on water quality management (SA10, SA11, SA12, SA13, SA14, SA15, SA54 & SA61) (1.5.10) DWS, CMAs, WSAs 2030 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-10 Action Responsibility Completion date Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Build water quality management capacity through recruitment, education and training (SA53, SA54, SA55 & SA56) (1.5.12) DWS, CMAs, NT, WRC, CSIR, SETA 2030 Create an informed, supportive and responsible public (SA62) (1.5.13) DWS, CMAs, WSAs 2030 (1.5.14) Develop and implement a diffuse pollution source strategy that includes the regulation of land use DWS, CMAs 2023 Implement programmes to rehabilitate catchments through development of Catchment business plans (1.5.15) DWS, NT, CMAs 2025 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy (1.6.4) DWS, CMAs, DEA, SANBI Annually Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Establish the National Water Resources and Services Authority (2.1.4) DWS, NT 2020 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal (2.2.1)) DWS Annually Review and develop a comprehensive DWS information management strategy to include among other: • Amended authorisation conditions to provide for self reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audit (2.2.2) s DWS Annually Alignment of monitoring institutions to support National and International reporting programmes, e.g. SDGs, Agenda 63 and AMCO (2.2.3) DWS 2021 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff first in South Africa and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals (2.3.3) DWS, WSAs, WBs, CMAs 2023 Develop and implement institutional arrangement that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation (2.4.1) NT, DWS 2021 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-11 Action Responsibility Completion date Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions (2.6.16) DWS, DEA, SANBI, WRC, CSIR, DST Ongoing Continue to do research on land use impact on water linked ecosystems (2.6.18) WRC, CSIR, DEA, DWS, DAFF, ARC Ongoing Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted (2.6.19) DWS, DEA, DST WRC, CSIR Ongoing 7.2.4 Provincial priorities When implementing the priority actions cognizance to be given to specific water quality priorities per province46. These are summarised in Table 7-5. Table 7-5: Provincial Priorities Province Meeting backlog Addressing wastewater treatment works O&M priorities Eastern Cape Additional resources* for rural programme and urban informal settlements, as well as other backlogs. Upgrade failing WWTW, extend capacity of under capacity works Moderate Green Drop risk profile: Strengthen O&M capacity and resources in all areas Free State Additional resources* for rural & urban programmes as well as other backlogs. Replace all bucket toilets in formal areas Upgrade failing WWTWs, improve maintenance of WWTWs, extend capacity of under-capacity works Moderate Green Drop risk profile: Strengthen O&M capacity and resources in all areas Gauteng Additional resources* for urban informal settlements as well as other backlogs. Extend good performance to all areas Moderate Green Drop risk profile: Strengthen O&M capacity and resources in all areas Kwa-Zulu Natal Additional resources* for rural programme and urban informal settlements as well as other backlogs. Extend good performance to all areas Moderate Green Drop risk profile: Strengthen O&M capacity and resources in all areas Limpopo Additional resources* for rural programme as well as other backlogs. Upgrade failing WWTWs, improve maintenance of WWTWs, extend capacity of under-capacity works High Green Drop risk profile: Strengthen O&M capacity and resources in all areas 46 Department of Water and Sanitation.2017. Integrated Water Quality Management Policy. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7-12 Province Meeting backlog Addressing wastewater treatment works O&M priorities Mpumalanga Additional resources* for rural and small town programmes as well as other backlogs. Upgrade failing WWTWs, improve maintenance of WWTWs, extend capacity of under-capacity works High Green Drop risk profile: Strengthen O&M capacity and resources in all areas North West Additional resources* for rural and small town programmes as well as other backlogs. Upgrade failing WWTWs, improve maintenance of WWTWs, extend capacity of under-capacity works High Green Drop risk profile: Strengthen O&M capacity and resources in all areas Northern Cape Additional resources* for small town programmes as well as other backlogs. Replace all bucket sanitation in formal areas. Upgrade failing WWTWs, improve maintenance of WWTWs, extend capacity of under-capacity works High Green Drop risk profile: Strengthen O&M capacity and resources in all areas Western Cape Additional resources* for urban informal settlements as well as other backlogs. Extend good performance to all areas Moderate Green Drop risk profile: Strengthen O&M capacity and resources in all areas * Resource needs include financial, skilled human resources and dedicated institutional units National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-1 8. PROTECTING AND RESTORING ECOLOGICAL INFRASTRUCTURE South Africa is known for its rich biodiversity boasting one of the world’s six floral kingdoms and a wide variety of aquatic ecosystems, including seven of the world’s freshwater eco-regions. These eco-regions are characterised by a wide range of river ecosystems, wetlands and estuarine types. The protection of the ecological infrastructure of our natural aquatic ecosystems is crucial for economic development, water and food security and the assurance of healthy and functional water resources that will support future sustainable development. The Millennium Ecosystem Assessment categorised four types of ecosystem services: provisioning, regulating, cultural and supportive as described below:  Provisioning: Products that are obtained from ecosystems such as food, wood, and water;  Regulating: Benefits that are accrued from the regulation of ecosystem services such as water purification, and water regulation (wetlands) disease regulation and climate regulation;  Cultural: Non-material benefits that are obtained from ecosystems and includes spiritual and religious, aesthetic, sense of place and recreational; and  Supportive: Services that are necessary to support all other services and includes soil formation and retention (i.e. riparian vegetation, wetlands) water cycling, nutrient cycling and primary production (migratory routes and connectivity of water resources from source to sea). The continuous over utilisation and inadequate protection of ecological systems and infrastructure has led to changed characteristics of rivers from perennial to more seasonal, from ephemeral to perennial and in many cases, has pushed the rivers and/or other water resources beyond the point where they can be restored to their original ecological condition. In these worst-case scenarios, the ecological services and functions of the water resource have been lost to such an extent that rehabilitation of these systems is not possible without significant investment. About 50% of South Africa’s water resources originate from 8% of our land. These strategic water sources (‘water factories’) must be protected and maintained through appropriate regulation. The capacity of catchment-based institutions to harness the value of ecological infrastructure in the water value chain needs urgent attention. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-2 Figure 8-1: Deterioration of ecological condition of South African rivers, 1999 – 2011 (Source: Nel, J.L. & Driver, A. 2015. National River Ecosystem Accounts for South Africa) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-3 Figure 8-2: Ecological condition of South African wetlands, 2011 (Source: Nel J.L. and Driver A. 2012. South African National Biodiversity Assessment 2011: Technical Report. Volume 2: Freshwater) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-4 8.1 PRESENT STATE Water ecosystems comprise river ecosystems, wetland ecosystems, estuarine ecosystems, as well as the contribution from aquifers. 8.1.1 River Ecosystems River ecosystems are vital for supplying fresh water: they store and transport water and, combined with constructed storage and transfer schemes, bring water to urban and rural areas, irrigate croplands, take away waste and provide cultural and aesthetic services. Healthy tributaries help to maintain natural flow pulses and flush pollutants from hard- working larger rivers, contributing to the quantity and quality of water supplies. Contrary to popular perception, fresh water flowing from rivers out to sea is not wasted but is essential for maintaining healthy ecological systems in estuaries as well as coastal and marine ecosystems, and the social and economic benefits received from them. Fifty-seven percent of river ecosystem types are threatened (25% critically endangered, 19% endangered and 13% vulnerable). Tributaries tend to be in better ecological condition than main rivers, so the proportion of threatened river ecosystem types is higher if only main rivers are assessed, with 65% of main rivers threatened (including 46% critically endangered)47. Mountain streams are the best protected while lowland rivers have the highest proportion of ecosystem types with no protection. High water yield areas are defined as sub-quaternary catchments in which mean annual runoff is at least three times the average for the related primary catchment. These areas constitute only 4% of South Africa’s surface area and are the ‘water factories’ of the country. Currently only 18% of them have any form of formal protection. Given their strategic importance for water security, options for formal protection of high water yield areas should be explored, for example declaring them as Protected Environments in terms of the Protected Areas Act. Rivers are linear ecosystems and are impacted on by land uses and activities throughout their catchments. Protected areas alone will seldom do the full job of protecting river ecosystems, particularly in the lower reaches. This highlights the importance of using the integrated water resource management tools provided by the National Water Act and other pieces of legislation, including the ecological reserve, the classification of water resources and the determination and implementation of resource quality objectives. For all rivers, good land-use practices such as keeping natural vegetation intact along river banks can make a vital difference to their ecological integrity. 8.1.2 Wetland Ecosystems Wetland ecosystems are vital for purifying water and regulating water flows, acting as sponges that store water and release it slowly, filtering pollutants and easing the impact of droughts and 47 Department of Environmental Affairs. 2011. National Biodiversity Assessment 2011: An Assessment of South Africa’s biodiversity and ecosystems. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-5 floods in the process. They also support a rich diversity of species, which have both intrinsic and economic value. According to the National Biodiversity Assessment (2011), 65% of wetland ecosystem types are threatened (48% critically endangered, 12% endangered and 5% vulnerable), making wetlands the most threatened of all ecosystems. Only 11% of wetland ecosystem types are well protected, with 71% not being protected at all, reflecting the fact that wetland ecosystems have not been systematically considered in establishing and expanding land-based protected areas. There is clearly scope for the protected area network to play a bigger role in protecting South Africa’s wetlands. Wetlands are exceptionally high-value ecosystems that make up only a small fraction of the surface area of the country. Given their strategic importance as ecological infrastructure for ensuring water quality and regulating water supplies, investments in conserving, managing and restoring wetlands are likely to generate disproportionately large returns. 8.1.3 Estuarine Ecosystems Estuaries are formed where fresh water from rivers meets the sea, although the mouths of some estuaries periodically close off from the sea. They are often focal points for coastal development and recreation, including water sports, fishing and holiday-making. Estuaries provide nursery areas for many commercially important fish species and pass through sediments that form and maintain beaches and provide nutrients for marine food webs. Estuaries face multiple pressures from human activities, often resulting from development too close to the estuary as well as the cumulative impacts of land uses throughout the catchment. Reductions in the quantity and quality of fresh water that reaches an estuary, because, for example, of dams higher up in the catchment, or activities such as sand mining, can impact severely on its ecological condition and ability to provide ecosystem services. Of estuary ecosystem types, 43% are threatened (39% critically endangered, 2% endangered and 2% vulnerable). The proportion of threatened types is highest in the cool temperate region (the west coast, which has relatively few estuaries) and lowest in the warm temperate region (south and southeast coast, including the many small estuaries along the Wild Coast, most of which are in good ecological condition). Only 33% of estuary ecosystem types are well protected and 59% have no protection at all48. 8.1.4 Groundwater An aquifer is both a reservoir and a transport channel. Groundwater flow in an aquifer is governed by the aquifer’s intrinsic characteristics (shape, size, permeability etc.) but also by its recharge, largely produced by infiltration of precipitation. 48 Department of Environmental Affairs. 2011. National Biodiversity Assessment 2011: An Assessment of South Africa’s biodiversity and ecosystems. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-6 Most of the groundwater flow eventually ends up in springs and streams. Groundwater recharge and discharge are thus the links between groundwater and other components of the water cycle. Wherever groundwater flows or discharges to the surface, aquifer-dependent ecosystems (ADEs) can occur. Their identification is often difficult, but a type-setting and identification study has been undertaken to guide groundwater management and allocation. 8.2 DRIVERS 8.2.1 River Ecosystems Rivers are the lowest points in any given topography, and often the receivers of cumulative impacts from across the landscape. Abstraction of water and changes to the timing and quantity of flows, because of dams or transfer schemes between catchments, exert pressure on aquatic ecosystems in rivers. Pollution is a serious and growing problem, as is the destruction of natural vegetation along river banks which results in irreversible damage to rivers and their ability to provide ecosystem services. Sand mining and other structural alterations in rivers also impacts negatively on riverine ecosystems. Invasive alien species in rivers and along the banks are also impacting negatively on ecosystem functioning. Land management throughout catchments influences the health of river ecosystems. Water resources cannot be managed in isolation from the land-based activities that surround them. 8.2.2 Wetland Ecosystems Several pressures contribute to the loss and degradation of wetlands, some of them occurring at the wetland site and others related to land management in the wider catchment. The most prevalent on-site causes of wetland loss and degradation are: mining, cultivation, urban development, dam construction and poor grazing management causing erosion. The most prevalent off-site causes of wetland degradation are:  Disruption of the flow regime (changes to the amount and timing of flows of freshwater to the wetland, for example as a result of water abstraction, effluent discharge, and dams in the catchment)  Deterioration of water quality in associated rivers as a result of polluting activities in the surrounding catchment and  Poor grazing management or poor crop production practices in the catchment that result in an increased sediment load being deposited in the wetland. The health of rivers and wetlands is linked. A river in poor condition is likely to affect the condition of associated wetlands. Similarly, destruction of wetlands has an impact on river condition because the wetlands are no longer able to filter pollutants from surrounding land uses to prevent them ending up in the river. Buffers of natural vegetation around wetlands can play a major role in keeping wetlands healthy and well-functioning, even if land uses in the surrounding catchment are not wetland-friendly. 8.2.3 Estuarine Ecosystems The threats to estuarine health and biodiversity can ultimately be grouped as follows:  Flow modification National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-7  Pollution (e.g. from agriculture, waste water treatment works (WWTW), industry, mining, and sediment)  Over-exploitation of living resources (fish and invertebrates)  Habitat destruction (within the estuarine functional zone)  Invasive alien species and  Climate change. A general trend is that estuaries fed by larger catchments tend to be in poorer health than estuaries in neighbouring smaller catchments. This is partly because larger catchments have larger rivers which are generally more heavily utilised and attract more coastal development and other economic activity. Smaller estuaries (and their related smaller catchments) generally tend to be subjected to fewer pressures. If there are no direct development pressures such as urban development on these smaller estuaries, they tend to be healthy. 8.2.4 Groundwater Land-use exerts major contaminating impacts on groundwater from a wide range of activities and through impacting groundwater recharge processes. The negative impacts are enhanced by ignorance and by the unseen nature of groundwater - it takes a long time to notice that it has become polluted and it is difficult to clean a contaminated aquifer. Knowledge of groundwater pollution is limited because monitoring information is only available at a national or regional level, while pollution impacts are generally localized. Groundwater compliance monitoring is not yet sufficiently operational. A major concern, picked up through national monitoring49, is increasing nitrate levels in boreholes in parts of the Limpopo, North West and Free State provinces. 8.3 PRIORITIES FOR THE FUTURE The desired state of a water resource is the state that ensures that it functions sustainably i.e. a state that supports ecological functioning as well as socio-economic requirements (which include basic human needs) without compromising the ability of the resource to provide appropriate goods and services. Ecosystems that are in a state consistent with its Recommended Ecological Category (REC) are referred to as being in a desired state. However, practically this cannot be achieved for some water resources due to irreversible actions such as dam building. Therefore, in these instances the desired state may be not be the REC but maintaining the Present Ecological State (PES) and not allowing any further degradation. The RECs and PESs have been determined for a most of the water resources in South Africa through RDM studies (i.e. Reserve, Classes and Resource Quality Objectives). 49 Water Research Commission. 2017. National Groundwater Strategy. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-8 8.3.1 Rivers and Wetlands A free-flowing river is a long stretch of river that has not been dammed. There are very few large rivers that are dam-free, or ‘free-flowing’ in South Africa. The flagship free-flowing rivers identified in the National Freshwater Ecosystem Priority Areas (NFEPA) initiative should receive top priority for maintaining their dam-free status, while carefully weighed against the plans to increase supply through a number of planned dams as discussed in section 3.7.1. Managing these areas in a good condition is not just about conserving freshwater plants and animals – but should also be regarded as a comprehensive approach to sustainable and equitable development of water resources. The PES and/or REC for all river Freshwater Ecosystem Priority Areas (FEPAs) needs to be maintained or improved. Healthy tributaries can improve water quality by ‘flushing’ pollutants when they join their main stem rivers, and they also replenish water supply in the main stem. Wetlands filter pollutants and sediments from the surrounding landscape thus preventing them from entering the river. They also regulate the flow of water from the surrounding landscape which helps to reduce the effects of flood (by slowing down run-off) and droughts (by reducing evaporation). 8.3.2 Estuaries Freshwater running out to sea should not be considered wasted. Fresh water flowing to estuaries and the sea provide important inputs such as nutrients, sediments and carbon, which in turn maintain important ecological processes that keep marine resources healthy. Healthy marine and coastal ecosystems sustain commercial and recreational fish stocks and provide a source of food to poor coastal communities that depend directly on marine resources for food. A certain amount of water is also required to scour the mouth of most estuaries – without this scouring effect, sediments build up at the mouth and the risk of back-flooding during storms increases. Artificial breaching of an estuary mouth to minimise this risk is expensive and damages estuarine ecosystems. Important estuaries must be classified, have RQOs and reserves determined and be monitored for compliance with the class, RQOs and reserve requirements. 8.3.3 High water yield areas play a critical role in securing South Africa’s water supplies High water yield areas and high groundwater areas generally occur in mountain catchment areas. These are the ‘water factories’ of the catchment and generate a large proportion of the water for human and ecological use. Maintaining these areas in a healthy state will allow for the use of clean water downstream that can also maintain ecosystem functioning and biodiversity. The CSIR, in association with DWS and the WRC, identified and delineated key water source areas in the country that need protection, as per the map below. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-9 Figure 8-3: Key water source areas (Source: Enhancement of the method to identify and delineate South Africa’s Water Source Areas (K5/2431). Deliverable 7. Draft Integrated Report. June 20 Le Maitre, D..C., Seyler, H., Holland, M., Smith-Adao, L.B., Maherry, A., Nel, J.L. and Witthüser, K. 2017). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-10 8.3.4 Groundwater Groundwater resources and aquifer-dependent ecosystems are protected to secure a sustainable supply of water for human survival and socio-economic development, while maintaining essential groundwater environmental services Key groundwater resources and aquifer-dependent ecosystems must be classified, have RQOs and reserves determined and be monitored for compliance with the class, RQOs and reserve requirements Groundwater abstracted from river beds, close to streams, and from shallow alluvial aquifers has a very direct influence on river flow and plays an important role in sustaining wetlands and river flows (‘base flows’) and supporting refuge pools in the dry season. Apart from the human benefits of maintaining river flows in the dry season, refuge pools in seasonal rivers support water dependent animals that would otherwise not survive when the rivers dry up. It is only when groundwater has very weak links to surface water (such as in deep, confined aquifers) that it may be possible to abstract it without significantly impacting on river flow. However, the long-term impacts are not well understood. 8.3.5 List of Priority Actions The following table as summarised in Volume 1 of the NW&SMP provides a list of priority actions to be implemented: Table 8-1: Priority Actions Action Responsibility Completion date Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas (Volume 3, Action 1.6.1) DWS, CMAs, DEA 2021 Review and promulgate aggressive restrictions within the legislation to restore and protect ecological infrastructure (1.6.2) DEA, DWS, CMAs, SANBI, CSIR 2020 Implementation of the Reserve: (The classification, RQO’s and the Reserve (collectively known as Resource Directed Measures (RDM)) for main stem rivers starting with the Berg, Breede and Gouritz, Middle and upper Vaal WMA’s) (1.6.3) DWS, CMAs 2022 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy (1.6.4) DWS, CMAs, DEA, SANBI Annually Develop and implement a diffuse pollution source strategy that includes the regulation of land use (1.5.14) DWS, CMAs 2023 Implement programmes to rehabilitate catchments through development of Catchment business plans (1.5.15) DWS, NT, CMAs 2025 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8-11 Action Responsibility Completion date Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process (2.6.17) DWS, DEA, SANBI, WRC, CSIR 2024 Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted (2.6.19) DWS, DEA, DST, WRC, CSIR Ongoing National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-1 SECTION 2: ENABLING ENVIRONMENT 9. CREATING EFFECTIVE WATER SECTOR INSTITUTIONS 9.1 PRESENT STATE The Minister of Water and Sanitation is the Executive Authority for public institutions in the water sector and is accountable to Parliament for the performance of these institutions. These institutions are currently thirteen water boards, two catchment management agencies, the Water Research Commission (WRC), the Trans-Caledon Tunnel Authority (TCTA), and a large number of water user associations. The mandates for the water sector institutions are set out in three pieces of legislation, the National Water Act (Act 36 of 1998), the Water Services Act (Act 108 of 1997) and the Water Research Act, 1971 (Act No 34 of 1971), and Government Notice 277 in Government Gazette No 21017 dated 24 March 2000 for the TCTA. Two special purpose entities were established for the development, financing and operations of water projects across the borders of SA namely the Komati Basin Water Authority (established in terms of the Treaty on the Development and Utilization of the Water Resources of the Komati River Basin (1992) and the Lesotho Highlands Development Authority (LHDA). The latter is responsible for the implementation of phases 1 and 2 of the Lesotho Highlands Water Project The CMAs and the WRC are Schedule 3A public entities in terms of the PFMA, while water boards are listed under Schedule 3B. The TCTA is a Schedule 2 entity. The Minister is also responsible for overseeing water user associations and irrigation boards, however, these institutions are not listed under the Public Finance Management Act (PFMA). The international river basins are managed via river basin commissions. These basins have international river basin commissions operating in them, namely the Orange-Senqu River Commission (ORASECOM) for the Orange-Senqu River basin, the LIMCOM for the Limpopo River basin, and the TPTC (SA, Mozambique and Swaziland). The Inkomati and Maputo basins does not yet have such a commission established. These commissions play an advisory role in relation to the management of shared water courses, under the framework provided by the Southern African Development Community (SADC) Protocol on Shared Watercourses. Local government has the constitutional responsibility for providing potable water supply and domestic sanitation services, as designated water services authorities (WSAs) and using a water services provider to deliver the services, as per the Water Services Act. Water Boards are established under the Water Services Act. Water sector institutions have a critical contribution to make towards achieving government’s transformation and development objectives outlined in the National Development Plan. They have an essential role in the achievement of sustainable water and sanitation provision to give 2.1 Creating Effective Institutions National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-2 effect to the fundamental right of every individual to have access to water and to human dignity, as well as socio-economic objectives. 9.2 DRIVERS Government recognises that institutional inadequacies within the water sector carry heavy socio economic costs for the country. Management of a scarce resource such as water requires constant review of institutional mechanisms to ensure effectiveness and efficiency. In addition, increasing concerns regarding water availability and water quality create a basis for review of how institutional performance and misalignment of institutions contributes to high public discontent. The 2011 Diagnosis Report compiled by the National Planning Commission50 highlighted several challenges in the institutional framework for the water and sanitation sector, which remain relevant. These include a lack of shared vision; differing interpretation of obligations; capacity and coverage of water institutions; regulation of institutions by national government (DWS); poor performance of some institutions; transformation, restructuring and realignment of water institutions; and the number of institutions reporting to the Minister. Other institutional challenges included slow institutional establishment, varying institutional capacity, viability and sustainability challenges, duplication of effort and resources, even within the same region, lack of regulation and compliance, as well as a low skills base. 9.2.1 Specific Challenges 9.2.1.1 National Water Resource Infrastructure  It is acknowledged that the performance of DWS with respect to the management of national and regional water resource infrastructure has been poor. Functions between DWS and TCTA are duplicated; and financing arrangements across the sector are sub optimal with the result that assets are funded out of the government budget where these could be financed through water use charges. Poor collection of water use charges means that maintenance of water resources infrastructure is considerably under-funded.  In addition, the requirement of off-take agreements prior to the construction of large infrastructure projects has led to delays in implementation that have increased water vulnerability, particularly in Cape Town, Durban and Gauteng. 9.2.1.2 Managing Water Resources at Catchment Management Level The National Water Act provides for the establishment of catchment management agencies to manage one or more water management area (WMAs). The number of WMAs was reduced from nineteen (19) to nine (9) in 2013. The establishment of CMAs has been slow. By end of 2016, only two of the nine CMAs were established and functional. A number of process and institutional challenges have delayed the process, leading to a review of the initial plan to establish nine CMAs. 50 National Planning Commission. 2011. Diagnostic Report National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-3 9.2.1.3 The management of regional water infrastructure and the future role of Water Boards While most water boards have been established for pragmatic reasons and several have had a history of good performance by both local and international standards, there are three primary drivers for change:  The weak performance in the management of water supply and sanitation services by many municipalities compromises the extension of services to those without, and results in (or threatens to result in) unreliable and unsafe services;  There are some important gaps in the existing institutional and financial framework – responsibilities for water resources development at the local and regional level, and for regional bulk services outside of the existing water board service areas are not clear; and  There have been, and currently still are, governance and performance-related problems for some of the water boards. 9.2.1.4 Managing local water resource infrastructure Water User Associations (WUAs) are local-level institutions with voluntary membership intended to support the management of local water resources in the common interest. Most, but not all WUAs, serve the irrigation community. They are intended to include all users of a resource, both consumptive and non-consumptive. This is an institutional space that is too localised for DWS to manage and the department relies on these institutions to manage local resources and infrastructure (both state owned and private) themselves. Legislation provides that WUAs can be delegated additional functions to perform on behalf of the DWS or CMAs if it is more effective for them to do so. The development and transformation of WUAs, either through the transformation of irrigation boards through broader representivity, or through the establishment of new WUAs comprising resource poor farmers, has been very slow. This has been due to a combination of difficulties in meeting representivity targets, unresolved concerns regarding the transfer of private assets and liabilities to a wider grouping, and bureaucratic delays by the DWS. The creation of WUAs to manage government water schemes has been stalled by staff not wishing to be transferred from government to what are essentially private bodies. There is a lack of financial and technical resources to support new ‘developmental’ WUAs. DWS does not have the capacity (human and financial) to provide support on a large scale. 9.2.2 Drivers Water sector institutions should be consolidated to achieve, among others, the following outcomes:  Economies of scale in terms of capacity and service delivery  Sufficient institutional capacity to attain sustainability and capability to execute service delivery mandates of affected institution  Integrated planning for water sector development  Sufficient delegation and decentralisation of water services delivery mandates  Economic and financial viability of institutions National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-4  Elimination of inefficiencies and duplication and  Enhancement of regulatory compliance. Table 9-1: Key Drivers Issue Rationale Transformation and rationalisation of the number of institutions More effective use of limited state resources Governance, accountability and transparency Improved governance and accountability in water sector institutions Financial sustainability Responding to cost containment measures Adopting a sustainable funding model Performance Respond to poor performance of institutions Ownership of water and sanitation infrastructure Transfer of infrastructure to appropriate organ of state 9.3 PRIORITIES FOR THE FUTURE The vision is to create sustainable water sector institutions that will facilitate effective service delivery while supporting government’s transformational objectives. This will be achieved by the separation of policy making, shareholding and regulation to ensure that there will be effective governance in the sector. Institutional integration is also required to ensure that functions are allocated to institutions that are best placed to undertake them, to optimize sector capacity and, to facilitate economies of scope and scale. Figure 9-1: Possible future institutional arrangements Dept of Water and Sanitation National Water Resources and Services Authority Water Research Commission National Water Resources and Services Regulator Catchment Management Agencies Local Water Resource Management Institutions International Water Bodies( ORASECOM, etc) Water Boards Dept of CoGTA Water Services Authorities Water Services Providers SALGA National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-5 The desired institutional state (set out in the figure above) is envisioned as follows:  The overall trusteeship and regulation of the water value chain lies with the Minister of Water and Sanitation who is responsible for ensuring that efficient and effective water institutions give effect to his/her public trusteeship of the water and sanitation business value chain.  A considerably smaller DWS will set policy and the regulatory framework for water resources, water supply and sanitation management and will monitor the overall performance of the sector.  A National Water Resources and Services Authority (NWRSA) will be established to finance, develop, manage and operate national water resource infrastructure and sanitation. New capability around bulk sanitation provision will be developed.  A National Water Resources and Services Regulator (NWRSR) will be established which will be responsible for ensuring the development, implementation, monitoring and review of regulations across the water and sanitation value chain in accordance with the provisions of the National Water Act (1998), the Water Services Act (1997) and related water and sanitation policies. The possibility of an independent economic regulator to regulate tariffs, standards and performance in the water services sector has been proposed.  The establishment of CMAs has progressed slowly with only two of nine planned CMAs established and functional. While the establishment of a single Catchment Management Agency for the country was raised during the initial development of the NW&SMP, this proposal has not carried and the implementation of a total of nine CMAs is envisaged.  The water boards are of different sizes and capabilities, with only a few technically and financially strong, each serving one or more major cities, while the smaller boards are technically and financially stretched and are serving economically weaker and less dense areas. Rand Water and Umgeni Water together make up 75% of national water board capacity. A process is underway to amalgamate some of the boards to reduce the overall number to nine with an expanded mandate, including for regional bulk infrastructure.  The development, financing, management, operation and maintenance of regional bulk water and wastewater services will be the responsibility of water boards.  All irrigation boards should have been transformed into WUAs by 1999. A policy position that all WUAs and IBs will cease to exist in future was approved by Cabinet in 2013. A roadmap has been developed to transform all IBs and WUAs into local water resource management institutions.  The transboundary water management bodies will be responsible for co-ordinated and overseeing development and management of transboundary water resources.  The challenges faced by WSAs are addressed under the section on water services and sanitation. 9.3.1 Priority Actions DWS, as the leader of the water and sanitation sector, will lead a process, with other sector partners, to simplify and streamline the currently complex institutional arrangements in the sector. In addition, it will drive increased functionality and efficiency in institutional arrangements. Institutional Rationalisation and Organisational Alignment is urgently required and is supported National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-6 by the Presidential review on State Owned Enterprises (SOEs). However, implementation of changes must not impact negatively on the implementation of other aspects of this plan. The following table as summarised in Volume 1 of the NW&SMP provides a list of priority actions to be implemented: Table 9-2: Priority Actions Action Responsibility Completion date Develop and implement a long-term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue water improvements, and assessing the cost effectiveness and appropriate systems for desalination) (Volume 3, Action 1.3.1) DWS, CoGTA, NT, SALGA Annually Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans (1.3.6) DWS, WSAs, CoGTA, SALGA, NT, WBs 2030 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level (2.1.2) DWS 2022 Transform all WUAs into Local water resources management institutions as per the developed roadmap (2.1.7) DWS, WBs, WRMI, CMAs 2021 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources (2.1.3) DWS 2020 Establish the National Water Resources and Services Authority (2.1.4) DWS, NT 2020 Determine the optimal configuration of water boards to manage regional bulk water supply; assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs (2.1.5) DWS, WBs 2020 Establish the National Water Resources and Services Regulator (NWRSR) (2.1.6) DWS, NT 2020 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9-7 Action Responsibility Completion date Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users (2.4.2) WSAs, WBs, DWS, AGSA 2024 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-1 10. MANAGING DATA AND INFORMATION 10.1 PRESENT STATE Reliable data, information and knowledge on the status of the country’s water resources, water supply and sanitation is required to understand and enable spatial and non-spatial analysis and presentation of water use and water demand including the manner in which various economic, social and environmental activities in catchments affect (consume, pollute, increase) or constrain (limit, degrade) water quality, quantity and ecosystems. DWS has developed a systematic knowledge base and associated knowledge products of their water services and resources business with the aim to share the knowledge in the public domain. Information is available in a Geographic Information System (GIS) format as well as various separate and supporting formats that are of non-spatial nature. Water resources data includes regular measurements of rainfall, streamflow, dam levels, and of chemical and biological determinants based on a well-established network of monitoring points. It further includes information on the ecological properties of water resources, both surface and groundwater. The coverage of rainfall and runoff gauging in the country has, however, been allowed to deteriorate and many rainfall measurement stations and gauging weirs are no longer functional. The South African Weather Service and HydroNET joined forces to provide reliable weather information. HydroNET is a web-based decision support system which transfers weather and water data into sophisticated applications and dashboards to make well-informed and transparent decisions. DWS runs a number of monitoring programmes on a national level to provide:  Information required for performing its regulation and custodian role e.g. information to CMAs, the public, NGOs, WUAs, tertiary & research institutions including on the status of, and trends in water resources quantity and quality  Information to national, provincial and local government e.g. other national departments, provincial and local government, and  Information in terms of international/regional/trans-boundary agreements and national level water resources strategic and development planning e.g. UNEP GEMS/Water, ORASECOM, LIMCOM, KOBWA. The monitoring programmes run by DWS include:  The National Chemical Monitoring Programme, which assesses the status and trends of water resources’ chemistry  The National Microbial Monitoring Programme, which assesses trends of faecal pollution and associated health risks and  The National Eutrophication Monitoring Programme which assesses trophic status, risks and trends of single impoundments, river reaches or canals. The National Toxicity Monitoring Programme is currently being designed and is intended to assess the status and trends of toxicity and toxicants in water resources. A National Radioactivity Programme is currently in the testing phase. 2. Enabling Environment 2.2 Managing Data and Information National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-2 DWS also runs a National Ecosystem Health Monitoring Programme (NAEHMP), which has three components:  River Ecosystem Monitoring Programme (REMP) /formerly River Health Programme (RHP)  National Wetlands Monitoring Programme (NWMP) and  National Estuaries Monitoring Programme (NESMP). DWS also monitors the state of dams and river flow in the country, through the Hydrological Information System. Flood monitoring is also conducted in the Orange-Vaal system through a near real-time monitoring system. DWS is also responsible for the assessment of groundwater resources, data acquisition and data management, and the development and maintenance of information systems in this regard. This is done to ensure the sustainable development and use of groundwater countrywide through the establishment of monitoring network infrastructure and management. Water use data (according to the water use as defined by the National Water Act, Section 21) is captured by DWS through the Water Authorisations and Registration Management System (WARMS). It is however a challenge to ensure the system is kept up-to-date to allow for new developments or uses of water by registered and new users. Rainfall is monitored by the South African Weather Service (SAWS) which is also responsible for weather forecasting and seasonal rainfall predictions. DEA monitors the status of wetlands and estuaries across the country. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-3 Figure 10-1: Monitoring Network Design: Surface Water Quantity and Quality National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-4 Water services institutions, water supply and sanitation information and monitoring DWS maintains a geodatabase of water services provision by all WSAs51 which includes spatial footprints and supporting attribute data of water supply and sanitation infrastructure and settlements. This is further extended by the Water Services / Regulation Systems Menu. StatsSA collects data on water services and sanitation provision through the national census, and the regular household and community surveys. Important tools for monitoring the status of water supply and sanitation delivery were the Blue Drop, Green Drop and No Drop assessments and progress reports. The Municipal Services Self Assessment (MuSSA) programme, together with its supporting databases is also an important tool to assess the capacities and constraints of water services institutions. Water Services Authorities (WSAs) report on water supply and sanitation through their Water Services Development Plans, as required by the WSAct, section 12. Section 155(7) of the Constitution, as well as Section 62(1) of the WSAct, mandate national government to monitor the performance of the water sector and specifically grant DWS the mandate to monitor the performance of all water services institutions. Reliable data is required on the performance of water services institutions, on the delivery of sustainable and reliable water and sanitation services, and on the state of water and sanitation assets in order to monitor progress towards the goals of universal and reliable coverage of services. WSAs are responsible for water supply and sanitation provision, including monitoring of potable water quality and the quality of effluent discharged from WWTWs, and for monitoring the performance of WSPs. Currently the most reliable information on municipal financial performance is maintained in the National Treasury databases, but unfortunately water and sanitation financial information is still not clearly ring-fenced. The Municipal Systems Act makes provision for the Member of the Executive Committee for Local Government in a province to: establish mechanisms, processes and procedures to monitor the performance of municipalities of their powers functions; monitor the development of local government capacity in the province; and assess the support needed by municipalities to strengthen their capacity to deliver. It is also a hinderance that there are insufficient, accessible and up-to-date information available within the DWS on supporting datasets such as agricultural activities, energy generation, water requirements for all sectors – various scales, socio-economic data or scenario planning, to assist in water management and governance activities. 10.2 DRIVERS Effective information management, monitoring and evaluation is crucial for the successful management and regulation of water resources or water services as it creates the platform to initiate interventions / actions, understand trends, adapt management plans appropriately or plan 51 Department of Water & Sanitation Water Services Geodatabase National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-5 effectively for the future. This is particularly critical in an environment facing significant change. The lack of data and information resulting from weak monitoring systems, information systems that are outdated or not maintained, pose a high risk to the achievement of the goals set out in the NWRS2 and the NW&SMP. Monitoring and reporting has also been compromised by the high staff turnover in DWS, resulting in the lack of technically qualified staff. There are also budget constraints with increasing costs for running the programmes. There is ongoing pressure to expand and maintain the networks due to an increase in demand for more reliable information, but there are insufficient funds to achieve this. While DWS has worked alongside sector partners in the development of other ambitious regulatory and/or benchmarking databases, such as the National Benchmarking Initiative undertaken by SALGA, the WRC, and the South African Association of Water Utilities (SAAWU), these exercises have unfortunately never achieved full coverage and most have been allowed to lapse. It requires a tremendous amount of human resources, technical skills and coordination to ensure information exchange between the DWS and water services institutions to ensure continued update and maintenance of information on water services infrastructure and provision. The highly successful Blue, Green and No Drop programme have also been allowed to lapse in 2014. Ensuring that data and information are shared, accessible in suitable formats and gender disaggregated in order to support the aims of government and in empowering women, remain a challenge. 10.3 PRIORITIES FOR THE FUTURE Improved and modernised information systems must be developed in support of the implementation of the NW&SMP and continue to build and expand on the suite of knowledge products and communication channels that are and should be utilised to share knowledge in a customized manner. Spatial and non-spatial datasets should be packaged as time-series knowledge products such as atlases, interactive dataset exploration and visualization toolkits (appropriate charts, maps and schematic). Online mapping and interfacing with modelling tools inclusive of systematic metadata and factsheets on the knowledge base should also be included. In addition, there will be a need to include other non-spatial data and information such as existing information, maps reports, data on policies, programs, and projects, institutional information to name a few. A comprehensive knowledge and information management strategy should be developed and implemented that outlines the development of a variety of interactive knowledge products These products could include among other:  An interactive atlas of key water resources, water and sanitation management related topics that are visualised as maps, supporting text, graphs, schematics, photographs, and other graphics;  A repository of relevant existing reports key reports, documents, journal articles, web links, etc. relevant to the water sector; and  Metadata of the associated database/GIS data developed. This should include information on the sources, coverage, date, and spatial processing related to each of the datasets and enable systematic documentation of the data. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-6 The knowledge products must be derived from reputable national water monitoring networks and information systems that are extensive and aligned with the country’s strategic, governance and management requirements to meet current and future requirements. In order to give sufficient weight to this, the following existing projects and programmes should be developed / revitalised to enforce the credibility and relevance of current and future interventions:  the formalisation of a national hydrological and geohydrological monitoring centre should be considered amongst other actions. This could be achieved by ensuring hydrological monitoring is ‘back up to standard’ through the recruitment and training of suitable personnel and the allocation of adequate funds for the installation, refurbishment and maintenance of rainfall and river flow gauging stations;  WARMS52 is a critical tool in the management of water resources in the country and in being able to track transformation of equitable access to water. As such, it is important that it functions effectively and information is updated and maintained;  The Blue, Green and No Drop programme have played a critical role in the collection, provision and dissemination of information, and as such should be revitalised and results published annually as a matter of urgency; and  The DWS Water Services / Regulation Systems Menu consists of a suite of programs and tools to report on water supply, sanitation, water services institutions and programmes. The information should continue to be updated through information exchange between DWS, water services and water resource institutions, and other departments or organisations such as StatsSA. The following table as summarised in Volume 1 of the NW&SMP provides a list of priority actions to be implemented: Table 10-1: Priority Actions Action Responsibility Completion date Revitalise the Green, Blue and No Drop programmes and publish results. Revise and establish norms and standards to be applied in the Green, Blue and No Drop programmes (Volume 3, Action 1.4.1) DWS, WSAs Annually Review and develop and implement comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal (2.2.1) DWS Annually Review, develop and implement a comprehensive DWS information and knowledge management strategy to include among other: • Amended authorisation conditions to provide for self reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audits (2.2.2) DWS Annually 52 http://www.dwa.gov.za/Projects/WARMS National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10-7 Alignment of monitoring institutions to support National and International reporting requirements and programmes, e.g. SDGs, Agenda 63 and AMCO (2.2.3) DWS 2021 Monitor, review, evaluate, report on and update NW&SMP (2.7.4) DPME, DWS Annual report to Parliament National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-1 11. BUILDING CAPACITY FOR ACTION The water sector is inter-sectoral and multi-disciplinary in nature. At an inter-sectoral level, it links with agriculture, health, education, local government, mining, forestry, industry and environment. Its multi-disciplinary nature covers a range of responsibilities, including policy and regulation, planning and management, capital works design, construction, operation and maintenance, ecological, water quality and social analysis, financial management, all across both urban and rural environments. These responsibilities are allocated to a number of water sector institutions, mostly within the public sector such as water services authorities, water services providers, water boards, catchment management agencies and water user associations, but the private sector and civil society also play a role. An effective water sector requires human resources capacity for different functions at different institutions – both in terms of numbers to meet demand for specific skills; and competencies in terms of skills, qualifications and experience. 11.1.1 Approach to Skills Development and Capacity Building Skills and capacity building should be defined beyond individual capacity, as the institutional capacity and the enabling environmental have aspects of capacity that should be taken into consideration. This chapter has adopted the Department of Cooperative and Traditional Affairs’ (COGTA) definition of capacity building as espoused in the National Capacity Building Framework (NCBF). Figure 11-1: Multi-dimensional Approach to Capacity Building 2. Enabling Environment 2.3 Building Capacity for Action National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-2 It is recognized that skills are produced over many years through an education and training system (the Pipeline Approach). The system begins at pre-primary level, through the general education and training (GET), further education and training (FET) as well as higher education and training (HET) bands and covers the occupational learning sphere. The approach proposes a strategic intervention in each of the blocks that constitute the education and training pipeline with the understanding that the effective functioning of the system will produce sufficient numbers of work-ready graduates required by the sector. The figure below illustrates the pipeline approach to education and training. A leading example of the utilisation of the pipeline approach is the 2020 Vision for Water and Sanitation Education Programme53 (VfWSEP) which seeks to address water conservation, demand management and skills shortages in the sector. Figure 11-2: Pipeline Approach 11.1.2 Institutional Capacity Institutional capacity refers to the capacity of sector institutions and entities to plan and manage the execution of sector mandates efficiently and effectively, and includes:  Powers and functions of various institutions;  Institutional service delivery models;  Institutionalised arrangements for planning and delivery of services;  Regulations and bylaws;  Financial resources;  Leadership and governance; and  Awareness and constituency engagement. Capacity building includes all physical and non-physical resources necessary for institutions to undertake their functions and a seamless relationship amongst institutions with a clear division of functions, liabilities, obligations and powers. 11.1.3 Environmental Capacity Environmental capacity refers to external enablers for effective and efficient functioning of water sector institutions. These include sector policies, legislation, strategies, plans, funding and institutional arrangements for effective regulation and seamless accountability. Other issues include the political and socio-economic environments and how water sector institutions are enabled to operate optimally and navigate through challenges such as skills deficit, limited 53 Possible link to DWS website? National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-3 government fiscus, high levels of poverty, demographic trends such as high rural to urban migration, high rate of informal settlements, low levels of cost recovery, and public unrests. 11.2 PRESENT STATE The NW&SMP sets out the challenges that must be addressed to ensure a secure water future. These will not be achieved without addressing the issue of capacity – human resources with the necessary qualifications, knowledge, attitudes, competencies and capabilities to improve the water sector planning and management processes; and an enabling environment with appropriate policy and legal frameworks; institutional tools, systems and processes including public participation, partnerships and intergovernmental relations. Environmental and institutional capacity constraints are addressed elsewhere in the Master Plan and the focus is on human resources capacity both in terms of numbers and skills. Three key challenges impact on the human resources capacity – number of vacancies in critical areas especially engineering; development of new skills for a changing environment; and development of functional skills for incumbents in water sector institutions. A skills gap analysis conducted by the WRC in 2015, looking at numbers of staff and their skills relative to required skills, showed significant skills gaps in all water sector institutions, including DWS, CMAs, water boards and Water Services Authorities54. Recent reports (2017) by National Treasury identified over 800 vacancies within DWS55. StatsSA’s Non-Financial Census of Municipalities 201656 reported a 13,7% vacancy rate in the water and sanitation departments across all municipalities. 11.2.1 The Skills Development Mandate in the Water Sector The responsibility for the coordination of education, training and skills development across various sectors is vested in the Department of Higher Education through the various Sector Education and Training Authorities (SETAs). The Skills Development Act (No. 97 of 1998, as amended) conferred the primary legislative responsibilities of facilitation of learning programmes (linked to occupations), disbursement of workplace training funds (mandatory and discretionary grants) and skills planning functions to Sector Education and Training Authorities (SETAs). For the water sector, the Energy and Water Sector Education and Training Authority (EWSETA) is charged with the responsibility of coordinating and facilitating skills development and capacity building in accordance with the Skills Development Strategy, Human Resource Development Strategy II (2010-2030) and the New Growth Path, National Skills Accord (NSA) between government, business and labour. Through its Sector Skills Plan, the EWSETA focuses on determining skills development priorities after thorough analysis. 54 Integrated Water Sector Skills Intervention Map based on a sector skills gap analysis report to the Water Research Commission by A Vienings (Water Concepts) & M Lima (Onyxx Human Capital) (co-project leaders) WRC 2015 55Parliamentary Monitoring Group www.pmg.org.za. 56Statistics South Africa; 2016 Non-Financial Census of Municipalities National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-4 11.2.2 Skills Development The water and sanitation sector is dependent on high levels of professionals and technicians; however, there is a serious shortage of specific critical skills within various water sector institutions across the water and sanitation business value chain. Achieving sustainable water resources management requires a multi-dimensional approach to how skills and capacity is addressed across the value chain from regulation through to provision, usage, treatment and re-use of water, in both rural and urban areas and across the gender divide. The EWSETA 2017-2022 Sector Skills Plan highlights challenges such as:  limited number of people studying in engineering  graduates not having the required practical skills  the quality of Technical Vocational Education and Training (TVET) colleges not being adequate  many current personnel nearing retirement and the shortage of experienced people in the pipeline that can fill these positions and  inadequacy of the sets of qualifications for emerging occupations. As a result of this serious shortage of technical skills, even the Department of Water and Sanitation continues to over-rely on consultants in key strategic areas including planning and programme management. The skills and capacity required by the Water Services Authorities (WSAs) to deliver and maintain water and sanitation services sustainably also remain inadequate. This is compounded by the difficulties in attracting qualified professionals to rural municipalities in particular. The publication entitled Numbers and Needs in Local Government (Lawless 2005) highlighted that municipalities were short of civil engineers, technologists and technicians, with some 28% of municipalities having no in-house civil engineering capacity at all at that time. The updated Numbers and Needs (Lawless, 2007) further highlights the fact that civil engineering levels in municipalities is too low to adequately plan, deliver, operate and maintain local government infrastructure in a sustainable manner. To determine progress made, The South African Institute of Civil Engineers’ (SAICE) Professional Development and Project has undertaken a comparison between the 2005 results and the status quo in 2015. As indicated in the table below, the number of municipalities with no civil engineers on their staff has increased from 126 to 202. Twenty-eight have no civil engineering staff at all, while 81 have only technicians. Table 11-1: Civil Engineering Metrics – 2005 compared with 2015 Totals 2005 2015 Number of municipalities with 2005 2015 Civil engineering staff 1 875 2 387 No civil engineering staff 82 28 Civil in metros 1 059* 1 201 No civil engineers 126 202 Civil in districts 240 260 One civil engineering staff member 60 41 Civil in locals 576 926 Only civil engineering technicians 95 81 Population 47.640m 54.432m Female civil engineering staff 56 153 Households 11.754m 16.122m Registered civil engineering staff 85 56 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-5 The Municipal Demarcation Board’s State of Municipal Capacity Report (2012) also highlighted the uneven distribution of registered Engineers, which is an essential capacity to manage water and sanitation services. As indicated in the figure below, particularly small and rural municipalities are struggling to attract and retain engineers. Figure 11-3: Number of Registered Engineers per Municipal Category 11.2.3 Current Supply Trends Records from the Council for Higher Education show that the number of Civil Engineering graduates doubled between 2010 and 2015 from approximately 1 000 to 2 000 graduates per year. It is not clear how many of these graduates seek work in the water sector. Other graduate numbers with qualifications that apply to the water sector also increased dramatically in this period, leading to no shortage of science graduates applying to work in the sector. However, the challenge of appointing qualified and experienced staff remains, especially in municipalities and the Department of Water and Sanitation. Key constraints include the availability of competitive salaries and suitable working environments to attract and retain the required skills, as well as the lack of experienced engineers and scientists to provide mentorship and training to graduates to enable them to register as professionals. 11.3 PROBLEMS, CHALLENGES & DRIVERS FOR CHANGE The South African water sector has experienced major sectoral, regulatory and institutional reform since 1994. These have had significant impact on the governance, operations and management of water sector institutions and engagement with water users, and on the capabilities and expertise required. The capacity gaps are present at various levels – environmental, institutional and human skills. Environmental and institutional capacity gaps are a result of a multiple factors beyond the control of the water sector. 11.3.1 Human Skills The following human skills capacity gaps are noted:  Experienced professionals are leaving public institutions to work in the private sector and in foreign countries due partly to the inability of public sector institutions to attract and retain such staff. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-6  Mentoring of new entrants into the water sector has become a major challenge due to shortage of experienced personnel in the public sector.  Impact assessments are hardly ever conducted, allowing little evidence of the actual impact of capacity building and skills development interventions in the sector.  Primary planning data, which under ideal circumstance should be generated through the workplace skills planning process, is poor.  Limited water and sanitation sector occupations are listed in the Organising Framework for Occupation (OFO), as these workplace skills plans from employers are not standardised and reflective of the actual needs/gaps. This contributes to inaccurate prioritisation and allocation of funding for interventions.  The ongoing retirement of a large cohort of older, experienced workers is leaving significant gaps in skills and experience in the sector.  There are new capability requirements to meet the emerging demands of climate change, environmental management, new technologies, and the multi-disciplinary nature of sustainable water management.  Resource constraints and the low capacity to engage with the water sector, hampers the updating of materials, and the generation of new courses relevant to emerging needs and to deliver industry-relevant education and training.  There are low levels of entrants and completions in education and training programmes relevant to the water sector, including sciences and engineering. Other trends which influence skills availability and retention within the water sector include the following:  Extensive corporatisation and the contracting out of many functions of water utilities in the 80s and 90s, and a resulting reduction in the level of inhouse training provided by the state  The overall shortages of technical skills in the South African economy, the strong competition for human resources within the infrastructure/ mining sectors in particular and an extended period of low investment in curriculum development  Demand from the mining and construction industries for a limited pool of scientists and engineers  Changing/evolving job roles, definitions and qualifications make it difficult to choose a specific career path in the water industry  Changing expectations from younger members of workforce who expect greater flexibility in working hours, the opportunity to achieve a work/life balance and better optimised career paths than is offered by industry and  Variable connectivity of universities with industry resulting in less employment-relevant curriculum. 11.4 PRIORITIES FOR THE FUTURE The future is envisaged as follows:  A well-skilled and adaptable water sector work force  An attractive sector that competes with other sectors for skills and can retain skilled staff in the water sector National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-7  Accountable and strong governance structures focused primarily on monitoring and evaluation of new and existing training/skills development programmes and  Funding available for scarce skills throughout the skills development pipeline. While the present needs are urgent, and solutions are required in a corresponding short-term framework, the solution will take time. Both the water sector and the education sector operate in long timeframes, with gestation periods of years and decades. Addressing skills needs across these sectors requires a long-term perspective, balanced with the need for urgent action. There are significant current commitments to education and training places, and recent further commitments announced. Some of the actions identified by EWSETA Sector Skills Plan 2017 2022 are as follows:  Develop new skills and leadership for Hydrologists, Hydrogeologists and Ecologists, to drive groundwater use at local level and improve artificial recharge of aquifers  Build human and institutional capacity to better manage water databases, create communication and awareness and project the cost implications of utilizing alternative sources of water and the development of green processes and technologies  Expand high-level knowledge and quality research in areas such as groundwater use, desalination, water treatment, and the role of women in water in rural areas and informal settlements  Facilitate the War on Leaks training programme  Align skills development interventions to support green jobs and initiatives  Mainstream issues of sustainability and environmental ethics into education and training programmes  Develop high level of technical and research skills that underpin technological advancement and innovation  Up-skill and retain the existing labour force that participate in varying capacities within the sector to address changing skills needs linked to technological advancement  Develop industry-research / skills development partnerships with research institutions, science councils and universities of technology in areas identified for innovation and  Train women involved in accessing and distributing water in rural areas and informal settlements in the safe and efficient usage of water and sanitation. Skills development (planning to implementation) happens within the National Qualification Framework (NQF), and its sub-framework of quality councils and structured pipeline bands. This form of capacity is exclusive to individual capability and knowledge to fill a particular occupation. It is important to develop and implement a mandatory, modular hands-on qualification for municipal water managers to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations In addition, regulations should be developed regarding the required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal water services, accompanied by a programme for recruiting and retaining experienced technical and managerial staff with technical qualifications in South Africa and internationally. The definition of career paths with defined training and on-the-job experience will help to build a cadre of sector professionals. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-8 A detailed assessment of sector skills and capacity building needs will be concluded after approval of this plan. The following ten-point plan incorporates this thinking:  Undertake water and sanitation sector skills capacity needs analysis. The study will investigate current state of skills and map stakeholders throughout the water value chain in terms of mandate, current capacity and required capacity for optimal performance. It will indicate the skills gaps in terms of numbers per occupation, and skills levels within each of the water sector institutions.  Develop a skills and institutional capacity development strategy for the sector aligned to the 2030 National Water and Sanitation Master Plan by indicating what skills (competencies and numbers) are needed by the different water sector institutions to achieve the sector goals and priorities identified in the National Water and Sanitation Master Plan, the NDP, the SDGs and the NWRS2. The focus of skills will be at all levels – artisans, administrative, supervisory, management, technical, legal, scientific and financial.  Assess and develop appropriate institutional arrangements required to achieve sector goals and priorities. This will take into consideration work done through the institutional reform and realignment project. Focus will be on effective division of powers and functions for potable water supply and sanitation.  Undertake a study to identify constraints and capacity gaps in water sector institutions that prevent water sector institutions from achieving sector goals and priorities identified in the National Water and Sanitation Master Plan and the SDGs. Identify interventions to address the constraints and institutional capacity per sector. The sectors referred to are: domestic use (local government), mining, industry and agriculture. The intervention required will be comprehensive to include amongst others, human capital, technical, social, institutional, environmental, financial management and legislative issues.  Evaluate various alternative interventions and institutional arrangements to meet current and future water and sanitation capacity demands considering the benefits and challenges of every alternative mechanism or solution. Develop support models and institutional mechanisms to address the identified constraints and capacity per sector.  Resource, expand and continue to implement the 2020 Vision of Water and Sanitation Schools Education Programme. Review the programme and focus on the 2030 Vision.  Resource, expand and continue to implement the Community Water Education Programme incorporating climate change.  Resource and implement the Water Councillor Leadership Programme.  Establish partnerships with private sector and international development partners for skills development and institutional capacity building. Assess opportunities for private public partnerships throughout the water and sanitation business value chain.  Establish partnership with Non-Governmental Organisations for institutional capacity development. The following table as summarised in Volume 1 of the NW&SMP provides a list of priority actions to be implemented: National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11-9 Table 11-2: Priority Actions Action Responsibility Completion date Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions (Volume 3, Action 2.3.1) DWS, CoGTA, SETA 2023 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally (2.3.2) DWS, CoGTA, DIRCO 2030 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals (2.3.3) DWS, WSAs, WBs, CMAs 2023 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations (2.3.4) DWS, EWSETA, Institutions of Higher Learning Ongoing Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies (2.3.5) DWS, EWSETA Ongoing Initiate a focused research capability initiative in water sector economics to address this existing skills gap (2.3.6) DWS, WRC, CSIR, DST Ongoing Continue to develop high end skills (post graduate) to ensure a future science, technology and innovation capability in South Africa (2.3.7) DWS, DST, NRF, WRC, CSIR, the dti (THRIP) Ongoing Continue to support programmes that enable development of critical skills and exposure to emerging innovations (e.g. Young Engineers Programme) (2.3.8) SALGA, DST, WRC, CSIR, DWS, CoGTA, MISA Ongoing National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-1 12. ENSURING FINANCIAL SUSTAINABILITY Sustainable financial water management involves the full spectrum of financial management and governance activities required to develop and sustain effective water and sanitation services to the people, environment and the economy of the country. The focus of the country must be on sustainable management and not only on infrastructure investment. To stay in business, income (funding) and expenditure must remain positive or in balance. The following sections present the current financial situation, future investment needs, funding sources, financing mechanisms and financial governance to achieve and maintain financial sustainability in the water sector. 12.1 FINANCIAL HEALTH OF THE SECTOR The water and sanitation sector is currently not financially sustainable. Funding needs are on the increase and available funding is limited due to the economic recession, reduced revenues and accumulating debt. In general, this Master Plan indicates the need for an immediate “turn-around” and mind-shift change with regards to the sector, which is also the case from a financial sustainability perspective. The following diagram illustrates the current situation and depicts three financial health scenarios for the future: Figure 12-1: Three Scenarios for the Future 2. Enabling Environment 2.4 Ensuring Financial Sustainability National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-2 As illustrated in the above diagram, the following scenarios apply:  Scenario 1: “Business as usual” with continued decline of financial health and large scale failures  Scenario 2: “Ad-hoc” approach with short-lived illusory recovery resulting in borrowings that cannot be serviced resulting in continued dysfunctionalities in sector and  Scenario 3: “Turn-around” based on sustainable financing of economic and social projects. Scenario 1: Business as usual is not an option. The risk of not spending what is required will result in further infrastructure degradation over time (a “reverse gear” situation); water investment not providing an enabling environment for economic growth; socio-economic targets and objectives not being attained and a sector that is not able to provide a level of service acceptable to users. Scenario 2: “Ad-hoc” approach can result in large expenditure and raising of long-term loans to provide quick relief but does not support financial sustainability in the long term. In terms of this scenario, a non-integrated or selective approach to finding solutions for the sector can result in scarce financial resources being utilised on the wrong solutions. Loans can tie future revenue streams to committed funding structures for the next two to three decades, hampering recovery of the sector as a whole and putting undue pressure on the fiscus and user tariffs in the future. This approach would typically respond through “cherry-picking” where the best revenue streams are isolated for purposes of a transaction, but where this does not form part of the holistic solution required. It can be a case of “low-hanging fruit” where short-term impacts are the focus through emergency schemes providing only symptomatic relief. Scenario 3: The “Turn-around” approach is the only viable option to ensure financial sustainability of the South African water sector in the long-term. A well-planned and executed turn-around is required and decisions have to be based on solid information to evaluate the challenges at hand and assess the most appropriate solutions. A turn-around will inevitably require change where strong (and sometimes unfavourable) decisions would have to be taken. There is no time to be wasted and immediate action is required on an integrated and balanced approach. Although financial sustainability is outlined in this chapter as a separate focus area and an enabler to the success of the sector, it is equally inter dependant on the successful implementation of the other enabling pillars such as enforcement, regulation and having value attached to water security. This integrated approach can, together with fundamental financial management, mobilise sustainable financing for the sector. A turn-around towards financial sustainability is not optional and requires dedicated, purposeful intervention and a serious mind-shift by all stakeholders. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-3 12.2 KEY CHALLENGES TO FINANCIAL HEALTH IN WATER AND SANITATION The sector is currently not financially sustainable and challenged with inter alia the following factors that impacts on the financial health of the sector:  Lack of understanding of the strategic value of water (particularly the importance of water security);  Degradation of existing asset value (backlogs in operations, maintenance and refurbishment);  Funding gap (expectations exceeding current capacity);  Water use not optimised (lack of demand management, water allocations insufficient);  High non-revenue water (non-paying users, insufficient revenue management system, growing debt);  Backlogs on Free Basic Water supply and sanitation provision (still catching up);  Inefficient sector institutions (complex structure and governed under different legislation);  Fiscal constraints (limited capacity by fiscus to provide funding or guarantees);  Tariffs not cost-reflective (under-recovery, agricultural subsidies);  Capacity constraints (lack of skills and integrated, practical support programmes);  Non-alignment on priorities and strategic value of water;  Institutions not creditworthy (financially constrained municipalities - especially in rural areas);  Private sector participation not optimized;  Reducing water quality (increasing costs and environmental risks); and  Value for money procurement not optimal. The South African water sector is in decline with highly vulnerable municipalities characterised by declining levels of service, a continued increase in customer dissatisfaction, rising levels of unpaid bills and aging infrastructure. In terms of the Vulnerability Assessment report57, 78% of municipalities rate are between ‘high’ and ‘extreme’ in terms of vulnerability. The dire situation is confirmed by No-Drop and Green Drop Reports which shows high levels of non-revenue water and large numbers of wastewater treatment works not meeting the discharge standards. 57Department of Water and Sanitation (DWS). 2015. Municipal Strategic Self-Assessment (MuSSA) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-4 Figure 12-2: MuSSA Vulnerability Assessment (MuSSA 2013/14) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-5 Although these challenges are substantial and should by no means be underestimated, an immediate and focused implementation of the Master Plan could save the sector if the identified corrective measures are implemented and maintained to protect this strategic, yet vulnerable sector, to the benefit of all. The turn-around will require a mind-shift change and commitment from each and every citizen to be mobilized successfully. 12.3 PRESENT STATE 12.3.1 Strategic Overview of Financial Position Funding of the water sector comprises capital for infrastructure development, operation and maintenance (O&M) along the water supply chain, as well as funding for governance (plan, organize, lead and control) and effective management of water and sanitation services provisioning. The adjacent graph shows the extent of required funding in all three funding streams58. The capital requirement of the sector totals approximately R90 billion per annum, comprising about R70 billion for water supply infrastructure from source to end-user and about R20 billion for sanitation and wastewater collection and treatment. 58 Department of Water and Sanitation (DWS). 2017. National Water Investment Framework National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-6 The Capital Funding bar-graph compares the required capital funding of R89,8 billion to the current capital budgets, totalling R56,5 billion, and the actual capital expenditure of R50 billion (88% of budget). This is a 12% under-expenditure caused by limited implementation capacity and ineffective project management. The colours in the graph indicate the breakdown of capital funding along the water supply chain with the biggest funding need at municipal level followed by water resource infrastructure development. A funding gap of R 333 billion is anticipated over the next 10-years between funding required (R 898 billion) and available funding (R 565 billion). This funding gap of R33,3 billion per annum must be reduced through purposeful interventions. Figure 12-3: Funding Gap This funding gap can either increase or decrease, depending on how it is managed. The funding gap is therefore not firm! Estimated Funding Gap over the next decade Funding Requirement R 898 billion Funding Available R 565 billion Funding Gap R 333 billion 37% 89,8 56,5 50 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-7 Potential increase in the funding gap: As illustrated in the adjacent graph, the funding gap can increase as a result of increased costs (see A) due to poor project planning, unsolicited bidding, construction delays, vandalism, delays in implementation of Master Plan actions, poor contract and financial management, unrealistic expectation of users and unexpected risk events such as natural disasters, vandalism and theft of infrastructure. It can also increase as a result of declining funding availability (see B) from reduced revenue (affordability and willingness-to pay), budget reallocations, fiscal shortfalls, misappropriation of available funds, etc. Potential decrease in the funding gap: The funding gap can equally be reduced through various interventions, policy reviews, enhanced regulation, implementation of cost efficiency measures and proper management of user expectation and demands. Interventions to reduce costs and increase revenue in the sector have to feature as a strategic priority for the country. The following sections provide more detail on above capital requirement and summarize the status of key financial indicators. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-8 12.3.2 Asset value of existing infrastructure The value of existing infrastructure is an asset, representing the sum of past capital investments. The capital replacement value of the existing water and sanitation infrastructure is a key indicator of the size (financial extent) of the sector. South Africa has a substantial existing water and sanitation network valued at an estimated R 1 362 billion in 2017 at capital replacement value. The existing assets are however also depreciating, resulting in a current book value of the infrastructure of about R 584 billion, or 43% of capital replacement cost59. “Asset value” is measured by its assured revenue streams. While this fixed asset value is significant, it can seldom be used as collateral for loan funding since it is mostly a permanent installation and common good which cannot be sold. Instead loans are primarily secured through the assured income streams that can be generated by the infrastructure. The focus of the past twenty years in South Africa was on new water and sanitation services to address historic backlogs and rapid urbanisation. The operational reality is that existing infrastructure was “stretched” because of significant underinvestment in infrastructure maintenance and delays in renewal of aged infrastructure. 59 Department of Water and Sanitation (DWS). 2018. National Water Investment Framework * Infrastructure is ageing (57% depreciated) and needs urgent refurbishment and renewal. * Refurbishment backlog of R59 billion needs about R12 billion per annum over 5 years to recover. * Renewal backlog total R332 billion with R125 billion a priority need National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-9 A lack of maintenance has resulted in an accumulated refurbishment backlog of about R 59 billion. The majority (R 25 billion) of this is with municipal infrastructure, while refurbishment of irrigation canals totals about R 18 billion. The municipal budget reform process increased municipal maintenance budgets from R 9 billion to R 24 billion, targeting 8% of asset replacement value or 11% of operational expenses. Municipal expenditure on repairs and maintenance is however lagging due to shortages in skills and capacity. Ageing infrastructure has led to a significant backlog in infrastructure renewals, estimated at R 332 billion of which about R 125 billion is critical. Proper life-cycle asset management is required to address the backlog and to reinstate sustainable financing of renewals from depreciation charges deposited into Capital Renewal Reserves. However, most institutions have depleted these reserves and currently only about R12 billion per annum is allocated to renewal of infrastructure, which is about 1% of the capital invested. A large renewal backlog exists of which the largest component is municipal infrastructure such as treatment works, pump stations and reticulation networks. If sustainable financing of renewal is not implemented, existing infrastructure will deteriorate further resulting in regular service interruptions and a downward spiral of customer dissatisfaction, non-payments, protest and vandalism. Large scale irrigation infrastructure refurbishment is required. The DWS conducted a detailed condition assessment of its irrigation infrastructure in 2016/2017 to establish a detailed list of required refurbishments amounting to an estimated R 21 billion60. With the addition of government owned irrigation infrastructure of the Department of Agriculture Forestry and Fisheries, a total refurbishment need of R 28 billion is estimated. 12.3.3 Capital investment need and funding Investment in infrastructure includes refurbishment, renewal and upgrades to existing infrastructure, as well as new green-field infrastructure and extensions. 60 Department of Water and Sanitation (DWS). 2016.Condition Assessment Audit of Irrigation Scheme Infrastructure. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-10 Available capital investment in water infrastructure is in the order of R 40 to R 42 billion per annum, while investment in sanitation is approximately R 13 to R 15 billion per annum, totalling R 55 billion for the sector61. This can vary by more than 10% from year to year, subject to infrastructure investment needs, priorities in the national budget allocations, the socio-economic factors affecting the revenue streams and the ability to raise additional financing. However, capital investment over the next 10 years of at least R90 billion per annum is required, is based on the following priority needs:  remaining backlog in basic water and sanitation services (at current street tap service levels);  critical refurbishment backlogs (caused by poor maintenance);  critical renewals of aged infrastructure;  provision for water resource developments identified in DWS planning studies; and  provision of new bulk, connector and reticulation infrastructure to meet the demands of population growth and agreed water use extensions aimed at promoting economic growth. The capital funding gap is the difference between the “expectation” or development target, and the available funding. Based on above estimates, the current funding gap over the next 10 years is estimated at R333 billion. The cost of abnormal climate and water related disasters is not included in the current shortfall. If Government cannot provide disaster relief funding, a dedicated fund will be needed which could extend the funding gap. The reality of the sector is that funding options are limited. There are essentially only two means to pay for capital and operation of infrastructure, being either taxes (national) and/or tariffs (users). However, loan funding is not “new funding”, but is used to address immediate funding needs to be repaid over a longer-term with interest from future tariffs. In addition, fiscal funding and government guarantees are constrained. The water and sanitation sector is currently heavily reliant on fiscal allocations to survive. Citizens are paying taxes and 61 Department of Water and Sanitation (DWS). 2017. National Water Investment Framework. National Treasury. 2017. Division of Revenue Act * Additional capital investment of R33 billion is needed per annum * Water resource development successfully mobilised R 50 billion capital loans and municipalities about R 11 billion * The ability to take up more loans is limited by the poor revenue streams and a decline in creditworthiness * About R3 billion per annum is raised from the market through bonds. * Bond market requires skilled issuers and public confidence in capacity * Private sector participation options are not optimised * Skilled technical, financial and legal capacity is required to manage contracts effectively and ensure that infrastructure meets or exceeds its expected useful life * Projects normally depend on revenue from the bigger system and may not be bankable on their own National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-11 fiscal allocations are made to the sector to fund agreed social services and the conservation of the natural environment via budget allocations, grants, equitable share etc. The economic component of infrastructure is normally funded through tariffs from the economic users. In some cases, certain subsidies or incentives to achieve development targets or to bridge unforeseen disasters is made available from the fiscus. Off-budget funding often requires government support in the form of explicit or implicit guarantees which increases reliance on the fiscus. Availability of further guarantees or government support is limited, and the sector has to compete with other sectors for such support. Capital loans are used effectively in the sector totalling about R 61 billion62. The majority (78%) of the loans are for water resource development projects undertaken by the DWS and the TCTA. The TCTA as a special purpose vehicle to the DWS, borrows from financial markets in its own capacity and manages project implementation of bulk raw water infrastructure. Once the infrastructure is built, the DWS operates and maintains the infrastructure on an integrated systems basis, while the TCTA services the debt with payments from the DWS emanating from water tariffs charged to users. Municipal budgets indicate total annual borrowings of about R 11 billion by creditworthy metropolitan and large municipalities, while maximum municipal borrowing capacity is estimated at about R 18 billion to R 20 billion per annum for all municipal services of which only a small portion (about R 3 billion to R 5 billion) would typically be available for water and sanitation services63. Municipal borrowings have declined over the past 3 years from about 24% to 15% of capital expenditure, primarily due to a deterioration in their financial health and creditworthiness. The DBSA is the primary lender with a gradual involvement from other large commercial banks. The ability to raise capital funding from the open market is constrained due to limited capacity in the water and sanitation sector to access funding. The capacity constraint is underpinned by lack of resources, low credit ratings, non-ringfencing of revenues at municipal level and current structures which generally does not create an enabling environment to mobilise private sector funding. Grant/donor funding is available but limited in quantity and South Africa often does not qualify for substantial concessional funding. “Tied” export credit funding has successfully been applied but conditions are not necessarily supportive of South Africa’s socio-economic goals to create local job opportunities and procure goods and services from South African suppliers where feasible. Not all projects have clear and sizable foreign content to justify export credit funding. However, treatment plants and Acid Mine Drainage technology could pose more future opportunities if revenue streams are bankable. Capital market bonds are used effectively at national level and currently totalling about R 23 billion within water institutions. The TCTA has raised about R19 billion through its bond programme to date from local and international markets, Rand Water about R 2,8 billion and Umgeni Water around R 1,5 billion64. Increased utilisation of the capital market bond funding is envisaged by 62 DWS and National Treasury. 2017. National Water Investment Framework & Municipal Budget Data Base 63 National Treasury.2017. Municipal Borrowing Bulletin & Municipal Budget Data Base 64 TCTA. 2017. TCTA Annual Report National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-12 these institutions depending on funding requirements and borrowing limits granted through PFMA and the financial sector’s risk view of state owned entities in general. Municipalities are also issuing bonds as part of their funding portfolio although it is not specific to water and sanitation projects and therefore not easy to determine how much relates to the sector’s specific needs. It is mostly the large water boards and metros with reputable management capacity and creditworthiness that are able to make use of this instrument. Bond funding requires public confidence in the institution’s capacity to manage the investor’s money over the life of the bond and to honour the scheduled payments. In some cases, it requires an explicit government guarantee to be a viable instrument. Bond funding is often cheaper than long-term loan funding but not necessarily the most suitable, or cost-effective funding instrument for smaller entities. The bond market is generally hesitant to cover construction risk and ring-fenced project bonds are still in a developing phase, although it should not be overlooked as a potential funding mechanism. In the water and sanitation sector, the implementation of projects can be ring-fenced, but the cash-flow to repay the debt is normally from a system and not the project in isolation as required by pure ring-fenced instruments. Other funding structures are successfully applied in the sector. The concept of private sector participation (PSP) is largely applied in the sector e.g. where private funding is mobilised to fund public infrastructure, private contractors are appointed to implement public infrastructure or operate and maintain infrastructure on behalf of Government etc. However, limited cases of formal Public Private-Partnerships (PPP’S) have been implemented in the sector where the private sector assumes more risk and payment is performance based. PPP’s have proven to provide successful funding and implementation structures, but expensive and overly cumbersome to set up and in certain cases, the public sector lacks the expertise to structure PPP’s. To date, two large water concessions have been implemented successfully, one at Nelspruit (the Mbombela Concession) and one at Ballito (the Dolphin Coast Concession). Private sector indicates clear appetite for large scale investment in the sector, but bankable projects are not clearly identifiable for increased participation. Lack of ring-fencing at municipal level reduces bankability and the sector’s institutional structure review needs to consider funders’ needs to identify bankable projects. Blended funding structures are also successfully applied in the sector but underutilised to date. It consists of a mix of funding solutions to fund a defined project and has various permutations such as a mix of fiscal funding, off-budget funding, equity, concessionary loans, credit enhancements, grants, subordinated loans, guaranteed components etc. With most projects having to provide for economic and social use collectively, this funding structure has capacity to be developed and further expanded under skilled capacitated entities such as TCTA, MISA and DBSA where capacity exists in project implementation, funding and contract management resulting in more effective procurement, cost efficiencies, clearly defined risk allocation and management. The challenges experienced with blended funding structures are the extensive time required to obtain approval for each of the funding components. These approvals are generally progressive and approval processes are not necessarily aligned. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-13 A systems approach to infrastructure development is applied. Projects are often added to an existing system and the revenue from the collective user base is used to create bankable revenue streams. Blended funding lends itself well to this scenario where water projects are intended to increase assurance of supply (i.e. provide storage capacity) and therefore would not necessarily have predictable and continuous use, but the benefit and cost is being shared over multiple users. 12.3.4 Operating cost and funding Operating costs include the direct costs for bulk purchases of water and electricity, the employee costs for operators and maintenance staff, operator expenditure (e.g. travel, spare parts and disbursements), the financing costs of infrastructure, and provisions for asset depreciation and impairment. Annual operating expenditure in the water and sanitation sector is estimated at R 100 to R 120 billion per annum65. This is a first-order estimate as water services are currently not ring fenced in municipal accounting. A typical cost split between the different municipal services, has been applied to establish a representative estimate. Figure 12-4: Cost Split between Municipal Services & Water Supply Chain 65 DWS and National Treasury. 2017. National Water Investment Framework & Municipal Budget Data Base Operating costs are estimated at R10 billion per month. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-14 The costs increase along the water supply chain from about R 9 billion per annum (7%) at water resource level to about R 87 billion (70% of total OPEX) at municipal level66. Municipal operating costs typically comprise 30% for employee costs and 30% for bulk purchases (water purchases from water boards and DWS, and electricity for pumping and treatment of water) with the balance for depreciation and financing charges (see right-hand graph). Operating costs differ between rural and urban schemes, primarily due to type of water source, logistics and available skills. Rural schemes do not benefit from economies of scale, increasing the operating cost per unit of water. Available funding for operations of water and sanitation services is difficult to determine as municipal accounting is not ring-fenced per service. The current revenue from water and sanitation services amounts to R 72 billion per annum along the full water and wastewater supply chain. Operating grants are primarily from the Equitable Share and total an additional R 29 billion per annum, based on the DoRA allocation guidelines. The Equitable Share is however unconditional, and municipalities can use it at own discretion. The total funding for water & sanitation operations is estimated at R 98 billion, if the full revenue is allocated to operation and maintenance. Revenue is however, also needed to finance capital, which decreases the available funding for operations proportionally. A funding gap for good operations, albeit difficult to determine, is estimated at R 5 billion per annum if all water services revenue is allocated to operations or up to R 10 billion per annum, if revenue is committed to new capital financing. These shortfalls must either be cross-subsidized from other revenue streams, such as property taxes, or will result in sub-standard operations, a lack of infrastructure maintenance and/or an accumulation of bulk purchases debts. 12.3.5 Governance and Financial Management Cost and Funding The elements of Water Governance and Water Management are described in detail under chapters 3 to 11. Actions identified in these chapters include management and governance actions that must be funded from administrative budgets. Institutional arrangements for sector management and financial governance 66 DWS and National Treasury,2017. National Water Investment Framework & Municipal Budget Data Base O&M funding gap is R5 to R10 billion per annum Governance of the water sector involves various institutions at national, provincial and local spheres of government. It is constitutionally a shared responsibility which must be coordinated and managed to achieve the required outcome for social and economic development. Sanitation is mostly a local government function. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-15 Figure 12-5: Governance of Water An additional challenge is that the governance of the water sector is fragmented between different Acts (legislation) and different institutions, which makes it very difficult to resolve the financial challenges confronting the sector, particularly at municipal level. With an integrated revenue stream but partly governed by the PFMA and partly by the MFMA, Municipal Structures Act and the Municipal System Act, the true integration of the sector and the revenue management, is challenged. The above diagram provides a high-level overview of governance of financial management of entities that currently exist in the water supply chain. The DWS is the sector leader responsible for sector-specific policies and legislation, strategic planning, water resource management, water quality management, programme coordination and regulation. It also owns and operates strategic water resource infrastructure through its internal branch, the DWS Water Trading Entity, and institutions such as water boards and water user associations. Financially, it funds and implements new bulk water resource infrastructure from the fiscus or through the TCTA and collects revenue from its raw water provisioning. Water boards fund their operations and capital programmes from bulk water provision (potable and raw) to municipalities and industries. National Treasury (NT) leads financial governance comprising financial policy development and legislation, financial management (budgeting and expenditure) of national, provincial and local government institutions. The NT plays a critical role in overseeing and enabling good budgeting and financial accounting of water and sanitation services development and delivery as part of the total financial management of each institution. This includes dedicated grant funding programmes (RBIG, MIG, WSIG, ACIP and others) to finance the social component of infrastructure National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-16 development. It also manages the allocation of the equitable share to enable effective management, operation and maintenance of water and sanitation services delivery to the indigent population. COGTA oversees provincial and local government and plays a key role in building the necessary skills and capacities for effective municipal services delivery. They manage the integrated basic services programme (MIG) and perform institutional governance functions to create capable water services authorities. Additional funding is required to enhance governance. While there are dedicated budgets for administration and management of government departments, it still needs to be assessed to what extent it would be adequate to address the implementation of the “turn-around” plan. Existing budgets provide for planning, sector coordination, regulation and oversight. They also provide for information systems and specialist support to enable good governance. Where additional programme management is needed to implement the Master Plan, this will be motivated from the programme budgets as is the case for RBIG, WSIG and MIG. National Treasury has already recognised this need and set aside initial funding. Determination of a required governance budget is difficult, considering the broad range of functions involved. Provisional estimates, show that about R10 billion per annum is needed for good water governance while about R 4 billion per annum is needed for good sanitation management, including all aspects of institutional capital and operational costs. The current budget of the DWS provides R 3,3 billion for the core governance functions. Leadership includes administration of the Department, the political office and strategic sector coordination such as international affairs. There are substantial shortfalls if Catchment Management Agencies and the National Water Resources and Services Regulator are to be fully implemented and operationalized. Planning also has specific shortfalls with many projects not having proper feasibility and bankability studies. This is a high priority in the financial “turn-around” plan and should form part of the managed life-cycle of all projects. Coordination of integrated water management is insufficient and ineffective. Additional funding would be needed to establish catchment management agencies and improve regional bulk water management. Financial management and governance is inadequate to achieve and sustain financial health of the water sector Funding requirement for good water governance across all sector institutions is in the order of R 14 billion per annum. (detailed budgeting is required) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-17 Regulation is under-capacitated to do effective monitoring and regulatory interventions on unlawful water use and non-compliant wastewater discharges. The extent of uncontrolled water uses and the level of water pollution are evidence of this deficiency. While there is a need for more funding, it needs to achieve targeted outcome. Considering the high salary component of expenses, there are significant inefficiencies within the various water institutions that need to be addressed in line with the above strategic governance enhancements. 12.4 DRIVERS A multi-faceted approach is required to make the “turn-around” in financial health An inclusive approach between all spheres of the public sector and private sector is pivotal to address the funding gap. It requires disciplined and intentional action from the entire water supply chain, individual end-users and role-players such as funders, contractors and service providers. The funding gap does not indicate the shortfall in funding but quantifies the extent to which expectations exceed current financial capacity. The following areas need to be addressed collectively to address the funding gap and financial sustainability of the sector and are the key drivers to bring about change in the current financial health of the sector: Figure 12-6: Addressing the Funding Gap The table below provides an overview of focus areas for the key drivers or “game changers” to support the turn-around: Table 12-1: Focus Areas for the Key Drivers  Enhance financial governance and financial management to increase cost efficiencies – PFMA, MFMA compliance  Delay replacement of existing assets through proper operations, maintenance, refurbishment (sweat the assets – extend economic life)  Reduce physical water losses as a wasted expense and reduce availability of water  Reduce demand to delay future augmentation by getting more from every drop of water – re-use of water, fit for purpose design, water efficient technologies etc.  Enforce water quality measures to reduce cost of purification Need to address inefficiencies in the water governance across water institutions. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-18  Review institutional structure for viable water and sanitation functions – consolidate where required  Improve contract management in DWS and other water institutions  Improve financial management and control in DWS  Reduce user expectations – “cut your coat according to your cloth: to operate within funding constrained environment  Address lack of understanding of the usage and value of water to reduce water use and address non-payment culture  Poor consumers entitled to a basic volume of water but understand that excessive use must be paid for  Enhance revenue management – address non-revenue water through enhanced collection based on accurate metering and billing – quick and fair resolution of disputes with customers  Review water pricing – radical revision to ensure cost reflective charges based on life-cycle costing  Address agricultural sector benefiting from a large subsidy on the price of water, as a result of a capping of increases and the exemption from the Return on Assets charge  Ring-fence water revenue to limit subsidisation of other functions  Reallocate water allocations – turn “sterilised water” into “economic water” where appropriate– “use it or lose it”  Integrated political support and alignment (non-politicised approach to addressing the sectors challenges)  Enhance regulatory enforcement e.g. revive Blue Scorpions – currently no real consequences for non-payment  Increase reliability – users more willing to pay for good services Further fiscal transfers would be unlocked if cost efficiencies and revenue challenges are addressed  Increase capacity through enhanced institutional capability  Demonstrate ability to spend wisely and provide clear budget submissions  Appropriate spending – solid planning, combat misappropriation of funds  Prioritisation - articulate priorities in line with major targets – solicit political agreement on project prioritisation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-19  Manage expectation of fiscal contribution - use fiscal allocations for basic supply and kick-start of economic development where bankability requires fiscal support  Incentivise responsible water management through benchmarking as a regulation measurement – in line with Blue drop, Green Drop and No Drop compliance Further loan funding would be unlocked if cost efficiencies and revenue challenges are addressed - Creditworthy entities within the sector will increase  Create enabling environment and investment friendly sector for private sector participation  ensure regulatory compliance especially PFMA and MFMA – provides a safe platform for funders to enter into agreements  central access point to identify projects  secured procurement processes  ring-fence water revenue and grants intended for loan repayment  provide capacity - facilitated programme to achieve bankability, strong project management capacity to implement and operate projects, assessment of appropriate funding model per project, strong contract management skills etc.  Build on existing funding models known to funders – quick mobilisation  Assess most appropriate funding model on case-by-case basis  combine implementation, service provision, management contract, O&M etc. with funding to enhance bankability  Simplify PPP structure to create simplified and sector specific guidelines and rules Below are some pointers to support the key drivers: Establish integrated long-term cash flow plan: It is critical to establish an integrated long-term cash flow plan to map the full capital and operating costs along the full infrastructure life-cycle. It will provide tools to re-prioritize and re-align projects to fit available revenue streams and loan repayments and facilitate the “cash flow” management of actual projects, supply systems and revenue streams into the future. The graph below illustrates a phased management approach to address the estimated average funding gap over a 5-year period. The first two years are below the average investment requirement, implying that non-critical investments must be delayed until such time that adequate revenue is available to cover the cost or secured funding is raised, if needed. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-20 Figure 12-7: Phased Management Approach to address the Funding Gap Determine funding required to implement the turn-around: Volume 3 of the NW&SMP intends to provide a first-order indication of the funding required to implement the NW&SMP Action List. However, the Actions must still be thoroughly designed to give effect to the Master Plan and costed and such review will typically include:  Diagnostic analysis of system need, feasibility and bankability;  Financial planning and securing of funding;  Procurement and contractual management;  Implementation management;  Operational arrangements and contract management;  Performance monitoring and regulation of outcome; and This will be refined as part of the on-going process of engagement with sector stakeholders. Implement dedicated programme and governance: Systematic “turn-around” requires inclusive political support, institutional mandate, leadership, a formal programme and dedicated funding. The National Water and Sanitation Master Plan is soliciting this through stakeholder consultation, sector engagement and partnerships prior to presenting the proposed solution to politicians and Cabinet for formal adoption. Critical success factors are the elevation of water as a critical resource and the ability to implement the Master Plan actions. A formal management programme will be established by the DWS and processes put in place to tightly coordinate the turn-around – management of implementation of the Master Plan is pivotal. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-21 Assess appropriate funding options: Funding options are limited to basically three categories as follows: Transfers – Public Sector Focus: There is a substantial role for the public sector to contribute to the sustainability of the sector. The water and sanitation sector will always have a social impact and without water, no economic development can take place. Revenue – User Focus: The water and sanitation sector is already reliant on user tariffs and regular income from providing services such as the sale of potable water and charging for waste treatment, provides a revenue stream to the provider of services. In addition, there may be an indirect income from, for example, property taxes. Revenue that can be generated by the sector has to be optimised and fully explored in addition to transfers from the fiscus. This will require enhanced enforcement and regulation to mobilise and provide support structures to municipalities to enforce the “user-pays” principle for sanitation services and use of water in excess of FBW. Punitive charges are intended to influence behaviour and should not be considered a funding source. However, such tariffs can assist in alleviating the pressure on the system. A holistic review of water pricing is required to ensure cost recovery and optimization of revenue as a funding source. Loans – Private Sector Focus: The reference to “Loans” is used to describe any form of a borrowing with an obligation to be repaid or be compensated for. It can be in the form of loans, bonds, structured finance, export credit facilities, concessions or any other structure combining implementation, O&M, management contracts, etc. with funding.  Fiscal allocations (funded from taxes on national level and/or government borrowings)  Grants  Untied donations  Etc.  Tariffs  Levies  Statutory charges  Punitive charges  Etc.  Capital market bonds  Project Finance loans  Private sector participation structures  Public Private Partnerships  Structured finance  Development funding  Tied funding  Etc. Transfers refer to any cash contributions without a requirement to be repaid or compensated for Revenue is generated from tariffs/charges to the water sector users as allowed for in the NWA and other legislation Loan funding options include any form of borrowing with a requirement to be repaid or compensated for National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-22 Combined approach / Blended funding refers to any combination of the above three categories of funding options which could be applied. Crowding-in of financiers can be well mobilised with blended funding models whereby funders with different risk appetites, different portfolio structures and so on, could collectively address the funding needs of a project or management intervention. 12.4.1 Reduce Costs The first key driver of turnaround is a reduction in costs. Various measures and actions are outlined throughout the NW&SMP to increase cost efficiency in the sector and will not be repeated in this Chapter. However, for purposes of financial health, some additional focus is given below on financial governance and financial management. Financial governance is critical to achieve financial health. This involves strategic financial planning and the application of financial policy and regulations (PFMA and MFMA) to achieve financial sustainability and viability to all stakeholders in the sector. Strategic financial planning is a multi-stakeholder policy dialogue to establish a national consensus on a phased action plan to achieve and maintain affordable levels and quality of water supply and sanitation services for all people in the country. Financially, this boils down to doing the right thing within the financial means of the sector (reduce expectations to close the gap; “cut your coat to fit the cloth”). Financial management: This involves appropriate budgeting for the capital and operational expenditure within the available funding and implementation capacity of the organisations. Subsequently, it requires cost-effective procurement of services, material and equipment, contract management and progress monitoring to implement the budget in accordance with the agreed milestones and outcome. Finally, all financial transactions must be accounted for within the policy and regulations of the PFMA and MFMA to prove that the expenditure was “fruitful” and in accordance with the budget. Improved financial management must start at the sector leader, DWS. Reports of meetings in Parliament of the Standing Committee on Public Accounts (SCOPA) have reflected badly on the current state of affairs and it is essential that his is addressed. National Treasury has repeatedly highlighted the financial management challenges in provinces and municipalities, noting that there is poor financial planning, alarming under spending on capital budgets, cost overruns and very poor revenue collection. Seven of the nine provinces under spent their capital budgets by 20% to 23% in 2017, totalling a sum of over R50 billion. A large portion of this under-spending is in municipalities with large service delivery backlogs and ailing service provision quality. Spending on the water and sanitation grant programmes (RBIG, WSIG, MIG) has been slightly better than the rest, but continues to rely heavily on municipal capacity to implement projects in accordance with industry standards. A quick conclusion is normally that a funding gap exist which needs to be funded from loans. However, often availability of funding is not the constraint, but the capacity to spend. Alternatively, sufficient revenue can be available from water and sanitation services, but the revenue is applied to cross-subsidise other services and not spent on much-needed investment in the sector. Therefore, if financial governance and financial management are addressed through the regulatory environment, the sector could already look much different (although not perfect), without even having to increase water and sanitation tariffs or obtaining additional loans. Users will most probably not allow increases in tariffs if simultaneous better control over spending is not clearly demonstrated. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-23 12.4.2 Increase Revenue The second key driver is to increase revenue. Increase in revenue collectively considers the cost of water (pricing) as well as revenue management (metering, billing and collection). Valuing water: A mindset-shift is required by users and water utilities with regards to the value of water. Users have to acknowledge that water security is worth more than the price of a unit of water and financial pricing is not the only criteria to be considered. There are other strategic values with indirect social and/or economic impact that should also inform the cost of water, distribution of water and allocated water uses. Scarcity of water should increase the value of water and enforce water demand and conservation measures for sustainable water use between competing uses. This will differ spatially with some areas having high competition between multiple users while other remote areas have less competition and hence a lesser impact on water pricing. Water pricing: With water being under-priced, increases in excess of inflation over the next few years to achieve economically sustainable cost-reflective water pricing, are inevitable. The water and sanitation sector is large and annual revenue totals about R 98 billion per annum67. The adjacent graph shows the revenue throughout the water supply chain. Revenue is primarily collected at the end-user/municipal level, from where it feeds up the supply chain via water boards or water user associations to the raw water supply by the DWS. It is the same revenue stream that supports the entire water supply chain and the cost of water to the end-user has to be sufficient to sustain the various layers within the water supply chain, including cross-subsidisation of Free Basic Water (FBW) supply. A review of water pricing is required to ensure the financial sustainability of the sector; however, revenue should 67 DWS and National Treasury. 2017.National Water Investment Framework & Municipal Budget Data Base The Value of Water is not only its financial value (i.e. tariff) it also has a social value, environmental value, strategic value, scarcity value and political value. Water is under-priced – and will become more expensive National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-24 not be considered in isolation as reduction in cost and increase in revenues should be balanced and optimised. To provide some context to the relativity of water cost compared to other services, the adjacent graph68 indicates that electricity and equitable share are the main contributors to municipal revenue and water is the third largest. Water only represents about 13% of total budgeted revenue. Figure 12-8: Municipal Revenue per Service Type & Source Increases have been above the Consumer Price Index (CPI), varying between 8% and 11% per annum over the past 5-years. Enhance revenue collection: The price of water and sanitation does not have an impact if it is not charged or paid for. It would therefore be equally important to consider the price of water and ensure that users pay. Poor revenue collection is currently a major contributor to the funding gap. Financial management involves cost efficient service delivery but also enhanced revenue collection to meet ongoing financial commitments. Without serious improvement of revenue collection at the end-user level (municipality, WUA and CMAs) systems will not become bankable and this will inhibit the entire water and sanitation supply chain from recovering. The following sub-sections describe the tariffs and status of revenue collection for raw water and potable water: 68 National Treasury.2017. Municipal Budget Data Base (MSCoA), National Treasury, 2017. Division of Revenue Act, 2017 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-25 Raw water tariffs and revenue collection: Raw water is provided by the DWS which manages the water resources nationally and operates the national water infrastructure to ensure regional distribution. DWS also sets the raw water tariffs and collects the revenue. Raw water tariffs are determined by the “National Pricing Strategy for Water Use Charges”, which is currently under revision. These tariffs are currently not regulated with the result that DWS is both “player” and “referee”. The current strategy provides for the following types of raw water charges:  water resources management charges (to fund the protection, allocation, conservation and control of water resources in South Africa)  water resources infrastructure charges (which provide for operation and maintenance, and asset depreciation charges, capital use charges, assurance of supply charges and non consumptive use charges such as hydropower)  waste discharge mitigation charges (to ensure that the polluter pays) and  water research charge (to fund the Water Research Commission). Raw Water tariffs are mostly system specific with little to no provision for cross-subsidisation between systems. Some systems benefit from existing infrastructure (mostly historically funded by the fiscus) and have a large established user base, lowering the unit cost of water to those users through economies of scale. Rural areas lack the economies of scale and seldom share in the lower cost of larger urban schemes. In addition, most rural schemes have recently been developed, at current development costs, while urban areas benefit from lower unit costs of older schemes. Raw water tariffs are formula driven with the intention of cost recovery, but in certain cases it is calculated on the delivery capacity of the system (yield) but charged on actual use, resulting in under recovery when the full yield of the system is not utilised. Irrigation tariffs are very low, benefitting from historical under-pricing and a cap on annual increases. This places an increased responsibility on other sectors and the fiscus to cover the cost of water provision to irrigators. When determining the price of irrigation water cognisance must be taken of the fact that irrigation water often originates from return flows and discharges from WWTWs and is often of a poor quality. Raw water tariffs are an input cost to the entire sector and users tend to challenge annual increases in excess of inflation, even if new projects have to transport water over longer distances resulted in a financially unsustainable sector where operations, maintenance, betterments, refurbishments and renewals have been sub-optimal done. Raw water billing is substantial, but revenue collection is failing. Water pricing is based on the “user-pays” principle and tariffs from users provide a significant cash inflow to the sector with Water tariffs are system specific and not equalized nationally or across regions, as is the case with electricity with a national electricity grid. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-26 billing of raw water of about R 16 billion per annum to more than 85,000 users69. Billing and collection is a major administrative and operating challenge with such a large user base. Consideration must be given to whether a branch in a government department, such as the Trading Entity is the most efficient body to collect revenue. A dedicated infrastructure agency is necessary therefore the DWS will establish a National Water Resources and Services Authority to finance, develop, manage and operate national water resource infrastructure and sanitation. The billing is typically split between users as illustrated in the left-hand pie diagram below. However, only about R14 billion is collected annually leaving a shortfall of R1,5 billion to R2 billion per annum. This has accumulated to a total debt of R10,5 billion in 2017, presented in the right hand pie diagram. Figure 12-9: Raw Water Billing & Raw Water Debts Revenue management within the DWS is not optimal and not properly structured/geared to address the billing and collection challenges that exist. Bulk raw water supply to domestic and industrial users (including mines and power stations) is often metered by the bulk user and DWS is not always directly involved, making meter reading problematic and erratic, impacting on billing and revenue collection. Accumulated debt of the DWS has almost doubled from R5,9 billion in 2013 to R10.5 billion in 2017, which represents an average increase of R1,15 billion per annum70. 69 Department of Water and Sanitation (DWS). 2017.Debt Collection Performance Report, 2017 70 Department of Water and Sanitation (DWS). 2017.Debt Collection Performance Report, 2017 Accumulated debt of raw water supply by the DWS is R10,5 billion with municipalities accounting for 50% directly and a further 20% via water boards National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-27 Municipal accounts represent about 50% of the accumulated raw water debt at DWS, while water boards add another R1,7 billion, which is mostly also due to non-payment by local municipalities. Municipalities are thus responsible for more than 80% of the accumulated debt. No resolution is imminent despite intergovernmental intervention, with municipalities not honouring the signed payment agreements. Looking at the debtors of municipalities (currently more than R143 billion71 for all services), the origin of the revenue problem is primarily with the end-user not paying, municipalities not collecting and financial management not being efficient. There is little consequence (if any) at the moment for users not paying for water and the user-pay principle is under threat. Irrigation water revenue is at 46%72 of billable amount. Irrigation water is poorly metered, and billing is at best described as “ad-hoc”. The large irrigation schemes have established water user associations (WUAs) and irrigation boards (IRBs), who assist the DWS with operation and maintenance of water distribution to irrigable farm areas and selected towns and industries located along the canals. Currently, 47 of the 240 WUAs are also assisting the DWS with revenue collection through signed “billing agent agreements”. The balance represents many small irrigation schemes, which are not efficiently metered and billed, partly due to the small-scale farming and low economic base that they represent. Currently, irrigation revenue is about R1,2 billion per annum representing about 46% of the billable amount of R2,6 billion at current subsidized irrigation tariffs. The WUAs collect the tariffs based on the list of irrigated areas (hectares) and the volume of water allocated per hectare during the growing season. The Water Accounting Software (WAS) was developed by the WRC to improve water distribution efficiency through the canal networks in accordance with scheduled water requests from farmers. It improves the monitoring of irrigation water use and can support the DWS accounting, billing and revenue collection of the irrigated water use. The waste discharge charge system (WDCS) was developed by the DWS to promote waste reduction and support water conservation. While it is legislated in the National Water Act (NWA) and Raw Water Pricing Strategy, its implementation depends on the setting of resource quality objectives (RQOs), which have not been determined for most receiving water bodies. If users are discharging effluent that is not in accordance with the licence they can already be held responsible for costs. However, most water users are discharging waste water without being monitored, charged or penalized, resulting in extensive contamination of water resources. Reduced water quality increases the cost of purification to down-stream users which unfairly subsidises the polluters who should have purified the waste to acceptable levels before discharging. Revenue is not collected and even if the WDCS would be implemented, there is no indication how such revenue will be applied. Users indicated that such revenue should be diverted to those entities that are incurring the additional cost of purification. 71 National Treasury. 2016. The state of local government finances and financial management. 72 Department of Water and Sanitation (DWS). 2017. Debt Collection Performance Report, 2017 Revenue feeds up from municipal level via bulk water service providers to the DWS. Without municipal revenue collection the entire water supply chain is AT RISK National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-28 Key challenges on raw water revenue management for DWS include:  extensive customer base of over 85,000 accounts  only 836 marked as metered customers (albeit the large users)  most meters are not owned by the DWS  poorly maintained bulk meters  large volumes of irrigation water are estimated based on water license allocations  estimated water use has a high risk on revenue loss as the water users might consume more than their allocation, decreasing the assurance of supply to other users and  installation of additional bulk meters at strategic bulk users has been slow. Potable water tariffs and revenue collection: Municipal tariffs are not effectively regulated. Potable water is normally provided by municipalities to domestic and industrial users. The setting of municipal tariffs for water and sanitation is governed by the MFMA, while the Water Services Act also provides tariff regulations. Regulation is thus a split responsibility which leads to poor implementation. While both legislations state the importance of setting cost-reflective tariffs, it is not implemented accordingly. Regulatory procedures should be improved to assess the cost-reflectiveness of tariffs on a regular basis and engage with water services authorities on how to address this. Integration of the water sector is not visible w.r.t. water pricing. The water sector is integrated with the same water flowing from water resources, via the water supply chain to end users and back into the system, but the pricing of water is de-linked between raw and potable water. Equally waterborne sanitation is almost completely dependent and inter-linked with water, but sanitation tariffs are set in isolation of water implications. Sanitation decisions in general are not considered within the context of water availability and the cost of water provision and alternative technologies have not been fully explored and implemented. Such alternative technologies for sanitation can have a substantial saving on water provision and water can be redistributed for other uses and potentially create a better return on water investments. Municipal water and sanitation tariffs are not cost reflective. These tariffs vary significantly with many municipalities not pursuing the setting of cost-reflective tariffs as required by Water Services Act regulations. Annual review of municipal tariffs by the DWS, shows that many municipalities do not have cost-reflective tariffs and proposes urgent consultative intervention to raise tariffs to affordable and sustainable levels. It would be beneficial if the basic water supply and sanitation allocations from the equitable share would also be cost-reflective, but this is currently seen to be too complex to implement. Cross-subsidisation in tariffs exists at municipal and raw water level. Municipalities effectively use block-tariffs to charge high end users more per unit of water to enable them to subsidise the indigent users. Raw water is often also cross-subsidized within schemes (e.g. Vaal River System and Mooi-Mgeni System) or within bulk water supplier institutions (e.g. Rand Water cross-subsidizes within their distribution system). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-29 User-pay principle not enforced. Although the “user-pay” principle is generally applied to water and sanitation services, there are a large number of users who do not pay. The payment profile per province is outlined in the graphs below and based on the “Living Conditions Survey” of StatsSA undertaken in 2014/201573. This is aligned with similar data from the StatsSA GHS of 2016 and should be monitored closely to track changes over time. The "green" portions indicate those who are paying, and “blue” portions represent the population stating that they receive Free Basic Water (FBW) or have permission from the municipality not to pay, which implies that their payment should come from the equitable share allocation or other cross-subsidization. The balance (in red) represents people that should pay, but do not pay, which is the priority area for revenue enhancement. They represent 30% of the national population or 43% of the population that should pay. If this can be addressed, revenues could increase by up to R26 billion per annum at current tariffs. With the funding gap at R 33 billion per annum, a significant portion of it can be funded from increased revenue management if such revenues are applied to the water and sanitation sector. Figure 12-10: Population Paying for Domestic Water Supply 73 Statistics South Africa. 2015. Living Conditions Survey 2014/2015.P National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-30 The reason for non-payment is further analysed in the graphs below. It excludes valid reasons for non-payment, such as the indigent population qualifying for Free Basic Water (FBW) and the population using own water sources. Figure 12-11: Reason for Non-Payment Debt is growing. This coincides with poor revenue collection, often due to political interference and capacity challenges, leaving municipalities cash-strapped and unable to pay for bulk water and electricity supply, infrastructure spare parts and other essential services. While metros have the highest debt collection ratio of about 95%, their mere size holds them accountable for close to 50% of the debt value. Secondary cities collect about 84% of their bills, with the worst 44 revenue collecting municipalities collecting less than 50% of their bills. About 65% of the debt is with households. Municipalities in turn owe their creditors R43,8 billion of which electricity is about R11,5 billion and water about R10,7 billion. Both DWS and Eskom initiated legal action at the end of 2017 threatening to cut-off water supply and electricity or invoking Section 216(2) of the Constitution to ask National Treasury to withhold equitable share from such municipalities. Key principles for domestic water and sanitation tariffs are:  water services tariffs should remain affordable and supportive of socio-economic development  a rising tariff block structure should be applied that caters for both the free basic services and higher service level consumers in a municipal area Aggregated municipal consumer debt amounted to R143,6 billion in 2017 with the water portion continuing to escalate Revenue streams originate at end consumers and if this is not collected, ripples through the entire water supply chain. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-31  tariffs should also be used to address sustainability risks created by wasteful water uses, droughts and water scarcity and  tariffs can be a means to increase revenue collection from those who can afford to those who can’t, thereby achieve and maintain financially sustainable water services provisioning. The ability to cross-subsidize is dependent on the income profile of the user base. 12.4.3 Increase Fiscal Transfers The third key driver to financial sustainability is to increase fiscal transfers and Government support for funding structures. Government’s risk approach: It would largely assist the sector if Government could strengthen or extend its role to create an enabling environment for socio-economic development through water and sanitation provision and critically review the risk it is willing/capable to assume in this regard. In certain large infrastructure developments, Government requires fully committed off take agreements to mobilise borrowing limits to water utilities via the PFMA. This model works well where the infrastructure is purpose-built for a small number of off-takers but does not share the risk on a project to be developed between public and private sector that involves a number of users or sectors where bankability of the entire project cannot be proven in the early years. If 80% is bankable, no funding can be raised until the last 20% is also proven bankable. Government could play this catalytic role to support the final 20% and ensure that the project is funded and implemented. Government recently approved such a structure for Phase 2 of the Mokolo and Crocodile River (West) Water Augmentation Projects between the Department of Energy, National Treasury, Department Water and Sanitation and the TCTA and this model could be extended, depending on the ability of the state to carry such residual off-take risk. Increased financial support: The biggest risk to Government would be a dysfunctional sector and where possible and appropriate, increased financial support from the fiscus has to be provided (whether it be through increased allocations/grants, support or leniency to support alternative funding solutions where additional transfers are not possible). Articulation of priorities: Allocations should be prioritized and considered in light of its impact on the sector. The PFMA and MFMA provide clear guidelines on promotion of projects for fiscal funding and the water and sanitation sector has to provide well-structured business cases for its projects as well as clear priorities to the NT which could result in increased fiscal allocations to the sector. Incentivise grants: Government has the option to incentivize grants to municipalities complying with Blue Drop, Green Drop and No Drop benchmarks to support sustainability of the sector in a broader sense. This could include incentives for good financial management. Longer-term financing strategies: For longer-term investments, Government would to need to look beyond the 5-year political administration window to plan and support projects that has longer planning and implementation horizons (refer to the Long-Term Financing Strategy of National Treasury). Improved revenue collection from non-paying customers can raise an additional R26 billion per annum from domestic users. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-32 Additional grants: Some grants/transfers from other spheres of government or from actors outside of government can include the following:  Inter-Governmental Transfers that are normally "tied" to specific projects or aims (e.g. new or refurbished infrastructure) and subject to conditions published in the budget in the annual Division of Revenue Act (DoRA).  The Equitable Share of national revenue is theoretically an unconditional transfer but established practice has resulted in a portion of it being unofficially "earmarked" to support municipal water and sanitation services, by means of a guideline in the DoRA.  A range of other sources that may be mobilized such as international donor grants (always very specific and relatively small amounts), private sector corporate social responsibility grants (with same limitations as donor grants) and partnerships with big water users (e.g. water stewardship partners). Private sector equity normally forms part of an integrated funding structure and is considered as part of a loan/funding structure rather than a transfer. 12.4.4 Increase Loan Funding The fourth key driver to financial sustainability is to increase loan funding through the private sector. Private sector participation: Loans form an integral part of the funding solution to address cash flow mismatches between timing of infrastructure development needs or management interventions required versus revenue which is received over a longer-term. The need for loan funding creates an opportunity to mobilise sizable private sector participation. There are many degrees of private sector participation in the water sector from something as simple as out sourcing meter readings through to letting a long-term concession involving capital investment and direct contact with customers. Some of these are true partnerships where risk is shared, typically called PPP (Public-Private Partnership) and some erroneously called privatization – as occurred in England, Wales and Chile. Borrowing powers: Water boards, the TCTA and municipalities are mandated to borrow funds within defined limits set under the PFMA and 3-year MTEF window for municipalities or specifically authorized longer commitments under the MFMA. Water boards and municipalities depend on the reliability of revenue and the strength of current assets in their balance sheets. Borrowing by TCTA is largely on the strength of explicit and implicit government guarantees, the availability of which will be more difficult to rely on in future. DWS may not borrow directly from the private sector, but National Treasury can raise funds through borrowing and provide the capital funding to the DWS. The cheapest source of funding would be via the National Treasury but where possible, the sector also needs to find funding solutions that will relieve the Government from additional fiscal borrowings. Long-term implications: Loans should not be entered into “at any cost” as they create future obligations and the legacy left to future generations should be affordable and fair. Interest cost should not be overlooked as a cost to be borne by the users and it could impact substantially on the future cost of water. Loans tie future revenue streams to debt repayment and affordability has to be established to prove bankability. However, loans also create an opportunity to develop quicker and fast track implementation of the turn-around and if managed well, it could be successfully applied to achieve the objectives of the sector to the benefit its users. Implemented incorrectly or sub-optimally, the consequences will burden the sector for very long. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-33 Application of loans: While water utilities might need to take short-term loans to provide temporary working capital they must never consider long term borrowing for operating expenses but limit its application to capital expenditure on infrastructure (an exception might be made for spending on institutional reform and other credit enhancements that could be seen as once-off capital investments). Risk sharing: Funders require bankable projects and repayment of loans have to be proven. Funders tend to request some form of Government support or “back-stop” to ensure that ultimate risk allocation is borne by Government which is not sustainable for Government and will not achieve sufficient risk sharing between public and private sector. Funders would need to look at alternative measures of performance and risk mitigation in the loan conditions, rather than a safety-net by Government for variability in input assumptions, unless justifiably a Government risk. Protection of water cost: The sector is monopolistic in nature and “profit making” from water and sanitation should be controlled. Private sector participation has to include a level of profit by its very design, but the users need to be protected through value-for-money procurement decisions and capacity to manage the contracts to ensure users get what they pay for. Investor friendly environment: Funders indicated the need for an enabling environment to mobilise larger private sector involvement. The funding sector is well structured to enter into discussions and platforms for interaction are either existing, or quick to mobilise and to participate in the funding work streams. There is not a “one-size-fits-all” funding approach for the South African water sector. Each project and water institution will have its own specific funding need and financing options, based on its socio-economic profile and the available revenue from economic tariffs, social grants and cross subsidization. Ring-fencing of projects in the water sector is different to standard ring-fenced project financing. Water projects are generally linked to the revenue stream from the system and not the individual project. Bankability is therefore assessed against the revenue stream of the larger scheme or its management institution (e.g. municipality, water board or WUA). A programmatic support programme to help municipalities prepare bankable project proposals is a key requirement of the “turn-around” plan. Such a programme will assist water institutions to manage the project development cycle from inception, through financing and construction into operations, until hand-over can be made to the official operator (this can be in different contractual arrangements, including a Build-Operate Train-and-Transfer (BOTT), a Build-Own-Operate-and-Transfer (BOOT) or similar contractual arrangement). The collective capacity of entities like the TCTA/NWSIA, MISA and DBSA could be suitable agents for Government to coordinate such a programme, considering their financial management mandates, contract management ability, involvement in water utilities (municipalities, water boards and water user associations), knowledge of funding options and oversight by DWS and National Treasury. Implement a dedicated and centralized approach to ensure cost and time efficient financing and implementation of the “turn-around” process. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-34 Seed funding from development funding institutions (DFI) could be made available to prepare bankable project proposals and assist in fast-tracking projects through standardized processes and support mechanisms. The poor profitability of water is at the heart of its financing problem. Due to delayed positive cash flow and resistance to tariff increases, financial rates of return in the water sector are among the lowest of all other sectors. Sanitation and wastewater services are even more difficult to make profitable, and in most cases the sanitation tariff is linked to water billing or other property taxes. The state of municipal finances is currently one of the biggest risks for water sector investments as its revenue streams are already heavily burdened by accumulated debt and records of poor financial management. Mobilise Funding Work Stream: Various work streams will be set-up to ensure the implementation of the NW&SMP and the urgency of the Financing Work Stream has to be considered as a high priority as mobilization of international and multilateral DFI’s generally take longer than local DFI’s, commercial banks and long-term investment managers. Following are some of the funding structure options that could be considered in addition to typical loans: Public-Private Partnerships (PPP) have been viewed with suspicion in the past, largely on ideological grounds, but the growing crisis in the sector is beginning to encourage decision makers to see private sector participation as a pragmatic and beneficial response. However, PSP/PPP contracts need to be carefully designed, competitively procured and diligently supervised, with suitable sanctions if agreed service levels are not maintained. The longer the contract period, and the larger the private sector investment, the longer they take to prepare, the greater the need for good advice and skills (technical, financial and legal), and the thicker the contract document becomes to be managed. PPP’s are overly cumbersome and expensive to enter into and National Treasury needs to consider a simplified PPP approach on smaller scale which is specific the sector’s guidelines and rules. The sector needs funding solutions for large mega projects but also a renewed focus on smaller projects which could even be structured as a community involvement project. Special Purpose Vehicles (SPVs) can be created as standalone legal entities to manage the risk, performance and financing in a contractual manner. This effectively ringfences the business for preparation of bankability and accountability that funders will require which is well-known to the South African market. SPV’s are quick to setup compared to PPP’s. Private sector equity (shares in a private utility) is technically also a funding option but it is not considered significant. Only investment-linked contracts include equity which is typically less than 20% of the total investment amount. With water being a strategic resource of the country, ownership of infrastructure normally vests in Government which reduces the suitability of equity structures. Where private sector equity is used in a blended financing option and the risks, obligations and performance measures are clearly articulated and managed, equity structures would not have to be excluded. Blended financing: Most schemes comprise social and economic users. In most cases, the social component would be partly or fully funded from grants while the economic component would require one or more of the financing solutions discussed in the previous paragraph. The National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-35 best “blend” of funds needs to be determined using financial and economic modelling. This could comprise of a combination of grants, short-term and long-term loans, private equity and gearing from commercial banks. Certain risks could be mitigated through insurance or specialist funds (e.g. Climate Finance Fund, Green Funds or Carbon-credits). Pooled funding: Some funds require a minimum investment amount to be feasible. Projects of similar type and similar risk profile could then be “pooled” / combined to achieve the necessary economy-of-scale required by the funder. Pooling could also create the economy of scale for the launch of specialist bonds and be a mechanism to securitize risks. While the individual projects are not bankable due to limited size, the pool of projects can be. Pooled funding (in its most basic sense) is used by municipalities where non-ringfenced funding is sourced and revenue from a number of services is used to repay a loan. In exceptional cases, pooled funding could be applied to a group of projects with different risk profiles to enable cross-subsidisation between the projects. In these cases, the stronger revenue stream must be adequate to also repay the weaker project’s commitments. Funding for re-financing purposes: Financing is seldom rigid and could be changed over the life-time of the investment when the risk profile changes. This could typically apply to projects post completion of the construction phase where the risk profile has changed (greenfield to brownfield projects) or where projects became more bankable due to enhanced revenue management. The cost of interest on large projects funded over the long-term, often outweighs construction cost and interest should be managed in line with the risk profile of the project to ensure a cheaper funding cost to the users. Breakage cost conditions and voluntary prepayment arrangements in the loans should therefore also be considered to allow an entity to become more creditworthy and able to re-finance. 12.5 PRIORITIES FOR THE FUTURE To attract investors, Government needs to provide investors with transparent long-term investment paths and manage a pipeline of projects to achieve the development goals set by Cabinet (e.g. the MTSF for 2019) and international agreements such as the sustainable development goals (SDG) by 2030. The proposed pipeline of projects must be affordable and bankable considering grant funding for the social component. The following sub-section describes a high-level action list to manage finances and investment for the sector. The following framework is proposed for the “turn-around” intervention and prioritisation of actions. The goal of the intervention action plan is to achieve: “Financial Sustainability”. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-36 Table 12-2: Proposed Framework Immediate actions Political commitment, cost savings and revenue enhancement Medium-term actions Regain investor confidence, improve credit rating & increase funding Longer-term actions  Political leadership to promote investor confidence in sector institutions  Sector institutions to prioritize cost savings and revenue enhancement  Prioritization of grants and serviceable loans for critical renewal and new developments  Affordable cost reflective tariffs and revenue optimization to improve credit rating & borrowing capacity  Establish adequate capacity and skills for effective operation and maintenance  Increase borrowing in line with improvement in economy and creditworthiness  Good financial management (budgeting, cashflow management & accountability)  Introduction of affordable and enabling economic use charges  Polluter-pays principle and rehabilitation of water quality impacts (incl. acid mine drainage)  Good infrastructure asset management to optimize asset life and return on investment The following enablers are needed to achieve the “turn-around” in financial health:  Political leadership to manage the strategy across the entire water sector  Dedicated “turn-around” management with firm performance targets and rewards  Dedicated institutional support, training and mentoring to redress weaknesses  Dedicated funding from Government and the sector to enable the turn-around actions  Differentiated approaches for economic and socio-economic scheme developments and  Effective monitoring, evaluation, reporting and adjustment to keep the turn-around on track The goal is “financial sustainability” and can only be achieved if the ‘turn-around” in financial health is realised. It requires commitment and diligent implementation by key sector stakeholders under the leadership of the Ministers of Finance, the Minister of Water and Sanitation and the Minister of Cooperative Governance and Traditional Affairs. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-37 Volume 1 of the NW&SMP identifies the following list of actions necessary to initiate the financial turnaround. Table 12-3: Priority Actions Action Responsibility Completion date Set cap on water use with reducing targets over time (Volume 3, Action 1.1.2) DWS, CMAs, WSAs, CoGTA 2030 Develop and implement a long-term plan for the turn around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) (1.3.1) DWS, CoGTA, NT, SALGA Annually Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) (1.5.8) NT, DWS, CMAs 2030 Ensure fiscal support for IWQM (SA38 & SA39) (1.5.11) DWS, WSAs 2021 Establish a business case for streamlined institutional arrangements in the water and sanitation sector (2.1.1) DWS 2020 Develop and implement institutional arrangements that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation (2.4.1) NT, DWS 2021 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users (2.4.2) WSAs, WBs, DWS, AGSA 2024 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs (2.4.3) NT, AGSA, DWS 2023 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met (2.4.4) DWS, CoGTA 2022 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought (2.4.5) WSAs, WBs, DWS, NT, AGSA 2024 In all entities put in place mechanisms to deal with accumulated debts (2.4.6) WSAs, WBs, DWS, NT, AGSA 2020 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12-38 Action Responsibility Completion date Roll out of ring-fenced institutional models to increase private sector investment (2.4.7) DWS, NT, CoGTA 2021 National Treasury – linkage to Medium Term Sector Expenditure Framework (MTSEF) (2.4.8) NT, DWS Ongoing The current financial crisis presents risks, but also opportunities to reinforce commitments to the water sector, and to invest in water infrastructure as part of fiscal stimulus packages. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 13-1 13. AMENDING THE LEGISLATION 13.1 PRESENT STATE The water sector is guided by the following national policies as approved by Cabinet:  White Paper on Water Supply and Sanitation (1994)  White Paper on a National Water Resources Paper for South Africa (1997)  White Paper on Basic Household Sanitation (2001)  Strategic Framework for Water Services (2003)  National Water Policy Review (2013) and  National Sanitation Policy (2016). These policy documents are given legislative force through the Water Services Act, Act 108 of 1997 (WSAct) and the National Water Act, 36 of 1998 (NWA) although amendments are needed to incorporate the more recent policy developments. The NWA addresses the water resource component while the Water Services Act addresses the water services component. In addition, many small-scale water users obtain water through customary law and practices in communal areas. While consideration has been given to incorporating both the Acts into a single piece of legislation over the past few years, the current approach of government is to limit the tabling of new legislation, and therefore work towards necessary amendment of the current Acts is anticipated. A number of important strategies and operational policies have been compiled since the enactment of the national policy and water acts in order to flesh out and implement the legislation and policy. These include:  The Second Edition of the National Water Resources Strategy (NWRS2, 2013)  Policy Position on Water Use in Bio-Fuel Production in South Africa (2015)  Mine Water Management Policy (2017)  Integrated Water Quality Management Policy (2017)  Water and Sanitation Sector Policy on Climate Change (2017)  Infrastructure Ownership and Management Draft Policy (2017)  Wetland Policy (2017)  Sustainable Hydropower Development Policy (2017) and  Mechanisms for Partnerships in the Water and Sanitation Sector – Water Stewardship Policy (2017). Further policies have been initiated recently and are in various stages of completion:  Water for Development: Sustainable Livelihoods  International Water Obligations  Water Scarcity and Security in the Water Sector  Water for Mining and Industry 2. Enabling Environment 2.5 Amending Legislation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 13-2  Groundwater Management and Use  Water Mix  Uncertainties and Risks of Water Related Hazards, such as Floods: Droughts and Pollution  National Water and Sanitation Resources and Services Strategy and  The adoption of the Sustainable Development Goals (SDGs). As discussed elsewhere, there is acknowledgement that the current legislative environment is overly complex, insufficiently streamlined and hampering effective service delivery, the attainment of transformation objectives and the leveraging of economic growth. The Department of Water and Sanitation will therefore lead a process that ensures that water sector legislation is amended and aligned, and ready for the future and ahead of the curve. 13.2 DRIVERS DWS’s policy mandate covers the full value chain of water resources, water services and sanitation services. While the legislation and policies are well aligned with the Constitution and older legislative frameworks, the policies are still relatively silent on the National Development Plan and the Sustainable Development Goals (SDGs). A further challenge lies in balancing the use of scarce water resources for economic development, urban use, and rural development, poverty eradication and ecological protection. DWS is responsible for implementation of the legislation in relation to water resources, while its mandate in relation to water services is one of setting and monitoring adherence to national norms and standards, monitoring delivery of services, establishing and regulating water boards, and providing oversight and support to municipalities. However, there are still grey areas in responsibility and accountability and the policy and legislative framework is not conducive to promoting appropriate and effective regulation of the whole water and sanitation business value chain. The current legislative split between water resources and water services does not provide a single cohesive legislative framework which addresses the entire value chain in the water sector and there are gaps in relation to regional bulk infrastructure in particular, as well as the role of the department in regulating water services delivery. Institutional arrangements are currently fragmented among a large number of water boards, catchment management agencies and municipalities and although consolidation is envisaged, it has not been effectively actioned through the revision of policy and legislation. In addition, poor alignment of policies and strategies between various government departments and spheres of government have an impact on the ability of DWS to deliver on its mandate. The lack of policy and legislative integration between DWS, DAFF, and the Department of Minerals (DMR) and inadequate maintenance and control of effluent from waste water treatment by municipalities has contributed to a deterioration in potable water quality and the quality of water in wetlands. The failure of alignment between agricultural, land and water reform processes has seen land transferred to beneficiaries without water rights, and the collapse of once productive farms through land reform. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 13-3 The policies are also not sufficiently clear on the risk and the remedies associated with climate change. 13.3 PRIORITIES FOR THE FUTURE It is necessary to amend both the National Water Act and the Water Services Act to better respond to the needs of the entire value chain. An updated and consolidated National Water and Sanitation Strategy is required that is aligned to updated legislation will be necessary, and is in keeping with the five-pillar approach of the Minister: Water and Sanitation, announced in May 2018:  a national water resources and services water authority for South Africa;  a national water resources and services regulator;  a water resources and services value chain for water;  a water resources and services master plan; and  institutional rationalising and alignment. The following table as summarised in Volume 1 of the NW&SMP provides a list of priority actions to be implemented in this work stream: Table 13-1: Priority Actions Action Responsibility Completion Date Gazette the National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill (Volume 3, Action 2.5.1) DWS, Portfolio Committee, Standing Committee 2021 Hold public consultation on National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill (2.5.2) DWS, Portfolio Committee, Standing Committee 2022 Revise and promulgate the National Water Amendment Bill, Water Services Amendment Bill, and the Water Research Amendment Act (2.5.3) DWS, Portfolio Committee, Standing Committee 2023 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services (2.5.4) NT, DWS, CoGTA, SALGA 2020 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes (2.5.5) DWS 2025 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-1 14. ENHANCING RESEARCH, DEVELOPMENT AND INNOVATION Research, Development and Innovation (RDI) is a cross cutting theme in the overall NW&SMP. This chapter thus feeds into all chapters of the plan and is fundamental to driving the paradigm shift envisioned by the Master Plan. This is because robust water RDI planning and implementation enables:  faster and more effective deployment of context-appropriate technologies  the provision of evidence that guides policy and implementation thereof  opportunities for the export of know-how and technology into the African continent and beyond  the development of content that guides education and awareness campaigns  the development of new opportunities for business and industry  insight on how best to balance protection and use of the environment  facilitates a learning culture in water sector institutions about the challenges, risks, opportunities and solutions of the water sectors This chapter of the National Water and Sanitation Master Plan presents a solid affirmation and commitment from the sector to support water-related research, development and innovation. The Chapter is a distillation of three key documents described below: Figure 14-1: Distillation of three documents Firstly, Chapter 14 of the Second Edition of the National Water Resources Strategy (NWRS2) focuses on research and innovation. This chapter highlights the need to develop and implement NATIONAL WATER RESOURCES STRATEGY RESEARCH AND DEVELOPMENT CHAPTER (14) DWS coordinated INDUSTRIAL POLICY ACTION PLAN (IPAP) 2017 DTI coordinated (in partnership with the WRC) NATIONAL WATER RESEARCH DEVELOPMENT AND INNOVATION ROADMAP DST coordinated (in partnership with the WRC) 2. Enabling Environment 2.6 Enhancing Research, Development and Innovation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-2 national plan for research and innovation, improve the utilization of outputs of research and clarify roles and mandates between various institutions involved in research and development74. Secondly, in response to Chapter 14 of the NWRS2, the Department of Science and Technology (DST), DWS and the Water Research Commission (WRC) collaborated to develop the National Water RDI Roadmap. This was finalised in 2015 and was adopted as the implementation plan for Chapter 14 of the NWRS2. The Water RDI Roadmap75 is the National innovation plan for RDI in the water sector and thus is the basis for the content and recommendations of the Water RDI Master Plan. The Water RDI Roadmap was developed through an exhaustive, structured process of eliciting responses from the professional community, reviewing the inputs, and assessing their implications. The Roadmap mapping process included participation from key stakeholders in industry, government and organisations within the National System of Innovation. The plan provides strategic direction, a set of action plans and an implementation framework to guide, plan, coordinate and manage South Africa’s RDI investment. Thirdly, a water chapter has been included in the 2017/18-2019/20 Industrial Policy Action Plan76 (IPAP) of the Department of Trade and Industry in South Africa. This builds on the focal areas of the National Water RDI Roadmap and has a particular focus on desalination and water manufacturing, the next generation of sanitation solutions, and waste water technologies. 14.1 PRESENT STATE South Africa has a long history of research and innovation within the water and sanitation sector, with research institutions, universities and the private sector having made internationally recognised breakthroughs in various fields. The South African contribution to the global share of water-related papers in journals indexed by the Thomson Reuters Web of Science is more than 3 times the average for all disciplines in the country, and South Africa ranks 19th in the world in the domain of ‘Water Resources’77. This provides a firm basis to build from in implementing the RDI aspects of the Water Master Plan. There are various institutions engaged in different aspects of water research, development and innovation to start building from. The WRC is the leading funder of water research in South Africa. It is funded from water user charges and leverages additional resources from various partnerships and programmes. Various government departments are involved with funding and supporting research and innovation activities in different ways. There is also a range of science councils, tertiary academic institutions, non-profit organisations and private sector role players that are involved in developing and supporting water research and innovation. Whilst there is a rich institutional and skills environment to draw from; water research, development and innovation continues to face a range of challenges including: poor coordination and synergising of activities between institutions; a weak understanding of the role of all water sector organisations in driving innovation and shifting solutions to practise, challenges in scaling 74 Department of Water and Sanitation. 2013. National Water Resources Strategy. Pretoria. 75 Department of Science and Technology. 2015. National Water RDI Roadmap. WRC: Pretoria. 76 Department of Trade and Industry. 2017. Industrial Policy Action Plan 2017/18 – 2019/20. Pretoria. 77 Jacobs, IM., Pouris, A., Naidoo, D. 2014. A scientometric examination of the performance of water research in South Africa, Water SA, Vol 40(4). National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-3 up of solutions to be ready for the market, and highly limited funding for innovation (particularly in its scale up/ deployment stages). This results in many solutions that emerge from the research and development space not being implemented in practise. For South Africa to be ready for the future we must be able to address the innovation chasm where emerging solutions fail to be tested at scale or be developed into viable business that are able to engage with different public and private sector role players. 14.1.1 Pillars of the RDI Master Plan Like the National Water RDI Roadmap, this chapter rests on three pillars. Firstly, there is a focus on research activities, secondly a focus on skills and thirdly a focus on deployment of innovation. The intention of the Research Pillar is to address ongoing research gaps, deepen insight and output in areas where South Africa has a unique global contribution to make, and continue to grow capability in areas key to South African water security. The pillar on skills focuses on high-end skills with a particular emphasis on post graduate, post doctoral and research skills (in line with international RDI trends). In addition to ensuring that there are suitably qualified people to drive the system of innovation for water, there is also a need to understand how universities are preparing their graduates for future jobs in the water sector. There is also a need to interrogate how to better orient graduates towards workplace readiness through applied learning in the research and innovation space. Here there are a suite of national skills programmes and learning sites that could potentially be used in a more synergised and coordinated manner. In addition, it is important for these skills to be understood within a wider landscape of artisanal, undergraduate, workplace-based learning/ reskilling needs and opportunities. The third pillar focuses on deploying innovation into practice. This happens in a range of different ways. It involves packaging the outputs of research in a way that supports decision-making or policy-making. It involves the demonstration and validation of a range of technology, and decision support tools. A range of other knowledge brokering platforms are also valuable in the innovation deployment space. 14.1.2 Supporting implementation of the RDI aspects of the Master Plan Currently there are three core partners driving the water research, development and innovation strategy nationally: the DWS, DST and the WRC. Linked to these core partners there are a range of traditional research role players that are key including the National Research Foundation (NRF), Technology Innovation Agency (TIA), Research Councils, Units and Universities. There are also a range of other organisations that are pivotal in scaling up, testing and deploying new innovations to practise. These include utilities, municipalities, the private sector, non-profit organisations and others. There is a Portfolio Management Unit for National Water RDI Coordination and Implementation housed at the WRC, funded by the DST. The function of the unit includes:  Prioritisation and Project Management: Managing and reporting on a suite of priority interventions within available budgets, and tracking emerging priorities and opportunities;  Partnerships and Investment: Developing and managing partnerships with water RDI role players that enable more synergised monitoring and reporting of RDI investments and National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-4 activities in the water sector; new Water RDI funding contributions; and improved research, development and innovation capacity in the system;  Visibility: Profiling the successes of the water RDI sector in achieving impact;  Monitoring and Evaluation: Managing and reporting on the Monitoring, Evaluation and Learning (MEL) outcomes related to the Water RDI Roadmap;  Governance and Positioning: Influencing strategies, policies, processes and plans to drive the vision of the RDI Roadmap and ensure effective governance of Roadmap implementation. 14.2 DRIVERS Although there are many drivers to consider, two in particular are key to unlocking the RDI priorities of the Master Plan: 1) re-imagining of RDI investment and Partnerships; 2) effective RDI implementation mechanisms. 14.2.1 Re-imagining Water RDI Investment and Partnership The overall investment ambition required to achieve all aspects of the RDI ambition laid out in the Water RDI Roadmap is R 8.4 billion over a 10-year period. Detailed breakdown of this costing is laid out in the Water RDI Roadmap Document78. In 2015 it is estimated that there was an average of R 415 million was spent on water research, development and innovation79.This illustrates that there is a large deficit (approximately R 400 million a year) on an annual basis hindering the achievement of the RDI ambition and opportunity in South Africa. Addressing this gap requires a re-imaging of how to drive investment into Water RDI in South Africa. It is essential to recognise that achieving the ambition of the Research, Development and Innovation component of the NW&SMP demands coordination and investment from multiple institutions. The traditional RDI funding institutions such as the National Research Foundation and Water Research Commission remain key players in driving the research and high-end skills opportunities and needs of the water sector. However, these institutions and their associated budgets cannot manage the full investment aspiration for RDI alone. Achieving this investment aspiration demands a range of multi-partner collaborative initiatives to drive opportunities in a range of gaps. There is a particular need to look at the cost sharing associated with the later stages of the innovation pipeline (technology demonstrations, professional service centres, etc) as this is typically the higher cost and more complex funding space. Getting this right requires inputs from utilities, municipalities, the private sector, donor community and strong investment, leadership and support from the Department of Water and Sanitation in collaboration with partners. In order to unlock the needed investment, partnerships are going to have to:  Address how best to link the testing and de-risking of an emerging pipeline of technologies to bulk infrastructure planning and implementation processes; 78 Department of Science and Technology. 2015. National Water RDI Roadmap. WRC: Pretoria. 79 Pouris, A. 2018. Water RDI Roadmap 2015 Baseline. WRC. Pretoria. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-5  Explore how to open up the water sector to nurturing and engaging with new market entrants and SMEs;  Explore how to handle public procurement in a way that incentivises the implementation of new innovations  Look smartly at technology localisation processes and the development of an industry to drive areas opportunity. 14.2.2 Effective RDI Implementation Mechanisms Alongside partnership and investment, the next drive is a suite of RDI implementation mechanisms that address research needs and gaps, grow capacity and capability and deploy research and new solutions to practise. It is particularly important to focus on conceptualising, positioning and resourcing the deployment mechanisms as this is where impact of research is most directly affected but is also the least resourced and most poorly coordinated part of the innovation continuum. Table 14-3 provides a summary of some of the RDI implementation mechanisms that can be drawn on in implementing the Water RDI aspects of the NW&SMP. Table 14-1: Key RDI Implementation Mechanisms Key Innovation Activity Envisioned implementation instruments Comments Research Research Calls/Programmes Research calls to address gaps in knowledge or deepen areas of opportunity/SA Niche Research Chairs The research chair instrument consolidates capacity in a specific area, in a specific institution and drives post graduate support and development. There are various models to look to in terms of funding models including the NRF and industry chairs. Centres of Excellence Centres of Excellence consolidate expertise in a specific area through a hub and spoke institutional collaboration model. They are valuable in driving the development of team expertise in specific areas, providing security to research teams with high potential and driving post graduate development. Skills Honours, Masters, PhD and post-doctoral Support Bursary calls and student support to postgraduate and post-doctoral candidates Skills landscape mapping and Consolidation of learning sites Understand the types of training, and training facilities available nationally Deployment of Innovation Patenting Internationally registered patents and collaboration with Technology Transfer Offices Technology Demonstration Showcasing and testing technology or decision support tools at a scale in a real-live setting. This is important to showing how new solutions work and perform in real life setting Centres of Competence/Test bed networks Play grounds or testing sites for suites of technologies being explored and developed National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-6 Key Innovation Activity Envisioned implementation instruments Comments Communities of practise Structured platforms for the epistemic community to collaborate, share and network. Professional Service Centres Knowledge Brokering units and workplace-based training facilities 14.3 PRIORITIES FOR THE FUTURE The Water RDI Roadmap highlights 6 priority thematic clusters that research, skills development and innovation deployment activities should be focused on. These clusters, summarised in Table 14-2, are aligned to the various focal areas and technical chapters of the NW&SMP. Table 14-2 summarises the high-level objective, outcome and description of each cluster. It also highlights some of the important first steps/priorities in addressing the RDI need of each cluster. Note that these priorities should be treated in a reflexive way. New priorities may need to be added, and additional projects may to the fore as a wide array of institutions work on different aspects of these clusters. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-7 Table 14-2: Investment Themes for the NW&SMP Cluster Objective RDI Outcome High level description Emergent Priorities/ collaborative interventions Cluster 1: Unlock Alternative Sources of Water Increase ability to make use of more sources of water, including alternatives. Technology assessment and development for utilisation of diverse water sources at different locations, with source localisation and exploitation driven by fitness for use The focus is on unlocking large volumes of water that can assist in achieving the targets of NWRS II) Sources can be derived from all aspects of the water cycle (river, ground, atmosphere, rain, sea and green water) Grey & brackish water (including storm and industrial water reuse) are a key part of this mix  Initiate a consolidation research programme for alternative sources  Implement a suite of alternate source solutions and technologies to demonstrate a mix in a specific location (drawn from feasibility research) Cluster 2: Govern, plan and manage supply and demand Improve governance, planning and management of supply and delivery, and management of demand and use. Focus on improved quality and resilience of planning for the future – ability to respond to changes, including climate change. There is equitable and transparent access to water supplies that are managed at catchment level by DWS co-operatively with DoH, DAFF, DHS, and DEA. Transparency over rights, quotas, allocations, and transfers has been achieved and co-operative governance with respect to planning and management has been improved. For supply there is a focus on:  Governance of water sources  Water resources management institutions  Climate change adaptation and disaster response  Accountability For demand there is a focus on:  Regulation and self-regulation  Insertion of new solutions into communities  Equity is a key issue  Initiate a focused Research Programme: Water governance and society  Run a transboundary data analytics research programme  Create Communities of Practice: Transboundary Water Data and general Governance issues Cluster 3: Built and Ecological Infrastructure Improve adequacy and performance of supply infrastructure. Increased volume and adaptability of storage capacity for raw water and treated effluent is available. Focus on increased levels of protection and reliability of ecological infrastructure and having sufficient ecological reserve.  New ways of approaching water supply and distribution infrastructure  Managing ecological infrastructure  Combining built and ecological approaches  Waste Water Treatment and drinking water treatment bulk technologies  Initiate a focused research programme on water smart cities/towns and climate resilient planning and nurture a Water Sensitive Design Community of Practise  Run an Ecological Infrastructure Research Programme.  Engage and support the GEF 6 (Water and Ecosystems) initiative managed by SANBI (embed ecosystems into water management planning and financing) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-8 Cluster Objective RDI Outcome High level description Emergent Priorities/ collaborative interventions  Support an alternative sanitation portfolio of technologies and localisation  Initiate a Tech solutions portfolio: Infrastructure Cluster 4: Run the Water Sector as a sustainable business Improve operational performance and run Water as a sustainable “business”. The financial sustainability of the water services system is secured. Pricing is equitable, and the attribution of water use is accurate. Non-revenue water is below 15% and revenues are collected punctually. Operational efficiency has been gained and >90% of water and wastewater treatment works have Blue Drop / Green Drop status.  Economic impacts of poor water quality and drought  Creating the investment case for investing in water innovation  Pricing and Billing  Public-private partnerships  Procurement, Service delivery and Asset management  Initiate a Research Chair/Research Programme in Water Sector Economics  Initiate a Municipal Water services support and advisory function (RDI output focused) Cluster 5: Efficiency Reduce unintended losses and increase efficiency of productive use. Non-productive uses of water have been eliminated or minimised. Evidenced by reduction in: water transport losses, leakages, volume of water use, output to unrecoverable sources, volume and toxicity of pollution, and discharge of poor quality water.  Respond to non-revenue water challenges  Industrial/large scale focus  Consumer/household focus  Industry, Agriculture, Business best practise  Initiate a technology solutions portfolio: Efficiency (Household, industrial, public & agri efficiency),  Support Mine Water Demonstration validation and process learning Cluster 6: Monitoring and Metering Improve performance of Pricing, Monitoring, Billing, Metering and Collection. Improved accuracy has been attained in water use monitoring, and metering management  Intelligence gathering  Big data and smart systems  Responsiveness  Evidence informed investment in infrastructure and solutions  Citizen science  Support the catalysing of a Hydrological Monitoring Centre for South Africa  Initiative a Technology Solutions Portfolio: (water quality testing, monitoring tech, ICT innovations) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-9 Table 14-3 highlights the key systemic actions that need to be taken to start orienting the Water RDI system towards effectively addressing research gaps/knowledge needs, growing the innovation skills base and shifting RDI derived solutions and know-how into practise. Table 14-3: Action Action Responsibility Completion Date Implement and regularly review/revise Research, Development and Innovation Policies, Plans and Roadmaps across the sector (Volume 3, Action 2.6.1) DWS, DST, WRC, CSIR 2021 Unlock investment, procurement and other localisation barriers to reposition the sector to implement new/niche solutions and approaches and roadmap the NMIU (2.6.2) DWS, NT, CoGTA, DST, NMIU Ongoing Coordinate, and where needed establish new platforms, to enable a synergised set of institutions that enable the shifting of innovations into the market (including business development and SME support) (2.6.3) DWS, the dti, Dept Small Business, EDD 2019 Strengthen partnerships with key water sector institutions to accelerate research and solutions into practice (2.6.4) DWS, WRC, CSIR, DST, CoGTA, SALGA, the dti, DAFF 2020 Structure test bed partners with key water sector institutions in order to accelerate innovations to the market/public sector (2.6.5) WRC, CSIR, DWS, DST, SALGA, Municipalities Ongoing Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues (2.6.6) DWS, WRC, CSIR, DST Ongoing Develop technologies, guidelines and implementation support tools that enable SA to use alternative and appropriate sources as part of water supply (2.6.7) DWS, WRC, CSIR, DST, SALGA, CoGTA, WSAs 2023 Apply the concepts of water sensitive urban design to a robust city-wide case study to demonstrate and learn how a city can transition to a sustainable city (2.6.8) DWS, SALGA, Metros, District Municipalities 2027 Tools for agriculture early warning systems need to be developed and tested at scale (2.6.9) WRC, CSIR, DWS, DAFF, ARC Ongoing Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.10) WRC, CSIR, DST, DWS 2021 Alternative Sanitation: Develop and demonstrate and validate appropriate alternative, water-less and off grid sanitation solutions (Current – 2025) (2.6.11) DWS, WRC, CSIR, DST, BMGF, the dti, Municipalities Ongoing Domestic and industrial Waste Water: Develop and Demonstrate appropriate waste water technologies for cost effectiveness, energy efficiency and beneficiation (2.6.12) DWS, TCTA, WRC, CSIR, the dti, DST, TIA, MINTEK Ongoing National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14-10 Action Responsibility Completion Date Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation (2.6.13) WRC, CSIR, DST, DWS 2021 Drinking Water Treatment: Develop and Demonstrate solutions that allow for the use of alternative sources of water for safe human consumption and water security (2.6.14) DWS, WRC, CSIR, Municipalities Ongoing Continue to invest in understanding emerging contaminants (detection and treatment) in order to improve our transition to reuse, reclamation and recycling of water (2.6.15) DWS, WRC, CSIR, Municipalities Ongoing Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions (2.6.16) DWS, DEA, SANBI, WRC, CSIR, DST Ongoing Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process (2.6.17) DWS, DEA, SANBI, WRC, CSIR 2024 Continue to do research on land use impact on water linked ecosystems (2.6.18) WRC, CSIR, DEA, DWS, DAFF, ARC Ongoing Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted (2.6.19) DWS, DEA, DST WRC, CSIR Ongoing Initiate a hydrological monitoring centre for South Africa in order to re-establish a robust data, monitoring and information capability for more effective water resources planning and climate change forecasting in future (2.6.20) DWS, DEA, ARC, DAFF, WRC, CSIR, DST, SAWS, CSIR, StatsSA 2021 Test a suit of ICT and citizen science tools for data sourcing (2.6.21) WRC, CSIR, DWS, DST, CoGTA, SALGA, the dti, DAFF Ongoing Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies (2.6.22) DWS, EWSETA Ongoing Review all relevant guidelines and R&D products to understand where training modules need to be developed around new knowledge (2.6.23) DWS, WRC, CSIR, SETAs, WISA, DHET National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-11 SECTION 3: SUPPORTING IMPLEMENTATION 15. PERFORMANCE MANAGEMENT, MONITORING AND EVALUATION 15.1 INTRODUCTION Performance information is used to assess how well an institution is delivering on its mandate. It is a crucial management tool to coordinate planning, budgeting, monitoring and evaluation. It facilitates accountability and enables legislators as well as interested and affected parties to monitor progress whilst also identifying areas of improvement. The availability of performance information enhances institutional decision-making and supports results-based management approaches (for example, performance contracting and risk management). South Africa has had various reforms in the management of performance information. In 2004, government programmes and policies were set out in a Medium Term Strategic Framework (MTSF). Subsequently, in an effort to achieve more with the limited available resources, in 2009 the government outcomes approach was introduced. In 2011, the National Development Plan (NDP) provided long-term targets for government. Sound indicators that will be the basis for clear and comprehensive monitoring are essential to effectively monitor and evaluate any plan. As the NW&SMP guides delivery in the water and sanitation sector, it is paramount to understand the relationships between the various government planning tools and the planning, budgeting, monitoring and evaluation cycle. The understanding of these processes will provide the basis for aligning the ongoing monitoring and evaluation of progress in implementing the NW&SMP with that of other related government plans. It is critical to monitor progress at regular intervals and provide the necessary performance information that enable adjustments to approach and, where needed, in intent. Therefore, whilst it is important to understand the broader monitoring and evaluation environment, it is equally important to enable the modalities for a more “live” approach. 15.2 PRESENT STATE OF PLANNING Government performance planning focuses on a longer period (i.e. five to twenty years) while budgeting has a short-term perspective (i.e. one to three years). This creates an “inherent tension” between planning and budgeting resulting in difficult integration of the two. Given South Africa’s position as a developmental state with limited resources, long term plans need to inform the allocation of resources so that “historical inequities can be progressively addressed”. Therefore, operational or implementation plans that are informed by the long term strategic plans will be developed within the context of limited resources. In view of this, the NW&SMP is anticipated to be a strategic plan that will inform the water and sanitation sectors’ operational plans. In an effort to align planning and budgeting, departments will develop budget programme structures that link their objectives with their detailed operational budgets. The underlying principle for this is to “ensure a stable framework linking successive plans and strategic priorities to budget allocations and performance indicators that track delivery over medium to long term”. There is a significant focus on strengthening the integration of performance planning and budgeting with sophisticated methods proposed in ensuring outcomes-based costing. Each department will define “performance enhancing processes, costs those processes and establish National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-12 the unit cost of delivery”. This information will “inform budget calculations and the choice of performance targets”. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-13 Figure 15.1: Long-term Relationship and Timing of Government Accountability Documents (Source: Adapted from Framework for Strategic Plans and Annual Performance Plans) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 5 year electoral mandate 5 year electoral mandate E le ct io n E le ct io n E le ct io n National Development Plan vision 2030 MTSF (Outcomes) 5 year strategic plan MTSF (Outcomes) 5 year strategic plan 3 YR APP 3 YR APP 1 YR ENE 3 YR APP 1 YR ENE 3 YR APP 1 YR ENE 3 YR APP 1 YR ENE 3 YR APP 1 YR ENE 1 YR ENE 3 YR APP 1 YR ENE 3 YR APP 1 YR ENE 3 YR APP 1 YR ENE 12 IYM 12 IYM12 IYM 4QR 12 IYM 4QR 4QR 4QR 12 IYM 4QR 12 IYM 4QR 12 IYM 4QR 12 IYM 4QR 12 IYM 4QR 12 IYM 4QR AR AR AR AR AR AR AR AR AR AR 1 YR ENE 3 YR APP E le c to ra l c y c le P la n n in g a n d b u d g e ti n g c y c le M o n it o ri n g & e v a lu a ti o n c y c le EPR EPR F is c a l y e a r National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-14 15.2.1 Present Planning Requirements The figure on the previous page illustrates the relationships between the government planning tools and the timing of associated monitoring and evaluation requirements. It can be summarised as follows: 15.2.1.1 The National Development Plan This is government’s long-term plan that determines what the country should look like by 2030. It highlights two strategic goals of eliminating poverty and sharply reducing inequality with associated objectives to ensure their achievement. As it identifies the various priority areas over the long-term period, it is the underlying document for all government plans. 15.2.1.2 The Medium Term Strategic Framework This is a government five-year strategic plan (i.e. within a given electoral term) that reflects commitments made in the governing party’s election manifesto and commitments to implement the NDP. It is a building block towards achieving the country’s long-term plan and contains priority actions from various government plans within a given electoral term. It is thus a link between priorities in the governing party’s election manifesto and the individual plans of government departments. As the performance agreements signed between the President and each Minister are based on relevant actions in the MTSF, it is crucial for each department to ensure that their respective strategic and annual performance plans are aligned with the MTSF targets. The MTSF is the result of an intensive iterative planning process involving all three spheres of government. For the MTSF to be systematically implemented, its actions must be incorporated into other government plans. Efficient and effective monitoring of the implementation of the NDP requires that there is a high level of alignment of the measurable indicators and targets across all these plans. 15.2.1.3 The Strategic Plan This is a departmental level five-year plan that identifies policy priorities, programmes and projects within the scope of the available resources that are consistent with the MTEF. It should focus on the department’s strategic outcome oriented goals and objectives for each service delivery areas that are aligned to its budget programmes and sub-programmes. It lays the basis for the development of an annual performance plan and must be reviewed every five years, ideally from the first planning cycle following an election (i.e. towards the end of the period it covers). Its revision may occur during the five-year period it covers but changes should be limited to revisions relating to significant policy shifts or service delivery changes. If reviewed during this period, it should also be re-tabled with the updated Annual Performance Plan. It should consider the NDP, the MTSF, Provincial Growth and Development Strategies, municipal Integrated Development Plans, relevant executive authority performance agreements signed with the President and relevant intergovernmental service delivery agreements and international commitments. 15.2.1.4 The Annual Performance Plan: This is a three-year departmental plan that sets out among other things the performance indicators and targets per budget programme and sub-programme within the scope of available resources. It must align with the strategic plan, NDP, the MTSF, PGDS, municipal IDPs, relevant executive authority performance agreements signed with the President and National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-15 relevant intergovernmental service delivery agreements and international commitments. It lays the basis for the development of the department’s medium-term expenditure framework, programme business plans and officials’ performance agreements. It is reviewed annually to factor in changes in the indicative budget allocations as well as recommendations from various interested and affected parties. It must include quarterly performance targets and budget for the following financial year per budget programmes and sub-programmes. Although in-year changes are not encouraged, in instances where they occur the approval of the Executive Authority needs to be obtained before Parliament passes the midterm Appropriation Bill. In addition, these changes should be indicated in the annual report. 15.2.1.5 The Estimates of National Expenditure: This sets out what funds have been allocated to each department to deliver services as per the APP. It provides comprehensive information on how budget resources are generated and how they will be spent by respective departments. It covers financial resources for the current financial year and indicative figures for the two following years (Medium Term Expenditure Framework). It is developed within the framework of a department’s strategic plan and must be informed by and inform the annual performance plan. 15.3 PRESENT STATE OF MONITORING AND EVALUATION 15.3.1 Current Monitoring Requirements Monitoring and evaluation are essential components of effective management. The various reforms in the management of performance information stipulated above resulted in a change of emphasis in the monitoring, reporting and evaluation requirements within the public sector. The introduction of the government wide monitoring and evaluation framework (GWME) brought the integration of monitoring requirements with other government spheres. The current accountability documents that fall within government’s monitoring the reporting framework are as follows: National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-16 Figure 15.2: Accountability Documents within the Reporting Framework 15.3.1.1 In-year monitoring reports These are monthly financial reports that all government departments should provide by the prescribed timeframes. These include 30 day payment certificates, bank reconciliations, in year monitoring and cash flow projections, suspense accounts reconciliation and age analysis, deviation from normal procurement process, awarded contracts, commitments, irregular, fruitless and wasteful expenditure, movable assets verified, value in Rands for finance leased assets. 15.3.1.2 Quarterly performance information reports These are required quarterly reports that provide progress updates on the implementation of the APP’s predetermined targets. These progress reports provide the Accounting Officer with an opportunity to indicate measures that will be taken to ensure that the APP’s implementation is on track. There are also other intergovernmental reports monitoring the implementation of the MTSF (e.g. outcomes and mid-year reports) that are developed from quarterly reports of respective departments and submitted to coordinating departments within the required timeframes. The coordinating department will collate and analyse all contributions and submit to Cabinet for approval. 15.3.1.3 Annual report This provides information on the organisation’s performance in the preceding financial year for the purposes of oversight. It looks at the department’s performance relative to the targets set in the APP and provides audited annual financial statements revealing how the budget was implemented and the state of the institution’s financial management systems. 15.3.1.4 Evaluation of performance reports: An institution should produce an end-term review towards the end of the period covered by its Strategic Plan. The review should broadly follow the format of the plan. The institution should In-year monitoring reports Quarterly performance information report Annual Report Evaluation of performance reports National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-17 report on the extent to which it has succeeded in achieving each of the strategic outcome oriented goals and objectives set at the beginning of the five-year period, as well as on any other evaluations conducted during the period. 15.3.2 Current Evaluation Requirements An evaluation is the systematic collection and objective analysis of evidence on public policies, programmes, projects, functions and organisations to assess issues such as relevance, performance (effectiveness and efficiency), value for money, impact and sustainability and recommend ways forward. The National Evaluation Policy Framework indicates that evaluation should be undertaken for four primary purposes of improving performance; improving accountability; generating knowledge (i.e. what works and what does not work) and improving decision-making. Each department is required to develop a multi-year evaluation plan summarising the evaluations that will be conducted over one to three years. In addition, the department is required to conduct at least one evaluation report with recommendations for specific policies or programmes. The importance of the NW&SMP in guiding sector-wide processes in support of the NDP, indicates that regular evaluation to improve performance will be essential. Alignment of these evaluations with other evaluation processes across the broader sector will be critical. The timing of these must align with the broader governmental frameworks. 15.3.3 Current Evaluation Processes Corporate Planning and Organisational Performance is the central coordinator for evaluation in the organisation with the following processes followed: Call for evaluations: The CPOP unit circulates a call for evaluations to all programme managers to identify programmes that should be evaluated and if concept notes exist and budgets have been allocated. Departmental evaluation plan: The CPOP unit is the repository of evaluations that will be and have been undertaken in the department. In addition, the unit liaises with programme managers to suggest evaluations to be included in the annual and three-year national evaluation plan managed by the DPME. 15.4 DESIRED STATE OF MONITORING AND EVALUATION FOR THE NW&SMP  The departmental strategic plan is replaced by the National Water and Sanitation Strategy with a minimum of a 5-year horizon;  The NW&SMP sets out strategic actions that will be included in the department’s APP and entities’ corporate plans with a 3-year horizon that will be reviewed annually;  NW&SMP timelines are aligned with governmental timelines to streamline them with budgeting timelines National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15-18 Figure 15.3: Theory of change for the National Water and Sanitation Master Pan 15.4.1 Proposed Monitoring and Evaluation Processes DWS will develop, based on current systems, a monitoring and evaluation system to measure implementation of the NW&SMP. Successful monitoring and evaluation will require DWS to collate relevant information from other departments, WSAs and public entities, and to evaluate performance, measure trends, and adjust implementation targets and approaches based on these results. The annual reporting to FOSAD on implementation of the NW&SMP will be based on this monitoring, reporting and evaluation system. It is critical that the monitoring and evaluation is used to adjust the implementation plan, and this must be done with the relevant government partners. Logical model Performance levels National Water & Sanitation Master Plan Impacts achieved NW&SMP goals Outcomes realised NW&SMP measurable actions Outputs delivered NW&SMP measurable annual milestones Activities implemented NW&SMP operational/ implementation plan Inputs utilised Performance agreements Mandate, vision, mission, goals Strategic actions (unique to lead implementer) Lead implementer(s) performance indicators Programme plans Individuals performance agreements Impacts indicators Outcomes indicators / 2030 targets Outputs indicators/ annual targets Activities indicators/ quarterly targets Inputs indicators/ targets N a tio n a l s c a le W M A , p ro v in c ia l & m u n ic ip a lity s c a le s National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 16-1 16. INFORMATION MANAGEMENT AND DATA PORTAL This chapter focuses on information management and development of a data portal for the National Water & Sanitation Master Plan (NW&SMP). Most decision-making is driven by the availability and content of information at hand. The Master Plan is based on existing policies, strategies, studies and spatial information that assist in setting the scene in terms of the current status, desired status and activities to achieve planned outcomes. 16.1 PRESENT STATE The DWS has a well-established website and document management system that provide users access to information on the DWS’s structure, programmes, activities and services. The website is updated daily and serves as the first point of contact with the DWS and the sector stakeholders including; consumers, water institutions and those interested in the water and sanitation sector. The website also communicates new initiatives, inviting comments on draft policies such as the Mine Water Management Policy (currently being workshopped, October 2017) and provides linkages to water entities (water boards, the Water Research Commission and the Trans-Caledon Tunnel Authority). The document management system consists of a library that provides access, via a search function, to legislated documents, study reports and strategic plans. Users can perform searches based on a geographic area or by entering keywords. 16.2 DRIVERS FOR NW&SMP WEB PORTAL The purpose of the NW&SMP web portal is to disseminate information on the content and actions from the Master Plan and to report on progress in implementation. The portal is therefore a communication tool not only on the development process of the MP or the content and actions from the completed NW&SMP, but also the lifecycle of implementation, review and updates of the NW&SMP. The portal will also provide access to information on stakeholder engagement activities planned and held to ensure active participation during the development process and thereafter. 16.3 CONTENT AND FUNCTIONALITY The content of the NW&SMP web portal will reflect the key theme areas of the NW&SMP, but will also include elements related to the implementation of the plan, communication and documentation in support of the NW&SMP and its activities. The portal will provide concise, informative content for each NW&SMP theme related to the drivers, vision and enabling activities to achieve the desired future state. Where appropriate, linkages to existing portals and programmes of the DWS will be included. Supporting documentation would form part of the DWS document management portal or library, with specific reference to the MP. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 16-2 A preliminary design of the MP portal is illustrated in the figure below. It has a similar design to the existing DWS web portals to ensure easy navigation and familiarity in the user experience. The web portal will include a GIS component, illustrating aspects related to projects and activities. The hosting of the GIS component is still to be determined: either as part of the NW&SMP portal or as part of the existing Spatial and Land Information Management (SLIMS) portal or the National Integrated Water Information System (NIWIS). Functionality of the portal will encourage users to be interactive when viewing the contents of the portal or engaging on the themes of the NW&SMP. Appropriate social media applications will therefore be incorporated. 16.4 ACTION PLAN The existing DWS website provides the platform from which the NW&SMP web portal will function. It is therefore an extension of the existing website functionality and should enjoy a high level of visibility and ease of access. Technical maintenance of the portal forms part of the DWS website maintenance. Content maintenance of the portal will be assigned to the relevant DWS officials involved in the development and implementation of the NW&SMP. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-1 17. ENGAGING SECTOR PARTNERS The Department of Water and Sanitation embarked on a consultative process of engagement towards the development of the NW&SMP with valuable input received from a wide range of stakeholders and organs of state. The Master Plan has been greatly improved and informed by these engagements and inputs and remains a “living” document to be reviewed annually, regularly updated and continuously improved in order to ensure that it does indeed, best serve the needs of the country as it strives to ensure a water secure, sustainable water sector. Key stakeholder engagement was undertaken as follows: Date Stakeholders engaged/Engagement event 19 May 2017 Various/National Dialogue REGIONAL WORKSHOPS: Round 1 21 Jun 2017 Eastern Cape 26 Jun 2017 Mpumalanga 4 Jul 2017 Northern Cape 6 Jul 2017 Limpopo 13 Jul 2017 Free State 18 Jul 2017 Gauteng 21 Jul 2017 Western Cape: Brede-Gouritz WMA 25 Jul 2017 KwaZulu Natal 27 Jul 2017 Western Cape: Berg-Olifants WMA 31 Jul 2017 North West South Africans share common interests and challenges in the pursuit of water security. Achieving water security requires sound evidence to inform policy and dialogue, good governance, advances in research and technology, the mobilisation of finance and investment, management of climate risks, and cooperation in managing transboundary water resources. Water security also requires balancing demand (reducing individual use) and supply (increasing supply for a growing population and economy), redistributing water equitably, managing water and sanitation services effectively, regulating water with a focus on high impact use, improving raw water quality and protecting and restoring ecosystems. These themes orient the NW&SMP and provide a rallying point for government, civil society, the private sector, researchers and innovators, the international community and ordinary South Africans. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-2 Date Stakeholders engaged/Engagement event Jan 2018 REGIONAL WORKSHOPS: Round 2 19 Jan 2018 Gauteng 22 Jan 2018 Limpopo 24 Jan 2018 KwaZulu Natal, Eastern Cape & Free State 25 Jan 2018 Gauteng & Northern Cape 26 Jan 2018 North West 26 Jan 2018 Western Cape 29 Jan 2018 Mpumalanga OTHER ENGAGEMENTS 15 Sept 2017 National Treasury 12 Oct 2017 3rd Annual Water Stewardship Event: Municipal Water Infrastructure Financing 1 Nov 2017 Parliament Portfolio Committee on Water and Sanitation 15 Nov 2017 SANCOLD keynote and presentation 20 Nov 2017 Director Generals Meeting with CE’s of Entities 21 Nov 2017 Minister Meeting with Chairpersons of Entities 23 Nov 2017 NSBA Breakfast Seminar: “Water in South Africa – Opportunity in Crisis” 27 Nov 2017 TCTA Board Strategy Session 30 Nov 2017 Water Infrastructure Summit 6 Dec 2017 Professional Bodies (1st session) 7 Dec 2017 National Departments (including National Treasury 14 Dec 2017 Eskom and Sasol 19 Dec 2017 WRC: Steering committee on Road Map for Water RDI 10 Jan 2018 SALGA (1st session) 1 Feb 2018 National Departments (including National Treasury) and related associations: 2nd session National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-3 Date Stakeholders engaged/Engagement event 2 Feb 2018 Civil Groups, Business Association, Academic Institutions and Professional Bodies: 2nd session 2 Feb 2018 Wetlands Seminar 2 Feb 2018 Outcome 10: Working Group Meeting 5 Feb 2018 National Treasury 13 Feb 2018 SAICE 15 Feb 2018 SALGA (2nd session) CSIR 22 Feb 2018 SALGA: Dialogue and Showcasing Water Innovation and Technology Options 9 Mar 2018 Department of Trade and Industry IPAP 14 Mar 2018 FOSAD: Social Protection, Community and Human Development (SPCHD) Cluster 16 Mar 2018 WRC/ISS on Preventing a National Water Crisis 20 Mar 2018 National Committee on Climate Change: stakeholder dialogue 23 Mar 2018 DPME: discussion on mini-Phakisa 27 Mar 2018 Symposium on Water Scarcity Impact on Business: Mail & Guardian 12 Apr 2018 FOSAD: ESEID Cluster presentation 27 June 2018 Presentation to RSA Cabinet Committee 17.1 NARROWING FOCUS TO MAXIMISE BREAK THROUGH The Constitution of South African contains several provisions that give direction to the water and sanitation sector. Firstly, the values of the Constitution include those of human dignity, the achievement of equality and the advancement of human rights and freedoms. Secondly, the Constitution states that everyone has the right to an environment that is not harmful to their health or well-being; and to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that (i) prevent pollution and ecological degradation (ii) promote conservation and National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-4 (iii) secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development. Thirdly, the Constitution states that everyone has the right to have access to sufficient food and water. Fourthly, the Constitution states that the property clause may not impede the state from taking measures to achieve land, water and related reform, in order to redress the results of past discrimination. These constitutional imperatives, combined with the national water and sanitation policy papers, the National Water Act and the Water Services Act, give the mandate to the water sector to:  Provide universal and equitable access to reliable water supply and sanitation services  Protect, manage and develop the nation’s water resources in a manner that supports justifiable and ecologically sustainable economic and social development and  Transform access to water to redress the racial imbalances created by apartheid. As demonstrated in this volume of the National Water and Sanitation Master Plan, and as articulated in the Call to Action (Volume 1), there are significant challenges in achieving the Constitutional and policy mandate of the water sector. Understanding the critical need for maximum progress, the Master Plan has exercised great restraint and deliberately focussed on a basket of critical national interest challenges. The declining reliability of water services and sanitation services, as evidenced inter alia by the poor condition of numerous waste water treatment works (WWTWs) and water treatment works (WTWs) is putting the health of the nation at risk. Other operational realities include, some municipalities consistently failing to deliver adequate services, increasing water scarcity, and decreasing raw water quality. Over 3 million people still do not have access to a basic water supply and 14.1 million people do not have access to a safe sanitation facility. At the same time, although access to water and sanitation services have improved significantly, the reliability of services that have been provided since the advent of democracy is declining, with only 64 % of households now having access to a reliable and safe water supply. Climate change adds significant additional stress to an already stressed environment and is changing rainfall patterns in ways that we have yet to understand fully. The NW&SMP (Volumes 1 – 3 read together) has identified a number of critical priority actions that must be implemented to address the current crisis in the water sector and to achieve the constitutional and legal mandate given to the sector. It prioritises the actions that will deliver the greatest impact with limited resources, with a focus on reducing water individual demand, increasing supply, ensuring universal, reliable and safe water supply and sanitation, protecting infrastructure through effective asset management, restoring ecological infrastructure and improving raw water quality, and ensuring equity in access to water for productive uses. Of critical importance is the issue of financial sustainability. Currently the sector is not financially sustainable and increases in excess of inflationary targets will be required to address the historic undervaluation of water and sanitation services. High levels of debt at municipal level reverberate up the value chain, impacting on the financial sustainability of all institutions in the water sector, exacerbated by poor revenue collection by the Department of National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-5 Water and Sanitation itself. There are five legs to the financial sustainability issue that must be addressed as a matter of urgent national priority:  A strong message must be given that - apart from free basic water - all water users must pay for water and that water will become progressively more expensive  The significant subsidy provided to the agricultural sector through water use charges must be removed  Municipal tariffs must be revised to protect the rights of the poor to affordable water, ensure cost recovery (of true costs) and establish punitive tariffs for those wasting water  The grant system must be restructured to incentivise the life cycle infrastructure asset management approach and  The waste discharge charges system must be implemented immediately to provide funding for the reduction of pollution and the rehabilitation of polluted river systems. Sound financial management will have to start at DWS where the latest reports by both the Office of the Auditor General (AG) and Parliament’s Standing Committee on Public Accounts (SCOPA) painted a grim picture. Improved financial sustainability will enable the sector to turn around the currently poor levels of maintenance and refurbishment that are contributing to the decline in reliability of services and the high levels of wastage of water through leaks. Improvement in the condition of WWTWs will also contribute to improved water resource quality and the reduction of public health risks. Addressing unacceptably high levels of water loss is a critical element of reducing individual water demand. Non-revenue water levels in municipalities are estimated at an average of 41%, which is unacceptably high. As a result, municipalities are losing some R 9.9 billion of potential revenue per year. The reduction of water losses and the introduction of water conservation and demand management measures in municipalities must be enforced to achieve the targets in the NDP. A national programme is proposed that will drive the reduction of non-revenue water levels to meet national and catchment targets. In addition, water conservation and demand management targets will be set for all municipalities and reflected in the KPIs of Municipal Managers and other senior staff. At the municipal level, the current crisis will need the combined engagement of DWS, COGTA, National Treasury, SALGA, water boards and WSAs. The reintroduction of a sector-wide approach (SWAP) programme is proposed, led by DWS, to tackle the current challenges. In this programme, a differentiated (triage) approach will be adopted in which WSAs will be categorised according to the challenges that they are facing, and targeted responses will be developed and implemented for the various categories. A specialised municipal intervention unit for water and sanitation (MIUWS) will be established by DWS, staffed with a small team of highly competent experts, to run the diagnostic analysis necessary to categorise the WSAs, and to drive the national programme of interventions where required. A national programme, driven by the MIUWS, is also proposed to support the adoption of alternative water sources such as desalination and water re-use. It is proposed that DWS lead a programme that will examine the costs and benefits of these technologies at a regional level to support WSAs in making decisions on the most appropriate water sources to use to increase supply. In addition, a national, targeted programme of refurbishing and turning around failing WWTWs to protect our natural resources and citizen health is non-negotiable. DWS will also, National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-6 with effect from 2019/20, re-introduce the highly-respected Blue, Green and No Drop programmes. At present, the constitutional water supply and sanitation services responsibility lies with 144 municipalities that are WSAs. At least a third of these WSAs are regarded as dysfunctional and more than half have no, or very limited, technical staff. Twenty-seven priority district municipalities have been identified as being particularly dysfunctional and requiring specific intervention (though not all are WSAs). High levels of corruption have impacted on service delivery in a number of municipalities. Where WSAs show consistent inability to deliver effective water and sanitation services, a national intervention lead by the MIUWS will determine the appropriate water services provider to be used as well as the appropriate service delivery model such as management contracts and concessions. This will require a revision of Chapter 8 of the Municipal Systems Act which DWS will engage COGTA and NT on. In addition, a legislative review will be done to ensure that internal procedures and decision-making systems in local government support effective water and sanitation provision. A national curriculum will be put in place for municipal water managers, which will become a mandatory qualification for all such water managers. On the water resources side, the strategic water sources of the country, the 8% of the land which produces 50% of the nation’s water resources, are under threat from development including mining. In order to ensure the water security of the country, these areas will be declared as protected areas as soon as possible. DWS will engage DEA on this. Metering of water use in the agricultural sector and the removal of the subsidy on agricultural water charges will drive water conservation in this sector. DWS, working in partnership with DEA, will get tough on enforcement. A high-profile campaign of enforcement of water use licence conditions for both abstraction and waste discharge, accompanied by a public communication programme will see the prosecution of high-impact non-compliant water users with significant publicity around the campaign and the results. This is aimed at reducing non-compliant water use and creating an awareness of the work being done by DWS in this regard. This will be an important signal that this is ‘business unusual’ and that those who are non-compliant can no longer risk continued illegal water use activities. The water sector research, development and innovation programme, driven by the DST and the WRC will support the implementation of the NW&SMP. Finally, the water sector has, over the past 20 years, failed to deliver on its mandate for water allocation reform, or the reallocation of water to black water users. This, along with land reform, remains a major challenge facing the country, and one that must be addressed. It is proposed that a joint land, water and agrarian reform programme, to be led by the Department of Rural Development and Land Reform be established to ensure that the reallocation of both land and water are aligned and take place within a framework of agrarian reform and effective rural development. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-7 17.2 INITIATING IMPLEMENTATION Recognising the need to ensure that the water sector converges around the key water and sanitation challenges confronting South Africa and commits to working collaboratively to define and implement game-changing solutions, the Department of Water and Sanitation has ensured that Cabinet has noted the NW&SMP. The intention is that upon approval by Cabinet, the Department will host a Phakisa process (rapid results planning initiative) in the latter part of 2018. `Phakisa80’ is South Africa’s coining of a planning methodology implemented initially by the Malaysian Government. This big, fast results approach was launched in South Africa by the Presidency in 2014, with the Department of Performance Monitoring and Evaluation (DPME) as its custodian. The methodology, which seeks to implement the objectives of the NDP, is transformatory in nature and aims to unlock economic benefits. The Phakisa methodology has been used to great effect by several sectors, including Agriculture, Education and Health. As the development of the NW&SMP has already been through an extensive consultative process, the mini Phakisa for the water sector will invite stakeholders to spend two weeks deepening, refining and focusing the Plan, including the completion of the agreed Schedule of Actions (Volume 3 of the NW& SMP) for the first planning cycle. The utilisation of the Government-led Phakisa tool recognises that due to limited resources, implementation priorities may need to be narrowed down to fewer but essential critical actions and will bring decision-makers together to facilitate this advancement. On approval of the Phakisa process by Cabinet, The Department of Water and Sanitation and DPME, will set up an organising committee for the Phakisa, and will ensure broad sector participation in this game changing initiative led by Government. Budget to support this process needs to be secured for the 2018/19 FY. With the Master Plan acknowledged as one of the five pillars of the programme of the newly appointed Minster, it is anticipated that all relevant programmes of the Department of Water and Sanitation will be mobilised and harnessed to support the implementation of the Master Plan. As Phakisa processes are subjected to rigorous monitoring and reporting co-ordinated on behalf of Government by DPME, NW&SMP implementation progress will be tracked, and information available to 80 Department of Planning, Monitoring & Evaluation, 2014: https://www.operationphakisa.gov.za/pages/home.aspx# Sector departments participating in the water sector Phakisa:  Department of Planning, Monitoring and Evaluation (DPME)  Department of Health (DOH)  National Treasury (NT)  Department of Environmental Affairs (DOE)  Department of Public Enterprises (DPE)  Department of Minerals (DOM)  Department of Energy (DOE)  Department of Cooperative Governance and Traditional Affairs (COGTA)  Department of Agriculture, Forestry and Fisheries (DAFF)  Department of Rural Development and Land Reform (DRDLR)  Department of Human Settlement (DHS)  Offices of the Premier (OTP) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17-8 stakeholders, through the NW&SMP Portal currently under development by DWS. Communication support to both the mobilisation of the Phakisa and its subsequent implementation will be provided by the DWS Branch: Communications. Similarly, Phakisa outcomes are expected to impact the programmes of all affected sector departments and sector stakeholders, as the country works together to be “Ready for the Future, and Ahead of the Curve”. Due to the nature of a Phakisa process, it will replace previously envisaged stakeholder consultation, intergovernmental cooperation and monitoring and evaluation processes, which will then be driven by the DPME. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 18-1 18. CONCLUSION The Constitution of South African contains several provisions that give direction to the water and sanitation sector. Firstly, the values of the Constitution include those of human dignity, the achievement of equality and the advancement of human rights and freedoms. Secondly, the Constitution states that everyone has the right to an environment that is not harmful to their health or well-being; and to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that (i) prevent pollution and ecological degradation; (ii) promote conservation; and (iii) secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development. Thirdly, the Constitution states that everyone has the right to have access to sufficient food and water. Fourthly, the Constitution states that the property clause may not impede the state from taking measures to achieve land, water and related reform, in order to redress the results of past racial discrimination. These constitutional imperatives, combined with the national water and sanitation policy papers, the National Water Act and the Water Services Act, give the mandate to the water sector to:  Provide universal and equitable access to reliable water supply and sanitation services  Protect, manage and develop the nation’s water resources in a manner that supports justifiable and ecologically sustainable economic and social development and  Transform access to water to redress the racial imbalances created by apartheid. Clearly, however, there are significant challenges in achieving this mandate, with declining reliability of water services and sanitation services, numerous WWTWs and WTWs in poor condition putting the health of the nation at risk, some municipalities consistently failing to deliver adequate services, increasing water scarcity, and decreasing raw water quality. Over 3 million people still do not have access to a basic water supply and 14.1 million people do not have access to a safe sanitation facility. At the same time, although access to water and sanitation services have improved significantly, the reliability of services that have been provided since the advent of democracy is declining, with only 64 % of households now having access to a reliable and safe water supply. Climate change adds significant additional stress to an already stressed environment and is changing rainfall patterns in ways that we have yet to understand fully. The NW&SMP has identified a number of critical priority actions that must be implemented to address the current crisis in the water sector and to achieve the constitutional and legal mandate given to the sector. It prioritises the actions that will deliver the greatest impact with limited resources, with a focus on reducing water demand, increasing supply, ensuring universal, reliable and safe water supply and sanitation, protecting infrastructure through effective asset management, improving raw water quality, and ensuring equity in access to water. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 18-2 Of critical importance is the issue of financial sustainability. Currently the sector is not financially sustainable and increases in excess of inflationary targets will be required to address the historic undervaluation of water and sanitation services. High levels of debt at municipal level reverberate up the value chain, impacting on the financial sustainability of all institutions in the water sector, exacerbated by poor revenue collection by DWS itself. There are five legs to the financial sustainability issue that must be addressed:  A strong message must be given that - apart from free basic water - all water users must pay for water  The significant subsidy provided to the agricultural sector through water use charges must be removed  Municipal tariffs must be revised to protect the rights of the poor to affordable water, ensure cost recovery (of true costs) and establish punitive tariffs for those wasting water  The grant system must be restructured to incentivise the life cycle infrastructure asset management approach and  The waste discharge charges system must be implemented immediately to provide funding for the reduction of pollution and the rehabilitation of polluted river systems. Sound financial management will have to start at DWS where the latest AG and SCOPA reports painted a grim picture. Improved financial sustainability will enable the sector to turn around the currently poor levels of maintenance and refurbishment that are contributing to the decline in reliability of services and the high levels of wastage of water through leaks. Improvement in the condition of WWTWs will also contribute to improved water resource quality and the reduction of public health risks. Addressing unacceptably high levels of water loss is a critical element of reducing water demand. Non-revenue water levels in municipalities are estimated at an average of 41%, which is unacceptably high. As a result, municipalities are losing some R 9.9 billion of potential revenue per year. The reduction of water losses and the introduction of water conservation and demand management measures in municipalities must be enforced to achieve the targets in the NDP. A national programme is proposed that will drive the reduction of non-revenue water levels to meet national and catchment targets. In addition, water conservation and demand management targets will be set for all municipalities and reflected in the KPIs of Municipal Managers and other senior staff. At the municipal level, the current crisis will need the combined engagement of DWS, COGTA, National Treasury, SALGA, water boards and WSAs. The reintroduction of a sector-wide approach (SWAP) programme is proposed, led by DWS, to tackle the current challenges. In this programme, a differentiated (triage) approach will be adopted in which WSAs will be categorised according to the challenges that they are facing, and targeted responses will be developed and implemented for the various categories. A specialised municipal intervention unit for water and sanitation (MIUWS) will be established by DWS, staffed with a small team of highly competent experts, to run the diagnostic analysis necessary to categorise the WSAs, and to drive the national programme of interventions where required. A national programme, driven by the MIUWS, is also proposed to support the adoption of alternative water sources such as desalination and water re-use. It is proposed that DWS lead a programme that will examine the costs and benefits of these technologies at a regional level National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 18-3 to support WSAs in making decisions on the most appropriate water sources to use to increase supply. In addition, a national, targeted programme of refurbishing and turning around failing WWTWs to protect our natural resources and citizen health is non-negotiable. DWS will also, with effect from 2018/19, re-introduce the highly-respected Blue, Green and No Drop programmes. At present, the constitutional water supply and sanitation responsibility lies with 144 municipalities that are WSAs. At least a third of these WSAs are regarded as dysfunctional and more than half have no, or very limited, technical staff. Twenty-seven priority district municipalities have been identified as being particularly dysfunctional and requiring specific intervention (though not all are WSAs). High levels of corruption have impacted on service delivery in a number of municipalities. Where WSAs show consistent inability to deliver effective water and sanitation services, a national intervention lead by the MIUWS will determine the appropriate water services provider to be used as well as the appropriate service delivery model such as management contracts and concessions. This will require a revision of Chapter 8 of the Municipal Systems Act which DWS will engage COGTA and NT on. In addition, a legislative review will be done to ensure that internal procedures and decision-making systems in local government support effective water and sanitation provision. A national curriculum will be put in place for municipal water managers, which will become a mandatory qualification for all such water managers. On the water resources side, the strategic water sources of the country, the 8% of the land which produces 50% of the nation’s water resources, are under threat from development including mining. In order to ensure the water security of the country, these areas will be declared as protected areas as soon as possible. DWS will engage DEA on this. Metering of water use in the agricultural sector and the removal of the subsidy on agricultural water charges will drive water conservation in this sector. DWS, working in partnership with DEA, will get tough on enforcement. A high-profile campaign of enforcement of water use licence conditions for both abstraction and waste discharge, accompanied by a public communication programme will see the prosecution of high-impact non-compliant water users with significant publicity around the campaign and the results. This is aimed at reducing non-compliant water use and creating an awareness of the work being done by DWS in this regard. This will be an important signal that this is ‘business unusual’ and that those who are non-compliant can no longer risk continued illegal activities. The water sector research, development and innovation programme, driven by the DST and the WRC will support the implementation of the NW&SMP. Finally, the water sector has, over the past 20 years, failed to deliver on its mandate for water allocation reform, or the reallocation of water to black water users. This, along with land reform, remains a major challenge facing the country, and one that must be addressed. It is proposed that a joint land, water and agrarian reform programme, to be led by the Department of Rural Development and Land Reform be established to ensure that the reallocation of both land and water are aligned and take place within a framework of agrarian reform and effective rural development. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 18-4 This NW&SMP has been widely consulted on and has been developed with input from a range of stakeholders and organs of state and has been greatly improved and informed by these engagements and inputs. It remains a living document to be annually reviewed, updated and improved. To this end, a mini-Phakisa will be held in the latter part of 2018, where stakeholders will be invited to spend two weeks deepening, refining and focusing the NW&SMP. Due to limited resources for implementation priorities may need to be narrowed down to fewer but essential critical actions. South Africans share common interests and challenges in the pursuit of water security. Achieving water security requires sound evidence to inform policy and dialogue, good governance, advances in research and technology, the mobilisation of finance and investment, management of climate risks, and cooperation in managing transboundary water resources. It requires balancing supply and demand, redistributing water, managing water and sanitation services effectively, regulating water with a focus on high impact use, improving raw water quality and protecting and restoring ecosystems. These themes orient the NW&SMP and provide a rallying point for government, civil society, the private sector, researchers and innovators, the international community and ordinary South Africans. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 1 ANNEXURE 1: DEFINITIONS Acid rain Rainfall of abnormally high acidity which results from atmospheric pollution by emissions of sulphur dioxide, nitrogen oxide, and chloride. Anti-pollution measures The reduction or elimination of pollution by restricting or prohibiting activities which cause pollution. Aquifer Aquifer' means a geological formation which has structures or textures that hold water or permit appreciable water movement through them Biodiversity The number and variety of organisms and life forms, including all species, representing the totality of all their genes, found in an ecosystem or in a region. Biosphere The global sum of all ecosystems in the zone of life on Earth; integrating all living beings and their relationships. All life forms in the atmosphere, all oceans, freshwater, soils, land surfaces and the underlying geological horizons. Capable and developmental state A state that has sufficient human, financial, economic and natural resources to achieve the national objectives for the benefit of all citizens, through effective institutions and infrastructure that enable the economy and society to operate to its full potential. Catchment An area from which any rainfall will drain into the watercourse or watercourses or part of a watercourse, through surface flow to a common point or common points. Climate change Changes in climatic conditions due to natural causes or to anthropogenic (man-made) effects such as emissions of greenhouse gases, e.g. carbon dioxide, nitrous oxide, and methane, from industry, transport, farming and deforestation, that are expected to have significant consequences for rainfall and water availability on earth. Constituents Individual components, elements, or biological entities, such as suspended solids or dissolved salts. Consumption Use of water abstracted from any source, such as a river, groundwater or water supply system, for domestic, commercial, industrial, power generation, irrigation or any other purpose. Contaminants Constituents which are added to a water supply through the use thereof. Deforestation Removing natural forests from the landscape for the purpose of harvesting the timber or for making the land available for other purposes. Democracy Rule by the people. Desalination The removal of unwanted salts (constituents) from water to make it fit for use. Development The systematic use of scientific and technical knowledge, together with traditional knowledge systems and cultural values, to realise the potential of natural resources to support social and economic transformation. Ecosystem A community of all the organisms, such as plants, animals, fish and microbes, living in complex but balanced relationships with the physical features of their environment such as light, heat, moisture, wind, water, nutrients and minerals. Efficiency-equity trade off Seeking the socially, economically and politically most acceptable outcome of decision-making concerning the competing merits of efficiency and of equity and fairness. Effluent The liquid discharged from a processing step, usually from an industry, from a water purification works or from a waste water treatment plant. Effluent discharge Standards Minimum standards set for the quality of effluent streams as a means of controlling externalities, i.e. the economic and other effects on others. Efficient water allocation A situation in which the available water resources are allocated in a way that achieves maximum benefit. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 2 Emissions Solid, liquid or gaseous substances, or energy in the form of heat, usually discharged into the environment, by people and other living organisms or by chemical or physical processes; usually refers to products of combustion emitted into the atmosphere. Environmental engineering The application of science and technology to minimise the negative and to maximise the positive impacts on the environment of physical development and of the utilization of natural resources for the benefit of society. Environmental protection Avoiding negative impacts on the environment caused by physical activities, by the discharge of harmful solid, liquid or gaseous wastes or by the release of radiation. Equity Fairness, justice and impartiality which supplements or overrides common and statute law. Externalities Consequences of an action, usually negative but could be positive, which affect other parties but are not reflected in the costs. Hydraulic fracturing Also known as fracking. It is the process of injecting pressurised fluids into various rock layers in order to create cracks to allow natural gas to move freely. Fog harvesting The interception and precipitation of moisture in fog to form water. Governance Action or manner of governing by implementing sound rules and procedures. Global warming The increase in the average surface temperatures across the globe, usually measured over long periods of time; reported to have increased by 1⁰C over the past hundred years. Government This refers to the total of all levels of government, including national, provincial, and local government as in South Africa. It is always necessary to check what level of government is being referred to in any particular context. Greenhouse gas Gases such as water vapour, carbon dioxide and methane in the atmosphere that do not affect incoming sunlight, but trap heat emitted from the Earth, thus contributing to global warming; hence the greenhouse effect. Green water footprint The volume of water evaporated from rainfall stored in the soil as soil moisture. Grey water footprint The volume of freshwater required to assimilate a pollution load to at least comply with acceptable water quality standards. Groundwater Rainfall that infiltrates into the soil surface and percolates downwards, seepage from water in streams, lakes and artificial impoundments, and irrigation water that percolates down into the ground and accumulates in aquifers comprising permeable underground layers of sand, gravel and rock. Growth An increase in an economic factor or variable, normally persisting over successive periods. Rapid or persistent growth is likely to involve changes in the nature of economic activity, with new products or processes, and new types of labour skills, capital goods, and economic conditions. Impurities Constituents which are added to the water supply through use. Management The people who make decisions in an organization; the effect, impact and outcome of these decisions. Mandate Authority to carry out a policy, course of action or legal command from a superior. Pollutants Constituents which are added to water through use. Pollution control Methods for controlling pollution, usually by monitoring against minimum standards and acting against contraventions. Potable Water safe 23 to be used for drinking purposes. Private sector Those parts of the economy not run by the government, including households, voluntary associations, community organizations, sole traders, partnerships, and privately owned company. Property rights The rights of an owner over property. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 3 Public sector Those parts of the economy which are not controlled by individuals, voluntary organizations, or privately-owned companies. Rain water harvesting Interception, collection and storage of water during rain seasons for use in other times Reclamation Treatment of wastewater for reuse, including indirectly or directly as potable water. Recycling The reuse of wastewater, with or without various degrees of treatment. Regulation A rule or directive made and implemented by an authority, which individuals or organizations are obliged to respect and comply with. Regulatory agency A body created to decide on and enforce regulations or rules. Research and development The use of resources to create new knowledge, and to develop new and improved products or processes, to enhance economic activities and the quality of life. Repurification Treatment of wastewater to a quality standard suitable for various uses, including for indirect or direct reuse as potable water. Reuse Beneficial use of reclaimed or re-purified wastewater. Rights based approach Priority given to the allocation of water to people who do not have access to water, even to satisfy their basic human needs which is a constitutionally entrenched right; individuals and communities are given access to full information, justice, and to participation in decision-making processes concerning water-related issues. Such water allocations enjoy priority over other uses such as for irrigated agriculture and for industrial use. Right to access to water Every person in South Africa is entitled to sufficient, acceptable, safe, physically accessible and affordable water for personal and domestic uses. River pollution The effects on rivers of the discharge or dumping into the environment of industrial, agricultural and any other waste products. Runoff The portion of rainfall on land or on any other surface that drains away to accumulate in a stream or a river, and which does not infiltrate into the surface, get intercepted by vegetation and other covers where it is stored, or evaporate back into the atmosphere. Runoff is also fed by groundwater which moves naturally into streams and rivers. Sanitation Services The collection, removal, disposal or treatment of human excreta and domestic wastewater, and the collection, treatment and disposal of industrial wastewater. This includes all the organisational arrangements necessary to ensure the provision of sanitation services including, amongst others, appropriate health, hygiene and sanitation-related awareness, the measurement of the quantity and quality of discharges where appropriate, and the associated billing, collection of revenue and consumer care. Water services authorities have a right but not an obligation to accept industrial wastewater from industries within their area of jurisdiction. Sand mining The removal of sand (mainly from river beds and banks) for commercial purposes; including the screening and washing of fine material out of the product. Sewage Liquid waste, with some suspended material, mainly human excrement. Sewage disposal The discharge of liquid waste from human occupation to the environment, usually after some of full treatment. Sewerage Infrastructure for the collection, treatment, and disposal of liquid waste (sewage). Sludge Solids removed from wastewater during treatment. Storm water Runoff from an area after heavy rain Surface water Runoff that occurs in streams and rivers, also in natural lakes and reservoirs; a major resource for water supplies. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 4 Virtual water The volume of water required to produce products which a country imports and exports; the volume of water embedded in products that are traded between countries or regions. Most relevant to arid or semi-arid countries with scarce water resources. Value Engineering A systematic method to improve the value of infrastructure or services by either improving the function or reducing the cost. It is a primary tenet of value engineering that basic functions must be preserved and may not be reduced because of pursuing value improvements. (Value is defined as the ratio of function to cost.) Wastewater treatment This includes any process which may be used to favourably modify the characteristics of the wastewater. Water authorisation Permission to use water for a specific purpose. Water balance The regulation or rationalisation of human activity to match the sustainable local water supply, rather than base, or a process of balancing water supply and demand to ensure that water use does not exceed supply. Water efficiency Getting any given results such as equity, gravity, and development with the smallest possible inputs, or getting the maximum possible output from given resources. Water footprint An indicator of water use that considers both direct and indirect water use. The water footprint of a product (good or services) is the volume of fresh water used to produce the product, summed over the various steps of the production chain. Water footprint includes 3 components: Volume of water as consumptive use or evaporation of rainwater/stored in soil moisture (green water) Volume of water as consumptive use or evaporation of water withdrawn from groundwater or surface water (blue water) and Volume of polluted water, calculated as water that is required to dilute pollutants to such an extent that the quality of the water remains above agreed water quality standards (grey water). Water licence A general authorisation issued by a responsible authority for water use is authorised by a licence under the National Water Act, 1998. Water neutral The reducing of the impact of the water consuming activity in making the impact ‘water neutral’ by simultaneous investment in water conservation measures of other alternatives. Water neutral thereby means that one reduces the water footprint of an activity as much as reasonably possible, and offsets the negative externalities of the remaining water. Water offsetting The residual water footprint is offset by making a ‘reasonable investment’ in establishing or supporting projects that aim at the sustainable and equitable use of water. Water resource strategy A plan for dealing with uncertain future circumstances with respect to the availability of clean and sufficient water for domestic and commercial use. This is the set of rules by which the action to be taken depends on the circumstances, including natural events such as climate change and the actions of other people. Water resource Water that can be used to contribute to economic activity, including a water course, surface water, estuary and ground water in an aquifer. Water resources protection Protection in relation to a water resource, means: maintenance of the quality of the water resource to the extent that the water resource may be used in an ecologically sustainable way; prevention of the degradation of the water resource; and rehabilitation of the water resource. Water risk Essentially the pressure of decreasing water availability and the reliability of supplies. The fact that the results of any use of water resources are not certain but may take more than one value. Water scarcity Water is scarce relative to human demands, not in and of itself. Water services Water supply services and/or sanitation services, or any part thereof. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 5 Water Supply Services The abstraction from a water resource, conveyance, treatment, storage and distribution of potable water, water intended to be converted to potable water and water for industrial or other use, to consumers or other water services providers. This includes all the organisational arrangements necessary to ensure the provision of water supply services including, amongst others, appropriate health, hygiene and water-related awareness, the measurement of consumption and the associated billing, collection of revenue and consumer care. Water services authorities have a right but not an obligation to provide industrial water to industries within their area of jurisdiction. Water trading The process of buying and selling of water access or use entitlements, also called water rights. The terms of the trade can be either permanent or temporary, depending on the legal status of the water rights. Wetland Land which is transitional between terrestrial and aquatic systems where the water table is usually at or near the surface or the land is periodically covered with shallow water, and which land in normal circumstances supports or would support vegetation typically adapted to life in saturated soil. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 6 ANNEXURE 2: INFORMATION ON THIRTEEN MAJOR RECONCILIATION STRATEGIES The Vaal River System (Developed in 200981 now in the second phase of implementation82) The supply area of the Vaal River System stretches far beyond the catchment boundaries of the Vaal River and includes most of Gauteng, Eskom’s power-stations and Sasol’s petro-chemical plants on the Mpumalanga Highveld, the North-West and Free State goldfields, iron and manganese mines in the Northern Cape, Kimberley, several small towns along the main course of the river, as well as the Vaalharts Irrigation Scheme. It will soon be extended to also supply water to the developments on the Waterberg coal-fields near the town of Lephalale in the Mokolo catchment. The size of the Vaal River System, the various inter-basin transfers coupled with the extensive bulk water distribution infrastructure and the geographical location of the water users in relation to the position of the water resource components provides for a complex mix of variables that influences both the demand and availability. Vaal River System proposed reconciliation interventions23 81 DWS, 2009, Vaal River System: Large Bulk Water Supply Reconciliation Strategy, P RSA C000/00/4406/09, Prepared by DMM, Golder, SRK, WRP & Zitholele 82 DWS, 2015, Strategy Steering Committee of the Vaal River System (VRS): Status Report June 2015, Prepared by WRP National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 7 Ensuring that sufficient water is available to supply the future water requirements in the supply area of the Vaal River System requires the following main interventions:  Eradicate unlawful water use;  Continuation with the implementation of WC/WDM;  Mine water effluent (acid mine drainage) must be treated and ready for use by 2020/21;  Implement Phase 2 of LHWP, the Polihali Dam and transfer infrastructure, to deliver water by the year 2024; and  Implement re-use of water as proposed in Tshwane’s Water Resource Master Plan. The Orange River System83 (Developed in 2014) The Orange River System extents into four International Basin States with the Senqu River originating in the highlands of Lesotho, Botswana in the north eastern part of the Basin, the Fish River in Namibia and the largest area situated in South Africa. From the Reconciliation Strategy it is noted that water required to supply the current and future social and economic activities, as well as supporting the transfer to the Vaal River System, will have to come from within the Orange/Senqu basin. The existing EWR needs to be maintained, and the implementation of the EWR additional releases, can only be implemented after a new dam is commissioned. Orange River System proposed reconciliation interventions, including implementation of EWR, excluding raising of Gariep/implementation of Verbeeldingskraal Dam24 83 DWS, 2013, Development of Reconciliation Strategies for Large Bulk Water Supply Systems: Orange River: Final Reconciliation Strategy, P RSA D000/00/18312/10, Prepared by WRP, Aurecon, Golder & Zitholele National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 8 Interventions and Measures envisaged for the Orange River system (South African portion) to maintain a water balance between the water needs and availability up to the year 2050 have been identified, as follows.  Plan and implement WC/WDM in the domestic and irrigation water use sectors.  Implement the real time monitoring of the Vaal River and Orange River flows downstream of Bloemhof and Vanderkloof dams as soon as possible, as this option is regarded as a quick win.  Feasibility study on the proposed Noordoewer/Vioolsdrift Dam on the Lower Orange River.  Investigate the utilisation of the Vanderkloof Dam lower level storage. Then proceed with the design and implementation of the pumping station and pipelines for pumping water from the reduced minimum operating level of Vanderkloof Dam into the existing Oranje Riet canal.  Commission a pre-feasibility study for choosing between the raising of Gariep Dam and the Verbeeldingskraal Dam, to provide additional storage in the middle Orange River, followed by the relevant feasibility study. The Kwa-Zulu Natal Coastal Metropolitan Bulk Water Supply System (Developed in 2010, second phase of continuation completed) The Kwa-Zulu Natal Coastal Metropolitan Bulk Water Supply System extends from the Thukela River Mouth on the KZN North Coast to the uMtwalume River on the South Coast, as well as from Howick in the KwaZulu-Natal (KZN) Midlands to Durban on the east coast. It includes the eThekwini Metropolitan Municipality (MM), Msunduzi Local Municipality (LM), as well as portions of uMgungundlovu, iLembe, and Ugu District Municipalities (DMs). The area consists of three main water supply systems (WSSs), that are interlinked, namely North Coast WSS, Integrated Mgeni WSS and the South Coast WSS. The KwaZulu-Natal Coastal Metropolitan area is the third largest contributor to the national economy and is the economic hub of KZN. This area is experiencing rapid growth in water requirements because of the influx of people from the rural areas, economic growth and development initiatives. Although a high level of emphasis is placed on a drive to increase the efficiency of water use through on-going water conservation and water demand management (WC/WDM) initiatives in order to delay other interventions, the Strategy shows that the development of water resource infrastructure is the solution to satisfy long-term water needs. The following priority interventions are required:  North Coast WSS:  Complete the raising of Hazelmere Dam by August 2018/2019 (DWS);  Commissioning of the Lower Thukela Bulk Water Supply Scheme Phase 2 (LTBWSS-2) by the end of 2019 (Umgeni Water);  Desalination of sea water at Lovu (Umgeni Water): 150 Ml/d; and  direct reuse of treated wastewater (eThekwini MM): (2018) 41 million m³/a.  Integrated Mgeni WSS:  Implement the uMkhomazi Water Project Phase 1 (uMWP-1), with the proposed Smithfield Dam and associated transfer and bulk infrastructure scheme, as soon as possible (DWS and Umgeni Water); National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 9  Complete the Western and Northern aqueducts to deliver water from uMWP-1 to the planned areas in eThekwini (Umgeni Water); and  Implementation of the eThekwini Re-mix Project pilot plant (eThekwini MM).  South Coast WSS:  The Lower uMkhomazi Bulk Water Supply System (Ngwadini Dam) by 2022 (Umgeni Water): 100 Ml/d; and  Desalination of seawater at Tongaat (Umgeni Water): 150 Ml/d. The Richards Bay Water Supply System84 (Developed in 2014) The Richards Bay Water System covers the City of uMhlathuze Local Municipality, comprising Empangeni, Ngwelezana, Esikhaweni and a number of rural villages as well as large well developed industries, commercial areas and business centres, such as Mondi Richards Bay, Tronox, Foskor, Richards Bay Minerals, Hillside and Bayside Aluminium and the Richards Bay Coal Terminal. Richards Bay is the economic centre of the uMhlathuze Local Municipality and is one of the strategic economic hubs of the country. Though the water resources available to the uMhlathuze Municipality are currently sufficient to cater for the existing requirements, should anticipated growth and industrial development materialise the current water sources are likely to come under stress within years. Richards Bay Water Supply System proposed reconciliation interventions8 The following interventions have been identified:  Raising of Goedertrouw Dam by 2.8 m. 84 DWS, 2015, Water Reconciliation Strategy for Richards Bay and Surrounding Towns: Extended Executive Summary¸ 109343, Prepared by Aurecon National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 10  A pre-feasibility comparison of one or more of the following augmentation schemes, followed by a feasibility study:  Increased capacity of the Thukela-Mhlathuze Transfer Scheme at Middledrift and potential phasing thereof,  Coastal transfer pipeline from the lower Thukela River at Mandini,  The preferred Mfolozi River transfer scheme to the Richards Bay WSS.  Evaluation and potential implementation of the following development options: a) a dam on the Nseleni River, b) Use of treated effluent from the Arboretum macerator site, and c) Seawater desalination. The Mbombela Bulk Water Supply System85 (Developed in 2014) The Mbombela Bulk Water Supply System covers Mbombela Municipal Area. However, this area straddles the Crocodile and Sabie River catchment and hence it necessitated a broader approach than only considering the water use and water resources within the municipal boundaries. The water resources of the Sabie and Crocodile catchments were included in the study area for the purposed of sourcing possible future water resources for Mbombela. For the purposes of this study, eight distinct supply centres were identified, namely: Nelspruit (including Mataffin, the Agricultural College and Matumi Golf Course), White River Town (including White River Country Estate and Rocky Drift), Hazyview, Nsikazi North, Nsikazi South, Karino Plaston Corridor, Matsulu, and Smaller centres, i.e. Kaapsche Hoop, Ngodwana and Elandshoek. Several interventions are proposed for the supply centres, ranging from WC/WDM, removal of IAP, re-allocation of irrigation water, groundwater development, optimising of system operating rules, rain and fog harvesting, as well as a proposed regional scheme within the Crocodile River catchment, with the following three schemes to be further investigated, namely the Boschejeskop Dam; the Mountain View Dam; and the Strathmore off-channel storage dam. The Western Cape Water Supply System (Developed in 2007, now in second phase of continuation86) The Western Cape Water Supply System covers the City of Cape Town and certain Overberg, Boland, West Coast and Swartland towns, as well as irrigators along the Berg, Eerste and Riviersonderend rivers. Although, the system was in surplus after the completion of the Berg River Dam (2006/07), estimated high growth in water requirements, including the successful implementation of the WC/WDM measures, indicated that the surplus would only be adequate to 2017. 85 DWS, 2014, Water Requirements and Availability Reconciliation Strategy for the Mbombela Municipal Area, PWMA 05/X22/00/2012/6, Prepared by IWR Water Resources, Aurecon, SRK, Kyamandi and WRP 86 DWS, 2014, Western Cape Water Supply System Reconciliation Strategy: Status Report, Prepared by Umvoto National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 11 Western Cape Water Supply System proposed reconciliation interventions (without climate change)87 87 DWS, 2010, Assessment of the ultimate potential and future marginal cost of water resources in South Africa, P RSA 000/00/12610, prepared by BKS Pty Ltd National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 12 Western Cape Water Supply System proposed reconciliation interventions (includes the negative effects of climate change) The following interventions were identified from the assessment of the current water requirements and updated scenario planning:  Berg River-Voëlvlei (Phase 1) augmentation ;  Langebaan Road Aquifer Artificial Recharge Scheme;  Table Mountain Group Aquifer (TMG) development;  Cape Flats and Newlands Aquifer development;  Lourens River Diversion ;  Water Re-use;  Desalination of seawater;  Michell’s Pass Diversion Scheme;  Raising of Steenbras Lower Dam; The Amatole Bulk Water Supply System88 (Developed in 2008) The System covers urban, rural and agricultural users in the catchments of the Buffalo and Nahoon rivers, including the Buffalo City Municipality, King William’s Town, Bisho and Stutterheim. 88 DWS, 2012, Amatole Water Supply System Reconciliation Strategy: Status Report 2012, Prepared by UWP National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 13 Amatole Bulk Water Supply System proposed reconciliation interventions, with the phasing in of EWR89 The following interventions have been identified:  Implement the amended operating rules to maximized the system yield.  Study potential water re-use schemes, which should seek to deliver an additional yield of 2.9 million m³/a per year over 5 years.  Commence planning for the next surface water augmentation schemes by 2016, the Nahoon River Dam (Stone Island) and transfer from Keiskamma River (Sandile Dam), depending on the implementation of the EWR.  The extent of IAP and the potential for increased forestry be reviewed, as well as their potential impacts on System Yield. The Algoa Water Supply System90 (Developed in 2010) The System covers, inter alia, the Nelson Mandela Bay Municipality, the Gamtoos Irrigation Board and the Sundays River Water User Association. Drought conditions in the region have forced the fast-tracking of several recommended interventions. 89 DWS, 2010, “Assessment of the ultimate potential and future marginal cost of water resources in South Africa”, P RSA 000/00/12610, prepared by BKS Pty Ltd 90 DWS, 2012, Water Reconciliation Strategy for the Algoa Water Supply Area: Status Report 2: 2012, Prepared by Aurecon National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 14 Algoa Water Supply System proposed reconciliation interventions90 The supply interventions to meet future needs which have been identified as probably feasible to increase the available supply to the supply area of the Algoa WSS are:  Nooitgedacht Low-Level Scheme (which is currently being implemented), and later Phase 2.  Groundwater development – Coega Kop aquifer and Churchill Dam area.  Re-use of water treated to industrial standards for the Coega IDZ – Fish Water Flats WWTW.  NMBM apply for a water use licence for the additional water use from Loerie Dam.  Feasibility study on seawater desalination  Investigate the possibility of raising the Kouga Dam. Limpopo Water Management Area North91 (Developed in 2016) The Limpopo Water Management Area North Reconciliation Strategy includes the all the catchments of the Limpopo WMA (Matlabas, Mokolo, Lephalala, Mogalakwena, Sand and Nzhelele catchments), excluding the Marico, Crocodile (West) and Luvuvhu catchments that are included in separate Reconciliation Strategies. Several transfer schemes from respectively the Letaba, Olifants and Crocodile West catchments, provide about 34 million m³/a of water into the Limpopo WMA North. 91 DWS, 2016, Limpopo Water Management Area North Reconciliation Strategy, P WMA 01/000/00/02914/11A, Prepared by AECOM National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 15 The main urban areas within the WMA include Mokopane, Polokwane, Mookgophong, Modimolle, Lephalale, Musina and Louis Trichardt. The Limpopo WMA North forms part of the internationally shared Limpopo River Basin which also includes sections of Botswana, Zimbabwe and Mozambique. Limpopo Water Management Area North 2010 water balances12 The supply interventions to meet future needs in the Limpopo Water Management Area North have been identified in the Reconciliation Strategy, as listed below:  Monitor observed flows and storage levels at strategic points as well as water quality and monitor water use to confirm water requirement projections before implementing options.  Plan and implement WC/WDM in all water use sectors.  Continue with the implementation of planned bulk water distribution systems, such as the MCWAP-1, ORWRDP phases (including transfer from the Olifants to Polokwane) and water supply systems from Nandoni Dam.  Refurbish the canal downstream of the Nzhelele Dam.  Construct canal downstream of the Glen Alpine Dam.  Commission feasibility studies on groundwater development in relevant areas.  Commission studies to investigate potential supply from Zimbabwe. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 16 The Olifants River Water Supply System92 (Developed in 2011) The System covers, towns and rural areas within the Olifants Catchment as well as augmentation to the towns Polokwane and Mokopane and their surrounding rural areas northbound and outside of the catchment area serving more than 3 million people. The water requirements in the Olifants catchment and its adjacent supply areas have increased substantially over the last number of years due to increases in a range of activities including power generation, significantly increase in mining, the steel industry, urban development and agriculture. Due to this significant growth in water requirements, the recently commissioned De Hoop Dam’s firm yield will soon be exceeded. For the successful implementation of the Olifants River Reconciliation Strategy, the need for large scale interventions by 2026 are pressing. It is therefore recommended that:  Plan and implement WC/WDM in all water use sectors.  Completion of the current Olifants River Water Resources Development Project.  Groundwater augmentation investigations underway, the implementation of groundwater schemes to be initiated as soon as possible.  Elimination of unlawful use.  Investigation and implement the use of treated mine water, as well as municipal effluent re-use.  Compulsory licensing, or similar reallocation initiatives, may have to be initiated for the Olifants River catchment to ensure a positive water balance over the long-term future.  An Integrated Olifants River Operating Rule Study needs to be initiated as soon as possible to optimise the system, thereby avoiding uncontrolled water supply shortages. The Crocodile West River System93 (Developed in 2009, second phase of continuation completed94) The catchment area of the Crocodile West River is one of the most developed in the country. It is characterized by the sprawling urban and industrial areas of northern Johannesburg and Pretoria, extensive irrigation downstream of Hartbeespoort Dam and large mining developments north of the Magaliesberg. As a result, the Crocodile River is one of the rivers in the country that has been most influenced by human activities, and where more specific management strategies are of paramount importance. 92 DWS, 2015, Olifants River Water Supply System Reconciliation Strategy 2015, P WMA 04/B50/00/8715, prepared by WRP 93 DWS, 2012, Crocodile West River Reconciliation Strategy 2012, P WMA 03/A31?00/6110/4, prepared by BKS and WRP 94 DWS, 2015, Crocodile West River Reconciliation Strategy, P WMA 03/A31/00/6115/2, prepared by AECOM and WRP National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 17 Crocodile West River System water balance93 The water resources that naturally occur in the catchment have already been fully developed and most of the tributaries as well as the main stem of the Crocodile River are highly regulated. Much of the water supplied to the metropolitan areas and some mining developments is transferred from the Vaal River system via Rand Water. This in turn results in large quantities of effluent from the urban and industrial users, most of which is discharged to the river system after treatment, for re-use downstream. In many of the streams and impoundments, water quality is severely compromised by the proportionate large return flows. The effluent return flows constitute a large portion of the water availability in the catchment and are an important resource, that is earmarked for the augmentation of the Mokolo System, as shown in figure below for a base and high growth scenario. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 18 Surplus water available from Crocodile West River System for augmentation to the Mokolo94 The growing water requirements in the Lephalale area in the Mokolo River catchment to the north and north-east of the Crocodile River catchment exceed the available water from the Mokolo River system. The transfer of surplus water in the Crocodile River system to the Lephalale area (Mokolo-Crocodile Water Augmentation Project) will be implemented 2019/2020. The following interventions have been identified in the Strategy:  The Rand Water service area in the Crocodile West River catchment will in future continue to be supplied from the Vaal River System and additional re-use will be considered only when surplus becomes available.  The areas north of the Magaliesberg outside the Rand Water supply area will receive increased treated effluent from the metropolitan areas as a future source of water.  In the Waterberg area (north of Crocodile West catchment) the optimal utilisation of local resources will continue and surplus water in the Crocodile West River System will be transferred to the Lephalale area.  Intervention to supply short-duration shortfall will be evaluated by investigating demand side management and/or potential augmentation by transferring treated wastewater from the Vaal River System to the Crocodile West River System.  Available groundwater resources should be utilised in all areas and opportunities for conjunctive surface / groundwater utilisation should be explored.  Continue with the Crocodile (West) Annual Operating Analyses. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 19 The Greater Bloemfontein Bulk Water Supply System95 (Developed in 2011) The System covers the larger centres of Bloemfontein, Thaba Nchu and Botshabelo, as well as to the smaller towns of Wepener, Dewetsdorp, Reddersburg, Edenburg and Excelsior, which are also dependent to varying degrees on local water sources. Currently approximately 66% of the treated water is supplied by Bloem Water, primarily through Welbedacht and Rustfontein Water Treatment Plant (WTP) and the balance via MMM’s Maselspoort WTP. Greater Bloemfontein Bulk Water Supply System proposed reconciliation interventions, including the Metolong Dam and implementation of the Caledon River EWR95  The following interventions should be undertaken: Plan and implement WC/WDM in all water use sectors.  Install two additional (1 m³/s) Pump Sets at Tienfontein Pump Station to increase the design capacity to 4 m³/s.  The Welbedacht Dam should be scoured to increase the capacity of the dam and to ensure that the siltation at Tienfontein Pump Station does not further hamper operations and maintenance.  Initiate a feasibility study to investigate the most appropriate means to augment Knellpoort Dam.  Initiate a study to investigate feasibility of obtaining additional water from the Orange River. 95 DWS, 2012, Water Reconciliation Strategy Study for the Large Bulk Water Supply Systems: Greater Bloemfontein Area: Final Strategy Report, P WMA 14/C520/00/0910/05, prepared by Aurecon, GHT Consulting Scientist, Illiso Consulting National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 20  A Feasibility Study on Water Re-use should be undertaken. Investigate and implement groundwater developments. The Luvuvhu and Letaba Water Supply System (Developed in 2015)96 The System covers the entire Luvuvhu and Letaba Water Management Area (WMA) and small parts of the adjacent WMAs. Most of the development in this water management area is agriculture based, with strong contributions by irrigated agriculture and afforestation. Thohoyandou, Tzaneen and Giyani are the largest urban centres in WMA, with some agro-based industries, mainly in the Tzaneen area. The Kruger National Park (KNP) lies along the eastern boundary and occupies approximately 35% of the WMA. The following measures are envisaged for the Luvuvhu and Letaba systems to maintain a water balance between the water needs and availability up to the year 2040.  Implementation of the Groot Letaba Water Development Project (GLeWaP), comprising of the raising of the Tzaneen dam, and construction of a the new Nwamitwa dam on the Janetsi Farm 463LT, in process.  Implement WC/WDM for both municipal and agriculture sectors.  Investigate, plan to development of a pipeline to replace the canal between Middel Letaba and Nsami dams.  Investigate the possible increase of the Nandoni sub-system yield by improved utilising of downstream incremental flows.  Commission Feasibility studies on groundwater development in the relevant areas.  Commission Feasibility studies on groundwater development in relevant areas, and the construction of storage dam in the Mutale River. All Town studies Over eight hundred (800) All-Town stand-alone strategies / studies are now in continuation phase. The All-Town Studies are in this phase to ensure that the strategies developed remain relevant and are live documents. These All-Town Strategies showed that, in most cases, water supply deficits are not the result of water resource shortages but rather of poor water supply management. Improved management will solve most of the immediate problems – these are typically:  A lack of metering information, resulting in WSAs having limited information on how much water is used or wasted.  A large wastage of water.  High per capita use. 96 DWS, 2015, Development of Water of a Reconciliation Strategy for the Luvuvhu and Letaba Water Supply System, P WMA 02/B810/00/1412/16, Prepared by WRP Consulting Engineers National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 21  Free water being provided far above the indigent level obligations.  Poor cost recovery.  Lack of proper maintenance and skilled operators.  Low technical competency. The All-Town Strategies also showed that groundwater is a very important resource for towns and an option in some instances. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 22 ANNEXURE 3: REFERENCES African Union (AU). 2015. AGENDA 2063. Ashton, P. 2012. WATER QUALITY CHALLENGES IN SOUTH AFRICA. Council for Scientific and Industrial Research (CSIR). Pretoria, South Africa. Central Statistics Service, 1993. Standard Industrial Classification (SIC) of All Economic Activities. Edition 5. Pretoria, South Africa. pp 1 - 247. Colvin, C et al. 2013. DEFINING SOUTH AFRICA’S WATER SOURCE AREAS. WWF-World Wide Fund for Nature. Cape Town, South Africa. Butler, D et al. 2016. RELIABLE, RESILIENT AND SUSTAINABLE WATER MANAGEMENT: THE SAFE & SURE APPROACH. Global Challenges. Vol. 1 pp- 63-77. Department of Agriculture Forestry and Fisheries (DAFF). 2015. IRRIGATION STRATEGY FOR SOUTH AFRICA. Pretoria, South Africa. Department of Environmental Affairs (DEA). 2011. 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Directorate: Water Services Planning & Information. Pretoria, South Africa. Department of Water Affairs (DWA). 2015. PLANNING-LEVEL REVIEW OF WATER QUALITY IN SOUTH AFRICA. Pretoria, South Africa. (draft). Department of Water Affairs (DWA). REGULATORY PERFORMANCE MEASUREMENT SYSTEM (RPMS) REPORTS. Pretoria, South Africa. Department of Water Affairs and Forestry (DWAF). 1991. WATER QUALITY MANAGEMENT POLICIES AND STRATEGIES IN THE REPUBLIC OF SOUTH AFRICA. Pretoria, South Africa. pp. 1-39. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 23 Department of Water Affairs and Forestry (DWAF). 2003. NORMS AND STANDARDS FOR WATER SERVICES. Department of Water Affairs and Forestry (DWAF). 2004. NATIONAL WATER RESOURCE STRATEGY. Edition 1. Pretoria, South Africa. Department of Water Affairs and Forestry (DWAF). 2006. 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Pretoria, South Africa Department of Water and Sanitation(DWS). 2013b. NATIONAL WATER POLICY POSITIONS. Pretoria, South Africa. Pp.16. Department of Water and Sanitation (DWS). 2013c. NATIONAL WATER RESOURCE STRATEGY. Edition 2. Pretoria, South Africa. pp. 1-115. Department of Water and Sanitation (DWS). 2015a. MUNICIPAL STRATEGIC SELF ASSESSMENT (MuSSA). Pretoria, South Africa. Department of Water and Sanitation (DWS). 2015b. 2014 NO DROP REPORT- FIRST ORDER ASSESSMENT OF WATER LOSS, WATER USE EFFICIENCY AND NON-REVENUE WATER IN MUNICIPALITIES Department of Water and Sanitation (DWS). 2015c. 2015 NO DROP REPORT-THE STATUS OF WATER LOSS, WATER USE EFFICIENCY AND NON-REVENUE WATER IN METROPOLITAN MUNICIPALITIES. Department of Water and Sanitation (DWS). 2015d. STRATEGY FOR INCENTIVE-BASED REGULATION OF WATER USE EFFICIENCY IN MUNICIPALITIES Department of Water and Sanitation (DWS). REGULATIONS REGARDING THE SAFETY OF DAMS i.t.o. SECTION 123 OF THE NWA, 1998. Pretoria, South Africa. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 24 (Department of Water and Sanitation (DWS). 2016a. BENCHMARKS FOR WATER CONSERVATION AND WATER DEMAND MANAGEMENT (WC/WDM) IN THE MINING SECTOR. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2016b.CONDITION ASSESSMENT AUDIT OF IRRIGATION SCHEME INFRASTRUCTURE. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2016 DRAFT POLICY ON SUSTAINABLE HYDROPOWER GENERATION. General Notice No. 400 of 2016. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2016c. GUIDELINE FOR THE DEVELOPMENT AND IMPLEMENTATION OF WATER CONSERVATION AND WATER DEMAND MANAGEMENT PLANS FOR THE MINING SECTOR. Pretoria, South Africa Department of Water and Sanitation(DWS). 2016. KZN METRO RECONCILIATION STRATEGY. Department of Water and Sanitation (DWS). 2017a. MuSSA FOR WATER SERVICES FOR SOUTH AFRICA, 2016/2017. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2017b. BENCHMARKING OF WATER LOSSES, WATER USE AND NON-REVENUE WATER IN SOUTH AFRICAN MUNICIPALITIES (2004/05 TO 2015/16). Department of Water and Sanitation (DWS). 2017c. DEBT COLLECTION PERFORMANCE REPORT, 2017. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2017d. NATIONAL GROUNDWATER STRATEGY. Pretoria, South Africa. pp.2-111. Department of Water and Sanitation (DWS). 2017e. DWS. 2017. NATIONAL WATER INVESTMENT FRAMEWORK. Department of Water and Sanitation (DWS). 2017f. REVIEW, EVALUATION AND OPTIMISATION OF THE SOUTH AFRICAN WATER RESOURCES MONITORING NETWORK: IMPLEMENTATION STRATEGY. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2017g. STATUS REPORT ON WATER LOSSES WITHIN THE 8 LARGE WATER SUPPLY SYSTEMS. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2017h. WATER QUALITY MANAGEMENT POLICIES AND STRATEGIES FOR SOUTH AFRICA: INTEGRATED WATER QUALITY MANAGEMENT IMPLEMENTATION PLAN. Edition 2. Pretoria, South Africa. Department of Water and Sanitation (DWS). 2017i. WATER QUALITY MANAGEMENT POLICIES AND STRATEGIES FOR SOUTH AFRICA: INTEGRATED WATER QUALITY MANAGEMENT POLICY. Edition 2. Pretoria, South Africa. pp. 1-75. Department of Water and Sanitation (DWS). 2017j. WATER QUALITY MANAGEMENT POLICIES AND STRATEGIES FOR SOUTH AFRICA: INTEGRATED WATER QUALITY MANAGEMENT STRATEGY. Edition 2. Pretoria, South Africa. pp. 1-85. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 25 Department of Water and Sanitation (DWS). 2017k. WATER QUALITY MANAGEMENT POLICIES AND STRATEGIES FOR SOUTH AFRICA: MONITORING AND EVALUATION FRAMEWORK. Edition 2. Pretoria, South Africa. pp. 1-51. Department of Water and Sanitation (DWS). 2017l. WATER QUALITY MANAGEMENT POLICIES AND STRATEGIES FOR SOUTH AFRICA: WATER QUALITY AND WATER QUALITY MANAGEMENT CHALLENGES IN SOUTH AFRICA. Edition 1. Pretoria, South Africa. pp. 1-123. Department of Water and Sanitation (DWS) and National Treasury. 2017m. NATIONAL WATER INVESTMENT FRAMEWORK & MUNICIPAL BUDGET DATABASE. Pretoria, South Africa Department of Water and Sanitation (DWS). 2018. NATIONAL WATER INVESTMENT FRAMEWORK. Pretoria, South Africa. Escobor, I et al. 2009. SUSTAINABLE WATER FOR THE FUTURE – WATER RECYCLING VERSUS DESALINATION. Elsevier Publishers Eskom. 2013. COMPILATION OF AN APPLICATION FOR EXEMPTION FROM MINIMUM EMISSION STANDARDS AND EXTENSION OF THE MINIMUM EMISSION STANDARD TIMEFRAMES FOR ESKOM'S POWER STATIONS: WATER RESOURCES ASSESSMENT. Eskom Annual Report. 2016. ANNUAL PERFORMANCE REPORT – WATER USE INTENSITIES FOR THE PAST THREE YEARS. FAO. 1993. THE STATE OF FOOD AND AGRICULTURE 1993. FAO Agriculture Series no 26. Global Water Partnership. 2010. WHAT IS WATER SECURITY? - THE WATER CHALLENGE. Grey, D & Sadoff, CW. 2007. SINK OR SWIM: WATER SECURITY FOR GROWTH AND DEVELOPMENT. World Bank, Washington DC. Grobler, G. 2002. PERSONAL COMMUNICATION Isabel Escobor et al. 2010. SUSTAINABLE WATER FOR THE FUTURE – WATER RECYCLING VERSUS DESALINATION. Elsevier Publishers. Institute for Poverty, Land and Agrarian Studies. FACT CHECK NO. 1 LAND REFORM, THE DISTRIBUTION OF LAND IN SOUTH AFRICA: AN OVERVIEW. http://www.plaas.org.za/sites/default/files/publications-pdf/No1%20Fact%20check%20web.pdf Li, Y. and Migliaccio, K. 2010. WATER QUALITY CONCEPTS, SAMPLING, AND ANALYSES. CRC Press. National Planning Committee (NPC). 2011. DIAGNOSTICS REPORT, Pretoria, South Africa. National Planning Commission (NPC).2011. NATIONAL DEVELOPMENT PLAN 2030 OUR FUTURE-MAKE IT WORK. Pretoria, South Africa. National Treasury. 2016. THE STATE OF LOCAL GOVERNMENT FINANCES AND FINANCIAL MANAGEMENT. Pretoria, South Africa. National Treasury. 2017a. DIVISION OF REVENUE ACT. Pretoria, South Africa. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 26 National Treasury.2017b. MUNICIPAL BORROWING BULLETIN & MUNICIPAL BUDGET DATA BASE. Pretoria, South Africa. National Treasury.2017c. MUNICIPAL BUDGET DATA BASE (MSCoA). Pretoria, South Africa. Pitman, W, V. 2011. OVERVIEW OF WATER RESOURCE ASSESSMENT IN SOUTH AFRICA: CURRENT STATE AND FUTURE CHALLENGES. Water SA vol 37 no 5 Pretoria January 2011 http://www.scielo.org.za Raziyeh Farmani David Butler et al. RELIABLE, RESILIENT AND SUSTAINABLE WATER MANAGEMENT: THE SAFE & SURE APPROACH. Randall, A. 1981. PROPERTY ENTITLEMENTS AND PRICING POLICIES FOR A MATURING WATER ECONOMY. Australian Journal of Agricultural Economics, Vol. 25, No 3: 165-220. Statistics South Africa. 2011. CENSUS 2011 STATISTICAL RELEASE P0301.4. Pretoria, South Africa. Statistics South Africa. 2015. LIVING CONDITIONS SURVEY 2014/2015.P. Pretoria, South Africa. Statistics South Africa. 2016. COMMUNITY SURVEY 2016 STATISTICAL RELEASE P0301.Pretoria, South Africa Statistics South Africa. 2016. STATS SA GENERAL HOUSEHOLD SURVEY 2016. Pretoria, South Africa. Strategic Water Partnership Network. 2016. WATER ADMINISTRATION SYSTEM – FINAL REPORT PHASE 1 WATER RELEASE MODULE. Trans Caledon Tunnel Authority (TCTA). 2017. TCTA ANNUAL REPORT, 2017. United Nations (UN Water). 2013. WHAT IS WATER SECURITY? http://www.unwater.org/publications/water-security-infographic/ United Nations (UN Water). 2016. SUSTAINABLE DEVELOPMENT GOALS – 17 GOALS TO TRANSFORM OUR WORLD: INTEGRATED MONITORING GUIDE FOR SDG 6: TARGETS AND GLOBAL INDICATORS. Work in progress. Pp 1-26. Water Research Commission. 2005. A COMPILATION OF ALL THE FRESHWATER AGREEMENTS ENTERED INTO BY SOUTH AFRICA WITH OTHER STATES. Report No. WRC K5-1515. Pretoria, South Africa Water Research Commission. 2012. THE STATE OF NON-REVENUE WATER IN SOUTH AFRICA. Report TT 522/12. Pretoria, South Africa. Water Research Commission. 2015. SOUTH AFRICA'S WATER RESEARCH, DEVELOPMENT, AND INNOVATION (RDI) ROADMAP: 2015-2025 Water Research Commission (WRC). 2017. NATIONAL GROUNDWATER STRATEGY (Report No.TT714/17). Pretoria, South Africa. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 31 October 2018 NW&SMP: Volume 2: Plan to Action Final Draft (version 4.2) 27 World Wide Fund – South Africa (WWF-SA). 2013. AN INTRODUCTION TO SOUTH AFRICA’S WATER SOURCE AREAS: THE 8% LAND AREA THAT PROVIDES 50% OF OUR SURFACE WATER. Cape Town, South Africa. pp. 1-29 Version 10. 1 31 October 2018 NATIONAL WATER AND SANITATION MASTER PLAN VOLUME 3: SCHEDULE OF ACTION Version 4.8 Ready for the Future and Ahead of the Curve 23 October 2018 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page ii Document Revision Record Rev. No. Brief description of key revisions: Issue Date: 2.0 Draft Submission to DWS 14 May 2018 2.5 Improved spreadsheet functionality and populating actions 24 May 2018 3.0 Continuation of populating actions 1 June 2018 4.2 Continuation of populating actions and inclusion of details from Minister’s speech 8 June 2018 4.3 Incorporated comments from T Basson 15 June 2018 4.4 Incorporated comments from Client 22 June 2018 4.5 Align version number with Volume 3 Excel version 25 June 2018 4.6 Updated document with content from presentation to PCC 17 July 2018 4.7 Updated document with comments from Team Leads 7 September 2018 4.8 Improved information filtering 23 October 2018 PROJECT NAME: DEVELOPMENT OF A NATIONAL WATER AND SANITATION MASTER PLAN PROJECT NUMBER: WP11240 DOCUMENT TITLE: NATIONAL WATER & SANITATION MASTER PLAN: VOLUME 3: SCHEDULE OF ACTIONS (DRAFT) National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page iii Contents 1. VOLUME 3: SCHEDULE OF ACTIONS – ROADMAP....................................... 1-1 1.1Introduction 1-1 1.2Outline 1-2 2. VOLUME 3: SCHEDULE OF ACTIONS............................................................. 2-3 3. DETERMINANTS ............................................................................................... 3-1 3.1Internal linkages of Actions 3-3 3.2Proposed action prioritisation approach 3-3 3.3Assumptions/criteria/principles used for determination of costs 3-3 3.4Future inclusions to be considered under volume 3 3-4 4. FUNCTIONALITY:.............................................................................................. 4-5 4.1Contents of the various tabs 4-7 4.2Specifications: 4-11 Figures and Tables FIGURE 3-1: CONTENT OF VOLUME 3.........................................................................................................................................................3-1 FIGURE 3-2: ALIGNMENT OF NATIONAL PLANNING PROCESS WITH SECTORIAL & DEPARTMENTAL PLANNING PROCESS..............................................3-2 FIGURE 3-3: LINKAGES BETWEEN ACTIONS ..................................................................................................................................................3-3 FIGURE 4-1: VOLUME 3 DASHBOARD-HOME PAGE .......................................................................................................................................4-5 National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page iv List of Acronyms Acronym Description ACIP Accelerated Community Infrastructure Program AIP Alien Invasive Plants AMCOW African Ministers’ Council on Water AMD Acid Mine Drainage ARC Agricultural Research Council b/a billion per annum BBBEE Broad-Based Black Economic Empowerment bn Billion= 1000 000 000 BRICS Brazil, Russia, India, China and South Africa CARA Central Adoption Resource Authority CHE Council on Higher Education CMA Catchment Management Agency CME Compliance, Monitoring and Enforcement CMF Catchment Management Forum CMS Catchment Management Strategy COP 17 17th Conference of the Parties CRDP Comprehensive Rural Development Program CRU Central Regualtory Impact Assessment Unit CSI Corporate Social Investment CSIR Council for Scientific and Industrial Research CSO Civil Society Organization DAFF Department of Agriculture, Forestry and Fisheries DBE Departments of Basic Education DBSA Development Bank of Southern Africa DDT Dichlorodiphenyltrichloroethane DEA Department of Environmental Affairs DCoG Department of Cooperative Governance DHET Department of Higher Education and Training DM District Municipality DMR Department of Mineral Resources DOE Department of Energy DHS Department of Human Settlements DPE Department of Public Enterprises DPSA Department of Public Service and Administration DRD&LR Department of Rural Development and Land Reform DST Department of Science and Technology DTI Department of Trade and Industry DWA Department of Water Affairs DWAF Department of Water Affairs & Forestry DWM Developmental Water Management DWS Department of Water and Sanitation e.g. for example EU European Union National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page v ELU Existing Lawful Use etc. etcetera; and so on EWSETA Energy and Water Sector Education and Training Authority EXCO Executive Committee FAO Food and Agriculture Organisation FET Further Education and Training FETWater Framework Programme for Research, Education and Training in Water, South Africa (UNESCO initiative) G8 The Group of Eight (world’s eight wealthiest western countries) GA General Authorisations GCM Global Circulation Models GCIS Government Communication Information System GDP Gross Domestic Product GET General Education and Training GFETQSF General and Further Education and Training Qualifications Sub-Framework GG Government Gazette GGP Gross Geographic Product GIS Geographical Information System GLeWAP Groot Letaba River Water Development Project GN Government Notice GRIP Groundwater Resource Information Project HDI Historically Disadvantaged Individuals ha Hectares HE Higher Education HEI Higher Education Institutes HEQSF Higher Education Qualifications Sub-framework HRDS Human Resources Development Strategy HYDSTRA Integrated Water Resources Management Software IB Irrigation Board IBSA The India-Brazil-South Africa Dialogue Forum IDP Integrated Development Plan IDZ Industrial Development Zone i.e. that is IHP International Hydrological Programme IPAP3 Industrial Policy Action Plan 3 IPP Independent Power Producers IRP Integrated Resource Plan IRR Institutional Reform and Realignment IT Information Technology i.t.o. in terms of IUA Integrated Units of Analysis IWA International Water Association IWRM Integrated Water Resource Management IWWMP Integrated Water and Waste Management Plan IWTTSA Industry Water Task Team of South Africa JPTC Joint Permanent Technical Committee JSE Johannesburg Stock Exchange National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page vi JWC Joint Water Commission KNP Kruger National Park KPI Key Performance Indicator LEDP Local Economic Development Plan LGSETA Local Government Sector Education & Training Authority LHDA Lesotho Highlands Development Authority LHWP Lesotho Highlands Water Project LRAD Land Reform for Agricultural Development LTAS Long Term Adaptation Scenarios LTBWSS Lower Tugela Bulk Water Supply Scheme LWC Limpopo Watercourse Commission m3/a ubic meter per annum mm/year millimetres per year mg/l milligrams per litre Ml/day Megalitres per day= 1 000 000 litres/day M&E Monitoring and Evaluation MAR Mean Annual Runoff MDG Millennium Development Goals MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant MISA Municipal Infrastructure Support Agency MMTS2 Mooi-Mgeni Transfer Scheme Phase 2 MoU Memorandum of Understanding MTEF Medium Term Expenditure Framework MWIG Municipal Water Infrastructure Grant MW Mega Watt NATED National Technical Education NCBF National Capacity Building Framework for Local Government NDP National Development Plan NEMA National Environmental Management Act NFEPA National Freshwater Ecosystem Priority Areas NGA National Groundwater Archive NGP New Growth Path NGO Non-government Organisation NGS National Groundwater Strategy NMBMM Nelson Mandela Bay Metropolitan Municipality NPC National Planning Commission NPS Non-point Source NPSS Non-Point Source Strategy NQF National Qualifications Framework NRF National Research Foundation NRW Non-Revenue Water NSA National Skills Accord NSDP National Spatial Development Perspective NSDS National Skills Development Strategy NSI National System of Innovation National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page vii NT National Treasury NWA National Water Act (Act 36 of 1998) NWAC National Water Advisory Council NW&SMP National Water and Sanitation Master Plan NWRI National Water Resource Institute NWRS National Water Resource Strategy NWRS1 National Water Resource Strategy (first edition, 2004) NWRS2 National Water Resource Strategy (second edition 2013) O&M Operation and Maintenance ODA Official Development Assistance OECD Organisation for Economic Cooperation and Development ORASECOM Orange-Senqu (River Basin) Commission ORWRDP Olifants River Water Resource Development Project OQSF Occupational Qualifications Sub-Framework OSD Occupation Specific Dispensation PALAMA Public Administration Leadership and Management Academy PES Present Ecological State Ph Phase PFMA Public Finance Management Act PGDP Provincial Growth and Development Plan PGDS Provincial Growth and Development Strategy PMU Project Management Unit PPP Public Private Partnerships P/S Pump Station PWC Permanent Water Commission QCTO Quality Council for Trades and Occupations R&D Research and Development R&I Research and Innovation RBIG Regional Bulk Infrastructure Grant RBO River Basin Organizations RDM Resource Directed Measures RDP Reconstruction and Development Programme REGIS Software system developed in the Netherlands, currently under investigation for its application in South Africa RIA Regulatory Impact Assessment RIDMP Regional Infrastructure Development Master Plan RISDP Regional Indicative Strategic Development Plan Rio+20 United Nations Conference on Sustainable Development, 2012 RPL Recognition of Prior Learning RQO Resource Quality Objectives RSA Republic of South Africa RSAPIII Regional Strategic Action Plan III RWH Rainwater Harvesting RWU Regional Water Utility RWQO Receiving Water Quality Objective SA South Africa SAAWU South African Association of Water Utilities National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page viii SADC Southern African Development Community SAICE South African Institution of Civil Engineering SALGA South African Local Government Association SAWS South African Weather Service SDC Source Directed Controls SETA Sector Education & Training Authority SIP Strategic Integrated Project SIWI Stockholm International Water Institute SULP Sustainable Utilization Plans SWPN Strategic Water Partnership Network TAC Technical Advisory Committee TCTA Trans Caledon Tunnel Authority UDF Urban Development Framework UN United Nations UNCSD United Nations Conference on Sustainable Development UNEP United Nations Environment Programme GEMS Global Environment Monitoring System UNFCCC United Nations Framework Convention on Climate Change UNESCO United Nations Educational, Scientific and Cultural Organization VGG Vaal Gamagara WAR Water Allocation Reform WAS Water Accounting System WARMS Water Registration Management System WARS Water Allocation Reform Strategy WCWSS Western Cape Water Supply System WCWDM Water Conservation and Water Demand Management WDCS Waste Discharge Charge System WISA Water Institute of Southern Africa WMA Water Management Area WMP Water Management Plan WMS Water Management System WRA Water Research Act WRC Water Research Commission WRM Water Resource Management WRTC Water Resources Technical Committee WS Water Services WSA Water Services Authority WSAct Water Services Act (Act 108 of 1997) WSDP Water Services Development Plans WSLG Water Sector Leadership Group WSP Water Services Provider WMA Water Management Area WTW water treatment works WWC World Water Council WWTW waste water treatment works WUL Water Use License National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page ix List of Standard Units Description Standard unit Elevation m.a.s.l. Acceleration m/s2 Ampere A, kA Area m2 , ha or km2 Density kg/m3 Diameter mm dia., m dia. Dimension mm, m Discharge m3/s Distance m, km Electric power kVA, kW, MW Energy kJ, MJ Force, weight N, kN, MN Gradient (V:H) % Height m Mass kg, ton Mean annual runoff million m3/a Moment, torque Nm, kNm, MNm Power kW, MW Pressure Pa, kPa, MPa Slope (H:V) or (V:H) 1:5 (H:V) or 5:1 (V:H) Velocity, speed m/s, km/hr Volt V, kV Volume (storage) m3 , million m3 , Ml Yield million m3/a, Ml/day National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 1-1 1. VOLUME 3: SCHEDULE OF ACTIONS – ROADMAP 1.1 INTRODUCTION The current National Water and Sanitation Master Plan (NW&SMP) is a plan of actions that needs to be implemented by the entire water sector in South Africa in order to achieve Government’s goals and objectives. This version of the NW&SMP was drafted by the Department of Water and Sanitation (DWS), in consultation with, and considering the input from, the stakeholders in the entire water sector, and aims to provide the basis for further consultations before being finalized. In general, the NW&SMP is intended to be a living document, and therefor even after its initial finalization, its content and the achievement of the set targets will be monitored and evaluated. Where necessary, be amended and updated annually based on the inputs from stakeholders and revised government targets and available budgets. This process will provide continuous opportunities for further inputs from all stakeholders. The NW&SMP comprises of the following three (3) Volumes:  Volume 1: Call to Action that serves as the Executive Summary of the NW&SMP, which outlines broadly the current challenges and proposed solutions. Only the overall strategic key actions and interventions are included in Volume 1.  Volume 2: Plan to Action motivates in greater detail the challenges facing the water sector and the necessity of specific actions and interventions. It also outlines the key actions under each section and provides a summary of the key actions at the end.  Volume 3: Schedule of Actions is the core deliverable of the NW&SMP. It includes substantially more details about all the actions / interventions, programmes and projects required to achieve the NW&SMP’s purpose, which where applicable, are broken down to provincial or catchment level. It also provides additional details regarding the specific responsibilities of the relevant parties and a breakdown of deliverables and cost per time segment. This schedule is intended to be used for monitoring and evaluation of the achievements of the set targets, but should not be seen as a monitoring and evaluation tool. This Document serves as a guide explaining the purpose, the actual content of Volume 3 (Schedule of Actions), as well as explanatory notes on the format and functionality of Volume 3. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 1-2 1.2 OUTLINE The purpose of Volume 3 is to arrange and translate all actions and interventions identified within Volumes 1 and 2 of the NW&SMP into annual measurable outcomes inclusive of roles and responsibilities, time frames as well as associated estimated costs. Therefore Volume 3 aims to:  Position each action according to its NW&SMP section and key element;  Categorise each action according to its level of importance within Volume 3, since the key actions listed within Volume 1 have a higher impact value than the sub-ordinate actions indicated within Volume 2;  Assign specific responsibilities, measurable targets and costs to each action;  Illustrate interconnectivity between actions and responsibilities to allow sector buy-in as well as acceptance of sector responsibility sharing;  Enable the prioritisation and scheduling of actions depending on the budgets available per fiscal year;  Allow for regular reviews and amendments;  Allow for proper monitoring and evaluation of achievements; and  Allow for monitoring of the performance of responsible parties for each action. The Schedule of Actions included in Volume 3 is presented in tabular format, with appropriate functionality allowing the user to conveniently navigate through the listed actions and drill down into the specific NW&SMP section, action level, province, catchment etc. Volume 3 is developed applying SMART principles, where SMART means:  Specific (simple, sensible, significant).  Measurable (meaningful, motivating).  Achievable (agreed, attainable).  Relevant (reasonable, realistic and resourced, results-based).  Time bound (time-based, time limited, time/cost limited, timely, time-sensitive). Volume 3 is presented within an Excel Spreadsheet that comprises a simplistic dashboard that allows the viewer to navigate between NW&SMP sections as well as supporting drivers / principles / information sources that were followed in preparing Volume 3. The full content of Volume 3 is contained in Chapter 2 of this Document, followed by the underlying determinants (Chapter 3) and functionality / specifications of Volume 3 in Chapter 4. The format of the table is presented under 4.2 Specifications:, followed by descriptive definitions of its requirements as well as the application thereof. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 2-3 2. VOLUME 3: SCHEDULE OF ACTIONS Menu Click on theme Version 4.8 2. Enabling Environment 2.1 Creating Effective Institutions 2.2 Managing Data and Information 2.3 Building Capacity for Action 2.4 Ensuring Financial Sustainability 2.5 Legislation 2.6 Enhancing Research, Development and Innovation 1. Water and Sanitation Management 1.1 Reducing Demand and Increasing Supply 1.2 Redistribution for Transformation 1.3 Managing Effective Water Services and Sanitation 1.4 Regulating Water and Sanitation 1.5 Improving Raw Water Quality 1.6 Protecting and Restoring Ecological Infrastructure Help Draft Final (23/10/2018) 2.7 NWSMP Implementation Call to Action (Volume 1) Plan to Action (Volume 2) Schedule of Actions (Volume 3) Drivers Useful information Budget Cycle Supporting information Acronyms & Units NWSMP Volume 3 Water and Sanitation Management Page 3 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 1.1 Reducing water demand and increasing supply TOTAL Reducing water demand and increasing supply: 173 041R TOTAL: 19 795R TOTAL: 92 486R TOTAL: 60 760R TOTAL: 2 802R National Local 41% Non-revenue water 26% Non-revenue water 2019 2030 DWS CoGTA R 562 15% Non-revenue water 2020 R 72 15% Non-revenue water 2025 R 360 15 2020 R 130 15 2050 R 864 1 1 1 Lack of commitment from DWS to capture submitted reports and to follow-up on non-submission of Eastern Cape WSA 46,3% Non-revenue water 31,3% Non-revenue water 2018 2030 55R 31,3% Non-revenue water 2020 7R 16,3% Non-revenue water 2025 35R 16 2030 13R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 16,3 2050 84R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Free State WSA 42,3% Non-revenue water 27,3% Non-revenue water 2018 2030 74R 27,3% Non-revenue water 2020 10R 12,3% Non-revenue water 2025 48R 12 2030 17R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 12,3 2050 114R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Gauteng WSA 34,7% Non-revenue water 20% Non-revenue water 2018 2030 35R 19,7% Non-revenue water 2020 5R 5% Non-revenue water 2025 23R 5 2030 8R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 5 2050 54R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Kwazulu-Natal WSA 45% Non-revenue water 30% Non-revenue water 2018 2030 55R 30% Non-revenue water 2020 7R 15% Non-revenue water 2025 35R 15 2030 13R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 15 2050 84R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Limpopo WSA 50,3% Non-revenue water 35,3% Non-revenue water 2018 2030 39R 35,3% Non-revenue water 2020 5R 20,3% Non-revenue water 2025 25R 20 2030 9R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 20,3 2050 60R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Mpumalanga WSA 46,2% Non-revenue water 31,2% Non-revenue water 2018 2030 66R 31,2% Non-revenue water 2020 9R 16,2% Non-revenue water 2025 43R 16 2030 15R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 16,2 2050 102R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. North West WSA 41,2% Non-revenue water 26,2% Non-revenue water 2018 2030 39R 26,2% Non-revenue water 2020 5R 11,2% Non-revenue water 2025 25R 11 2030 9R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 11,2 2050 60R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Northern Cape WSA 43,5% Non-revenue water 28,5% Non-revenue water 2018 2030 101R 28,5% Non-revenue water 2020 13R 13,5% Non-revenue water 2025 65R 14 2030 23R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 13,5 2050 156R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Western Cape WSA 20,2% Non-revenue water 20% Non-revenue water 2018 2030 98R 5,2% Non-revenue water 2020 13R 5% Non-revenue water 2025 63R 5 2030 23R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 5 2050 150R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. National 233 l/c/d 2018 2030 DWS DWS, CMAs R 158 R 72 R 43 R 43 R 864 1 1 1 No commitment Eastern Cape WSA 200 l/c/d 2018 2030 R 15 190 l/c/d 2020 R 7 173 l/c/d 2025 R 4 n/a 2030 R 4 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 84 1 1 1 Free State WSA 209 l/c/d 2018 2030 R 21 199 l/c/d 2020 R 10 179 l/c/d 2025 R 6 173 2030 R 6 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 114 1 1 1 Gauteng WSA 305 l/c/d 2018 2030 R 10 290 l/c/d 2020 R 5 261 l/c/d 2025 R 3 235 2030 R 3 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 54 1 1 1 Kwazulu-Natal WSA 225 l/c/d 2018 2030 R 15 214 l/c/d 2020 R 7 192 l/c/d 2025 R 4 173 2030 R 4 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 84 1 1 1 Limpopo WSA 182 l/c/d 2018 2030 R 11 173 l/c/d 2020 R 5 n/a 2025 R 3 n/a 2030 R 3 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 60 1 1 1 Mpumalanga WSA 205 l/c/d 2018 2030 R 19 195 l/c/d 2020 R 9 175 l/c/d 2025 R 5 173 2030 R 5 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 102 1 1 1 North West WSA 238 l/c/d 2018 2030 R 11 226 l/c/d 2020 R 5 203 l/c/d 2025 R 3 183 2030 R 3 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 60 1 1 1 Northern Cape WSA 186 l/c/d 2018 2030 R 29 177 l/c/d 2020 R 13 173 l/c/d 2025 R 8 n/a 2030 R 8 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 156 1 1 1 Western Cape WSA 201 l/c/d 2018 2030 R 28 191 l/c/d 2020 R 13 173 l/c/d 2025 R 8 n/a 2030 R 8 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 150 1 1 1 National 7968 2018 2030 7832,5 2020 4542,9 2025 2635 2030 2050 R - 2 2 2 Berg-Olifants WUA 877 2018 2030 862,1 .- 500,0 2025 290 2030 2050 R - 2 2 2 Breede-Gouritz WUA 610 2018 2030 599,6 2020 347,8 2025 202 2030 2050 R - 2 2 2 Inkomati-Usuthu WUA 1229 2018 2030 1208,1 2020 700,7 2025 406 2030 2050 R - 2 2 2 Limpopo WUA 1488 2018 2030 1462,7 2020 848,4 2025 492 2030 2050 R - 2 2 2 Mzimvubu-Tsitsikamma WUA 955 2018 2030 938,8 2020 544,5 2025 316 2030 2050 R - 2 2 2 Olifants WUA 356 2018 2030 349,9 2020 203,0 2025 118 2030 2050 R - 2 2 2 Orange WUA 780 2018 2030 766,7 2020 444,7 2025 258 2030 2050 R 40 2 2 2 Pongola-Mtamvuna WUA 207 2018 2030 203,5 2020 118,0 2025 68 2030 2050 R 80 2 2 2 Vaal WUA 1466 2018 2030 1441,1 2020 835,8 2025 485 2030 2050 R 120 2 2 2 National N R 23 900 R 8 150 R 7 875 R 7 875 R - 1 2 2 Cost to industry Eskom N 307 million m³ R 5 000 R 5 000 Between 70 (20%) and 117 (30%) increase expected due 1 1 1 Mines N 1,4 m³/ton R 18 900 Mining sector to improve its WUE by 5-10% until 2030 2020 R 3 150 Mining sector to improve its WUE by 5-10% until 2030 2025 R 7 875 Mining sector to improve its WUE by 5-10% until 2030 2020 R 7 875 Assuming that each operational mine (total of which is estimated to be 350 in the country) spends an average of R4.5 million per annum on WC/WDM initiatives = R 4,5x106 x 350 = R 1.58 billion per annum to be spent by mining sector to improve its WUE by 5-10% over the next….years 1 1 2 Sasol N R - 1 2 2 Wet industries N R - 2 2 3 National N, P, L See SQ per system • Monitor Intervention actions of all Strategies • Identify other major systems that may 2018 2030 DWS CMAs, WSAs R 353 As for Systems 2020 R 62 As for Systems 2025 R 151 As for Systems 2030 R 140 As for Systems 2050 R 560 2 2 3 Vaal River System N, P, L Recon Strategy 2009, 2nd continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 • Appointment of PSP for next phases of Continuation • Updated Strategy 2030 R 10 2050 R 40 2 2 3 Orange River System N, P, L Recon Strategy 2014, ???? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Kwa-Zulu Natal Coastal Metropolitan Bulk Water Supply System N, P, L Recon Strategy 2010, 2nd continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Richards Bay Water Supply System N, P, L Recon Strategy 2014, ??? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Mbombela Bulk Water Supply system N, P, L Recon Strategy 2014, ??? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Western Cape Water Supply System N, P, L Recon Strategy 2007, 2nd continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Amatole Bulk Water Supply System N, P, L Recon Strategy 2008, ??? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Algoa Water Supply System N, P, L Recon Strategy 2010, ??? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Limpopo WMA N, P, L Recon Strategy 2016 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Olifants River Water Supply System N, P, L Recon Strategy 2011, ??? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Crocodile (West) River System N, P, L Recon Strategy 2009, 2nd continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Greater Bloemfontein Bulk Water Supply System N, P, L Recon Strategy 2011, ?? continuation 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Levuvhu and Letaba Water Supply System N, P, L Recon Strategy 2015 2018 2030 DWS CMAs, WSAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Mahikeng Municipal Water Supply System N, P, L No Reconciliation Strategy yet • Procure PSP for the Development of the Reconciliation of the Mahikeng Municipal Water Supply System • Create water balance, availability each source, demand projection each sector, cost resource options, cost bulk options, funding, institutional arrangements, environmental • Create Strategy Steering Committee 2019 2030 DWS CMAs, WSAs R 41 • Appointment of PSP • Some of the tasks for Reconciliation Strategy 2020 R 10 • Draft and final Reconciliation Strategy • Appointment of PSP for 1st Continuation • Updated Strategy 2025 R 21 • Appointment of PSP for next Continuations • Updated Strategy (2nd) 2030 R 10 R25m to develop Strategy (2019 to 2022), and about R6m for each continuation (from 2023 to 2050) in 2018 money • Appointment of PSP for next Continuations • Updated Strategies 2050 R 40 2 2 3 National N A.1; A.5; B.5; B.7; B.8 • Procure PSPs for feasibility studies • Complete Feasibility Studies (listed below), including RID (for implementation) • Procure funding for implementation (either Gov or Private) 2018 2050 WSAs DWS, CMAs 391 As for Systems 2020 91 As for Systems 2025 220 As for Systems 2034 80 Planning cost will be between 1 and 0.5% of proposed capital cost of projects As for Systems 2050 105 2 2 2 Vaal River System: re-use larger municipalities L Indirect re-use implemented by Tshwane. Feasibility study for re-use at larger municipalities 2018 2040 WSAs DWS, CMA - 2020 2025 2030 Complete all feasibility studies before 2030 for implementation as required related to growing demand Jana & Mielietuin dams bridging study 2040 40 1 2 1 • Lack of responsibility to proceed with studies Orange River System: Vioolsdrift, Verbeeldingskraal/Boskraai dams, further phases of LHWP N Vioolsdrift feasibility study almost complete, but additional options are being investigated. • Vioolsdrift Feasibility Study, incl. RID • Verbeeldingskraal/Boskraai Dam Feasibility Study, incl. RID 2015 2030 WSAs DWS, CMA 80 • Vioolsdrift Feasibility Study, incl. RID 2019 10 • Verbeeldingskraal/Boskraai Dam Feasibility Study, incl. RID 2025 30 Further phases of LHWP (bridging studies) 2030 40 Estimated cost for Feasibility Studies from Reconciliation Interventions identified. Includes EIA and Geotech n/a n/a - 2 2 2 • Need completion of Vioolsdrift Study, before continuing with other studies Irrigation the responsibility of DAFF, but DWS to provide water. Reduce water demand Level 1: Key Actions Level 2: Supporting Actions 1.1.6 Do detailed feasibility study (including EIA) of high priority interventions (identified in Reconciliation Strategies) and develop bankable projects, with business case of required infrastructure, financing, institutional arrangements for ownership and operations as implementation mandate. 1.1.5 Develop, update and maintain reconciliation planning studies to achieve optimal water mix (surface water, groundwater, re use and desalination, and incorporate climate change into studies) 1.1.4 Reduce water demand and increase water efficiencies of industrial users 1.1.1 Reduce Non Revenue Water (NRW) and water losses in all municipalities to 15% below the business as usual. 1.1.2 Set cap on water use with reducing targets over time Integrated Water Resources Planning and management Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions • Appointment of PSP for next phases of Continuation • Updated Strategy • Lack of responsibility to proceed with studies • Supply chain issues • Insufficient budget13 Strategy continuations at about R6m (2018 value) each, for each three year cycle • Appointment of PSP for next phases of Continuation • Updated Strategy A.1; A.5; B.5; B.7; B.8 A.1; A.5; B.5; B.7; B.8 WSAs CoGTA WSAs DWS, CoGTA DAFF the dtiA.4; B.6 Achieve a reduction of total water use per unit of production by 5% to 10% over a 10 year period. 2016 2026 DWS A.4; B.6 Reduce per capita consumption to world average consumption of approx. 173 l/c/d. • Assess water usage per WSA/system • Establish targets per water use sector • Implement usage targets less 15% by 2020 A.4; B.6 DWSA.4; B.6 Achieve a reduction of total water use per unit of production by 10% over a 10 year period. Review and improve the regulatory instruments to promote sound infrastructure O&M practices and renewal of ageing infrastructure at all major irrigation and agricultural schemes managed by WUA or private owners to reduce water losses., Improve condition of canal infrastructure, Water measurement at R 1 670 R 4 165 R 4 165R 10 000 R10 Billion Rand capital cost to refurbish and rebuild irrigation schemes as most of them are old, infrastructure conditions declines, lack proper water measurement and adequate staff to ensure effective operation and maintenance of schemes including direct river abstractions within the schemes • Procure PSPs for Continuation of 13 Reconciliation Strategies, each system over 3 year cycles • Current water balance, availability each source, demand projection each sector, cost resource options, cost bulk options, funding, institutional arrangements, environmental • Liaise with stakeholders through Strategy Steering Committee • Monitor Intervention Actions 1.1.3 Reduce the water demands and water losses at all major irrigation and agricultural schemes by 2030, without affecting productions HelpMenu Drivers Please hover on cell headings to obtain definitions NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Water and Sanitation Management Page 4 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 Level 1: Key Actions Level 2: Supporting Actions Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions Kwa-Zulu Natal Coastal Metropolitan: uMWP-2, Isithundu Dam N Feasibility study for uMkhomazi Water Project Phase 1 completed Feasibility studies for: uMkhomazi Water Project Phase 2 (proposed Impendle Dam), Isithundu Dam 2020 2050 WSAs DWS, CMA - n/a n/a - n/a 0 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. Includes EIA and Geotech investigations • uMWP-2 Feasibility study (2038) '• Isithundu Dam Feasibility study (>2040) 2050 65 3 2 1 Currently not needed Richards Bay: preferred option to be selected, Mfolozi off channel dam N Options identified for pre-feasibly comparison as per Recon Strat • Mfolozi Off-channel Dam feasibility study • Select preferred options for feasibility 2018 2034 WSAs DWS, CMA 49 • procure and commission Mfolozi Off-channel Dam feasibility study 2020 4 • Mfolozi Off-channel Dam feasibility study 2021 20 Nseleni River Dam Compare other selected interventions for feasibility 2034 25 Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 3 2 2 • Timing of next actions Mbombela: Regional scheme on Crocodile East River N Interventions identified in Recon Strat Regional scheme on the Crocodile East River 2018 2022 WSAs DWS, CMA 30 • Procure and commission Regional Scheme on Crocodile East River 2020 5 • Regional Scheme on Crocodile East River feasibility study, incl. RID 2022 25 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 3 2 2 • Lack of responsibility to proceed with studies • Supply chain issues Western Cape: Michell's Pass diversion, Voëlvlei Augmentation Phase 2 N Interventions identified in Recon Strat Michell's Pass diversion, Voëlvlei Augmentation Phase 2 feasibility studies 2018 2023 WSAs DWS, CMA 50 • Procure and commission Michell's Pass diversion feasibility study 2022 25 • Voelvlei Augmentation Phase 2 feasibility study 2027 25 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 1 1 1 • Supply chain issues • Insufficient budget Amatole: re-use, Nahoon River Dam, Transfer from Keiskamma River (Sandile Dam) N, L Interventions identified in Recon Strat Nahoon River Dam, Transfer from Keiskamma River (Sandile Dam) feasibility study 2020 2025 WSAs DWS, CMA 50 Procure and commission Nahoon River Dam, Transfer from Keiskamma River 2023 25 Nahoon River Dam, Transfer from Keiskamma River (Sandile Dam) feasibility studies, incl. RID 2025 25 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 1 1 2 • Timing of next interventions Algoa: Nooitgedacht Low-level Scheme Phase 2, Groundwater, Re-use, Desalination, Raising of N, L Interventions identified in Recon Strat Nooitgedacht Low-level Scheme Phase 2, Groundwater, Re-use, Desalination, Raising of Kouga Dam feasibility studies 2018 2050 WSAs DWS, CMA 2 Procure and commission Groundwater feasibility study 2020 2 Groundwater, Re-use, Desalination, Nooitgedacht Low-level Scheme Phase 2, Raising of Kouga Dam Groundwater, Re-use, Desalination, Nooitgedacht Low level Scheme Phase 2, Raising of Estimated cost for Feasibility Studies from Reconciliation Interventions identified. Groundwater, Re use, Desalination, Nooitgedacht Low 1 1 2 • Timing of next interventions Limpopo: Groundwater, Supply from Zimbabwe N, L Interventions identified in Recon Strat Groundwater, Supply from Zimbabwe feasibility studies 2021 2030 WSAs DWS, CMA 25 n/a n/a - Groundwater feasibility studies 2025 10 Supply from Zimbabwe feasibility studies 2030 15 Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 2 2 2 • Lack of responsibility to proceed with studies • Supply chain issues Olifants River: Groundwater, Re-use (mine water & domestic) N, L Interventions identified in Recon Strat Groundwater, Re-use (mine water & domestic) feasibility studies 2021 2025 WSAs DWS, CMA 15 n/a n/a - Procure Groundwater, Re-use (mine water & domestic) feasibility studies 2025 15 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 1 1 2 • Timing of next interventions Crocodile (West) River System N Studies on Transfer to Mokolo completed n/a n/a n/a WSAs DWS, CMA - n/a n/a - n/a n/a - n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 4 3 3 Greater Bloemfontein: Xhariep pipeline, Augmentation of Knellpoort Dam, re-use N, L Feasibility study on Xhariep pipeline commenced. Xhariep pipeline, Augmentation of Knellpoort Dam, re-use feasibility studies 2018 2025 WSAs DWS, CMA 55 Xhariep pipeline feasibility study 2020 20 Augmentation of Knellpoort Dam, re-use feasibility studies 2025 35 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 2 2 2 • Timing of next interventions Levuvhu and Letaba: Groundwater, Dam in the Mutale River N, L Interventions identified in Recon Strat Groundwater, Dam in the Mutale River feasibility studies 2021 2025 WSAs DWS, CMA 35 n/a n/a - Groundwater, Dam in the Mutale River feasibility studies 2025 35 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 2 2 2 • Lack of responsibility to proceed with studies • Supply chain issues Mahikeng Municipal Water Supply System N No interventions identified yet n/a n/a n/a WSAs DWS, CMA - n/a n/a - n/a n/a - n/a n/a - Estimated cost for Feasibility Studies from Reconciliation n/a n/a - 4 3 3 National N 2018 2050 DWS CMAs R 4 890 As for Systems 2020 R 815 As for Systems 2025 R 2 038 As for Systems 2030 R 2 038 As for Systems 0 R - 3 2 2 Berg-Olifants CMA 2018 2050 DWS CMA R 88 5 new sites to be developed 2020 R 15 5 new sites to be developed 2025 R 36 5 new sites to be developed 2030 R 36 3 2 2 Breede-Gouritz CMA 2018 2050 DWS CMA R 856 15 new sites to be developed 2020 R 143 15 new sites to be developed 2025 R 357 15 new sites to be developed 2030 R 357 3 2 2 Inkomati-Usuthu CMA 2018 2050 DWS CMA R 249 10 new sites to be developed 2020 R 42 10 new sites to be developed 2025 R 104 10 new sites to be developed 2030 R 104 2 2 2 Limpopo CMA 2018 2050 DWS CMA R 810 20 new sites to be developed 2020 R 135 20 new sites to be developed 2025 R 337 20 new sites to be developed 2030 R 337 2 2 2 Mzimvubu-Tsitsikamma CMA 2018 2050 DWS CMA R 527 25 new sites to be developed 2020 R 88 25 new sites to be developed 2025 R 219 25 new sites to be developed 2030 R 219 4 2 2 Olifants CMA 2018 2050 DWS CMA R 538 20 new sites to be developed 2020 R 90 20 new sites to be developed 2025 R 224 20 new sites to be developed 2030 R 224 2 2 2 Orange CMA 2018 2050 DWS CMA R 573 31 new sites to be developed 2020 R 96 31 new sites to be developed 2025 R 239 31 new sites to be developed 2030 R 239 2 2 2 Pongola-Mtamvuna CMA 2018 2050 DWS CMA R 279 15 new sites to be developed 2020 R 46 15 new sites to be developed 2025 R 116 15 new sites to be developed 2030 R 116 3 2 2 Vaal CMA 2018 2050 DWS CMA R 971 23 new sites to be developed 2020 R 162 23 new sites to be developed 2025 R 405 23 new sites to be developed 2030 R 405 2 2 2 1.1.8 Develop a guideline for the protection, recharge, use and monitoring of groundwater. National N Groundwater Strategy completed. A.1; A.4; A.5; A.6; B.5; B.7; B.8 Groundwater guidelines 2018 2022 DWS WRC, CSIR 15 n/a n/a - • Draft Groundwater guidelines for stakeholder comments • Finalise, publish and provide training on Groundwater guidelines 2020 15 n/a n/a - DWS provided cost estimate n/a n/a - 3 2 2 ??? National N 931 All Town Strategies completed Review selected All Town Strategies 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 245 As per Province 2020 R 41 As per Province 2025 R 102 As per Province 2030 R 102 As per Province 2050 R 409 3 2 2 Eastern Cape P 133 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Free State P 74 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Gauteng P 9 All Town Strategies completed Review selected 9 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 5 Review 9 Strategies 2020 R 1 Review 9 Strategies 2025 R 2 Review 9 Strategies 2030 R 2 Review 9 Strategies 2050 R 9 3 2 2 Kwazulu-Natal P 173 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Limpopo P 150 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Mpumalanga P 58 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 North West P 101 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Northern Cape P 92 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Western Cape P 140 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS DAFF, DoE, DMR, the dti, DRDLR R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 National N As per project below Delivery of water 2018 2050 Different Institutions as per Infrastructure tab R 130 691 As per Project 2020 R 8 362 As per Project 2025 R 76 784 As per Project 2028 R 45 546 As per Project 0 R - 2 2 2 Construct LHWP Phase 2 (9) N Design Delivery of water to Gauteng 2018 2024 LHDA DWS R 23 000 Design 2020 R 2 300 Implementation 2024 R 20 700 n/a n/a R - Budget from LHWP tender n/a n/a R - 1 1 1 Construct Western Cape Water Supply System Augmentation Project (Voëlvlei Dam) (10) N Financing Delivery of water City of Cape Town 2018 2024 DWS R 400 Design 2020 R 40 Implementation 2024 R 360 n/a n/a R - Cost estimate from Reconciliation strategy n/a n/a R - 1 1 1 Construct Cape Town emergency desalination plants (11) N Concept and viability Delivery of water City of Cape Town 2015 2022 WSA DWS R 4 800 Design 2020 R 480 Implementation 2022 R 4 320 n/a n/a R - Cost estimate from Reconciliation strategy n/a n/a R - 2 1 1 Olifants River Water Resources Development Project N Implementation Delivery of water for domestic and mining use in Limpopo 2012 2022 DWS R 993 Completion of Phases 2A, 2B, 2C, 2E and 2F Commence Phase 2D 2020 R 543 Completion of Phase 2D 2022 R 450 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 2 2 2 Groot Letaba River Development Project N Design Raising of Tzaneen Dam Implementation of Nwamitwa Dam 2016 2025 DWS R 1 825 Commence and complete Raising of Tzaneen Dam and commence implementation 2020 R 456 Complete implementation of Nwamitwa Dam 2025 R 1 369 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 3 3 3 Mdloti River Development Project N Implementation Raising of Hazelmere Dam 2016 2018 DWS R 110 Complete raising of Hazelmere Dam 2018 R 110 n/a n/a R - n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 1 1 2 Construct uMkhomazi Water Project Phase 1 (81 m high Smithfield Dam, tunnel and pipeline) (12) N Concept and viability Delivery of water Umgeni Water 2020 2028 WB DWS R 23 800 Financing and approval 2020 R 476 Design, Implementation 2025 R 9 044 Implementation 2028 R 14 280 Cost estimate from Feasibility study 1 1 1 Construct desalination of AMD from the Wits mining basins in Gauteng ± 54,8 million m ³ /annum (13) N Phase 1: Construction Zero polluted AMD water draining into Vaal System Delivery of treated water to Vaal System 2013 2028 TCTA DWS R 10 000 Design 2020 R 500 Implementation 2025 R 7 500 Implementation 2028 R 2 000 Budget for 2018 to 2021 as per DWS Minister budget speech 30/5/2018 n/a n/a R - 1 1 1 Construct Thukela • Goedertrouw Emergency Water Transfer Scheme (14) N Design Delivery of water Richards Bay 2018 2022 DWS WSA R 420 Design & Implementation 2020 R 200 Implementation 2022 R 220 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 1 2 2 Clanwilliam Dam raising N Design Clanwilliam Dam raising 2018 2022 DWS R 1 800 Implementation 2020 R 1 009 Completion of Raising of Clanwilliam Dam 2022 R 791 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 2 2 2 Mokolo and Crocodile Water Augmentation Project (MCWAP) N Design MCWAP: Phase 2A 2018 2022 DWS R 16 000 Implementation MCWAP-2A 2020 R 590 Completion of MCWAP-2A 2022 R 15 410 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 2 1 1 Construct Lower uMkhomazi Scheme (15) N Design Delivery of water Upper South Coast 2019 2025 WB DWS R 3 600 Design 2020 R 360 Completion of Lower uMkhomazi 2025 R 3 240 n/a n/a R - Cost estimate from Feasibility study n/a n/a R - 1 1 2 Mzimvubu Water Project N Design Delivery of water and hydropower 2018 2019 DWS R 20 000 Design & Implementation 2019 R 100 2025 R 5 000 n/a n/a R 14 900 Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 4 3 3 Other water resources infrastructures development N, P Different phases as per Infrastructure tab Different deliverables as per Infrastructure tab 2018 2050 Different Institutions as per Infrastructure tab R 23 943 2020 R 1 197 R 8 380 n/a n/a R 14 366 See Infrastructure spreadsheet for cost estimates n/a n/a R - 2 2 2 National N 979 1066 2019 2027 DWS CMAs R 246 2020 R 31 2025 R 154 2027 R 61 1 1 2 Limpopo WMA 128 134 2019 2027 CMA DWS R 32 Refurbish 128 sites and Implement 6 new monitoring sites 2020 R 4 Refurbish 128 sites and Implement 6 new monitoring sites 2025 R 20 Refurbish 128 sites and Implement 6 new monitoring sites 2027 R 8 1 1 2 Olifants WMA 95 102 2019 2027 CMA DWS R 20 Refurbish 95 sites and Implement 7 new monitoring sites 2020 R 2 Refurbish 95 sites and Implement 7 new monitoring sites 2025 R 12 Refurbish 95 sites and Implement 7 new monitoring sites 2027 R 5 1 1 2 Inkomati-Usuthu WMA 79 88 2019 2027 CMA DWS R 12 Refurbish 79 sites and Implement 9 new monitoring sites 2020 R 1 Refurbish 79 sites and Implement 9 new monitoring sites 2025 R 7 Refurbish 79 sites and Implement 9 new monitoring sites 2027 R 3 1 1 2 Pongola-Mtamvuna WMA 146 157 2019 2027 CMA DWS R 14 Refurbish 146 sites and Implement 11 new monitoring sites 2020 R 2 Refurbish 146 sites and Implement 11 new monitoring sites 2025 R 9 Refurbish 146 sites and Implement 11 new monitoring sites 2027 R 4 1 1 2 Vaal WMA 105 117 2019 2027 CMA DWS R 68 Refurbish 105 sites and Implement 12 new monitoring sites 2020 R 9 Refurbish 105 sites and Implement 12 new monitoring sites 2025 R 43 Refurbish 105 sites and Implement 12 new monitoring sites 2027 R 17 1 1 2 Orange WMA 69 92 2019 2027 CMA DWS R 45 Refurbish 69 sites and Implement 23 new monitoring sites 2020 R 6 Refurbish 69 sites and Implement 23 new monitoring sites 2025 R 28 Refurbish 69 sites and Implement 23 new monitoring sites 2027 R 11 1 1 2 Mzimvubu-Tsitsikamma WMA 137 154 2019 2027 CMA DWS R 27 Refurbish 137 sites and Implement 17 new monitoring sites 2020 R 3 Refurbish 137 sites and Implement 17 new monitoring sites 2025 R 17 Refurbish 137 sites and Implement 17 new monitoring sites 2027 R 7 1 1 2 Breede-Gouritz WMA 153 157 2019 2027 CMA DWS R 12 Refurbish 153 sites and Implement 4 new monitoring sites 2020 R 1 Refurbish 153 sites and Implement 4 new monitoring sites 2025 R 7 Refurbish 153 sites and Implement 4 new monitoring sites 2027 R 3 1 1 2 Berg-Olifants WMA 67 65 2019 2027 CMA DWS R 16 Refurbish 67 sites and Implement 0 new monitoring sites 2020 R 2 Refurbish 67 sites and Implement 0 new monitoring sites 2025 R 10 Refurbish 67 sites and Implement 0 new monitoring sites 2027 R 4 1 1 2 National GW levels at Dec 2017 Increase the water use from groundwater 2019 2027 WBs, DWS R 1 590 Develop wellfields and management plans according the needs in the 2020 R 430 Develop wellfields and management plans according the needs in the All Towns studies and reconciliation 2025 R 580 Develop wellfields and management plans according the needs in the All Towns 2030 R 580 0 R - 2 2 2 Eastern Cape 69,3% GW level Increase the groundwater use in Eastern Cape 2019 2027 WSAs R 160 Develop 3 wellfields and management plans 2020 R 40 Develop 5 wellfields and management plans 2025 R 60 Develop 5 wellfields and management plans 2030 R 60 1 2 2 Free State 36,7% GW level Increase the groundwater use in Free State 2019 2027 WSAs R 170 Develop 4 wellfields and management plans 2020 R 50 Develop 5 wellfields and management plans 2025 R 60 Develop 5 wellfields and management plans 2030 R 60 3 3 2 Gauteng 22,2% GW level Increase the groundwater use in Gauteng 2019 2027 WSAs R 85 Develop 2 wellfields and management plans 2020 R 25 Develop 2 wellfields and management plans 2025 R 30 Develop 2 wellfields and management plans 2030 R 30 3 3 3 Kwazulu-Natal 26,5% GW level Increase the groundwater use in Kwazulu-Natal 2019 2027 WSAs R 170 Develop 5 wellfields and management plans 2020 R 50 Develop 5 wellfields and management plans 2025 R 60 Develop 5 wellfields and management plans 2030 R 60 3 3 3 Limpopo 54,1% GW level Increase the groundwater use in Limpopo 2019 2027 WSAs R 240 Develop 6 wellfields and management plans 2020 R 80 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 1 1 1 Mpumalanga 19,2% GW level Increase the groundwater use in Mpumalanga 2019 2027 WSAs R 130 Develop 2 wellfields and management plans 2020 R 30 Develop 4 wellfields and management plans 2025 R 50 Develop 4 wellfields and management plans 2030 R 50 3 3 3 North West 47,1% GW level Increase the groundwater use in North West 2019 2027 WSAs R 210 Develop 4 wellfields and management plans 2020 R 50 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 2 1 1 Northern Cape 32,7% GW level Increase the groundwater use in Northern Cape 2019 2027 WSAs R 215 Develop 5 wellfields and management plans 2020 R 55 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 1 1 1 Western Cape 70,2% GW level Increase the groundwater use in Western Cape 2019 2027 WSAs R 210 Develop 4 wellfields and management plans 2020 R 50 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 2 2 2 1.2 Redistributing water for transformation TOTAL Redistributing water for transformation: 45R TOTAL: 22R TOTAL: 13R TOTAL: 10R TOTAL: -R 1.2.1 Identify alternative sources of water and water that is not utilized (e.g. as mines are closing, resulting from War on Leaks etc) for transformation National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Initial mapping by 2019; allocation of water to begin in 2019 2018 2019 DWS CMAs, WSAs R 3 Mapping of available resources 2019 R 3 n/a n/a R - n/a n/a R - Cost estimate based on desktop study obtaining information from registered water use, V&Vs and reconciliation strategies n/a n/a R - 2 2 3 1.1.7 Water Resources Catchment studies (Continuously undertake hydrological monitoring in order to improve the resiliency and sustainability of the available sources on account of future climate change) Redistributing water for transformation 1.1.9 Integrate results of All Towns studies and reconciliation studies into sectoral plans (domestic, agriculture, energy, mining, industrial development, land reform and rural development) 1.1.12 Increase groundwater use (including artificial recharge) and re-use of water 1.1.10 Development of strategic water resources infrastructure Increasing water supply • Lack of responsibility to proceed with studies • Supply chain issues • Insufficient budget • Lack of responsibility to proceed with studies • Supply chain issues • Insufficient budget R7.5m to review and update 50 All Town Strategies per Province over 3 year cycle N, L A.1; A.5; B.5; B.7; B.8 Water resource/catchment studies such as: • Internal Strategic Perspective (ISP) studies • Water Availability Assessment Study (WAAS) Including the following: • Update/extent hydrology • Update current land use • Update System Models • include Reserve objectives • include climate change scenarios A.1; A.5; B.5; B.7; B.8 A.1; A.5; B.5; B.7; B.8 A.1; A.5; B.5; B.7; B.8 DWS, CMAs, WBs Groundwater were not been taken serious as a water resource and the value and benefit it hold. Develop and maintain groundwater management 1.1.11 Refurbish gauging stations Cost from DWS, "Review, Evaluation and optimisation of the SA Water Resources Monitoring Network", February 2017 A.1; A.5; B.5; B.7; B.8 NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Water and Sanitation Management Page 5 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 Level 1: Key Actions Level 2: Supporting Actions Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions 1.2.2 Identify where more water can be made available in government water schemes for transformation National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Initial mapping by 2019, substantial transfers by 2023 2018 2019 DWS CMAs, WBs, DAFF/PDAs R 5 Identified schemes 2019 R 5 n/a n/a R - n/a n/a R - Cost estimate based on desktop study obtaining information from registered water use, V&Vs and reconciliation strategies n/a n/a R - 2 2 3 National N WAS not implemented Number of schemes where WAS implemented 2018 R - As per WMA 0 R - As per WMA 0 R - As per WMA 0 R - As per WMA 0 R Berg-Olifants P 2018 R Breede-Gouritz P 2018 R Inkomati-Usuthu P 2018 R Limpopo P 2018 R Mzimvubu-Tsitsikamma P 2018 R Olifants P 2018 R Orange P 2018 R Pongola-Mtamvuna P 2018 R Vaal P 2018 R 1.2.4 Implement pilot project on voluntary contributions from farmers for water reallocation in prioritised catchments National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Identify pilot project Implement pilot project Analyse and publish results 2018 2020 DWS DAFF R 10 Identify pilot project Implemented pilot project Analyse and publish results 2020 R 10 2 2 3 1.2.5 Identify areas where small dams or groundwater development can provide water for small scale black farmers National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Initial mapping by 2019, substantial transfers by 2023 2018 Initial mapping by 2019 DWS CMAs R 5 Mapping of available resources: small dams and groundwater 2020 R 2 Water balance for available resources: small dams and groundwater 2023 R 3 Cost estimate based on desktop study obtaining information from registered water use, V&Vs and reconciliation strategies 2 2 3 1.2.6 Align water, land and agrarian reform programmes and link to the Irrigation Strategy National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Coordinate water and agricultural and land distribution development plans on a regional level 2018 2030 DWS CMAs, DAFF, DRDLR R - DWS to provide cost info 2 2 3 1.2.7 Use General Authorisation to enable small scale water use by black farmers National N Existing Water Allocation Reform (WAR) programme A.1; B.1 2018 2019 DWS DAFF R - DWS to provide cost info 3 2 3 1.2.8 Investigate, revitalise, refurbish existing under-performing Black Owned schemes National N Existing Irrigation Scheme A.1; B.1 2018 2020 DAFF DWS R - DWS to provide cost info 2 2 3 1.2.9 Define and implement process to allocate water (new/saved) to black applicants National N Existing Water Allocation Reform (WAR) programme A.1; B.1 -Process/guideline for allocation to black applicants Implementation 2018 2030 DWS DAFF R 22 Process/guideline for allocation to black applicants 2020 R 2 Implementation 2025 R 10 2030 R 10 DWS to provide cost info 2 2 3 1.3 Managing effective water and sanitation services TOTAL Managing effective water and sanitation services: 372 340R TOTAL: 125 013R TOTAL: 242 891R TOTAL: 4 436R TOTAL: 138 060R National N No current national long term Turn Around Strategy (TAS) is in place National Turn Around Strategy (TAS) to be rolled out per WSA 2019 2020 DWS COGTA, NT, SALGA R 216 Approved TAS 2020 R - R 54 R 162 R - 2 2 1 DWS role was minimised when WS provision was assigned to local government Eastern Cape P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 14 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Free State P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 19 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Gauteng P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 9 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Kwazulu-Natal P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 14 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Limpopo P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 10 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Mpumalanga P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 17Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government North West P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 10 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Northern Cape P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 26 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Western Cape P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 25 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government National P, L Gaps exist on system flows A.4; A.5 • Comprehensive flood protection & disaster management plan that includes gap analysis on larger system regarding plans • Draft plans for larger systems 2021 0 DWS CMAs, NWRSA, WBs R 116 R - n/a n/a R 58 n/a n/a R 58 n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Berg-Olifants WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 10 n/a n/a R - Prioritise river systems n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Breede-Gouritz WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 10 n/a n/a R - n/a n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Inkomati-Usuthu WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 10 n/a n/a R - n/a n/a R 10 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Limpopo WMA Gaps exist on system flows, Limpopo River is about 1750 km long A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 19 n/a n/a R - n/a n/a R 1 n/a n/a R 18 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Mzimvubu-Tsitsikamma WMA Gaps exist on system flows, Great Fish is 692 km A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 10 n/a n/a R - n/a n/a R 10 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Olifants WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 10 n/a n/a R - n/a n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Orange & Lesotho WMA Gaps exist on system flows, Orange River is about 2200 km long A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 22 n/a n/a R - n/a n/a R 22 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Pongola-Mtamvuna WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 10 n/a n/a R - n/a n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Vaal WMA Gaps exist on system flows, Vaal River about 1120 km long A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 CMA DWS R 15 n/a n/a R - n/a n/a R 15 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed National N Free Basic Minimum LOS Standards A.4; A.5; B.11 Strategy outlining the New Minimum Standards for "Basic" LOS and Cost Requirement 2018 2020 DWS COGTA, NT, SALGA R 72 2018 2020 R - n/a 2025 R 72 n/a n/a R - n/a n/a R - 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on itsEastern Cape WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 7 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 7 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation Free State WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 10 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 10 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its Gauteng WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 5 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 5 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation Kwazulu-Natal WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 7 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 7 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on itsLimpopo WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 5 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 5 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation Mpumalanga WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 9 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 9 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on itsNorth West WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 5 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 5 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation Northern Cape WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 13 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 13 n/a n/a 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its Western Cape WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 13 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 13 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation 1.3.4 Investigate and promote alternative service delivery models such as BOTT (build, operate, train and transfer), management contracts and concessions, National Successful programme was implemented in Regions between 1996 - 2000 A.1, A.2 Revive BOTT programme to fast track service delivery: Develop and implement BOTT guidelines and delivery plan with associated budgets 2018 2025 NT DWS R 189 Infrastructure BOTT Business Model 2020 R 54 Implementation plan with budgets to be rolled out per Region and managed by the National Water Resources and Services Authority 2025 R 135 3 2 2 National N 0 A.4; A.5; B.11 144 Credible and Council approved WSDPs 2019 2025 DWS COGTA, NT, SALGA, 27 DMs, All DMs 324R 144 2020 66R 144 2025 165R 144 2030 165R Budget = R 3 mill per annum per province and R 6 mill per annum for national co-ordinationn/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Eastern Cape DM Base zero A.4; A.5; B.11 14 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 14 2020 6R 14 2025 15R 14 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Free State DM Base zero A.4; A.5; B.11 19 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 19 2020 6R 19 2025 15R 19 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Gauteng DM Base zero A.4; A.5; B.11 9 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 9 2020 6R 9 2025 15R 9 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Kwazulu-Natal DM Base zero A.4; A.5; B.11 14 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 14 2020 6R 14 2025 15R 14 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Water services planning 1.3.1 Develop and implement a long term plan for the turn-around of water supply and sanitation services in the country based on a sector-wide approach, that recognises DWS as regulator of W&S provision (25) that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) 1.2.3 Implement the Water Administration System on all government irrigation schemes for transformation 1.3.3 Revisit levels of service for water supply and sanitation against issues of affordability 1.3.5 Provide direct Water Services Development Planning support to WSAs as part of a legal requirement and integration into Municipal IDPS 1.3.2 Plan for disaster management by implementing adequate flood protection and drought management on regional level A.1; A.2; B.11 DAFF / PDAsA.1; B.1 DWS to provide cost infoDWS NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Water and Sanitation Management Page 6 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 Level 1: Key Actions Level 2: Supporting Actions Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions Limpopo DM Base zero A.4; A.5; B.11 10 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 10 2020 6R 10 2025 15R 10 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Mpumalanga DM Base zero A.4; A.5; B.11 17 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 17 2020 6R 17 2025 15R 17 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 North West DM Base zero A.4; A.5; B.11 10 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 10 2020 6R 10 2025 15R 10 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Northern Cape DM Base zero A.4; A.5; B.11 26 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 26 2020 6R 26 2025 15R 26 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Western Cape DM Base zero A.4; A.5; B.11 25 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 25 2020 6R 25 2025 15R 25 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 National N One provincial MP(EC) and 7 Water Services Delivery Action PlansA.1 - A.8 8 overarching provincial WS MP and 144 WSA MPs 2018 2030 DWS DWS,CoGTA, SALGA, NT, WBs 626R 8 provincial WMP 2020 62R n/a n/a 154R n/a n/a 410R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Regional Heads except EC not complying to instruction to develop MP National N Base zero A1 - A8 Monitoring of the progress made with implementation of Master Plans and Delivery Actions Plans (144 WSA plans)2025 2030 DWS DWS,CoGTA, SALGA, NT, WBs 360R n/a n/a n/a n/a Monitoring of the progress made with implementation of Master Plans and Delivery Actions Plans (144 WSA plans)2030 360R Budget = R,5 mill /annum/WSA for monitoring n/a n/a -R 3 2 2 Eastern Cape WSA 1 Provincial MP A.1 - A.8 14 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 26R 3,0 2020 6R 14 2025 15R 14 2025 5R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processFree State WSA No Provincial MP A.1 - A.8 19 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 35R 4,1 2020 8R 19 2025 20R 19 2025 7R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processGauteng WSA No Provincial MP A.1 - A.8 9 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 17R 1,9 2020 4R 9 2025 10R 9 2025 3R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processKwazulu-Natal WSA No Provincial MP A.1 - A.8 14 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 26R 3,0 2020 6R 14 2025 15R 14 2025 5R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processLimpopo WSA No Provincial MP A.1 - A.8 10 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 19R 2,1 2020 4R 10 2025 11R 10 2025 4R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processMpumalanga WSA No Provincial MP A.1 - A.8 17 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 31R 3,6 2020 7R 17 2025 18R 17 2025 6R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processNorth West WSA No Provincial MP A.1 - A.8 10 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 19R 2,1 2020 4R 10 2025 11R 10 2025 4R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processNorthern Cape WSA No Provincial MP A.1 - A.8 26 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 48R 5,6 2020 11R 26 2025 28R 26 2025 9R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processWestern Cape WSA No Provincial MP A.1 - A.8 25 2018 2025 WSA DWS,CoGTA, SALGA, NT, WBs 46R 5,4 2020 11R 25 2025 27R 25 2025 9R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP processNational N 1400 A.4; A.5; B.11 2968 2018 2030 WSAs DWS R 87 425 1400 2020 R 32 169 1568 2025 R 55 256 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Eastern Cape WSA 282 number of projects A.4; A.5; B.11 549 2018 2030 WSAs DWS 18 432R 282 2020 R 8 809 267 2025 R 9 623 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Free State WSA 347 number of projects A.4; A.5; B.11 438 2018 2030 WSAs DWS 8 607R 347 2020 R 5 536 91 2025 R 3 071 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Gauteng WSA 143 number of projects A.4; A.5; B.11 330 2018 2030 WSAs DWS 21 188R 143 2020 R 6 197 187 2025 R 14 991 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Kwazulu-Natal WSA 63 number of projects A.4; A.5; B.11 81 2018 2030 WSAs DWS 3 601R 63 2020 R 1 347 18 2025 R 2 254 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Limpopo WSA 104 number of projects A.4; A.5; B.11 171 2018 2030 WSAs DWS 9 440R 104 2020 R 3 529 67 2025 R 5 910 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Mpumalanga WSA 68 number of projects A.4; A.5; B.11 203 2018 2030 WSAs DWS 3 268R 68 2020 R 662 135 2025 R 2 606 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation North West WSA 77 number of projects A.4; A.5; B.11 143 2018 2030 WSAs DWS 3 461R 77 2020 R 1 795 66 2025 R 1 666 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Northern Cape WSA 86 number of projects A.4; A.5; B.11 274 2018 2030 WSAs DWS 9 556R 86 2020 R 1 293 188 2025 R 8 263 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Western Cape WSA 230 number of projects A.4; A.5; B.11 779 2018 2030 WSAs DWS 9 873R 230 2020 R 3 001 549 2025 R 6 872 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation National L 3484 A.4; A.5; B.11 6693 2018 2030 WSAs DWS R 272 760 3484 2020 R 90 673 3748,0 2025 R 182 087 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Eastern Cape WSA 581 A.4; A.5; B.11 1006 2018 2030 WSAs CoGTA, DWS R 48 162 581 2020 R 17 896 425 2025 R 30 266 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Free State WSA 291 A.4; A.5; B.11 458 2018 2030 WSAs CoGTA, DWS R 14 281 291 2020 R 3 772 167 2025 R 10 509 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Gauteng WSA 176 A.4; A.5; B.11 372 2018 2030 WSAs CoGTA, DWS R 9 151 176 2020 R 4 801 196 2025 R 4 351 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Kwazulu-Natal WSA 444 A.4; A.5; B.11 626 2018 2030 WSAs CoGTA, DWS R 61 014 444 2020 R 21 935 182 2025 R 39 080 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Limpopo WSA 820 A.4; A.5; B.11 1495 2018 2030 WSAs CoGTA, DWS R 67 934 820 2020 R 21 667 675 2025 R 46 267 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Mpumalanga WSA 407 A.4; A.5; B.11 776 2018 2030 WSAs CoGTA, DWS R 17 541 407 2020 R 7 619 369 2025 R 9 922 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation North West WSA 236 A.4; A.5; B.11 401 2018 2030 WSAs CoGTA, DWS R 14 647 236 2020 R 5 287 165 2025 R 9 360 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Northern Cape WSA 288 A.4; A.5; B.11 679 2018 2030 WSAs CoGTA, DWS R 22 991 288 2020 R 5 641 391 2025 R 17 351 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Western Cape WSA 241 A.4; A.5; B.11 880 2018 2030 WSAs CoGTA, DWS R 17 037 241 2020 R 2 055 639 2025 R 14 982 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation 1.3.9 O&M of water resources and services infrastructure Dam safety rehabilitation programme N Recommendations from the dam safety evaluation reports A1.3 Design Report, Construction Drawings, Completion report, As-build drawings and completion certificate 2018 2050 DWS R 1 760 Rehabilitation of 8 Dams 2020 R 260 Rehabilitation of 11 Dams 2025 R 750 Rehabilitation of 5 Dams 2030 R 750 R150m per year R 3 000 2 2 2 National N Skeleton PMO office A.8; B.11 -Fully Functional PMO office dealing with WS complimented by 2 seconded staff members per DM 2018 2020 CoGTA, MISA, DWS R 1 010 42 2020 R 210 64 2025 R 800 0 2030 R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Eastern Cape DM 4 A.8; B.11 2 Seconded Competent Staff members per DM (6, 10) 2019 2025 CoGTA, MISA, DWS R 155 6 2020 R 30 10 2025 R 125 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Free State DM 2 A.8; B.11 2 Seconded Competent Staff members per DM (2, 10) 2019 2025 CoGTA, MISA, DWS R 135 2 2020 R 10 10 2025 R 125 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Gauteng DM 0 A.8; B.11 2 Seconded Competent Staff members per DM (2, 8) 2019 2025 CoGTA, MISA, DWS R 110 2 2020 R 10 8 2025 R 100 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Kwazulu-Natal DM 4 A.8; B.11 2 Seconded Competent Staff members per DM (16,6) 2019 2025 CoGTA, MISA, DWS R 155 16 2020 R 80 6 2025 R 75 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Limpopo DM 2 A.8; B.11 2 Seconded Competent Staff members per DM (8,2) 2019 2025 CoGTA, MISA, DWS R 65 8 2020 R 40 2 2025 R 25 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Mpumalanga DM 0 A.8; B.11 2 Seconded Competent Staff members per DM (2, 4) 2019 2025 CoGTA, MISA, DWS R 60 2 2020 R 10 4 2025 R 50 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office North West DM 2 A.8; B.11 2 Seconded Competent Staff members per DM (4, 4) 2019 2025 CoGTA, MISA, DWS R 70 4 2020 R 20 4 2025 R 50 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Northern Cape DM 0 A.8; B.11 2 Seconded Competent Staff members per DM (2, 8) 2019 2025 CoGTA, MISA, DWS R 110 2 2020 R 10 8 2025 R 100 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Western Cape DM 0 A.8; B.11 2 Seconded Competent Staff members per DM(12) 2019 2025 CoGTA, MISA, DWS R 150 0 2020 R - 12 2025 R 150 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office 1.3.11 Lifecycle planning (asset management) conditions to be set by DWS National N No comprehensive asset management strategy exists A.1, A.2 Comprehensive National Asset Management Life Cycle Strategy and Plan with focus to be on maintaining and restoring existing infrastructure rather than the construction of new infrastructure 2018 2020 DWS R 130 Comprehensive National Asset Management Life Cycle Strategy and Plan 2020 R 130 n/a n/a R - n/a n/a R - WSA will implement national plan as part of their O&M plan n/a n/a R - 1 1 1 Lack of comprehensive asset management plans on municipal level National N 679 A.2 679 2018 2030 DWS WSAs, NT, WB R 6 854 113 2020 R 1 012 283 2025 R 2 921 283 2030 R 2 921 n/a n/a R 135 060 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Eastern Cape WSA 49 A.2 49 2018 2030 WSAs CoGTA, DWS 416R 8 2020 69R 20 2025 173R 20 2030 173R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW173 2050 11 238R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Free State WSA 102 A.2 102 2018 2030 WSAs CoGTA, DWS 49R 17 2020 7R 43 2025 21R 43 2030 21R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW116 2050 315R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Gauteng WSA 72 A.2 72 2018 2030 WSAs CoGTA, DWS 3 604R 12 2020 527R 30 2025 1 538R 30 2030 1 538R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW160 2050 105 188R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Kwazulu-Natal WSA 188 A.2 188 2018 2030 WSAs CoGTA, DWS 371R 31 2020 54R 78 2025 159R 78 2030 159R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW208 2050 2 374R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Limpopo WSA 100 A.2 100 2018 2030 WSAs CoGTA, DWS 1 605R 17 2020 235R 42 2025 685R 42 2030 685R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW139 2050 9 659R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Mpumalanga WSA 61 A.2 61 2018 2030 WSAs CoGTA, DWS 264R 10 2020 39R 25 2025 113R 25 2030 113R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW106 2050 2 324R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, North West WSA 33 A.2 33 2018 2030 WSAs CoGTA, DWS 168R 6 2020 25R 14 2025 72R 14 2030 72R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW66 2050 2 734R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Northern Cape WSA 43 A.2 43 2018 2030 WSAs CoGTA, DWS -R 7 2020 -R 18 2025 -R 18 2030 -R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW85 2050 -R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Western Cape WSA 31 A.2 31 2018 2030 WSAs CoGTA, DWS 378R 5 2020 55R 13 2025 161R 13 2030 161R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW162 2050 1 229R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, National N 0 A.4; A.5; B.11 63 2018 2025 WSAs DWS 858R 90 2020 390R 255 2025 468R n/a n/a -R Budget = R 10 mill /Province/Annum = R 4,5 mill for National/annumn/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Eastern Cape WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 274R 10 2020 222R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Free State WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Gauteng WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Kwazulu-Natal WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation 1.3.8 Deliver services to achieve (100%) universal water services provision (Municipal Water Supply Projects) 1.3.10 Align interventions with CoGTA on failing municipalities with existing support programmes e.g. MISA 1.3.7 Deliver services to achieve (100%) universal sanitation coverage (Municipal Sanitation Projects) 1.3.6 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans 1.3.13 Roll-out of Feasibility and Implementation Readiness studies to align with national grant funding programmes Water services planning Water services infrastructure Water services Operation and management 1.3.12 A National water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest Water services planning NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Water and Sanitation Management Page 7 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 Level 1: Key Actions Level 2: Supporting Actions Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions Limpopo WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Mpumalanga WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation North West WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Northern Cape WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Western Cape WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation 1.4 Regulating the water and sanitation sector TOTAL Regulating the water and sanitation sector: 819R TOTAL: 443R TOTAL: 231R TOTAL: 145R TOTAL: 149R National N, P, L BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Obtain annual BD and GD Assessments reports • Obtain from 144 WSAs IWA Water Balance requirements (No Drop report) • Monitoring of Monthly No Drop reports and annual BD and GD reports • Capturing and publish of results on DWS web DWS R 29 A R 29 R - R - R - 2 2 1 • lack responsibility Eastern Cape BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 14 IWA Water Balance requirements (No Drop report) to DWS • Annual submission of 14 BD and GD compliance assessments WSAs DWS R 3 Improve monthly reporting by 50% 2020 R 3 14 monthly reports….. Over period annual n/a 14 monthly reports….. Over period annual n/a About R200k for each WSA 14 monthly reports….. Over period annual n/a 2 2 1 • lack responsibility Free State BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 19 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 19 BD and GD compliance assessments WSAs DWS R 4 Improve monthly reporting by 50% 2020 R 4 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Gauteng BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 9 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 9 BD and GD compliance assessments WSAs DWS R 2 Improve monthly reporting by 50% 2020 R 2 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Kwazulu-Natal BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 14 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 14 BD and GD compliance assessments WSAs DWS R 3 Improve monthly reporting by 50% 2020 R 3 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Limpopo BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 10 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 10 BD and GD compliance assessments WSAs DWS R 2 Improve monthly reporting by 50% 2020 R 2 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Mpumalanga BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 17 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 17 BD and GD compliance assessments WSAs DWS R 3 Improve monthly reporting by 50% 2020 R 3 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility North West BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 10 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 10BD and GD compliance assessments WSAs DWS R 2 Improve monthly reporting by 50% 2020 R 2 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Northern Cape BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 26 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 26 BD and GD compliance assessments WSAs DWS R 5 Improve monthly reporting by 50% 2020 R 5 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Western Cape BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 25 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 25 BD and GD compliance assessments WSAs DWS R 5 Improve monthly reporting by 50% 2020 R 5 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility National 2018 2019 CoGTA Municipalities R 9 2019 R 9 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Eastern Cape 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Free State 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Gauteng 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Kwazulu-Natal 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Limpopo 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Mpumalanga 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 North West 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Northern Cape 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Western Cape 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 1.4.3 Establish Water Efficiency Labelling and Standards (WELS) Scheme National N No A.4; A.5 • Develop norms and standards for WELSS '• Implement WELSS 2019 2025 SABS DWS, organised Industry, Regulator R 48 Approved WELSS for RSA 2019 R 8 WELS Roll out plan 2015 R 40 n/a n/a R - n/a n/a R - 3 2 2 Value of water efficiency is underestimated National N,S Non Compliance to WUL, Directives, Notices, and prosecution A.4; A.6; B.12 CMAs NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 72 18 Deployed Scorpions 2020 R 72 0 R - 0 R - Continuous process 0 R - Illegal water use will continue Authorisation/Water Users Collapse in the following: Water quality, Illegal Abstraction, Non compliance to standard. Impact on planning. The value of BS is underestimated Berg-Olifants S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Breede-Gouritz S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Inkomati-Usuthu S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Limpopo S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Mzimvubu-Tsitsikamma S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Olifants S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Orange S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Pongola-Mtamvuna S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Vaal S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS, Blue Scorpions R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated National N Revise Norms and Standards for Water Use Conditions Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 • Develop regulations, amend the legislation and make a call for ELU and implement compulsory licensing. • Implement compulsory licensing in deficit or near deficit catchments Implement metering of all abstractions and reporting as a licence condition. 2018 2030 DWS CMAs R 261 R 135 R 63 1 1 1 Importance to water use licensing underestimated. Berg-Olifants S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Breede-Gouritz S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Inkomati-Usuthu S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Limpopo S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Mzimvubu-Tsitsikamma S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Olifants S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Orange S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Pongola-Mtamvuna S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Vaal S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management National N Should Agric Not be included 3 2 1 Chamber of mines N 3% 1 2 1 Eskom N 1% 2 2 2 Wet industries N 22% 2 2 2 1.4.7 Develop and implement municipal bylaws to protect water quality National N No prescribed bylaws A.3; A.6; B.3 Publication of updated bylaws that includes Project of Raw Water Quality 2018 2020 DWS (Water Sector Support) WSAs R - 2 1 1 Leadership DWS National N Green Scorpions not assigned to CMAs B.12 Establish mandatory national standards for water discharge and include in norms and standards. Develop public awareness strategy to communicate non compliance Do physical inspections/audits supported by ELU/WULA and build case material together with dedicated NPA team. 10 by 2020; additional 10 by 2023 CMAs NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 198 R 135 R 63 R - R - 2 2 1 Berg-Olifants S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Breede-Gouritz S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Inkomati-Usuthu S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Limpopo S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Mzimvubu-Tsitsikamma S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Olifants S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Orange S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Pongola-Mtamvuna S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Vaal S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS, Blue Scorpions R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Lack of quality water resource management 1.4.8 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions 2020 2018 2020• 10 by 2020; additional 10 by 2023 '• Non Compliance and Compliance, Compliance promotion, Audit/Inspections '• Do physical inspections supported by updated V&V and build prosecution case material together with dedicated NPA team. n/aR - R - n/a n/a R -n/an/a n/aA.8; B.12 Signed MoU that considers water re allocation, transformation of lawful reduced water use 2018 Not previously required Annual L 2018 Not included in performance agreements 1.4.2 Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water services managers, and in municipal implementation plans Signed revised performance agreements Revised published performance agreements per WSAs 1.4.1 Revitalise the Green, Blue and No Drop programmes and publish results and revise and establish norms and standards. P, L A.1 - A.8; B.12 A.3; A.4; A.6; B.7 DWS R 4 Signed MoU between affected parties 2020 R 4Chamber of Mines, Eskom, Industries Regulating the water and sanitation sector 1.4.5 Replace all Existing Lawful Use (ELU) with licences with enforceable water use conditions 1.4.6 Development and implementation of the MoU between the DWS and strategic users 1.4.4 Identify and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Water and Sanitation Management Page 8 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 Level 1: Key Actions Level 2: Supporting Actions Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions 1.4.9 Establish a mechanism for applying administrative penalties National N, P An Environmental Management Inspectorate Network does exist within the Department but needs to be strengthened. A.3; B.7 Strengthening Compliance and Enforcement training modules to build the capacity of EMIs in-house Strengthen the CME, finalisation of the Strategy and Implemented Plan Appoint Environmental Management Inspectors (EMI) to conduct CME 2018 2023 DWS Dept of Justice R 11 Strengthening Compliance and Enforcement training modules to build the capacity of EMIs in-house 2020 R 6 Strengthen the CME, finalisation of the Strategy and Implemented Plan Appoint Environmental Management Inspectors (EMI) to conduct CME 2021 R 5 n/a n/a R - n/a n/a R - 2 2 2 Skills, Resources, understanding of legislation needs to be strengthened within DWS Revise and gazette mandatory national waste discharge standards N Dated standards that require revision B.12 Gazetted waste discharge standards 2018/2019 2021/2022 DWS R 36 Updated standards gazetted 2020 R 9 Implementation monitored and standards improved 2025 R 12 Implementation monitored and standards improved 2030 R 15 Implementation monitored and standards improved 2050 R 25 2 1 1 Gazette unconventional gas (fracking) regulations N Initial studies completed B.12 Gazetted unconventional gas (fracking) regulations 2017/2018 2019/2020 DWS R 27 Gazetted regulation 2020 R 6 Regulations strengthened 2025 R 9 Implementation monitored and standards improved 2030 R 12 Implementation monitored and standards improved 2050 R 20 1 1 2 Gazette revised regulations on the use of water for mining related activities (Government Notice GN704) N Mine-water management policy B.12 Gazetted amended GN 704 Regulations 2017/2018 2019/2020 DWS R 16 Gazetted regulation 2020 R 3 Regulations strengthened 2025 R 5 Implementation monitored and standards improved 2030 R 8 Implementation monitored and standards improved 2050 R 18 2 1 2 Develop and gazette regulations for other impacting sectors (e.g. feedlots, industries, etc.) N Limited regulations in place B.12 Gazetted regulations 2025/2026 2029/2030 DWS R 31 Gazetted regulation 2020 R 8 Regulations strengthened 2025 R 10 Implementation monitored and standards improved 2030 R 13 Implementation monitored and standards improved 2050 R 20 3 1 2 Develop and implement (an) approach(s) to ensure that the conditions in water use authorisations, including those that specify effluent discharge standards, ensure compliance to resource directed measures (RDMs) N, P, L Existing ones need to be strengthened B.12 Protocol for implementation of RQOs and conversion to licence conditions 2018/2019 2021/2022 DWS CMAs, WRC, CSIR R 13 Protocol in place 2019 R 2 Implementation monitored and protocol improved 2025 R 4 Implementation monitored and standards improved 2030 R 7 Implementation monitored and standards improved 2050 R 16 1 1 1 Develop and implement a protocol to differentiate between water users in terms of risk N, P, L Limited consideration of risk B.12 Protocol for determining risk-based water use categories, corresponding licence application fees and for extending the financial provisioning requirements to all high risk water polluters 2019/2020 2021/2022 DWS CMAs R 28 Protocol in place 2020 R 8 Implementation monitored and protocol improved 2025 R 8 Implementation monitored and standards improved 2030 R 12 Implementation monitored and standards improved 2050 R 22 3 2 3 Develop and implement a protocol for integrated licencing processes to streamline authorisations N, P, L Strengthen and integrate existing licence protocols B.12 Protocol for implementation of an integrated licencing processes 2019/2020 2020/2021 DWS CMAs, DEA, DMR, DAFF R 36 Protocol for integrated licence 2020 R 9 Implementation monitored and protocol improved 2025 R 12 Implementation monitored and standards improved 2030 R 15 Implementation monitored and standards improved 2050 R 28 2 2 3 1.4.12 Implement measures to ensure that water users use and discharge water responsibly and adhere to regulatory requirements N, P, L B.12 Gazetted regulations 2021 2022 DWS CMAs, WSAs Gazetted regulation 1.5 Improving raw water quality TOTAL Improving raw water quality: 1 947R TOTAL: 341R TOTAL: 705R TOTAL: 901R TOTAL: 1 388R Develop national RWQOS N RWQOs A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Publish the RWQOs for water quality 2017/2018 2018/2019 DWS CMAs R 33 Updated national RWQOs 2020 R 6 Updated national RWQOs 2025 R 12 Updated national RWQOs 2030 R 15 Note: RQOs are already gazetted for the Letaba, Inkomati, Olifants, Vaal, Olifantsdoorn and Mvoti to Mzimkulu river systems. Supporting RWQOs were set for the Vaal, Orange and Olifants river systems. Updated national RWQOs 2050 R 25 2 1 1 Support RQOs in specified catchments wrt integrated water quality management N RWQOs A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. RQOs adequately reflect IWQM requirements 2018/2019 2019/2020 CMAs DWS R 43 RQOs strengthened to include IWQM 2020 R 8 RQOs monitored to ensure WQ improvements 2025 R 15 RQOs monitored to ensure WQ improvements 2030 R 20 RQOs monitored to ensure WQ improvements 2050 R 30 2 1 1 Resolve supply chain management challenges to ensure the availability of back to-back laboratory services to effectively address technical needs N Laboratory facilities not readily available in all WMAs hampering IWQM Approach for the sustainable procurement of future laboratory services and active contracts to secure continuous laboratory services 2018/2019 2019/2020 CMAs DWS R 360 Procurement protocol developed and Laboratory facilities available in all WMAs 2020 R 90 Laboratory facilities available in all WMAs 2025 R 120 Laboratory facilities available in all WMAs 2030 R 150 Laboratory facilities available in all WMAs 2050 R 220 1 1 2 Undertake routine national water quality monitoring, considering the recommendations of the Review of the South African Water Resource Monitoring N National monitoring network in place but coverage requires expansion An efficient and coordinated national monitoring programme and consistent monitoring 2018/2019 2029/2030 DWS CMAs R 59 National water quality monitoring network reviewed and strengthened 2020 R 14 National water quality monitoring networks strengthened 2025 R 25 National water quality monitoring network reviewed and strengthened 2030 R 20 National water quality monitoring network reviewed and strengthened 2050 R 20 2 2 2 Realign/ establish regional water quality monitoring programmes in cooperation with all relevant role-players and undertake routine regional monitoring N Regional water quality programmes insufficient to manage pressure on water resources Efficient and coordinated regional monitoring programmes and consistent monitoring 2018/2019 2029/2039 DWS CMAs, civil society, academia, DEA, DOH, DAFF, water users, local government(DWS Provincial Offices) R 87 Regional water quality monitoring programmes strengthened 2020 R 27 Regional water quality monitoring programmes reviewed and strengthened 2025 R 40 Regional water quality monitoring programmes reviewed and strengthened 2030 R 20 Regional water quality monitoring programmes reviewed and strengthened 2050 R 20 1 1 1 Development and implement a programme to create and support citizen-based water quality monitoring programmes N, P, L Regional and local water quality programmes insufficient to manage pressure on water resources Citizen-based monitoring programmes developed and implemented 2022/2023 2030 and beyond DWS CMAs, WRC, public(N Jafta, DWS Project Manager: Adopt a River) R 26 Concept strategy and protocols developed 2020 R 4 Citizen-based monitoring programme developed and implemented 2025 R 12 Programme reviewed and strengthened 2030 R 10 Programme reviewed and strengthened 2050 R 10 3 2 1 Improve the effectiveness and efficiency of the water quality data management system(s) through the implementation of the findings of the Data Acquisition and Management (DAM) Strategy pertaining to water quality N WMS system functional but not utilised nationally. Staff capacity to use system requires strengthening A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. One corporate Water Management System (WMS) for improved information management and availability (to support/strengthen water quality planning and management) 2018/2019 2023/2024 CMAs DWS R 29 WMS reviewed and improvement programme developed 2020 R 8 WMS strengthened and is utilised nationally 2025 R 9 WMS reviewed and updated periodically 2030 R 12 WMS reviewed and updated periodically 2050 R 25 1 1 1 Harmonise the systems and approaches being used across sector Departments and catchments for resource water quality data and information N Limited exchange of data and information. No integrated systems supporting. A.3 Coordinated systems and approaches for cooperative and cost effective information management 2022/2023 2029/2030 DWS CMAs, civil society, academia, DEA, DOH, DAFF, DMPE, Stats SA, water users, local government R 16 Integration protocol developed 2022 R 6 Systems development supports exchange of data and information 2030 R 10 Systems reviewed and updated periodically 2050 R 15 3 2 3 Ensure that the link between WARMS, WMS and SAP is successful and live as part of the Waste Discharge Charge System (WDCS) implementation process N Connectivity between systems not as effective in order to support the implementation of the WDCS A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Systems that support WDCS implementation 2018/2019 2020/2021 DWS R 17 WARMS-SAP operational link developed 2019 R 1 Ongoing improvements to systems 2025 R 4 Ongoing improvements to systems 2030 R 12 Ongoing improvements to systems 2050 R 20 1 1 1 Compile annual national resource water quality status report(s) N No reports A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Routine national assessments of water quality and input in support of the SDG process 2018/2019 2029/2030 DWS R 23 National Annual Reports published 2020 R 4 National Annual Reports published 2025 R 9 National Annual Reports published 2030 R 10 National Annual Reports published 2050 R 40 2 2 2 Compile annual catchment resource water quality status report(s) N No reports Routine catchment assessments of water quality and the identification of "hot spots" for potential water quality management intervention 2018/2019 2029/2030 CMA DWS R 137 Catchment Annual Reports published 2020 R 27 Catchment Annual Reports published 2025 R 50 Catchment Annual Reports published 2030 R 60 Catchment Annual Reports published 2050 R 80 1 1 1 1.5.5 Implement adaptive source control-based water quality management interventions, in accordance with relevant catchment plans and strategies (SA34 & SA35) Develop and implement action plans for the implementation of the mine water management policy N, P, L Mine-Water Management Policy developed and approved WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Execution of action Plans for the implementation of the policy on mine water management 2019/2020 2030 and beyond Chamber of Mines DWS, CMAs, DMR R 18 Implementation Plan to support the Mine-water Policy 2020 R 3 Implementation Plan to support the Mine-water Policy 2025 R 5 Implementation Plan to support the Mine-water Policy 2030 R 10 Implementation Plan to support the Mine water Policy 2050 1 2 1 Lack of implementation of policies and strategies Turn around the functionality of five, currently dysfunctional large wastewater treatment works with an accompanying publicity campaign, followed by a programme to address the rest N., P, L WWTW not performing optimally WQM TARGET #2: All waste/ water containing waste generated by households and by economic activities shall be disposed of/ discharged lawfully and safely Public campaign and five functional WWTWs with maintenance plans and turnaround strategy 2018/2019 2022/2023 DWS WSAs, NT, SALGA, COGTA(Water Services) R 153 Strategy and implementation plan developed 2020 R 3 Plan implemented 2022 R 100 Works monitored and adaptive improvements made 2030 R 50 Works monitored and adaptive improvements made 2030 R 50 1 1 1 Turn around the functionality of the remaining dysfunctional wastewater treatment works L WWTW not performing optimally Programme to address the remaining WWTWs and functional WWTWs with maintenance plans 2023/2024 2029/2030 WSAs DWS, SALGA, CoGTA, NT R 260 Improvement Strategy and Maintenance Action Plan developed 2020 R 10 Strategy and implementation plan rolled-out 2025 R 100 Strategy and implementation plan rolled-out 2030 R 150 Strategy and implementation plan rolled-out 2050 R 200 1 1 1 Ensure that co-basin organisations adequately support IWQM in shared river basins N, P Transboundary interactions on water quality management are currently only advisory in nature. Upstream-downstream challenges are significant. WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Shared objectives and cooperation with respect to IWQM 2017/2019 2029/2030 DWS Co-basin states R 22 Transboundary water quality management strategy developed 2020 R 8 Transboundary water quality management strategy implemented and monitored 2025 R 6 Transboundary water quality management strategy revised and implemented 2030 R 8 Transboundary water quality management strategy revised and implemented 2050 R 10 3 2 2 Determine water quality trends and management priorities in South Africa through planning-level reviews N Limited reviews of sufficient standards WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Planning-level review of water quality trends in South Africa 2019/2020 2030 and beyond DWS R 18 Water Quality trends report 2020 R 4 Water Quality trends report 2025 R 6 Water Quality trends report 2030 R 8 Water Quality trends report 2050 R 10 3 2 2 Promulgate a Money Bill for the Waste Discharge Levy N Draft Money Bill developed WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Money Bill gazetted 2018/2019 2019/2020 NT(Nosie Mazwi, D:RPW and CD: Legal Services), CMAs DWS R 1 Approved Money Bill 2020 R 1 1 1 1 Pilot and implement the WDCS in the Upper Crocodile (West) catchment N, P, L Draft WDCS Business plan for Upper Crocodile-West Marico WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Functional WDCS and collection of revenue 2018/2019 2030 and beyond CMA DWS R 18 Final WDCS Business plan 2020 R 3 WDCS business plan implemented 2025 R 6 WDCS business plan implemented 2030 R 9 WDCS business plan implemented 2050 R 20 1 1 1 Pilot and implement the WDCS in the Upper Vaal catchment N, P, L Draft WDCS Business plan for Upper Vaal WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Functional WDCS and collection of revenue 2018/2019 2030 and beyond CMA DWS R 18 Final WDCS Business plan 2020 R 3 WDCS business plan implemented 2025 R 6 WDCS business plan implemented 2030 R 9 WDCS business plan implemented 2050 R 20 1 1 1 Pilot and implement the WDCS in the Upper Olifants catchment N, P, L Draft WDCS Business plan for Upper Olifants WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub catchment levels Functional WDCS and collection of revenue 2018/2019 2030 and beyond CMA DWS R 18 Final WDCS Business plan 2020 R 3 WDCS business plan implemented 2025 R 6 WDCS business plan implemented 2030 R 9 WDCS business plan implemented 2050 R 20 1 1 1 1.5.9 Ensure IWQM is supported by effective departmental arrangements (SA8 & SA9) Reconfigure the DWS water quality management function and structures as needed to ensure efficiency and effectiveness N, P, L Existing DWS Structure A.3 Re-aligned water quality management function and structure in DWS 2017/2018 2019/2020 DWS HR Organisational Design R 20 Revised IWQM structures approved 2020 R 5 IWQMS functioning and structures reviewed and updated 2025 R 7 Ongoing improvements to structures and functioning 2030 R 8 Ongoing improvements to structures and functioning 2050 R 12 3 1 1 Uncertainty in WQM institutional arrangements Establish an action plan to strengthen inter-governmental structures for water quality management at trans boundary (international), national and provincial levels to ensure efficient coordination and joint action supported by regular reporting N, P, L Build from IGR framework and SADC protocols A.3 Action plan and relevant structures 2019/2020 2021/2022 DWS CMAs, basin organisations R 23 IWQM intergovernmental frameworks implemented 2020 R 2 IWQM intergovernmental frameworks implemented 2025 R 9 IWQM intergovernmental frameworks implemented 2030 R 12 IWQM intergovernmental frameworks implemented 2050 R 20 2 2 1 1.4.10 Develop improved regulatory approaches to manage pollution from land-based and in-stream activities (SA1, SA7, SA20 & SA29) Capacity and budgetary constraints, systems integration is lacking 1.5.1 Determine in-stream Resource Water Quality Objectives (RWQOs), based on the SA Water Quality Guidelines (SA36), in support of RQO's Capacity, budgetary constraints 1.5.2 Routinely monitor resource water quality (SA46, SA47 SA48) A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Poor monitoring network and system support 1.5.3 Establish and maintain appropriate and accessible information management system(s) for resource water quality (SA49, SA51 & SA60) Capacity, lack of alignment, complexities, capacity challenges, complex system integration challenges 1.5.4 Assess resource water quality information (SA52 & SA59) Limited information Legislative amendments required, implementation readiness within DWS insufficient Capacity and budgetary constraints, systems integration is lacking Poor IGR, uncertainty wrt institutional frameworks Complex intergovernmental relations 1.5.7 Adopt an integrated planning approach at trans-boundary (international), national, Water Management Area and sub catchment levels (SA16, SA17, SA18, SA21, SA22, SA23 & SA33) Complex intergovernmental relations, require stronger IGR 1.5.8 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) Integrated Water Quality Management 1.5.6 Develop and implement a strategic action plan for the rehabilitation and upgrade of prioritized WWTWs (SA17) 1.5.10 Formalise governance frameworks to support engagements on water quality management (SA10, SA11, SA12, SA13, SA14, SA15, SA54 & SA61) 1.4.11 Develop and implement an action plan to strengthen water use authorisation processes (SA24, SA25, SA26, SA27 & SA28) NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Water and Sanitation Management Page 9 of 40 NW&SMP 1. Water and Sanitation Management SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Water and Sanitation Management: R 548 637 TOTAL: R 145 815 TOTAL: R 336 461 TOTAL: R 66 360 TOTAL: R 142 516 Level 1: Key Actions Level 2: Supporting Actions Priority 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) What has prevented action from being completed to date? Level 3: Regional Actions Major Measurable Deliverable Drivers / Goals Target Date Baseline / Status Quo Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions Strengthen and foster strategic sector partnerships and enable active participation of civil society N SWPN operational and other partnerships under development A.8 Partnerships, catchment forums and active participation supporting IWQM 2018/2019 2030 and beyond DWS CMAs, WSAs R 23 Partnership Guidelines developed 2020 R 3 Partnerships developed and supported 2025 R 8 Partnerships developed and supported 2030 R 12 Partnerships developed and supported 2050 R 15 2 2 1 Restructure the grant funding mechanisms and conditions for water supply and sanitation so as to ensure a focus on maintaining and restoring existing infrastructure, rather than the construction of new infrastructure. N. P, L Existing Grants Restructured grant funding mechanism(s), including lifecycle planning (asset management) conditions and prioritisation of maintenance grants for social schemes 2019/2020 2020/2021 DWS WSAs (Water Services and Infrastructure Branch) R 37 Protocol for Grants developed 2020 R 10 Monitoring of grants system and improvements 2025 R 12 Monitoring of grants system and improvements 2030 R 15 1 1 1 Standardise and enforce required O&M budgeting and expenditure N, L Existing O&M policies and procedures are not being adequately applied Sufficient budgets for O&M ensure infrastructure is adequately maintained 2019/2020 2020/2021 DWS WSAs (Water Services Regulation) R 36 Review of O&M expenditure and financing 2020 R 10 Strategy and implementation plan rolled-out to improve financing of O&M 2025 R 6 Three yearly reviews of infrastructure O&M 2030 R 20 Three yearly reviews of infrastructure O&M 2050 R 100 1 1 1 Develop an IWQM investment framework N, P, L Not developed to date Investment framework for broadening funding sources and ring-fencing funds for IWQM 2019/2020 2021-2022 DWS CMAs, NT R 13 IWQM Investment Framework development initiated 2020 R 4 IWQM Investment Framework developed 2025 R 4 Investment framework implemented 2030 R 5 Investment framework implemented 2050 R 5 2 1 2 Develop and implement a capacity building programme for officials in DWS, CMAs and other sector departments, and for civil society on systems based, adaptive IWQM N, P, L CB Framework developed A.7 Training committee appointed and training programme on IWQM developed and implemented 2018/2019 2030 and beyond DWS CMAs, WRC, CSIR, SETA R 47 IWQM Training Programme implemented 2020 R 12 IWQM Training Programme implemented and revised 2025 R 15 IWQM Training Programme implemented and revised 2030 R 20 IWQM Training Programme implemented and revised 2050 R 50 1 1 1 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a cadre of sector professionals N, P, L Career paths not developed A.7 Career paths defined and implemented 2018/2019 2019/2020 DWS Water Management and Water Services Institutions R 11 Career paths and job specifications developed 2020 R 6 Approved and Implement Job Specification implemented and monitored 2025 R 2 Approved and Implement Job Specification implemented and monitored 2030 R 3 Approved and Implement Job Specification implemented and monitored 2050 R 6 2 2 2 Establish regulations on required qualifications and experience for senior and technical positions in DWS, and in Water Management and Water Services Institutions N, P, L No regulations in place A.7 Gazetted regulations to appoint (a) registration authority(ies) for the registration of professionals and the specification of tasks to be performed by them 2025/2026 2028/2029 DWS CoGTA (DWS HR) R 9 Regulations developed and gazetted 2020 R 4 Implementation of regulations monitored 2025 R 2 Implementation of regulations monitored 2030 R 3 3 2 3 Provide bursaries and/ or learnerships pertaining to water quality management at tertiary institutions N Limited bursaries available A.7 Bursaries and learnerships pertaining to water quality management 2018/2019 2030 and beyond Public & private sector DWS HR and Learning Academy R 23 Policy and strategy for bursaries developed 2020 R 1 Bursary strategy implemented 2025 R 10 Bursary strategy implemented 2030 R 12 Bursary strategy implemented 2050 R 20 3 3 3 Develop and implement a programme for recruiting and retaining experienced and qualified technical and managerial staff with technical qualifications in South Africa and externally N General retention strategy A.7 Programme for recruiting and retaining of experienced and qualified technical and managerial staff, and recruit and retain staff 2018/2019 2019/2020 DWS COGTA, DIRCO(DWS HR) R 10 Revised recruitment and retention strategy developed 2020 R 4 Recruitment and retention strategy implemented and monitored 2025 R 2 Recruitment and retention strategy implemented and monitored 2025 R 4 Recruitment and retention strategy implemented and monitored 2050 R 6 1 2 1 1.5.13 Create an informed, supportive and responsible public (SA62) Establish and strengthen IWQM awareness creation campaigns at national, Water Management Area and municipal levels N. P, L DWS Website and some materials developed Critical actions IWQM awareness creation campaigns, including anti-litter campaigns 2019/2020 2030 and beyond DWS CMAs, WSAs (DWS Communications) R 22 IWQM Communication Strategy and materials developed 2020 R 6 IWQM Communication Strategy revised and materials developed 2025 R 6 IWQM Communication Strategy revised and materials developed 2030 R 10 IWQM Communication Strategy revised and materials developed 2050 R 20 3 2 1 Capacity constraints, IGR issues, and poor systems support 1.5.14 Develop and implement a diffuse pollution source strategy that includes the regulation of land use Non-Point Source Strategy N Draft NPS strategy in place. NPS calculator utilised. Approved NPSS 2019 2023 DWS CMAs R 23 Updated NPS strategy initiated 2019 R 5 NPS strategy developed and implemented 2023 R 8 NPS strategy implemented and revised 2030 R 10 NPS strategy implemented and revised 2050 R 25 1 1 1 Management decision to approve, complex IG issue National N WDCS Strategy in place, IWQMS in place Gazetted WDCS, Money Bill and Tariff Structure 2018 Planning 2018 • 2020; Implementa tion to start from 2021 DWS NT, CMAs R 294 Monitoring of IWQMS 2020 R 42 Revised operational strategies 2023 R 77 Revised operational strategies 2030 R 175 Revised operational strategies 2050 R 30 2 2 2 Berg-Olifants L On-going regulatory activity Approved Business Plan 2022 2025 CMA DWS R 36 IWQM plan developed 2020 R 6 IWQM plan implemented 2022 R 10 IWQM plans implemented, monitored and revised 2030 R 20 IWQM plans implemented, monitored and revised 2050 R 35 2 2 2 Breede-Gouritz L On-going regulatory activity Approved Business Plan 2022 2025 CMA DWS R 32 Development of focused IWQM plan initiated 2019 R 4 IWQM plan developed 2021 R 9 IWQM plans implemented, monitored and revised 2030 R 19 IWQM plans implemented, monitored and revised 2050 R 25 2 2 2 Inkomati-Usuthu L On-going regulatory activity Approved Business Plan 2020 2024 CMA DWS R 36 IWQM plan developed 2020 R 6 IWQM plan implemented 2024 R 11 IWQM plans implemented, monitored and revised 2030 R 19 IWQM plans implemented, monitored and revised 2050 R 25 3 2 2 Limpopo L Draft WDCS business plan for Upper Crocodile-West Marico Approved Business Plan 2019 2019 CMA DWS R 29 Development of focused IWQM plan initiated 2020 R 3 IWQM plan developed 2024 R 8 IWQM plans implemented, monitored and revised 2030 R 18 IWQM plans implemented, monitored and revised 2050 R 24 2 2 2 Mzimvubu-Tsitsikamma L On-going regulatory activity Approved Business Plan 2022 2024 CMA DWS R 25 Development of focused IWQM plan initiated 2020 R 3 IWQM plan developed 2024 R 6 IWQM plans implemented, monitored and revised 2030 R 16 IWQM plans implemented, monitored and revised 2050 R 22 3 2 2 Olifants L Draft WDCS business plan case for Upper Olifants, IWQMP developed Approved Business Plan 2019 2020 CMA DWS R 34 IWQM plan implemented 2020 R 6 IWQM plan revised 2024 R 9 IWQM plans implemented, monitored and revised 2030 R 19 IWQM plans implemented, monitored and revised 2050 R 25 1 1 1 Orange L On-going regulatory activity Approved Business Plan 2020 2022 CMA DWS R 27 Development of focused IWQM plan initiated 2020 R 4 IWQM plan developed 2023 R 7 IWQM plans implemented, monitored and revised 2030 R 16 IWQM plans implemented, monitored and revised 2050 R 24 2 2 2 Pongola-Mtamvuna L On-going regulatory activity Approved Business Plan 2020 2022 CMA DWS R 30 Development of focused IWQM plan initiated 2019 R 4 IWQM plan developed 2022 R 8 IWQM plans implemented, monitored and revised 2030 R 18 IWQM plans implemented, monitored and revised 2050 R 24 2 2 2 Vaal L Draft WDCS business plan for Upper Vaal Approved Business Plan 2019 2021 CMA DWS R 45 Development of focused IWQM plan initiated 2021 R 6 IWQM plan developed 2021 R 9 IWQM plans implemented, monitored and revised 2030 R 30 IWQM plans implemented, monitored and revised 2050 R 40 1 1 1 1.6 Protecting and restoring ecological infrastructure TOTAL Protecting and restoring ecological infrastructure: 444R TOTAL: 201R TOTAL: 135R TOTAL: 108R TOTAL: 117R National N Identify and declare protected / sensitive areas per CMA 1) Strategic Water Source Areas 2) GW Recharge Areas 3) Aquatic Ecosystems Develop rehabilitation systems to monitor status quo 2018 2021 DWS CMAs, DEA, Regulator R 99 R 81 R 18 R - R - 1 1 1 Technical Understanding Leadership Berg-Olifants S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Breede-Gouritz S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Inkomati-Usuthu S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Limpopo S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Mzimvubu-Tsitsikamma S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Olifants S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Orange S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Pongola-Mtamvuna S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Vaal S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 1.6.2 Review and promulgate aggressive restrictions within the legislation to restore and protect ecological infrastructure National N Current restrictions not forceful enough A.6 Develop enforceable restrictions to be implemented by DEA 2019 2020 DEA DWS, CMAs, SANBI, CSIR, Regulator R 30 Develop enforceable restrictions to be implemented by DEA 2020 R 30 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 1 National N DWS CMAs R 99 R 81 R 18 R - R - 2 2 1 Berg-Olifants S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Breede-Gouritz S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Inkomati-Usuthu S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Limpopo S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Mzimvubu-Tsitsikamma S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Olifants S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Orange S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Pongola-Mtamvuna S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Vaal S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 National N Develop funding programmes specially earmarked for the projects to endure 2018 2020 DWS DEA, SANBI, CMAs R 216 Funding programme with projects 2020 R 9 R 99 R 108 R 117 2 2 1 Berg-Olifants S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Breede-Gouritz S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Inkomati-Usuthu S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Limpopo S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Mzimvubu-Tsitsikamma S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Olifants S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Orange S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Pongola-Mtamvuna S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Vaal S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 End of list Financial and capacity constraints in catchments, systems issues to support the plans 1.5.11 Ensure fiscal support for IWQM (SA38 & SA39) Significant budgetary constraints, 1.5.12 Build water quality management capacity through recruitment, education and training (SA53, SA54, SA55 & SA56) Financial constraints, lack of coordination, poor capacity Gazetted RQOs, Classes and ReserveWater resource protection limits A.6 The continuous over utilisation and inadequate protection of our ecological systems and infrastructure has lead to changed characteristics rivers and other water resources beyond the point where they can be restored to their original ecological condition A.6 2018 2022 Funds to ensure the protection of the ecological reserve limited A.61.6.4 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy 1.6.3 Implementation of the Reserve (The classification, RQO’s and the Reserve (collectively known as Resource Directed Measures (RDM)) for main stem rivers starting with the Berg, Breede and Gouritz, Middle and upper Vaal WMA’s) Protecting and restoring ecological infrastructure 1.6.1 Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas 1.5.15 Implement programmes to rehabilitate catchments through development of Catchment business plans NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Water&Sanitation NWSMP Volume 3 Enabling Environment Page 10 of 40 NW&SMP 2. Enabling Environment SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit TOTAL Enabling Environment: R 21 868 TOTAL: R 13 113 TOTAL: R 8 357 TOTAL: R 398 TOTAL: R 298 2.1 Creating effective water sector institutions TOTAL Creating effective water sector institutions: 828R TOTAL: 826R TOTAL: 3R TOTAL: -R TOTAL: -R 2.1.1 Establish a business case for streamlined institutional arrangements in the water and sanitation sector N None A.7; A.8 Development of Business Case to work towards Streamline institutions 2018 2020 DWS R 4 Signed off Business Case ready for implementation 2020 R 4 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA 2.1.2 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level Establishment of a PMU Unit within the Department N None A.7; A.8 Functional PMU Unit Well staffed skilled ……. Start with core group 2019 2022 DWS R 4 Functional PMU Unit 2020 R 2 Functional PMU Unit 2022 R 3 n/a n/a R - n/a n/a R - 1 1 1 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA National N 2 Proto Type CMAs A.8 9 Functional Prototype CMAs 2018 2020 DWS R 70 9 CMAs 2020 R 70 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Berg-Olifants p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 9 Berg-Olifants CMA 2020 R 9 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Breede-Gouritz p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Breede-Gouritz CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Inkomati-Usuthu p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 10 Inkomati-Usuthu CMA 2020 R 10 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Limpopo p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 9 Limpopo CMA 2020 R 9 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Mzimvubu-Tsitsikamma p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 8 Mzimvubu Tsitsikamma CMA 2020 R 8 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Olifants p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Olifants CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Orange p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Orange CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Pongola Mzimkulu p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Pongola Mzimkulu CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Vaal p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 10 Vaal CMA 2020 R 10 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA 2.1.4 Establish the National Water Resources and Services Authority (NWRSA) National N None A.8 Established National Water Resources and Services Regulator Agree modification in Treaty and arrangements for TCTA, Integrate the Water Trading Entity and the Water Infrastructure Branch into the NW&SIA,Transfer all regional staff/components that manage regional clusters No duplication of authority or mandate to remain within DWS Provincial/Regional office. 2018 2020 DWS NT R 100 Established National Water Resources and Services Regulator 2020 R 100 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA National N None A.8 Fully Functional Water Boards 2018 2020 DWS WBSs R 630 Established National Water Resources and Services Regulator 2020 R 630 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Rand Water WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Kwazulu-Natal WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Sedibeng WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS WBSs R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Magalies WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS WBSs R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Lepelle WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS WBSs R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Bloem WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS WBSs R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 2.1.6 Establish the National Water Resources and Services Regulator (NWRSR) National N Revise DWS regulatory A.8 a - Create enabling legislation giving mandate and approach to funding of Regulator b - Establish Regulator. Transfer DWS Regulatory staff c - Shareholder compact with Minister. 2018 2023 DWS NT R 20 R 20 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 1 Creating effective water sector institutions Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Baseline / Status Quo 2.1.3 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources 2.1.5 Determine the optimal configuration of water boards to manage regional bulk water supply, assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs What has prevented action from being completed to date? Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Priority Major Measurable Deliverable Drivers / Goals 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) Target Date Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Enabling Environ NWSMP Volume 3 Enabling Environment Page 11 of 40 NW&SMP 2. Enabling Environment SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Baseline / Status Quo What has prevented action from being completed to date? Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Priority Major Measurable Deliverable Drivers / Goals 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) Target Date Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions 2.1.7 Transform all WUAs into local Water Resources Management Institutions as per the developed roadmap National N A.8 2021 2021 DWS WBs, WRMI 2.2 Managing Data and Information TOTAL Managing Data and Information: 70R TOTAL: 24R TOTAL: 24R TOTAL: 22R TOTAL: 88R Dam Safety Office Monitor and report annually on streamflow, dam levels, key water quality parameters (51) N Currently within DWS website (projects and Programmes) A.4 Fully functional, dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional, dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Electronic Water Use License Application and Authorisation System (e WULAAS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 1 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Enterprise Geo Spatial Information (GIS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 1 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Groundwater N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Hydrology (Data, Dams, Floods and Flows) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Institutional Oversight N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 1 1 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Integrated Water Quality Management Plan (IWQMP) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Integrated Water Quality Management Strategy N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Integrated Water Resource Planning and Strategy Portal N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 1 1 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. National Integrated Water Information System (NIWIS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. National Water Resources Infrastructure Branch (NWRIB) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Pricing and Economic Regulations Reforms Project (PERR) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Reconciliation Strategies N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Review, Evaluation and Optimisation of the National Water Resources Monitoring (NWRM) Network Project N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. South African Youth Water Prize (SAYWP) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Allocation Reform N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Services/ Regulation Systems Menu (WSKWIS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Tribunal N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Use Licensing, Registration and Revenue Collection (WARMS) Address the functionality of the Water Authorisation and Registration Management System (WARMS) to ensure records of water use are correct and are kept up to date. (53) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Projects and feasibility studies N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Other (future relevant information to be included) N Incorporate additional / future projects / programmes A.4 Additional fully functional, dated and relevant reporting tool 2018 Annual DWS R 5 Additional fully functional, dated and relevant reporting tool 2020 R 2 Fully functional dated and relevant reporting tool 2025 R 2 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. 2.2.2 Review and develop a comprehensive DWS information management strategy to include among other: • Amended authorisation conditions to provide for self reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audits National N Data Management Strategies between projects and programmes not aligned A.4 Approved comprehensive DWS Information Management Strategy and Plan 2018 Annual DWS R 5 Approved comprehensive DWS Information Management Strategy and Plan 2020 R 2 Updated comprehensive DWS Information Management Strategy and Plan 2025 R 2 Updated comprehensive DWS Information Management Strategy and Plan 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Updated comprehensive DWS Information Management Strategy and Plan 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. 2.2.3 Alignment of monitoring institutions to support National and International reporting programme, e.g. SDG, Agenda 63 and AMCO National N A.4 DWS R - 2 2 3 2.3 Building Capacity for Action TOTAL Building Capacity for Action : 10 289R TOTAL: 10 091R TOTAL: 90R TOTAL: 108R TOTAL: 63R Building capacity for action 2.3.1 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions National, Provincial & Local N,P,L Lack of requisite pool of skills results in poorly qualified staff being responsible for technical functions Develop more formal requirements for staff in technical positions Regulations and standards formalised 2019 2023 DWS COGTA, SETA, Professional Bodies R 19 Frameworks developed 2020 R 5 Regulations developed and formalised. Engagement and support to sector institutions. 2023 R 5 Support to sector institutions to roll-out regulations and standards Ongoing R 9 Ongoing support to sector institutions ongoing R 9 1 (new for WSAs, but revive for other Institutions ) 3 1 The sector did not recognise as a need. Due to collapsing services, this is now a need. 2.3.2 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally National, Provincial & Local N,P,L No recruitment policy or strategy Develop a consistently capacitated water sector Recruitment policy and strategy developed and implemented. Annual analyses undertaken. 2019 2030 DWS COGTA, DIRCO R 37 Policy and strategy developed and tested with water sector 2020 R 15 Policy, strategy and implementation plan developed 2022 R 10 Implementation of strategy and plan Ongoing R 12 Implementation of strategy and plan ongoing R 15 1 2 1 Conditions of work. Restrictive Policies 2.3.3 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals National & Provincial N, P Limited career pathing of staff Creating a stable, learning and developing water sector Staff turnover in key sector institutions below 10% 2019 2023 DWS WSAs, WBs, CMAs R 3 Policy and strategy developed and tested with water sector 2020 R 3 Policy, strategy and implementation plan developed 2022 Implementation of strategy and plan Ongoing Implementation of strategy and plan ongoing 1 2 1 Not prioritised Managing data and information 2.2.1 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Enabling Environ NWSMP Volume 3 Enabling Environment Page 12 of 40 NW&SMP 2. Enabling Environment SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Baseline / Status Quo What has prevented action from being completed to date? Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Priority Major Measurable Deliverable Drivers / Goals 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) Target Date Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions 2.3.4 Develop and implement a mandatory, modular hands-on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations. National & Provincial N,P, Limited qualification requirements Creating a stable, learning and developing water sector Develop programme Obtain EWSETA accreditation Obtain hand-on-qualification/ municipality Place a senior retired municipal engineer as mentor 2019 First course to be run in 2020/21 and beyond DWS EWSETA; Institutions of Higher Learning R 10 000 Develop programme 2020 R 10 000 Obtain EWSTA accreditation & develop implementation plan 2024 Implementation of plan Ongoing Implementation of plan Ongoing 1 2 2 It was not considered as a priority 2.3.5 Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies National Few sector partnerships Develop suite of supportive partnerships to strengthen capacity I the water sector Key partnerships developed and formalised 2021 Ongoing DWS EWSETA R 28 Identify key partnerships and develop plan 2020 R 6 Engage and formalise key partnerships 2025 R 10 Ongoing development and adjustment of partnerships Ongoing R 12 Ongoing development and adjustment of partnerships Ongoing R 14 2 2 1 Coordinated leadership required 2.3.6 Initiate a focused research capability initiative in water sector economics to address this existing skills gap National Some assessments can provide indicative information Strategic and structured approach to develop skills across the sector Strategy developed and implementation initiated 2025 Ongoing DWS NRF, WRC, DST R 37 Development of strategic framework 2020 R 7 Develop strategy and implementation plan 2025 R 10 Implementation of plan Ongoing R 20 Implementation of plan ongoing R 25 2 2 1 Lack of adequate or prioritised leadership 2.3.7 Continue to develop high end skills (post graduate) to ensure a future science, technology and innovation capability in South Africa n/a A.7 Masters and PHD enrolments 2018/19 Ongoing DWS DST, NRF, WRC, DTI (THRIP), Private R 144 Support students 2020 R 48 Support students 2025 R 48 Support students 2030 R 48 2 2 2 2.3.8 Continue to support programmes that enable development of critical skills and exposure to emerging innovations (e.g. Young Engineers Programme) n/a A.7 Programme contracts 2018/19 Ongoing SALGA DST, WRC, DWS, COGTA, MISA R 21 Link students to innovation sites 2020 R 7 Link students to innovation sites 2025 R 7 Link students to innovation sites 2030 R 7 2 2 2 2.4 Ensuring Financial Sustainability TOTAL Ensuring Financial Sustainability : 10 012R TOTAL: 2 008R TOTAL: 8 004R TOTAL: -R TOTAL: -R Ensuring Financial Sustainability 2.4.1 Develop and implement institutional arrangement that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation. National Implemented Business Plan 2019 2021 NT DWS R 5 Business plan R 1 Implementation R 4 2 2 1 A one size fits all approach in legislation and a fragmentation of the value chain which does not allow for benefits to be derived from economy of scale. Preservation of the status quo with respect to bias to urban areas and irrigation schemes. 2.4.2 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/commercial users and restricted supply to domestic users. National, Provincial & Local Metrics to be developed on accuracy of billing. Metric on number of estimated invoices as % of invoices issued. 2019 2024 WSA Water Boards, DWS, AGSA R 5 000 This will be done per institution R 1 000 R 4 000 1 2 1 Lack of understanding of the impact of inaccurate billing on customer relations and revenue stream. Lack of political will to restrict or stop water for non payment. 2.4.3 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs. National Grants withheld due to no compliance 2019 2023 NT AGSA, DWS R 1 Policy R 1 1 2 1 Focus by politicians, consultants and contractors on new infrastructure. 2.4.4 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met. National Regulation approved by Parliament 2019 2022 DWS CoGTA R 1 Regulations R 1 2 2 1 Political will 2.4.5 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought. National & Local Improved Blue, Green and No Drop scores as well as Audit Outcomes 2019 2024 WSA Water Boards, DWS, NT, AGSA R 5 000 This will be done per institution R 1 000 R 4 000 1 2 1 Lack of value attached to water and service provision by business and households due to a failure to understand the impact if the system fails 2.4.6 In all entities put in place mechanisms to deal with accumulated debt National, Provincial & Local Implemented Policy 2019 2020 WSA Water Boards, DWS, NT, AGSA R - Part of billing and revenue collection 1 2 1 2.4.7 Roll out of ring-fenced institutional models to increase private sector investment National Increase in loans to the sector 2019 2021 DWS NT, CoGTA R 5 Workshopping of model R 5 2 2 1 Models exist and have been operational for many years in South Africa but there has been no wide scale roll out. 2.4.8 National Treasury – linkage to Medium Term Sector Expenditure Framework (MTSEF) 1 1 1 2.5 Legislation TOTAL Legislation: 55R TOTAL: 26R TOTAL: 29R TOTAL: -R TOTAL: -R 2.5.1 Gazette the National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill National N Both bills in draft format Gazetted National Water and Sanitation Bill and Water Research Amendment Bill 2018 2019 DWS Portfolio Committee, Standing Committee R 2 Gazette bills 2019 R 2 n/a n/a R - n/a n/a R - n/a n/a R - 3 1 3 2.5.2 Hold public consultation on National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill National N Both bills in draft format Public consultation on both bills, per Province, per National Sector Departments, Private Sector and Professional Bodies, and other 2018 2020 DWS Portfolio Committee, Standing Committee R 4 Minutes of public consultations 2020 R 4 n/a n/a R - n/a n/a R - n/a n/a R - 3 1 3 2.5.3 Revise and promulgate the National Water Amendment Bill, Water Services Amendment Bill, and the Water Research Amendment Act National N Both bills in draft format Published acts 2018 2022 DWS Portfolio Committee, Standing Committee R 4 n/a n/a R - Updated and promulgated acts 2022 R 4 n/a n/a R - n/a n/a R - 3 1 3 2.5.4 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services National N Current Municipal Systems Act and MFA Acts to facilitate sustainable water services 2018 2020 NT DWS, CoGTA, SALGA R 10 Updated MFMA & MSA 2020 R 10 n/a n/a R - n/a n/a R - n/a n/a R - 3 1 3 National N Policies developed in 2017 Policies defined below 2018 2025 DWS R 35 Policies defined below 2020 R 10 Policies defined below 2025 R 25 n/a 0 R - n/a 0 R - 3 2 2 Mine Water Management Policy (2017) N Developed (2017), under review Mine Water Management Policy 2018 2019 DWS DMR R 5 Mine Water Management Policy 2019 R 5 n/a n/a R - n/a n/a R - n/a n/a R - 3 2 2 Integrated Water Quality Management Policy (2017) N Developed (2017), under review Integrated Water Quality Management Policy 2019 2020 DWS R 5 Integrated Water Quality Management Policy 2020 R 5 n/a n/a R - n/a n/a R - n/a n/a R - 3 2 2 Water for Development: Sustainable Livelihoods (2017?) Developed (2017?), under review Water for Development: Sustainable Livelihoods 2020 2021 DWS R 5 n/a n/a R - Water for Development: Sustainable Livelihoods 2021 R 5 n/a n/a R - n/a n/a R - 3 2 2 Water Stewardship Policy (2017): Mechanisms for Partnerships in the Water and Sanitation Sector Developed (2017), under review Water Stewardship Policy: Mechanisms for Partnerships in the Water and Sanitation Sector 2021 2022 DWS R 5 n/a n/a R - Water Stewardship Policy: Mechanisms for Partnerships in the Water and Sanitation Sector 2022 R 5 n/a n/a R - n/a n/a R - 3 2 2 Infrastructure Ownership and Management Policy (2017) Under development Infrastructure Ownership and Management Policy 2022 2023 DWS R 5 n/a n/a R - Infrastructure Ownership and Management Policy 2023 R 5 n/a n/a R - n/a n/a R - 3 2 2 Wetland Policy (2017) Under development Wetland Policy 2023 2024 DWS R 5 n/a n/a R - Wetland Policy 2024 R 5 n/a n/a R - n/a n/a R - 3 2 2 Sustainable Hydropower Development Policy (2017) Under development Sustainable Hydropower Development Policy 2024 2025 DWS R 5 n/a n/a R - Sustainable Hydropower Development Policy 2025 R 5 n/a n/a R - n/a n/a R - 3 2 2 • Lack of responsibility and capacity to proceed with bills • Supply chain issues • Insufficient budget 2.5.5 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes A.1 - A.8; B.1 - B.8; C.1 C.17 Most of the work to be done by DWS, with assistance of Legal Specialist Sustainable legislation, policies and strategies NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Enabling Environ NWSMP Volume 3 Enabling Environment Page 13 of 40 NW&SMP 2. Enabling Environment SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Baseline / Status Quo What has prevented action from being completed to date? Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Priority Major Measurable Deliverable Drivers / Goals 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) Target Date Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions 2.6 Enhancing Research, Development and Innovation TOTAL Enhancing Research, Development and Innovation: 473R TOTAL: 68R TOTAL: 173R TOTAL: 233R TOTAL: 27R 2.6.1 Implement and regularly review/revise Research, Development and Innovation Policies, Plans and Roadmaps across the sector n/a Revised strategies 2018/19 2020/21 review DWS DST, WRC, CSIR R 2 Link the water RDI Roadmap to the revised NWRS 2020 R - Review the water RDI Roadmap/relevant strategy 2025 R 2 2030 Review the water RDI Roadmap/relevant strategy 2050 R 2 2 1 1 2.6.2 Unlock investment, procurement and other localisation barriers to reposition the sector to implement new/niche solutions and approaches and roadmap the NMIU n/a Catalytic study outputs/ sector engagements agreed approach by 2020 Ongoing DWS National Treasury, COGTA, DST, NMIU R 2 Series of sectoral engagements to outline and create awareness 2020 R 1 Ongoing sectoral engagements 2025 R 1 2030 2 1 1 2.6.3 Coordinate, and where needed establish new platforms, to enable a synergised set of institutions that enable the shifting of innovations into the market (including business development and SME support) n/a Coordinator performance agreements 2018/19 DWS the dti, Dept. Small Business, EDD, Incubators R 42 Coordination of key role players 2020 R 2 Business/innovation/e nterprise development matchmaking 2025 R 20 Business/innovation/e nterprise development matchmaking 2030 R 20 2 1 1 2.6.4 Strengthen partnerships with key water sector institutions to accelerate research and solutions into practice n/a Partnership mapping and agreements 2018/19 2020 for a plan in place, thereafter tracking DWS WRC, CSIR, DST, COGTA, SALGA, DTI, DAFF municipalities, Utilities, R 22 PMU in place 2020 R 4 PMU in place 2025 R 8 PMU in place 2030 R 10 PMU costing - 2 mil X 10 years 20 million 1 1 1 2.6.5 Structure test bed partners with key water sector institutions in order to accelerate innovations to the market/public sector n/a Test bed network - WADER website, WADER team in place 2018/19 Ongoing WRC DWS, DST, SALGA, Municipalities R 11 Initiate test bed research work 2020 R 1 Consolidate and grow test bed network 2025 R 5 Consolidate and grow test bed network 2030 R 5 3 2 2 Invest in research that will support equitable redistribution of water 2.6.6 Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues National n/a Research reports, publications, sector consultations 2018/19 Ongoing DWS WRC, CSIR, DST R 12 3 projects initiated 2020 R 5 3 projects initiated 2025 R 5 2 projects initiated 2030 R 3 1.5 mil X 8 = 12 million 8 projects concluded 2050 R - 3 2 2 2.6.7 Develop technologies, guidelines and implementation support tools that enable SA to use alternative and appropriate sources as part of water supply Tech, guidelines, documents and tools 2018/19 2022/23 DWS WRC, CSIR, DST, SALGA, Utilities, COGTA, WSAs R 31 4 projects 2020 R 8 4 projects initiated 2025 R 8 3 tech activities underway 2030 R 15 2 mil per research guide/toolX8, 3X 5 mil on tech= 31 million total 2 3 2 2.6.8 Apply the concepts of water sensitive urban design to a robust city-wide case study to demonstrate and learn how a city can transition to a sustainable city Site tour, partner Agreements 2022/23 2026/27 DWS SALGA, Utilities, Metros and District Municipalities, COGTA R 35 Feasibility underway 2020 R 5 Tech selection 2025 R 10 Roll out 2030 R 20 1 city feasibility, tech selection and roll out - 60 million Roll out continued 2050 R 25 2 3 2 2.6.9 Tools for agriculture early warning systems need to be developed and tested at scale Tools, demo site visits 2018/19 Ongoing WRC DWS, DAFF, ARC, CSIR, Corporations R 20 2 projects 2020 R 4 3 projects 2025 R 6 Demo underway 2030 R 10 2 mil per research guide/toolX5, 2X 5 mil on tech= 20 million 2 3 2 2.6.10 Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation Tech scan report 2018/19 2020/21 WRC DST, DWS R 2 Scan and sort 2020 R 2 2025 2030 1 1 2 2.6.11 Alternative Sanitation: Develop and demonstrate and validate appropriate alternative, water-less and off grid sanitation solutions (Current – 2025) Test bed visits, tech validation reports 2018/19 Ongoing DWS WRC, CSIR, DST, BMGF, municipalities, DTI R 50 Initiate demos 2025 R 25 Continue demos 2030 R 25 1 2 1 2.6.12 Domestic and industrial Waste Water: Develop and Demonstrate appropriate waste water technologies for cost effectiveness, energy efficiency and beneficiation. Test bed visits, tech validation reports Ongoing Ongoing DWS TCTA, WRC, CSIR, the dti, DST, TIA, MINTEK, private sector R 50 2020 Initiate demos 2025 R 25 Continue demos 2030 R 25 1 2 1 2.6.13 Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation Tech scan report 2018/19 2020/21 WRC DST, DWS, CSIR R 2 Scan and sort 2020 R 2 2025 2030 1 1 2 2.6.14 Drinking Water Treatment: Develop and Demonstrate solutions that allow for the use of alternative sources of water for safe human consumption and water security Test bed visits, tech validation reports 2018/19 Ongoing DWS WRC, CSIR, Municipalities, Utilities R 40 2020 Initiate demos 2025 R 20 2030 R 20 1 2 1 2.6.15 Continue to invest in understanding emerging contaminants (detection and treatment) in order to improve our transition to reuse, reclamation and recycling of water Research reports and results 2018/19 Ongoing DWS WRC, CSIR, Municipalities, Utilities R 20 Initiate projects 2020 R 6 Initiate projects 2025 R 8 Initiate projects 2030 R 6 2mil X10=20 million 2 2 2 2.6.16 Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions National n/a CoP Coordinator contract and reporting 2018/19 Ongoing DWS DEA, SANBI, WRC, CSIR, DST, Utilities R 18 Initiate CoP 2020 R 3 Sustain CoP 2025 R 8 Sustain CoP 2030 R 8 1.5 mil per year X 10 year=15 million 2 2 2 2.6.17 Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process GEF Steering Committee Reporting 2018/19 2023/24 DWS DEA, SANBI, WRC, CSIR R - Join GEF 6 processes 2020 R - sustain engagement with GEF 6 2025 R - approximately 100 million coming form GEF, administered by SANBI on behalf of DBSA 2 2 2 2.6.18 Continue to do research on land use impact on water linked ecosystems Project deliverables 2018/19 Ongoing WRC DEA, DWS, DAFF, ARC, Utilities R 27 Projects initiated 2020 R 9 Projects initiated 2025 R 9 Projects initiated 2030 R 9 3milX 9=27 million 2 2 2 2.6.19 Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted Project deliverables 2018/19 Ongoing DWS DEA, DST, WRC, CSIR, Utilities R 27 Projects initiated 2020 R 9 Projects initiated 2025 R 9 Projects initiated 2030 R 9 3milX 9=27 million 2 2 2 2.6.20 Initiate a hydrological monitoring centre for South Africa in order to re-establish a robust data, monitoring and information capability for more effective water resources planning and climate change forecasting in future n/a Business plan, centre performance agreement 2018/19 2021 to get the plan in place, thereafter implementati on DWS DEA, ARC, DAFF, WRC,,DST, SAWS, ARC, CSIR, STATs SA R 34 Initiate TBC scoping and feasibility 2020 R 2 Continue feasibility and scoping 2025 R 2 Initiate centre 2030 R 30 4 mil on establishment and feasibility, 60 mil on centre set up (Later TBC in feasibility) For 2026-2030 : 30 (estimate, 1 3 2 2.6.21 Test a suite of ICT and citizen science tools for data sourcing n/a ICT demo 2018/10 Ongoing WRC DWS, WRC, CSIR, DST, COGTA, SALGA, the dti, DAFF municipalities, Utilities, R 9 Run demo through wader 2020 R 3 Run demo through wader 2025 R 3 Run demo through wader 2030 R 3 1 mil X 9=9million 3 3 3 2.6.22 Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies n/a Training role out 2021 Ongoing DWS EWSETA R 15 Scope programme and initiate training 2030 R 15 2 2 2 Building capacity for action 2.6.23 Review all relevant guidelines and R&D products to understand where training modules need to be developed around new knowledge National n/a A.7 Desktop study 2022 DWS WRC, CSIR, SETAs, WISA, DHET R 3 Initiate study 2020 R 3 2 2 2 2.7 Implementation of NWSMP TOTAL Implementation of NWSMP: 141R TOTAL: 71R TOTAL: 35R TOTAL: 35R TOTAL: 120R 2.7.1 Phakisa on water and sanitation masterplan National N, P 1st Phakisa on Master Plan to be organise A.8, B.7, B.12 Organise national conference. Organise regional conferences to mobilize stakeholders 2019 2020 DWS DPME R 60 National Phakisa 2019 R 60 n/a n/a R - n/a n/a R - n/a n/a R - 3 2 2 2.7.2 Determine cost required to implement NW&SMP and identify where reprioritisation or cost savings can be used to address the NW&SMP priorities National N, P, L Draft NWSMP (2018) A.8, B.12 Determine cost for each MP activity Prioritise activities per Level 1 2018 2019 DWS WSA R 1 Cost per activity Prioritised activities 2019 R 1 n/a n/a R - n/a n/a R - n/a n/a R - 1 1 1 2.7.3 Appoint skilled Management, Technical and Programme Manager staff for Delivery Unit National N Draft NWSMP (2018) A.8, B.12 Define PMU organogram Identify relevant management, technical and programme manager resources Appoint resources 2019 2019 DWS R 12 Define PMU organogram Identify relevant management, technical and programme manager resources 2020 R 2 Define job descriptions for relevant resources Appoint resources 2025 R 5 Build capacity in PMU 2030 R 5 Skilled resources with suffice capacity will be responsible for the successful implementation n/a n/a R - 1 1 1 National n/a National National n/a Implementation of NWSMP National n/a Protecting and restoring ecological infrastructure National National Implement an enabling environment for research, development and innovation Support the development of an innovation-based drinking water industry Managing data and Information Invest in Research and Innovation deployment as part of preparing for changing supply/demand opportunities and challenges Support the development of an innovation-based domestic waste and industrial water industry NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Enabling Environ NWSMP Volume 3 Enabling Environment Page 14 of 40 NW&SMP 2. Enabling Environment SCHEDULE OF ACTIONS Overall targets Breakdown of deliverables per time segment Present Value Cost (VAT excl.) Magnitude of impact if action does not occur Is it a foundation action: What level of impact will the investment generate? Start date Compl. Date Lead Support R million (2018) (MP horizon) Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit Nat., Reg. & System (N)/ Prov. (P)/ Local (L) Baseline / Status Quo What has prevented action from being completed to date? Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Priority Major Measurable Deliverable Drivers / Goals 2018-2020 2021-2025 2026-2030 (current MP horizon, to vary in future) Target Date Note 2031-2050 (beyond current MP horizon)Responsible Institutions HelpMenu Drivers Please hover on cell headings to obtain definitions 2.7.4 Monitor, review, evaluate, report on and update NW&SMP National N, P, L Draft NWSMP (2018) A.8, B.12 - Establish a monitoring, evaluation, learning and reporting system for implementation of the NW&SMP Include reporting in KPIs of Senior management for all affected National Departments, public entities, and other institutions identified in the NWSMP Annual updating and reporting 2018 Annual report to Parliament DPME DWS R 68 - Establish a monitoring, evaluation, learning and reporting system for implementation of the NW&SMP Include reporting in KPIs of Senior management for all affected National Departments, public entities, and other institutions identified in the NWSMP 2020 R 8 - Annual updating and reporting 2025 R 30 - Annual updating and reporting 2030 R 30 - Annual updating and reporting 2050 R 120 2 1 1 End of list NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Enabling Environ NW&SMP SCHEDULE OF ACTIONS Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Nat., Reg. & System (N)/Prov. (P)/Local (L) Baseline / Status Quo Overall targets: Drivers / Goals Overall targets: Major Measurable Deliverable Overall targets: Start date Overall targets: Compl. Date Overall targets: Responsible Institutions Lead Overall targets: Responsible Institutions Support Present Value Cost (VAT excl.) R million (2018) (MP horizon) 2018-2020: Deliverable 2018-2020: Date 2018-2020: PV Cost R million 2021-2025: Deliverable 2021-2025: Date 2021-2025: PV Cost R million 2026-2030 (MP horizon): Deliverable 2026-2030 (MP horizon): Date 2026-2030 (MP horizon): PV Cost R million Notes 2031-2050 (>MP horizon): Deliverable 2031-2050 (> MP horizon): Date 2031-2050 (>MP horizon): PV Cost R million Magnitude of impact: (1) Critical, (2) Serious, (3) important (4) minor Foundation action: (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies Investment impact: (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit PriorityWhat has prevented action from being completed to date? TOTAL: R 570 504 TOTAL: R 158 928 TOTAL: R 344 818 TOTAL: R 66 758 TOTAL: R 142 814 1.1 Reducing water demand and increasing supply 173 041R 19 795R 92 486R 60 760R 2 802R National Local 41% Non-revenue water 26% Non-revenue water 2019 2030 DWS CoGTA R 562 15% Non-revenue water 2020 R 72 15% Non-revenue water 2025 R 360 15 2020 R 130 15 2050 R 864 1 1 1 Lack of commitment from DWS to capture submitted reports and to follow-up on non-submission of reports Eastern Cape WSA 46,3% Non-revenue water 31,3% Non-revenue water 2018 2030 55R 31,3% Non-revenue water 2020 7R 16,3% Non-revenue water 2025 35R 16 2030 13R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 16,3 2050 84R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Free State g 42,3% Non-revenue water 27,3% Non-revenue water 2018 2030 74R 27,3% Non-revenue water 2020 10R 12,3% Non-revenue water 2025 48R 12 2030 17R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 12,3 2050 114R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Gauteng WSA 34,7% Non-revenue water 20% Non-revenue water 2018 2030 35R 19,7% Non-revenue water 2020 5R 5% Non-revenue water 2025 23R 5 2030 8R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 5 2050 54R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Kwazulu-Natal WSA 45% Non-revenue water 30% Non-revenue water 2018 2030 55R 30% Non-revenue water 2020 7R 15% Non-revenue water 2025 35R 15 2030 13R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 15 2050 84R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Limpopo WSA 50,3% Non-revenue water 35,3% Non-revenue water 2018 2030 39R 35,3% Non-revenue water 2020 5R 20,3% Non-revenue water 2025 25R 20 2030 9R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 20,3 2050 60R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Mpumalanga WSA 46,2% Non-revenue water 31,2% Non-revenue water 2018 2030 66R 31,2% Non-revenue water 2020 9R 16,2% Non-revenue water 2025 43R 16 2030 15R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 16,2 2050 102R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. North West WSA 41,2% Non-revenue water 26,2% Non-revenue water 2018 2030 39R 26,2% Non-revenue water 2020 5R 11,2% Non-revenue water 2025 25R 11 2030 9R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 11,2 2050 60R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Northern Cape WSA 43,5% Non-revenue water 28,5% Non-revenue water 2018 2030 101R 28,5% Non-revenue water 2020 13R 13,5% Non-revenue water 2025 65R 14 2030 23R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 13,5 2050 156R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. Western Cape WSA 20,2% Non-revenue water 20% Non-revenue water 2018 2030 98R 5,2% Non-revenue water 2020 13R 5% Non-revenue water 2025 63R 5 2030 23R Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 5 2050 150R 1 1 1 Lack of commitment from WSA to submit their monthly reports to DWS. National 233 l/c/d 2018 2030 DWS DWS CMAs R 158 R 72 R 43 R 43 R 864 1 1 1 No commitment Eastern Cape WSA 200 l/c/d 2018 2030 R 15 190 l/c/d 2020 R 7 173 l/c/d 2025 R 4 n/a 2030 R 4 Budget req. = R.3 mill to implement and R .1 mill to 173 l/c/d 2050 R 84 1 1 1 Free State WSA 209 l/c/d 2018 2030 R 21 199 l/c/d 2020 R 10 179 l/c/d 2025 R 6 173 2030 R 6 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 114 1 1 1 Gauteng WSA 305 l/c/d 2018 2030 R 10 290 l/c/d 2020 R 5 261 l/c/d 2025 R 3 235 2030 R 3 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 54 1 1 1 Kwazulu-Natal WSA 225 l/c/d 2018 2030 R 15 214 l/c/d 2020 R 7 192 l/c/d 2025 R 4 173 2030 R 4 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 84 1 1 1 Limpopo WSA 182 l/c/d 2018 2030 R 11 173 l/c/d 2020 R 5 n/a 2025 R 3 n/a 2030 R 3 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 60 1 1 1 Mpumalanga WSA 205 l/c/d 2018 2030 R 19 195 l/c/d 2020 R 9 175 l/c/d 2025 R 5 173 2030 R 5 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 102 1 1 1 North West WSA 238 l/c/d 2018 2030 R 11 226 l/c/d 2020 R 5 203 l/c/d 2025 R 3 183 2030 R 3 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 60 1 1 1 Northern Cape WSA 186 l/c/d 2018 2030 R 29 177 l/c/d 2020 R 13 173 l/c/d 2025 R 8 n/a 2030 R 8 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 156 1 1 1 Western Cape WSA 201 l/c/d 2018 2030 R 28 191 l/c/d 2020 R 13 173 l/c/d 2025 R 8 n/a 2030 R 8 Budget req. = R.3 mill to implement and R .1 mill to maintain per WSA 173 l/c/d 2050 R 150 1 1 1 National 7968 2018 2030 7832,5 2020 4542,9 2025 2635 2030 2050 R - 2 2 2 Berg-Olifants WUA 877 2018 2030 862,1 .- 500,0 2025 290 2030 2050 R - 2 2 2 Breede-Gouritz WUA 610 2018 2030 599,6 2020 347,8 2025 202 2030 2050 R - 2 2 2 Inkomati-Usuthu WUA 1229 2018 2030 1208,1 2020 700,7 2025 406 2030 2050 R - 2 2 2 Limpopo WUA 1488 2018 2030 1462,7 2020 848,4 2025 492 2030 2050 R - 2 2 2 Mzimvubu-Tsitsikamma WUA 955 2018 2030 938,8 2020 544,5 2025 316 2030 2050 R - 2 2 2 Olifants WUA 356 2018 2030 349,9 2020 203,0 2025 118 2030 2050 R - 2 2 2 Orange WUA 780 2018 2030 766,7 2020 444,7 2025 258 2030 2050 R 40 2 2 2 Pongola-Mtamvuna WUA 207 2018 2030 203,5 2020 118,0 2025 68 2030 2050 R 80 2 2 2 Vaal WUA 1466 2018 2030 1441,1 2020 835,8 2025 485 2030 2050 R 120 2 2 2 National N R 23 900 R 8 150 R 7 875 R 7 875 R - 1 2 2 Cost to industry Eskom N 307 million m³ R 5 000 R 5 000 Between 70 (20%) and 117 (30%) increase expected due to 1 1 1 Mines N 1,4 m³/ton R 18 900 Mining sector to improve its WUE by 5-10% until 2030 2020 R 3 150 Mining sector to improve its WUE by 5-10% until 2030 2025 R 7 875 Mining sector to improve its WUE by 5-10% until 2030 2020 R 7 875 Assuming that each operational mine (total of which is estimated 1 1 2 Sasol N R - 1 2 2 Wet industries N R - 2 2 3 National N, P, L See SQ per system • Monitor Intervention actions of all Strategies 2018 2030 DWS CMAs R 353 As for Systems 2020 R 62 As for Systems 2025 R 151 As for Systems 2030 R 140 As for Systems 2050 R 560 2 2 3 Vaal River System N, P, L Recon Strategy 2009, 2nd continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 • Appointment of PSP for next phases of Continuation • Updated Strategy 2030 R 10 2050 R 40 2 2 3 Orange River System N, P, L Recon Strategy 2014, ???? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Kwa-Zulu Natal Coastal Metropolitan Bulk Water Supply System N, P, L Recon Strategy 2010, 2nd continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Richards Bay Water Supply System N, P, L Recon Strategy 2014, ??? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Mbombela Bulk Water Supply system N, P, L Recon Strategy 2014, ??? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Western Cape Water Supply System N, P, L Recon Strategy 2007, 2nd continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Amatole Bulk Water Supply System N, P, L Recon Strategy 2008, ??? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Algoa Water Supply System N, P, L Recon Strategy 2010, ??? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Limpopo WMA N, P, L Recon Strategy 2016 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Olifants River Water Supply System N, P, L Recon Strategy 2011, ??? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Crocodile (West) River System N, P, L Recon Strategy 2009, 2nd continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Greater Bloemfontein Bulk Water Supply System N, P, L Recon Strategy 2011, ?? continuation 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Levuvhu and Letaba Water Supply System N, P, L Recon Strategy 2015 2018 2030 DWS CMAs R 24 • Appointment of PSP for next phases of Continuation • Updated Strategy 2020 R 4 2025 R 10 2030 R 10 2050 R 40 2 2 3 Mahikeng Municipal Water Supply System N, P, L No Reconciliation Strategy yet • Procure PSP for the Development of the Reconciliation of the Mahikeng Municipal Water Supply System • Create water balance, availability each source, demand projection each sector, cost resource options, cost bulk options, funding, institutional arrangements, 2019 2030 DWS CMAs R 41 • Appointment of PSP • Some of the tasks for Reconciliation Strategy 2020 R 10 • Draft and final Reconciliation Strategy • Appointment of PSP for 1st Continuation • Updated Strategy 2025 R 21 • Appointment of PSP for next Continuations • Updated Strategy (2nd) 2030 R 10 R25m to develop Strategy (2019 to 2022), and about R6m for each continuation (from 2023 to 2050) in 2018 money • Appointment of PSP for next Continuations • Updated Strategies 2050 R 40 2 2 3 National N A.1; A.5; B.5; B.7; B.8 • Procure PSPs for feasibility studies • Complete Feasibility Studies (listed below), including RID (for implementation) • Procure funding for implementation (either Gov or Private) 2018 2050 DWS 391 As for Systems 2020 91 As for Systems 2025 220 As for Systems 2034 80 Planning cost will be between 1 and 0.5% of proposed capital cost of projects As for Systems 2050 105 2 2 2 Reduce water demand 1.1.1 Reduce Non Revenue Water (NRW) and water losses in all municipalities to 15% below the business as usual. A.4; B.6 WSAs CoGTA 1.1.2 Set cap on water use with reducing targets over time A.4; B.6 Reduce per capita consumption to world average consumption of approx. 173 l/c/d. • Assess water usage per WSA/system • Establish targets per water use sector • Implement usage targets less 15% by 2020 WSAs DWS, CoGTA Achieve a reduction of total water use per unit of production by 5% to 10% over a 10 year period. 2016 2026 DWS the dti Integrated Water Resources Planning and management 1.1.5 Develop, update and maintain reconciliation planning studies to achieve optimal water mix (surface water, groundwater, re-use and desalination, and incorporate climate change into studies) A.1; A.5; B.5; B.7; B.8 R 10 000 R 1 670 R 4 165 R 4 165 R10 Billion Rand capital cost to refurbish and rebuild irrigation schemes as most of them are old, infrastructure conditions declines, lack proper water measurement and adequate staff to ensure effective operation and maintenance of schemes including direct river abstractions within the schemes Irrigation the responsibility of DAFF, but DWS to provide water. 1.1.4 Reduce water demand and increase water efficiencies of industrial users A.4; B.6 1.1.3 Reduce the water demands and water losses at all major irrigation and agricultural schemes by 2030, without affecting productions A.4; B.6 Achieve a reduction of total water use per unit of production by 10% over a 10 year period. Review and improve the regulatory instruments to promote sound infrastructure O&M practices and renewal of ageing infrastructure at all major irrigation and agricultural schemes managed by WUA or private owners to reduce water losses., Improve condition of canal infrastructure, Water measurement at all irrigation schemes DWS DAFF • Lack of responsibility to proceed with studies • Supply chain issues • Insufficient budget • Procure PSPs for Continuation of 13 Reconciliation Strategies, each system over 3 year cycles • Current water balance, availability each source, demand projection each sector, cost resource options, cost bulk options, funding, institutional arrangements, environmental • Liaise with stakeholders through Strategy Steering Committee • Monitor Intervention Actions • Appointment of PSP for next phases of Continuation • Updated Strategy 13 Strategy continuations at about R6m (2018 value) each, for each three year cycle • Appointment of PSP for next phases of Continuation • Updated Strategy 1.1.6 Do detailed feasibility study (including EIA) of high priority interventions (identified in Reconciliation Strategies) and develop bankable projects, with business case of required infrastructure, financing, institutional arrangements for Menu Help Vaal River System: re-use larger municipalities L Indirect re-use implemented by Tshwane. Feasibility study for re-use at larger municipalities 2018 2040 DWS WSA - 2020 2025 2030 Complete all feasibility studies before 2030 for implementation as required related to growing Jana & Mielietuin dams bridging study 2040 40 1 2 1 • Lack of responsibility to proceed with studies Orange River System: Vioolsdrift, Verbeeldingskraal/Boskraai dams, further phases of LHWP N Vioolsdrift feasibility study almost complete, but additional options are being investigated. • Vioolsdrift Feasibility Study, incl. RID • Verbeeldingskraal/Boskraai Dam Feasibility Study, incl. RID 2015 2030 DWS 80 • Vioolsdrift Feasibility Study, incl. RID 2019 10 • Verbeeldingskraal/Boskraai Dam Feasibility Study, incl. RID 2025 30 Further phases of LHWP (bridging studies) 2030 40 Estimated cost for Feasibility Studies from Reconciliation Interventions identified. Includes EIA and Geotech n/a n/a - 2 2 2 • Need completion of Vioolsdrift Study, before continuing with other studies Kwa-Zulu Natal Coastal Metropolitan: uMWP-2, Isithundu Dam N Feasibility study for uMkhomazi Water Project Phase 1 completed Feasibility studies for: uMkhomazi Water Project Phase 2 (proposed Impendle Dam), 2020 2050 DWS UW - n/a n/a - n/a 0 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. • uMWP-2 Feasibility study (2038) '• Isithundu Dam Feasibility 2050 65 3 2 1 Currently not needed Richards Bay: preferred option to be selected, Mfolozi off-channel dam N Options identified for pre-feasibly comparison as per Recon Strat • Mfolozi Off-channel Dam feasibility study • Select preferred options for feasibility study 2018 2034 DWS 49 • procure and commission Mfolozi Off-channel Dam feasibility study 2020 4 • Mfolozi Off-channel Dam feasibility study 2021 20 Nseleni River Dam Compare other selected interventions for feasibility 2034 25 Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 3 2 2 • Timing of next actions Mbombela: Regional scheme on Crocodile East River N Interventions identified in Recon Strat Regional scheme on the Crocodile East River 2018 2022 DWS 30 • Procure and commission Regional Scheme on Crocodile East River feasibility study 2020 5 • Regional Scheme on Crocodile East River feasibility study, incl. RID 2022 25 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 3 2 2 • Lack of responsibility to proceed with studies • Supply chain issues Western Cape: Michell's Pass diversion, Voëlvlei Augmentation Phase 2 N Interventions identified in Recon Strat Michell's Pass diversion, Voëlvlei Augmentation Phase 2 feasibility studies 2018 2023 DWS City of Cape Town 50 • Procure and commission Michell's Pass diversion feasibility study 2022 25 • Voelvlei Augmentation Phase 2 feasibility study 2027 25 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 1 1 1 • Supply chain issues • Insufficient budget Amatole: re-use, Nahoon River Dam, Transfer from Keiskamma River (Sandile Dam) N, L Interventions identified in Recon Strat Nahoon River Dam, Transfer from Keiskamma River (Sandile Dam) feasibility study 2020 2025 DWS 50 Procure and commission Nahoon River Dam, Transfer from Keiskamma River (Sandile 2023 25 Nahoon River Dam, Transfer from Keiskamma River (Sandile Dam) feasibility studies, incl. RID 2025 25 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 1 1 2 • Timing of next interventions Algoa: Nooitgedacht Low-level Scheme Phase 2, Groundwater, Re-use, Desalination, Raising of N, L Interventions identified in Recon Strat Nooitgedacht Low-level Scheme Phase 2, Groundwater, Re-use, Desalination, Raising of Kouga Dam feasibility studies 2018 2050 DWS WSA 2 Procure and commission Groundwater feasibility study 2020 2 Groundwater, Re-use, Desalination, Nooitgedacht Low level Scheme Phase 2, Raising of Groundwater, Re-use, Desalination, Nooitgedacht Low level Scheme Phase 2, Raising of Estimated cost for Feasibility Studies from Reconciliation Interventions identified. Groundwater, Re-use, Desalination, Nooitgedacht Low level Scheme Phase 2, Raising of 1 1 2 • Timing of next interventions Limpopo: Groundwater, Supply from Zimbabwe N, L Interventions identified in Recon Strat Groundwater, Supply from Zimbabwe feasibility studies 2021 2030 DWS 25 n/a n/a - Groundwater feasibility studies 2025 10 Supply from Zimbabwe feasibility studies 2030 15 Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 2 2 2 • Lack of responsibility to proceed with studies • Supply chain issues Olifants River: Groundwater, Re use (mine water & domestic) N, L Interventions identified in Recon Strat Groundwater, Re-use (mine water & domestic) feasibility studies 2021 2025 DWS 15 n/a n/a - Procure Groundwater, Re-use (mine water & domestic) feasibility studies 2025 15 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 1 1 2 • Timing of next interventions Crocodile (West) River System N Studies on Transfer to Mokolo completed n/a n/a n/a DWS - n/a n/a - n/a n/a - n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 4 3 3 Greater Bloemfontein: Xhariep pipeline, Augmentation of Knellpoort Dam, re-use N, L Feasibility study on Xhariep pipeline commenced. Xhariep pipeline, Augmentation of Knellpoort Dam, re-use feasibility studies 2018 2025 DWS 55 Xhariep pipeline feasibility study 2020 20 Augmentation of Knellpoort Dam, re-use feasibility studies 2025 35 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 2 2 2 • Timing of next interventions Levuvhu and Letaba: Groundwater, Dam in the Mutale River N, L Interventions identified in Recon Strat Groundwater, Dam in the Mutale River feasibility studies 2021 2025 DWS 35 n/a n/a - Groundwater, Dam in the Mutale River feasibility studies 2025 35 n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 2 2 2 • Lack of responsibility to proceed with studies • Supply chain issues Mahikeng Municipal Water Supply System N No interventions identified yet n/a n/a n/a DWS - n/a n/a - n/a n/a - n/a n/a - Estimated cost for Feasibility Studies from Reconciliation Interventions identified. n/a n/a - 4 3 3 National N 2018 2050 DWS WMA R 4 890 As for Systems 2020 R 815 As for Systems 2025 R 2 038 As for Systems 2030 R 2 038 As for Systems 0 R - 3 2 2 Berg-Olifants WMA 2018 2050 DWS WMA R 88 5 new sites to be developed 2020 R 15 5 new sites to be developed 2025 R 36 5 new sites to be developed 2030 R 36 3 2 2 Breede-Gouritz WMA 2018 2050 DWS WMA R 856 15 new sites to be developed 2020 R 143 15 new sites to be developed 2025 R 357 15 new sites to be developed 2030 R 357 3 2 2 Inkomati-Usuthu WMA 2018 2050 DWS WMA R 249 10 new sites to be developed 2020 R 42 10 new sites to be developed 2025 R 104 10 new sites to be developed 2030 R 104 2 2 2 Limpopo WMA 2018 2050 DWS WMA R 810 20 new sites to be developed 2020 R 135 20 new sites to be developed 2025 R 337 20 new sites to be developed 2030 R 337 2 2 2 Mzimvubu-Tsitsikamma WMA 2018 2050 DWS WMA R 527 25 new sites to be developed 2020 R 88 25 new sites to be developed 2025 R 219 25 new sites to be developed 2030 R 219 4 2 2 Olifants WMA 2018 2050 DWS WMA R 538 20 new sites to be developed 2020 R 90 20 new sites to be developed 2025 R 224 20 new sites to be developed 2030 R 224 2 2 2 Orange WMA 2018 2050 DWS WMA R 573 31 new sites to be developed 2020 R 96 31 new sites to be developed 2025 R 239 31 new sites to be developed 2030 R 239 2 2 2 Pongola-Mtamvuna WMA 2018 2050 DWS WMA R 279 15 new sites to be developed 2020 R 46 15 new sites to be developed 2025 R 116 15 new sites to be developed 2030 R 116 3 2 2 Vaal WMA 2018 2050 DWS WMA R 971 23 new sites to be developed 2020 R 162 23 new sites to be developed 2025 R 405 23 new sites to be developed 2030 R 405 2 2 2 1.1.8 Develop a guideline for the protection, recharge, use and monitoring of groundwater. National N Groundwater Strategy completed. A.1; A.4; A.5; A.6; B.5; B.7; B.8 Groundwater guidelines 2018 2022 DWS WRC 15 n/a n/a - • Draft Groundwater guidelines for stakeholder comments • Finalise, publish and provide training on Groundwater guidelines 2020 15 n/a n/a - DWS provided cost estimate n/a n/a - 3 2 2 ??? National N 931 All Town Strategies completed Review selected All Town Strategies 2018 2050 DWS R 245 As per Province 2020 R 41 As per Province 2025 R 102 As per Province 2030 R 102 As per Province 2050 R 409 3 2 2 Eastern Cape P 133 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Free State P 74 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Gauteng P 9 All Town Strategies completed Review selected 9 Strategies per 3 year cycle 2018 2050 DWS WSAs R 5 Review 9 Strategies 2020 R 1 Review 9 Strategies 2025 R 2 Review 9 Strategies 2030 R 2 Review 9 Strategies 2050 R 9 3 2 2 Kwazulu-Natal P 173 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Limpopo P 150 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Mpumalanga P 58 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 North West P 101 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Northern Cape P 92 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 Western Cape P 140 All Town Strategies completed Review selected 50 Strategies per 3 year cycle 2018 2050 DWS WSAs R 30 Review 50 Strategies 2020 R 5 Review 50 Strategies 2025 R 13 Review 50 Strategies 2030 R 13 Review 50 Strategies 2050 R 50 3 2 2 National N As per project below Delivery of water 2018 2050 Different Institutions as per Infrastructure tab R 130 691 As per Project 2020 R 8 362 As per Project 2025 R 76 784 As per Project 2028 R 45 546 As per Project 0 R - 2 2 2 Construct LHWP Phase 2 (9) N Design Delivery of water to Gauteng 2018 2024 LHDA DWS R 23 000 Design 2020 R 2 300 Implementation 2024 R 20 700 n/a n/a R - Budget from LHWP tender n/a n/a R - 1 1 1 Construct Western Cape Water Supply System Augmentation Project (Voëlvlei Dam) (10) N Financing Delivery of water City of Cape Town 2018 2024 DWS R 400 Design 2020 R 40 Implementation 2024 R 360 n/a n/a R - Cost estimate from Reconciliation strategy n/a n/a R - 1 1 1 Construct Cape Town emergency desalination plants (11) N Concept and viability Delivery of water City of Cape Town 2015 2022 WSA DWS R 4 800 Design 2020 R 480 Implementation 2022 R 4 320 n/a n/a R - Cost estimate from Reconciliation strategy n/a n/a R - 2 1 1 Olifants River Water Resources Development Project N Implementation Delivery of water for domestic and mining use in Limpopo 2012 2022 DWS R 993 Completion of Phases 2A, 2B, 2C, 2E and 2F Commence Phase 2D 2020 R 543 Completion of Phase 2D 2022 R 450 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 2 2 2 Groot Letaba River Development Project N Design Raising of Tzaneen Dam Implementation of Nwamitwa Dam 2016 2025 DWS R 1 825 Commence and complete Raising of Tzaneen Dam and commence implementation of Nwamitwa Dam 2020 R 456 Complete implementation of Nwamitwa Dam 2025 R 1 369 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 3 3 3 Mdloti River Development Project N Implementation Raising of Hazelmere Dam 2016 2018 DWS R 110 Complete raising of Hazelmere Dam 2018 R 110 n/a n/a R - n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 1 1 2 Construct uMkhomazi Water Project Phase 1 (81 m high Smithfield Dam, tunnel and N Concept and viability Delivery of water Umgeni Water 2020 2028 Umgeni Water DWS R 23 800 Financing and approval 2020 R 476 Design, Implementation 2025 R 9 044 Implementation 2028 R 14 280 Cost estimate from Feasibility study 1 1 1 Construct desalination of AMD from the Wits mining basins in Gauteng ± 54,8 million m ³ /annum (13) N Phase 1: Construction Zero polluted AMD water draining into Vaal System Delivery of treated water to Vaal System 2013 2028 TCTA DWS R 10 000 Design 2020 R 500 Implementation 2025 R 7 500 Implementation 2028 R 2 000 Budget for 2018 to 2021 as per DWS Minister budget speech 30/5/2018 n/a n/a R - 1 1 1 Construct Thukela • Goedertrouw Emergency Water Transfer Scheme (14) N Design Delivery of water Richards Bay 2018 2022 DWS WSA R 420 Design & Implementation 2020 R 200 Implementation 2022 R 220 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 1 2 2 Clanwilliam Dam raising N Design Clanwilliam Dam raising 2018 2022 DWS R 1 800 Implementation 2020 R 1 009 Completion of Raising of Clanwilliam Dam 2022 R 791 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 2 2 2 Mokolo and Crocodile Water Augmentation Project (MCWAP) N Design MCWAP: Phase 2A 2018 2022 DWS R 16 000 Implementation MCWAP-2A 2020 R 590 Completion of MCWAP-2A 2022 R 15 410 n/a n/a R - Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 2 1 1 Construct Lower uMkhomazi Scheme (15) N Design Delivery of water Upper South Coast 2019 2025 Umgeni Water DWS R 3 600 Design 2020 R 360 Completion of Lower uMkhomazi 2025 R 3 240 n/a n/a R - Cost estimate from Feasibility study n/a n/a R - 1 1 2 Mzimvubu Water Project N Design Delivery of water and hydropower 2018 2019 DWS R 20 000 Design & Implementation 2019 R 100 2025 R 5 000 n/a n/a R 14 900 Budget as per DWS Minister budget speech 30/5/2018 n/a n/a R - 4 3 3 Other water resources infrastructures development N, P Different phases as per Infrastructure tab Different deliverables as per Infrastructure tab 2018 2050 Different Institutions as per Infrastructure tab R 23 943 2020 R 1 197 R 8 380 n/a n/a R 14 366 See Infrastructure spreadsheet for cost estimates n/a n/a R - 2 2 2 National N 979 1066 2019 2027 DWS WMA R 246 2020 R 31 2025 R 154 2027 R 61 1 1 2 Limpopo WMA 128 134 2019 2027 WMA DWS R 32 Refurbish 128 sites and Implement 6 new monitoring sites 2020 R 4 Refurbish 128 sites and Implement 6 new monitoring sites 2025 R 20 Refurbish 128 sites and Implement 6 new monitoring sites 2027 R 8 1 1 2 Olifants WMA 95 102 2019 2027 WMA DWS R 20 Refurbish 95 sites and Implement 7 new monitoring sites 2020 R 2 Refurbish 95 sites and Implement 7 new monitoring sites 2025 R 12 Refurbish 95 sites and Implement 7 new monitoring sites 2027 R 5 1 1 2 Inkomati-Usuthu WMA 79 88 2019 2027 WMA DWS R 12 Refurbish 79 sites and Implement 9 new monitoring sites 2020 R 1 Refurbish 79 sites and Implement 9 new monitoring sites 2025 R 7 Refurbish 79 sites and Implement 9 new monitoring sites 2027 R 3 1 1 2 Pongola-Mtamvuna WMA 146 157 2019 2027 WMA DWS R 14 Refurbish 146 sites and Implement 11 new monitoring sites 2020 R 2 Refurbish 146 sites and Implement 11 new monitoring sites 2025 R 9 Refurbish 146 sites and Implement 11 new monitoring sites 2027 R 4 1 1 2 Vaal WMA 105 117 2019 2027 WMA DWS R 68 Refurbish 105 sites and Implement 12 new monitoring sites 2020 R 9 Refurbish 105 sites and Implement 12 new monitoring sites 2025 R 43 Refurbish 105 sites and Implement 12 new monitoring sites 2027 R 17 1 1 2 Orange WMA 69 92 2019 2027 WMA DWS R 45 Refurbish 69 sites and Implement 23 new monitoring sites 2020 R 6 Refurbish 69 sites and Implement 23 new monitoring sites 2025 R 28 Refurbish 69 sites and Implement 23 new monitoring sites 2027 R 11 1 1 2 Mzimvubu-Tsitsikamma WMA 137 154 2019 2027 WMA DWS R 27 Refurbish 137 sites and Implement 17 new monitoring sites 2020 R 3 Refurbish 137 sites and Implement 17 new monitoring sites 2025 R 17 Refurbish 137 sites and Implement 17 new monitoring sites 2027 R 7 1 1 2 Breede-Gouritz WMA 153 157 2019 2027 WMA DWS R 12 Refurbish 153 sites and Implement 4 new monitoring sites 2020 R 1 Refurbish 153 sites and Implement 4 new monitoring sites 2025 R 7 Refurbish 153 sites and Implement 4 new monitoring sites 2027 R 3 1 1 2 Berg-Olifants WMA 67 65 2019 2027 WMA DWS R 16 Refurbish 67 sites and Implement 0 new monitoring sites 2020 R 2 Refurbish 67 sites and Implement 0 new monitoring sites 2025 R 10 Refurbish 67 sites and Implement 0 new monitoring sites 2027 R 4 1 1 2 National GW levels at Dec 2017 Increase the water use from groundwater 2019 2027 WB, DWS R 1 590 Develop wellfields and management plans according the needs in the All Towns 2020 R 430 Develop wellfields and management plans according the needs in the All Towns 2025 R 580 Develop wellfields and management plans according the needs in the All Towns 2030 R 580 0 R - 2 2 2 Eastern Cape 69,3% GW level Increase the groundwater use in Eastern Cape 2019 2027 WSA R 160 Develop 3 wellfields and management plans 2020 R 40 Develop 5 wellfields and management plans 2025 R 60 Develop 5 wellfields and management plans 2030 R 60 1 2 2 Free State 36,7% GW level Increase the groundwater use in Free State 2019 2027 WSA R 170 Develop 4 wellfields and management plans 2020 R 50 Develop 5 wellfields and management plans 2025 R 60 Develop 5 wellfields and management plans 2030 R 60 3 3 2 Gauteng 22,2% GW level Increase the groundwater use in Gauteng 2019 2027 WSA R 85 Develop 2 wellfields and management plans 2020 R 25 Develop 2 wellfields and management plans 2025 R 30 Develop 2 wellfields and management plans 2030 R 30 3 3 3 Kwazulu-Natal 26,5% GW level Increase the groundwater use in Kwazulu Natal 2019 2027 WSA R 170 Develop 5 wellfields and management plans 2020 R 50 Develop 5 wellfields and management plans 2025 R 60 Develop 5 wellfields and management plans 2030 R 60 3 3 3 Limpopo 54,1% GW level Increase the groundwater use in Limpopo 2019 2027 WSA R 240 Develop 6 wellfields and management plans 2020 R 80 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 1 1 1 Mpumalanga 19,2% GW level Increase the groundwater use in Mpumalanga 2019 2027 WSA R 130 Develop 2 wellfields and management plans 2020 R 30 Develop 4 wellfields and management plans 2025 R 50 Develop 4 wellfields and management plans 2030 R 50 3 3 3 North West 47,1% GW level Increase the groundwater use in North West 2019 2027 WSA R 210 Develop 4 wellfields and management plans 2020 R 50 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 2 1 1 Northern Cape 32,7% GW level Increase the groundwater use in Northern Cape 2019 2027 WSA R 215 Develop 5 wellfields and management plans 2020 R 55 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 1 1 1 Western Cape 70,2% GW level Increase the groundwater use in Western Cape 2019 2027 WSA R 210 Develop 4 wellfields and management plans 2020 R 50 Develop 6 wellfields and management plans 2025 R 80 Develop 6 wellfields and management plans 2030 R 80 2 2 2 1.2 Redistributing water for transformation 45R 22R 13R 10R -R Increasing water supply 1.1.9 Integrate results of All Towns studies and reconciliation studies into sectoral plans (domestic, agriculture, energy, mining, industrial development, land reform and rural development) A.1; A.5; B.5; B.7; B.8 1.1.10 Development of strategic water resources infrastructure A.1; A.5; B.5; B.7; B.8 institutional arrangements for ownership and operations as implementation mandate. A.1; A.5; B.5; B.7; B.8 1.1.7 Water Resources Catchment studies (Continuously undertake hydrological monitoring in order to improve the resiliency and sustainability of the available sources on account of future climate change) A.1; A.5; B.5; B.7; B.8 Water resource/catchment studies such as: • Internal Strategic Perspective (ISP) studies • Water Availability Assessment Study (WAAS) Including the following: • Update/extent hydrology • Update current land use • Update System Models • include Reserve objectives • include climate change scenarios • Lack of responsibility to proceed with studies • Supply chain issues • Insufficient budget • Lack of responsibility to proceed with studies • Supply chain issues • Insufficient budget R7.5m to review and update 50 All Town Strategies per Province over 3 year cycle Develop and maintain groundwater management Groundwater were not been taken serious as a water resource and the value and benefit it hold. 1.1.11 Refurbish gauging stations A.1; A.5; B.5; B.7; B.8 1.1.12 Increase groundwater use (including artificial recharge) and re-use of water Cost from DWS, "Review, Evaluation and optimisation of the SA Water Resources Monitoring Network", February 2017 N, L A.1; A.5; B.5; B.7; B.8 DWS, CMA, WB 1.2.1 Identify alternative sources of water and water that is not utilized (e.g. as mines are closing, resulting from War on Leaks etc) for transformation National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Initial mapping by 2019; allocation of water to begin in 2019 2018 2019 DWS CMA R 3 Mapping of available resources 2019 R 3 n/a n/a R - n/a n/a R - Cost estimate based on desktop study obtaining information from registered water use, V&Vs and reconciliation strategies n/a n/a R - 2 2 3 1.2.2 Identify where more water can be made available in government water schemes for transformation National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Initial mapping by 2019, substantial transfers by 2023 2018 2019 DWS CMA, DAFF/PDAs, IUCMA R 5 Identified schemes 2019 R 5 n/a n/a R - n/a n/a R - Cost estimate based on desktop study obtaining information from registered water use, V&Vs and reconciliation strategies n/a n/a R - 2 2 3 National N WAS not implemented Number of schemes where WAS implemented 2018 R - As per WMA 0 R - As per WMA 0 R - As per WMA 0 R - As per WMA 0 R Berg-Olifants P 2018 R Breede-Gouritz P 2018 R Inkomati-Usuthu P 2018 R Limpopo P 2018 R Mzimvubu-Tsitsikamma P 2018 R Olifants P 2018 R Orange P 2018 R Pongola-Mtamvuna P 2018 R Vaal P 2018 R 1.2.4 Implement pilot project on voluntary contributions from farmers for water reallocation in prioritised catchments National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Identify pilot project Implement pilot project Analyse and publish results 2018 2020 DWS DAFF R 10 Identify pilot project Implemented pilot project Analyse and publish results 2020 R 10 2 2 3 1.2.5 Identify areas where small dams or groundwater development can provide water for small scale black farmers National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Initial mapping by 2019, substantial transfers by 2023 2018 Initial mapping by 2019 DWS CMA R 5 Mapping of available resources: small dams and groundwater 2020 R 2 Water balance for available resources: small dams and groundwater 2023 R 3 Cost estimate based on desktop study obtaining information from registered water use, V&Vs and reconciliation strategies 2 2 3 1.2.6 Align water, land and agrarian reform programmes and link to the Irrigation Strategy National N Existing Water Allocation Reform (WAR) programme A.1; B.1 Coordinate water and agricultural and land distribution development plans and on a regional level 2018 2018 DWS CMA, DAFF, DRDLR R - DWS to provide cost info 2 2 3 1.2.7 Use General Authorisation to enable small scale water use by black farmers National N Existing Water Allocation Reform (WAR) programme A.1; B.1 2018 2019 DWS DAFF R - DWS to provide cost info 3 2 3 1.2.8 Investigate, revitalise, refurbish existing under performing Black Owned schemes National N Existing Irrigation Scheme A.1; B.1 2018 2020 DAFF DWS R - DWS to provide cost info 2 2 3 1.2.9 Define and implement process to allocate water (new/saved) to black applicants National N Existing Water Allocation Reform (WAR) programme A.1; B.1 -Process/guideline for allocation to black applicants Implementation 2018 2030 DWS DAFF R 22 Process/guideline for allocation to black applicants 2020 R 2 Implementation 2025 R 10 2030 R 10 DWS to provide cost info 2 2 3 1.3 Managing effective water and sanitation services 372 340R 125 013R 242 891R 4 436R 138 060R National N No current national long term Turn Around Strategy (TAS) is in place National Turn Around Strategy (TAS) to be rolled out per WSA 2019 2020 DWS COGTA, NT, SALGA R 216 Approved TAS 2020 R - R 54 R 162 R - 2 2 1 DWS role was minimised when WS provision was assigned to local government Eastern Cape P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 14 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Free State P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 19 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Gauteng P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 9 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Kwazulu-Natal P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 14 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Limpopo P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 10 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Mpumalanga P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 17Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government North West P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 10 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Northern Cape P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 26 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government Western Cape P, L No WSA TAS in place Implement TAS to fit WSA 2021 Annually DWS COGTA, NT, SALGA R 24 n/a n/a R - 25 Customised TAS 2023 R 6 14 Customised TAS 2023 R 18 n/a n/a n/a 2 2 1 DWS role was minimised when WS provision was assigned to local government National P, L Gaps exist on system flows A.4; A.5 • Comprehensive flood protection & disaster management plan that includes gap analysis on larger system regarding plans • Draft plans for larger systems 2021 0 DWS CMA, NW&SIA, WB R 116 R - n/a n/a R 58 n/a n/a R 58 n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Berg-Olifants WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 10 n/a n/a R - Prioritise river systems n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Breede-Gouritz WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 10 n/a n/a R - n/a n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Inkomati-Usuthu WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 10 n/a n/a R - n/a n/a R 10 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Limpopo WMA Gaps exist on system flows, Limpopo River is about 1750 km long A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 19 n/a n/a R - n/a n/a R 1 n/a n/a R 18 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Mzimvubu-Tsitsikamma WMA Gaps exist on system flows, Great Fish is 692 km A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 10 n/a n/a R - n/a n/a R 10 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Olifants WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 10 n/a n/a R - n/a n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Orange & Lesotho WMA Gaps exist on system flows, Orange River is about 2200 km long A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 22 n/a n/a R - n/a n/a R 22 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Pongola-Mtamvuna WMA Gaps exist on system flows A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 10 n/a n/a R - n/a n/a R - n/a n/a R 10 Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed Vaal WMA Gaps exist on system flows, Vaal River about 1120 km long A.4; A.5 Improved 100% coverage of Flood Protection plan specific to the WMA 2021 0 WMA DWS R 15 n/a n/a R - n/a n/a R 15 n/a n/a R - Planning of flood protection at a high level, without surveys for the main rivers n/a n/a R - 2 2 2 DWS has a monitoring system in place but it has gaps that needs to be addressed National N Free Basic Minimum LOS Standards A.4; A.5; B.11 Strategy outlining the New Minimum Standards for "Basic" LOS and Cost Requirement 2018 2020 DWS COGTA, NT, SALGA R 72 2018 2020 R - n/a 2025 R 72 n/a n/a R - n/a n/a R - 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Eastern Cape WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 7 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 7 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Free State WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 10 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 10 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Gauteng WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 5 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 5 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Kwazulu-Natal WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 7 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 7 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Limpopo WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 5 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 5 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Mpumalanga WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 9 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 9 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined North West WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 5 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 5 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Redistributing water for transformation 1.2.3 Implement the Water Administration System on all government irrigation schemes for transformation A.1; B.1 DWS DAFF / PDAs DWS to provide cost info Water services planning 1.3.1 Develop and implement a long-term plan for the turn around of water supply and sanitation services in the country based on a sector wide approach, that recognises DWS as regulator of W&S provision (25) that includes the development of centralised programmes to obtain economies of scale and to ensure impact (e.g. driving municipal non-revenue-water improvements, and assessing the cost-effectiveness and appropriate systems for desalination) A.1; A.2; B.11 1.3.2 Plan for disaster management by implementing adequate flood protection and drought management on regional level 1.3.3 Revisit levels of service for water supply and sanitation against issues of affordability Northern Cape WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 13 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 13 n/a n/a 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined Western Cape WSA Free Basic Minimum LOS Standards A.4; A.5; B.11 Implementation Plan for Minimum Basic LOS and Cost Recovery custom made per WSA 2021 2025 DWS COGTA, NT, SALGA, WSAs R 13 n/a n/a R - Implementation Plan for Minimum Basic LOS and Cost Recovery 2025 R 13 n/a n/a R - 0 0 n/a n/a 2 2 2 The minimum basic LOS has only recently been revised to yard connection during the revision of the national water and sanitation bill and the impact thereof on its affordability needs still to be determined 1.3.4 Investigate and promote alternative service delivery models such as BOTT (build, operate, train and transfer), management contracts and concessions, National Successful programme was implemented in Regions between 1996 - 2000 A.1, A.2 Revive BOTT programme to fast track service delivery: Develop and implement BOTT guidelines and delivery plan with associated budgets 2018 2025 NT DWS R 189 Infrastructure BOTT Business Model 2020 R 54 Implementation plan with budgets to be rolled out per Region and managed by the National Water Resources and Services Authority 2025 R 135 3 2 2 National N 0 A.4; A.5; B.11 144 Credible and Council approved WSDPs 2019 2025 DWS COGTA, NT, SALGA, 27 DMs, All DMs 324R 144 2020 66R 144 2025 165R 144 2030 165R Budget = R 3 mill per annum per province and R 6 mill per annum for national co-ordinationn/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Eastern Cape DM Base zero A.4; A.5; B.11 14 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 14 2020 6R 14 2025 15R 14 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Free State DM Base zero A.4; A.5; B.11 19 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 19 2020 6R 19 2025 15R 19 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Gauteng DM Base zero A.4; A.5; B.11 9 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 9 2020 6R 9 2025 15R 9 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Kwazulu-Natal DM Base zero A.4; A.5; B.11 14 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 14 2020 6R 14 2025 15R 14 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Limpopo DM Base zero A.4; A.5; B.11 10 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 10 2020 6R 10 2025 15R 10 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Mpumalanga DM Base zero A.4; A.5; B.11 17 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 17 2020 6R 17 2025 15R 17 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 North West DM Base zero A.4; A.5; B.11 10 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 10 2020 6R 10 2025 15R 10 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Northern Cape DM Base zero A.4; A.5; B.11 26 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 26 2020 6R 26 2025 15R 26 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 Western Cape DM Base zero A.4; A.5; B.11 25 2019 2025 WSAs DWS, CoGTA, SALGA, NT 36R 25 2020 6R 25 2025 15R 25 2030 15R Budget = R 3 mill per annum per province n/a n/a -R 1 1 1 NDP 2030 and SDG 6 resulted in the change from water services backlogs eradication to providing reliable water services by 2019 National N One provincial MP(EC) and 7 Water Services Delivery Action PlansA.1 - A.8 8 overarching provincial WS MP and 144 WSA MPs 2018 2030 DWS CoGTA, SAlGA, NT 626R 8 provincial WMP 2020 62R n/a n/a 154R n/a n/a 410R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Regional Heads except EC not complying to instruction to develop MP National N Base zero A1 - A8 Monitoring of the progress made with implementation of Master Plans and Delivery Actions Plans (144 WSA plans)2025 2030 DWS CoGTA, SAlGA, NT 360R n/a n/a n/a n/a Monitoring of the progress made with implementation of Master Plans and Delivery Actions Plans (144 WSA plans)2030 360R Budget = R,5 mill /annum/WSA for monitoring n/a n/a -R 3 2 2 Eastern Cape WSA 1 Provincial MP A.1 - A.8 14 2018 2025 WSA DWS 26R 3,0 2020 6R 14 2025 15R 14 2025 5R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Free State WSA No Provincial MP A.1 - A.8 19 2018 2025 WSA DWS 35R 4,1 2020 8R 19 2025 20R 19 2025 7R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Gauteng WSA No Provincial MP A.1 - A.8 9 2018 2025 WSA DWS 17R 1,9 2020 4R 9 2025 10R 9 2025 3R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Kwazulu-Natal WSA No Provincial MP A.1 - A.8 14 2018 2025 WSA DWS 26R 3,0 2020 6R 14 2025 15R 14 2025 5R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Limpopo WSA No Provincial MP A.1 - A.8 10 2018 2025 WSA DWS 19R 2,1 2020 4R 10 2025 11R 10 2025 4R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Mpumalanga WSA No Provincial MP A.1 - A.8 17 2018 2025 WSA DWS 31R 3,6 2020 7R 17 2025 18R 17 2025 6R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process North West WSA No Provincial MP A.1 - A.8 10 2018 2025 WSA DWS 19R 2,1 2020 4R 10 2025 11R 10 2025 4R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Northern Cape WSA No Provincial MP A.1 - A.8 26 2018 2025 WSA DWS 48R 5,6 2020 11R 26 2025 28R 26 2025 9R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process Western Cape WSA No Provincial MP A.1 - A.8 25 2018 2025 WSA DWS 46R 5,4 2020 11R 25 2025 27R 25 2025 9R Budget = R1,5 mill/annum per WSA + R3mill per annum for national coordination until 2025. Thereafter R,5 mill /annum/WSA for monitoringn/a n/a -R 3 2 2 Lack of WSAs commitment to annually review their WSDPs that is build from a detailed WSDAP and MP process National N 1400 A.4; A.5; B.11 2968 2018 2030 WSAs DWS R 87 425 1400 2020 R 32 169 1568 2025 R 55 256 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Eastern Cape WSA 282 number of projects A.4; A.5; B.11 549 2018 2030 WSAs DWS 18 432R 282 2020 R 8 809 267 2025 R 9 623 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Free State WSA 347 number of projects A.4; A.5; B.11 438 2018 2030 WSAs DWS 8 607R 347 2020 R 5 536 91 2025 R 3 071 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Gauteng WSA 143 number of projects A.4; A.5; B.11 330 2018 2030 WSAs DWS 21 188R 143 2020 R 6 197 187 2025 R 14 991 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Kwazulu-Natal WSA 63 number of projects A.4; A.5; B.11 81 2018 2030 WSAs DWS 3 601R 63 2020 R 1 347 18 2025 R 2 254 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Limpopo WSA 104 number of projects A.4; A.5; B.11 171 2018 2030 WSAs DWS 9 440R 104 2020 R 3 529 67 2025 R 5 910 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Mpumalanga WSA 68 number of projects A.4; A.5; B.11 203 2018 2030 WSAs DWS 3 268R 68 2020 R 662 135 2025 R 2 606 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation North West WSA 77 number of projects A.4; A.5; B.11 143 2018 2030 WSAs DWS 3 461R 77 2020 R 1 795 66 2025 R 1 666 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Northern Cape WSA 86 number of projects A.4; A.5; B.11 274 2018 2030 WSAs DWS 9 556R 86 2020 R 1 293 188 2025 R 8 263 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Western Cape WSA 230 number of projects A.4; A.5; B.11 779 2018 2030 WSAs DWS 9 873R 230 2020 R 3 001 549 2025 R 6 872 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation National L 3484 A.4; A.5; B.11 6693 2018 2030 WSAs DWS R 272 760 3484 2020 R 90 673 3748,0 2025 R 182 087 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Eastern Cape WSA 581 A.4; A.5; B.11 1006 2018 2030 WSAs CoGTA, DWS R 48 162 581 2020 R 17 896 425 2025 R 30 266 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Free State WSA 291 A.4; A.5; B.11 458 2018 2030 WSAs CoGTA, DWS R 14 281 291 2020 R 3 772 167 2025 R 10 509 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Gauteng WSA 176 A.4; A.5; B.11 372 2018 2030 WSAs CoGTA, DWS R 9 151 176 2020 R 4 801 196 2025 R 4 351 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Kwazulu-Natal WSA 444 A.4; A.5; B.11 626 2018 2030 WSAs CoGTA, DWS R 61 014 444 2020 R 21 935 182 2025 R 39 080 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Limpopo WSA 820 A.4; A.5; B.11 1495 2018 2030 WSAs CoGTA, DWS R 67 934 820 2020 R 21 667 675 2025 R 46 267 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Mpumalanga WSA 407 A.4; A.5; B.11 776 2018 2030 WSAs CoGTA, DWS R 17 541 407 2020 R 7 619 369 2025 R 9 922 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation North West WSA 236 A.4; A.5; B.11 401 2018 2030 WSAs CoGTA, DWS R 14 647 236 2020 R 5 287 165 2025 R 9 360 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Northern Cape WSA 288 A.4; A.5; B.11 679 2018 2030 WSAs CoGTA, DWS R 22 991 288 2020 R 5 641 391 2025 R 17 351 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation Western Cape WSA 241 A.4; A.5; B.11 880 2018 2030 WSAs CoGTA, DWS R 17 037 241 2020 R 2 055 639 2025 R 14 982 n/a n/a R - Implement municipal WS projects n/a n/a R - 2 2 1 Total cost requirement exceeds the annual available funding allocation 1.3.9 O&M of water resources and services infrastructure Dam safety rehabilitation programme N Recommendations from the dam safety evaluation reports A1.3 Design Report, Construction Drawings, Completion report, As-build drawings and completion certificate 2018 2050 DWS R 1 760 Rehabilitation of 8 Dams 2020 R 260 Rehabilitation of 11 Dams 2025 R 750 Rehabilitation of 5 Dams 2030 R 750 R150m per year R 3 000 2 2 2 National N Skeleton PMO office A.8; B.11 -Fully Functional PMO office dealing with WS complimented by 2 seconded staff members per DM 2018 2020 CoGTA, MISA, DWS R 1 010 42 2020 R 210 64 2025 R 800 0 2030 R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Eastern Cape DM 4 A.8; B.11 2 Seconded Competent Staff members per DM (6, 10) 2019 2025 CoGTA, MISA, DWS R 155 6 2020 R 30 10 2025 R 125 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Free State DM 2 A.8; B.11 2 Seconded Competent Staff members per DM (2, 10) 2019 2025 CoGTA, MISA, DWS R 135 2 2020 R 10 10 2025 R 125 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Gauteng DM 0 A.8; B.11 2 Seconded Competent Staff members per DM (2, 8) 2019 2025 CoGTA, MISA, DWS R 110 2 2020 R 10 8 2025 R 100 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Kwazulu-Natal DM 4 A.8; B.11 2 Seconded Competent Staff members per DM (16,6) 2019 2025 CoGTA, MISA, DWS R 155 16 2020 R 80 6 2025 R 75 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Water services infrastructure 1.3.7 Deliver services to achieve (100%) universal sanitation coverage (Municipal Sanitation Projects) 1.3.8 Deliver services to achieve (100%) universal water services provision (Municipal Water Supply Projects) Water services Operation and management 1.3.10 Align interventions with CoGTA on failing municipalities with existing support programmes e.g. MISA 1.3.5 Provide direct Water Services Development Planning support to WSAs as part of a legal requirement and integration into Municipal IDPS Water services planning 1.3.6 Develop and implement Provincial Water Services Delivery Master Plans to provide reliable and sustainable water supply and sanitation to all households within South Africa: • Provincial Bulk Services Master Plans • Reliable Services Delivery Action Plans that includes a backlog analysis and infrastructure asset management plans Limpopo DM 2 A.8; B.11 2 Seconded Competent Staff members per DM (8,2) 2019 2025 CoGTA, MISA, DWS R 65 8 2020 R 40 2 2025 R 25 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Mpumalanga DM 0 A.8; B.11 2 Seconded Competent Staff members per DM (2, 4) 2019 2025 CoGTA, MISA, DWS R 60 2 2020 R 10 4 2025 R 50 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office North West DM 2 A.8; B.11 2 Seconded Competent Staff members per DM (4, 4) 2019 2025 CoGTA, MISA, DWS R 70 4 2020 R 20 4 2025 R 50 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Northern Cape DM 0 A.8; B.11 2 Seconded Competent Staff members per DM (2, 8) 2019 2025 CoGTA, MISA, DWS R 110 2 2020 R 10 8 2025 R 100 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office Western Cape DM 0 A.8; B.11 2 Seconded Competent Staff members per DM(12) 2019 2025 CoGTA, MISA, DWS R 150 0 2020 R - 12 2025 R 150 n/a n/a R - R2.5 mill/DM/annum n/a n/a R - 2 2 2 Slow progress in the establishment of a fully operational PMO office 1.3.11 Lifecycle planning (asset management) conditions to be set by DWS National N No comprehensive asset management strategy exists A.1, A.2 Comprehensive National Asset Management Life Cycle Strategy and Plan with focus to be on maintaining and restoring existing infrastructure rather than the construction of new infrastructure 2018 2020 DWS R 130 Comprehensive National Asset Management Life Cycle Strategy and Plan 2020 R 130 n/a n/a R - n/a n/a R - WSA will implement national plan as part of their O&M plan n/a n/a R - 1 1 1 Lack of comprehensive asset management plans on municipal level National N 679 A.2 679 2018 2030 DWS WSAs, NT, WB R 6 854 113 2020 R 1 012 283 2025 R 2 921 283 2030 R 2 921 n/a n/a R 135 060 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Eastern Cape WSA 49 A.2 49 2018 2030 WSAs CoGTA, DWS 416R 8 2020 69R 20 2025 173R 20 2030 173R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW173 2050 11 238R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Free State WSA 102 A.2 102 2018 2030 WSAs CoGTA, DWS 49R 17 2020 7R 43 2025 21R 43 2030 21R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW116 2050 315R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Gauteng WSA 72 A.2 72 2018 2030 WSAs CoGTA, DWS 3 604R 12 2020 527R 30 2025 1 538R 30 2030 1 538R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW160 2050 105 188R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Kwazulu-Natal WSA 188 A.2 188 2018 2030 WSAs CoGTA, DWS 371R 31 2020 54R 78 2025 159R 78 2030 159R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW208 2050 2 374R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Limpopo WSA 100 A.2 100 2018 2030 WSAs CoGTA, DWS 1 605R 17 2020 235R 42 2025 685R 42 2030 685R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW139 2050 9 659R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Mpumalanga WSA 61 A.2 61 2018 2030 WSAs CoGTA, DWS 264R 10 2020 39R 25 2025 113R 25 2030 113R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW106 2050 2 324R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, North West WSA 33 A.2 33 2018 2030 WSAs CoGTA, DWS 168R 6 2020 25R 14 2025 72R 14 2030 72R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW66 2050 2 734R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Northern Cape WSA 43 A.2 43 2018 2030 WSAs CoGTA, DWS -R 7 2020 -R 18 2025 -R 18 2030 -R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW85 2050 -R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, Western Cape WSA 31 A.2 31 2018 2030 WSAs CoGTA, DWS 378R 5 2020 55R 13 2025 161R 13 2030 161R Budget req. = R3,5 mill/Ml to implement and R 1 mill/Ml to maintain per WwTW162 2050 1 229R 1 1 1 Lack of comprehensive asset management plans on municipal level that combines management, National N 0 A.4; A.5; B.11 63 2018 2025 WSAs DWS 858R 90 2020 390R 255 2025 468R n/a n/a -R Budget = R 10 mill /Province/Annum = R 4,5 mill for National/annumn/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Eastern Cape WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 274R 10 2020 222R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Free State WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Gauteng WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Kwazulu-Natal WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Limpopo WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Mpumalanga WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation North West WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Northern Cape WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation Western Cape WSA Base zero A.4; A.5; B.11Roll-out a minimum of five Feasibility / Implementation Readiness studies per annum over a 7-year period 2018 2025 WSAs DWS 73R 10 2020 21R 25 2025 52R n/a n/a -R Budget = R 10 mill /Province/Annum n/a n/a -R 2 2 1 Total cost requirement exceeds the annual available funding allocation 1.4 Regulating the water and sanitation sector 819R 443R 231R 145R 149R National N, P, L BDS last published in 2014; GDS last published in 2014; • Obtain annual BD and GD Assessments reports DWS R 29 A R 29 R - R - R - 2 2 1 • lack responsibility Eastern Cape BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 14 IWA Water Balance requirements (No Drop report) to DWS • Annual submission of 14 BD and GD compliance assessments WSAs DWS R 3 Improve monthly reporting by 50% 2020 R 3 14 monthly reports….. Over period annual n/a 14 monthly reports….. Over period annual n/a About R200k for each WSA 14 monthly reports….. Over period annual n/a 2 2 1 • lack responsibility Free State BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 19 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 19 BD and GD compliance assessments WSAs DWS R 4 Improve monthly reporting by 50% 2020 R 4 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Gauteng BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 9 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 9 BD and GD compliance assessments WSAs DWS R 2 Improve monthly reporting by 50% 2020 R 2 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Kwazulu-Natal BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 14 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 14 BD and GD compliance assessments WSAs DWS R 3 Improve monthly reporting by 50% 2020 R 3 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Limpopo BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 10 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 10 BD and GD compliance assessments WSAs DWS R 2 Improve monthly reporting by 50% 2020 R 2 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Mpumalanga BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 17 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 17 BD and GD compliance assessments WSAs DWS R 3 Improve monthly reporting by 50% 2020 R 3 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility North West BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 10 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 10BD and GD compliance assessments WSAs DWS R 2 Improve monthly reporting by 50% 2020 R 2 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Northern Cape BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 26 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 26 BD and GD compliance assessments WSAs DWS R 5 Improve monthly reporting by 50% 2020 R 5 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility Western Cape BDS last published in 2014; GDS last published in 2014; NDS Not received since 2013, • Monthly submission of 25 IWA Water Balance requirements (No Drop report) to DWS '• Annual submission of 25 BD and GD compliance assessments WSAs DWS R 5 Improve monthly reporting by 50% 2020 R 5 n/a n/a n/a n/a n/a n/a About R200k for each WSA n/a n/a n/a 2 2 1 • lack responsibility National 2018 2019 CoGTA Municipalities R 9 2019 R 9 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Eastern Cape 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Free State 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Gauteng 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Kwazulu-Natal 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Limpopo 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Mpumalanga 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 North West 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Northern Cape 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 Western Cape 2018 2019 CoGTA Municipalities R 1 2019 R 1 n/a n/a R - n/a n/a R - Continuous process n/a n/a R - 2 2 1 1.4.3 Establish Water Efficiency Labelling and Standards (WELS) Scheme National N No A.4; A.5 • Develop norms and standards for WELSS '• Implement WELSS 2019 2025 SABS DWS, organised Industry, Regulator R 48 Approved WELSS for RSA 2019 R 8 WELS Roll out plan 2015 R 40 n/a n/a R - n/a n/a R - 3 2 2 Value of water efficiency is underestimated National N,S Non Compliance to WUL, Directives, Notices, and prosecution A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 72 18 Deployed Scorpions 2020 R 72 0 R - 0 R - Continuous process 0 R - Illegal water use will continue Authorisation/Water Users Collapse in the following: Water quality, Illegal Abstraction, Non compliance to standard. Impact on planning. The value of BS is underestimated Berg-Olifants S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Breede-Gouritz S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Inkomati-Usuthu S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Limpopo S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Mzimvubu-Tsitsikamma S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Olifants S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Orange S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated Pongola-Mtamvuna S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated 1.4.4 Identify and prosecute major non-compliant abstractors (water thieves) across the country, with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions 1.4.1 Revitalise the Green, Blue and No Drop programmes and publish results and revise and establish norms and standards. A.3; A.4; A.6; B.7 Signed revised performance agreements Not previously required 1.3.12 A National water and wastewater treatment performance turnaround plan to be developed and implemented. Turn around the functionality of five, currently dysfunctional, large water and wastewater treatment works with an accompanying publicity campaign, followed by a programme addressing the rest Water services planning 1.3.13 Roll-out of Feasibility and Implementation Readiness studies to align with national grant funding programmes Regulating the water and sanitation sector 2018 Annual L 1.4.2 Include water use efficiency and conservation targets in the KPIs of municipal managers and municipal water services managers, and in municipal implementation plans P, L Not included in performance agreements A.1 - A.8; B.12 Revised published performance agreements per WSAs • 10 by 2020; additional 10 by 2023 '• Non Compliance and Compliance, Compliance promotion, Audit/Inspections '• Do physical inspections supported by updated V&V and build prosecution case material together with dedicated NPA team. 2018 2020 Vaal S CMA not yet establish A.4; A.6; B.12 CMA NPA, SAPS, DEA, Regulator, DMR, DWS R 8 2 Deployed Blue Scorpion Officials per WMA 2020 R 8 n/a n/a R - n/a n/a R - Initial processes to assess the non-complaint abstractors, then Scorpions will take over n/a n/a R - 3 2 2 The value of the BS is underestimated National N Revise Norms and Standards for Water Use Conditions B.12 • Develop regulations, amend the legislation and make a call for ELU and 2018 2030 DWS CMA R 261 R 135 R 63 1 1 1 Importance to water use licensing underestimated.Berg-Olifants S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Breede-Gouritz S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Inkomati-Usuthu S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Limpopo S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Mzimvubu-Tsitsikamma S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Olifants S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Orange S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Pongola-Mtamvuna S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management Vaal S Incomplete Validation and Verification (V&V) of ELU and unregistered water users B.12 Completed V&V All water users registered and licenced 2018 2030 CMA DWS R 29 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R 7 n/a n/a R - 2 2 1 Lack of quality water resource management National N Should Agric Not be included 3 2 1 Chamber of mines N 3% 1 2 1 Eskom N 1% 2 2 2 Wet industries N 22% 2 2 2 1.4.7 Develop and implement municipal bylaws to protect water quality National N No prescribed bylaws A.3; A.6; B.3 Publication of updated bylaws that includes Project of Raw Water Quality 2018 2020 DWS (Water Sector Support) WSAs R - 2 1 1 Leadership DWS National N Green Scorpions not assigned to CMAs B.12 Establish mandatory national standards for water discharge and include in norms and standards. Develop public awareness strategy to communicate non compliance Do physical inspections/audits supported by ELU/WULA and build case material together with dedicated NPA team. 10 by 2020; additional 10 by 2023 CMA NPA, SAPS, DEA, DMR, DWS R 198 R 135 R 63 R - R - 2 2 1 Berg-Olifants S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Breede-Gouritz S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Inkomati-Usuthu S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Limpopo S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Mzimvubu-Tsitsikamma S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Olifants S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Orange S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Pongola-Mtamvuna S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management Vaal S No CMA yet B.12 Completed V&V All water users registered and licenced 2018 2025 CMA NPA, SAPS, DEA, DMR, DWS R 22 Completed V&Vs 2020 R 15 Comprehensive e-WULAAS 2025 R 7 n/a n/a R - n/a n/a R - 2 2 1 Lack of quality water resource management 1.4.9 Establish a mechanism for applying administrative penalties National N, P An Environmental Management Inspectorate Network does exist within the Department but needs to be strengthened. A.3; B.7 Strengthening Compliance and Enforcement training modules to build the capacity of EMIs in-house Strengthen the CME, finalisation of the Strategy and Implemented Plan Appoint Environmental Management Inspectors (EMI) to conduct CME 2018 2023 DWS Dept of Justice R 11 Strengthening Compliance and Enforcement training modules to build the capacity of EMIs in house 2020 R 6 Strengthen the CME, finalisation of the Strategy and Implemented Plan Appoint Environmental Management Inspectors (EMI) to conduct CME 2021 R 5 n/a n/a R - n/a n/a R - 2 2 2 Skills, Resources, understanding of legislation needs to be strengthened within DWS Revise and gazette mandatory national waste discharge standards N Dated standards that require revision B.12 Gazetted waste discharge standards 2018/2019 2021/2022 DWS R 36 Updated standards gazetted 2020 R 9 Implementation monitored and standards improved 2025 R 12 Implementation monitored and standards improved 2030 R 15 Implementation monitored and standards improved 2050 R 25 2 1 1 Gazette unconventional gas (fracking) regulations N Initial studies completed B.12 Gazetted unconventional gas (fracking) regulations 2017/2018 2019/2020 DWS R 27 Gazetted regulation 2020 R 6 Regulations strengthened 2025 R 9 Implementation monitored and standards improved 2030 R 12 Implementation monitored and standards improved 2050 R 20 1 1 2 Gazette revised regulations on the use of water for mining related activities (Government Notice GN704) N Mine-water management policy B.12 Gazetted amended GN 704 Regulations 2017/2018 2019/2020 DWS R 16 Gazetted regulation 2020 R 3 Regulations strengthened 2025 R 5 Implementation monitored and standards improved 2030 R 8 Implementation monitored and standards improved 2050 R 18 2 1 2 Develop and gazette regulations for other impacting sectors (e.g. feedlots, industries, etc.) N Limited regulations in place B.12 Gazetted regulations 2025/2026 2029/2030 DWS R 31 Gazetted regulation 2020 R 8 Regulations strengthened 2025 R 10 Implementation monitored and standards improved 2030 R 13 Implementation monitored and standards improved 2050 R 20 3 1 2 Develop and implement (an) approach(s) to ensure that the conditions in water use authorisations, including those that specify effluent discharge standards, ensure compliance to resource directed measures (RDMs) N, P, L Existing ones need to be strengthened B.12 Protocol for implementation of RQOs and conversion to licence conditions 2018/2019 2021/2022 DWS CMA, WRC R 13 Protocol in place 2019 R 2 Implementation monitored and protocol improved 2025 R 4 Implementation monitored and standards improved 2030 R 7 Implementation monitored and standards improved 2050 R 16 1 1 1 Develop and implement a protocol to differentiate between water users in terms of risk N, P, L Limited consideration of risk B.12 Protocol for determining risk-based water use categories, corresponding licence application fees and for extending the financial provisioning requirements to all high risk water polluters 2019/2020 2021/2022 DWS CMA R 28 Protocol in place 2020 R 8 Implementation monitored and protocol improved 2025 R 8 Implementation monitored and standards improved 2030 R 12 Implementation monitored and standards improved 2050 R 22 3 2 3 Develop and implement a protocol for integrated licencing processes to streamline authorisations N, P, L Strengthen and integrate existing licence protocols B.12 Protocol for implementation of an integrated licencing processes 2019/2020 2020/2021 DWS CMA, DEA, DMR, DAFF R 36 Protocol for integrated licence 2020 R 9 Implementation monitored and protocol improved 2025 R 12 Implementation monitored and standards improved 2030 R 15 Implementation monitored and standards improved 2050 R 28 2 2 3 1.4.12 Implement measures to ensure that water users use and discharge water responsibly and adhere to regulatory requirements N, P, L B.12 Gazetted regulations 2021 2022 DWS CMAs, WSAs Gazetted regulation 1.5 Improving raw water quality 1 947R 341R 705R 901R 1 388R Develop national RWQOS N RWQOs A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Publish the RWQOs for water quality 2017/2018 2018/2019 DWS CMA R 33 Updated national RWQOs 2020 R 6 Updated national RWQOs 2025 R 12 Updated national RWQOs 2030 R 15 Note: RQOs are already gazetted for the Letaba, Inkomati, Olifants, Vaal, Olifantsdoorn and Mvoti to Mzimkulu river systems. Supporting RWQOs were set for the Vaal, Orange and Olifants river systems. Updated national RWQOs 2050 R 25 2 1 1 Support RQOs in specified catchments wrt integrated water quality management N RWQOs A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. RQOs adequately reflect IWQM requirements 2018/2019 2019/2020 CMA DWS R 43 RQOs strengthened to include IWQM 2020 R 8 RQOs monitored to ensure WQ improvements 2025 R 15 RQOs monitored to ensure WQ improvements 2030 R 20 RQOs monitored to ensure WQ improvements 2050 R 30 2 1 1 Resolve supply chain management challenges to ensure the availability of back-to back laboratory services to effectively address technical needs N Laboratory facilities not readily available in all WMAs hampering IWQM Approach for the sustainable procurement of future laboratory services and active contracts to secure continuous laboratory services 2018/2019 2019/2020 CMA DWS R 360 Procurement protocol developed and Laboratory facilities available in all WMAs 2020 R 90 Laboratory facilities available in all WMAs 2025 R 120 Laboratory facilities available in all WMAs 2030 R 150 Laboratory facilities available in all WMAs 2050 R 220 1 1 2 Undertake routine national water quality monitoring, considering the recommendations of the Review of the South African Water Resource Monitoring Network N National monitoring network in place but coverage requires expansion An efficient and coordinated national monitoring programme and consistent monitoring 2018/2019 2029/2030 DWS CMA R 59 National water quality monitoring network reviewed and strengthened 2020 R 14 National water quality monitoring networks strengthened 2025 R 25 National water quality monitoring network reviewed and strengthened 2030 R 20 National water quality monitoring network reviewed and strengthened 2050 R 20 2 2 2 Realign/ establish regional water quality monitoring programmes in cooperation with all relevant role-players and undertake routine regional monitoring N Regional water quality programmes insufficient to manage pressure on water resources Efficient and coordinated regional monitoring programmes and consistent monitoring 2018/2019 2029/2039 DWS CMA, civil society, academia, DEA, DOH, DAFF, water users, local government(DWS Provincial Offices) R 87 Regional water quality monitoring programmes strengthened 2020 R 27 Regional water quality monitoring programmes reviewed and strengthened 2025 R 40 Regional water quality monitoring programmes reviewed and strengthened 2030 R 20 Regional water quality monitoring programmes reviewed and strengthened 2050 R 20 1 1 1 Development and implement a programme to create and support citizen-based water quality monitoring programmes N, P, L Regional and local water quality programmes insufficient to manage pressure on water resources Citizen-based monitoring programmes developed and implemented 2022/2023 2030 and beyond DWS CMA, WRC, public(N Jafta, DWS Project Manager: Adopt a River) R 26 Concept strategy and protocols developed 2020 R 4 Citizen-based monitoring programme developed and implemented 2025 R 12 Programme reviewed and strengthened 2030 R 10 Programme reviewed and strengthened 2050 R 10 3 2 1 Improve the effectiveness and efficiency of the water quality data management system(s) through the implementation of the findings of the Data Acquisition and Management (DAM) Strategy pertaining to water quality N WMS system functional but not utilised nationally. Staff capacity to use system requires strengthening A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. One corporate Water Management System (WMS) for improved information management and availability (to support/strengthen water quality planning and management) 2018/2019 2023/2024 CMA DWS R 29 WMS reviewed and improvement programme developed 2020 R 8 WMS strengthened and is utilised nationally 2025 R 9 WMS reviewed and updated periodically 2030 R 12 WMS reviewed and updated periodically 2050 R 25 1 1 1 Harmonise the systems and approaches being used across sector Departments and catchments for resource water quality data and information N Limited exchange of data and information. No integrated systems supporting. A.3 Coordinated systems and approaches for cooperative and cost effective information management 2022/2023 2029/2030 DWS CMA, civil society, academia, DEA, DOH, DAFF, DMPE, Stats SA, water users, local government R 16 Integration protocol developed 2022 R 6 Systems development supports exchange of data and information 2030 R 10 Systems reviewed and updated periodically 2050 R 15 3 2 3 Ensure that the link between WARMS, WMS and SAP is successful and live as part of the Waste Discharge Charge System (WDCS) implementation process N Connectivity between systems not as effective in order to support the implementation of the WDCS A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Systems that support WDCS implementation 2018/2019 2020/2021 DWS R 17 WARMS-SAP operational link developed 2019 R 1 Ongoing improvements to systems 2025 R 4 Ongoing improvements to systems 2030 R 12 Ongoing improvements to systems 2050 R 20 1 1 1 Compile annual national resource water quality status report(s) N No reports A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Routine national assessments of water quality and input in support of the SDG process 2018/2019 2029/2030 DWS R 23 National Annual Reports published 2020 R 4 National Annual Reports published 2025 R 9 National Annual Reports published 2030 R 10 National Annual Reports published 2050 R 40 2 2 2 Compile annual catchment resource water quality status report(s) N No reports Routine catchment assessments of water quality and the identification of "hot spots" for potential water quality management intervention 2018/2019 2029/2030 CMA DWS R 137 Catchment Annual Reports published 2020 R 27 Catchment Annual Reports published 2025 R 50 Catchment Annual Reports published 2030 R 60 Catchment Annual Reports published 2050 R 80 1 1 1 1.4.5 Replace all Existing Lawful Use (ELU) with licences with enforceable water use conditions 1.4.6 Development and implementation of the MoU between the DWS and strategic users A.8; B.12 Signed MoU that considers water re allocation, transformation of lawful reduced water use 2018 2020 1.4.10 Develop improved regulatory approaches to manage pollution from land-based and in-stream activities (SA1, SA7, SA20 & SA29) 1.4.8 Identify and prosecute big polluters across the country (including municipalities), with a national communication campaign to accompany the action inclusive of reviving the Blue Scorpions R 4 Signed MoU between affected parties 2020 R 4 n/a n/a R Capacity and budgetary constraints, systems integration is lacking Capacity and budgetary constraints, systems integration is lacking n/a n/a R - n/a n/a R - Lack of quality water resource management DWS Chamber of Mines, Eskom, Industries 1.4.11 Develop and implement an action plan to strengthen water use authorisation processes (SA24, SA25, SA26, SA27 & SA28) Integrated Water Quality Management 1.5.1 Determine in-stream Resource Water Quality Objectives (RWQOs), based on the SA Water Quality Guidelines (SA36), in support of RQO's Capacity, budgetary constraints 1.5.2 Routinely monitor resource water quality (SA46, SA47 SA48) A.3; B.3 WQM TARGET #1: Water in, or from water resources shall be fit for use. Poor monitoring network and system support 1.5.3 Establish and maintain appropriate and accessible information management system(s) for resource water quality (SA49, SA51 & SA60) Capacity, lack of alignment, complexities, capacity challenges, complex system integration challenges 1.5.4 Assess resource water quality information (SA52 & SA59) Limited information 1.5.5 Implement adaptive source control-based water quality management interventions, in accordance with relevant catchment plans and strategies (SA34 & SA35) Develop and implement action plans for the implementation of the mine water management policy N, P, L Mine-Water Management Policy developed and approved WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Execution of action Plans for the implementation of the policy on mine water management 2019/2020 2030 and beyond Chamber of Mines DWS, CMA, DMR R 18 Implementation Plan to support the Mine-water Policy 2020 R 3 Implementation Plan to support the Mine-water Policy 2025 R 5 Implementation Plan to support the Mine-water Policy 2030 R 10 Implementation Plan to support the Mine-water Policy 2050 1 2 1 Lack of implementation of policies and strategies Turn around the functionality of five, currently dysfunctional large wastewater treatment works with an accompanying publicity campaign, followed by a programme to address the rest N., P, L WWTW not performing optimally WQM TARGET #2: All waste/ water containing waste generated by households and by economic activities shall be disposed of/ discharged lawfully and safely Public campaign and five functional WWTWs with maintenance plans and turnaround strategy 2018/2019 2022/2023 DWS WSAs, NT, SALGA, COGTA(Water Services) R 153 Strategy and implementation plan developed 2020 R 3 Plan implemented 2022 R 100 Works monitored and adaptive improvements made 2030 R 50 Works monitored and adaptive improvements made 2030 R 50 1 1 1 Turn around the functionality of the remaining dysfunctional wastewater treatment works L WWTW not performing optimally Programme to address the remaining WWTWs and functional WWTWs with maintenance plans 2023/2024 2029/2030 WSAs DWS, SALGA, CoGTA, NT R 260 Improvement Strategy and Maintenance Action Plan developed 2020 R 10 Strategy and implementation plan rolled-out 2025 R 100 Strategy and implementation plan rolled-out 2030 R 150 Strategy and implementation plan rolled-out 2050 R 200 1 1 1 Ensure that co-basin organisations adequately support IWQM in shared river basins N, P Transboundary interactions on water quality management are currently only advisory in nature. Upstream-downstream challenges are significant. WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Shared objectives and cooperation with respect to IWQM 2017/2019 2029/2030 DWS Co-basin states R 22 Transboundary water quality management strategy developed 2020 R 8 Transboundary water quality management strategy implemented and monitored 2025 R 6 Transboundary water quality management strategy revised and implemented 2030 R 8 Transboundary water quality management strategy revised and implemented 2050 R 10 3 2 2 Determine water quality trends and management priorities in South Africa through planning level reviews N Limited reviews of sufficient standards WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Planning-level review of water quality trends in South Africa 2019/2020 2030 and beyond DWS R 18 Water Quality trends report 2020 R 4 Water Quality trends report 2025 R 6 Water Quality trends report 2030 R 8 Water Quality trends report 2050 R 10 3 2 2 Promulgate a Money Bill for the Waste Discharge Levy N Draft Money Bill developed WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Money Bill gazetted 2018/2019 2019/2020 NT(Nosie Mazwi, D:RPW and CD: Legal Services) DWS R 1 Approved Money Bill 2020 R 1 1 1 1 Pilot and implement the WDCS in the Upper Crocodile (West) catchment N, P, L Draft WDCS Business plan for Upper Crocodile-West Marico WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Functional WDCS and collection of revenue 2018/2019 2030 and beyond CMA DWS R 18 Final WDCS Business plan 2020 R 3 WDCS business plan implemented 2025 R 6 WDCS business plan implemented 2030 R 9 WDCS business plan implemented 2050 R 20 1 1 1 Pilot and implement the WDCS in the Upper Vaal catchment N, P, L Draft WDCS Business plan for Upper Vaal WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Functional WDCS and collection of revenue 2018/2019 2030 and beyond CMA DWS R 18 Final WDCS Business plan 2020 R 3 WDCS business plan implemented 2025 R 6 WDCS business plan implemented 2030 R 9 WDCS business plan implemented 2050 R 20 1 1 1 Pilot and implement the WDCS in the Upper Olifants catchment N, P, L Draft WDCS Business plan for Upper Olifants WQM TARGET #3: Integrated Water Quality Management (IWQM) shall be implemented at all levels, including the trans-boundary (international), national, Water Management Area (WMA) and sub-catchment levels Functional WDCS and collection of revenue 2018/2019 2030 and beyond CMA DWS R 18 Final WDCS Business plan 2020 R 3 WDCS business plan implemented 2025 R 6 WDCS business plan implemented 2030 R 9 WDCS business plan implemented 2050 R 20 1 1 1 1.5.9 Ensure IWQM is supported by effective departmental arrangements (SA8 & SA9) Reconfigure the DWS water quality management function and structures as needed to ensure efficiency and effectiveness N, P, L Existing DWS Structure A.3 Re-aligned water quality management function and structure in DWS 2017/2018 2019/2020 DWS HR Organisational Design R 20 Revised IWQM structures approved 2020 R 5 IWQMS functioning and structures reviewed and updated 2025 R 7 Ongoing improvements to structures and functioning 2030 R 8 Ongoing improvements to structures and functioning 2050 R 12 3 1 1 Uncertainty in WQM institutional arrangements Establish an action plan to strengthen inter-governmental structures for water quality management at trans-boundary (international), national and provincial levels to ensure efficient coordination and joint action supported by regular reporting N, P, L Build from IGR framework and SADC protocols A.3 Action plan and relevant structures 2019/2020 2021/2022 DWS CMA, basin organisations R 23 IWQM intergovernmental frameworks implemented 2020 R 2 IWQM intergovernmental frameworks implemented 2025 R 9 IWQM intergovernmental frameworks implemented 2030 R 12 IWQM intergovernmental frameworks implemented 2050 R 20 2 2 1 Strengthen and foster strategic sector partnerships and enable active participation of civil society N SWPN operational and other partnerships under development A.8 Partnerships, catchment forums and active participation supporting IWQM 2018/2019 2030 and beyond DWS CMA, WSAs R 23 Partnership Guidelines developed 2020 R 3 Partnerships developed and supported 2025 R 8 Partnerships developed and supported 2030 R 12 Partnerships developed and supported 2050 R 15 2 2 1 Restructure the grant funding mechanisms and conditions for water supply and sanitation so as to ensure a focus on maintaining and restoring existing infrastructure, rather than the construction of new infrastructure. N. P, L Existing Grants Restructured grant funding mechanism(s), including lifecycle planning (asset management) conditions and prioritisation of maintenance grants for social schemes 2019/2020 2020/2021 DWS WSAs (Water Services and Infrastructure Branch) R 37 Protocol for Grants developed 2020 R 10 Monitoring of grants system and improvements 2025 R 12 Monitoring of grants system and improvements 2030 R 15 1 1 1 Standardise and enforce required O&M budgeting and expenditure N, L Existing O&M policies and procedures are not being adequately applied Sufficient budgets for O&M ensure infrastructure is adequately maintained 2019/2020 2020/2021 DWS WSAs (Water Services Regulation) R 36 Review of O&M expenditure and financing 2020 R 10 Strategy and implementation plan rolled-out to improve financing of O&M 2025 R 6 Three yearly reviews of infrastructure O&M 2030 R 20 Three yearly reviews of infrastructure O&M 2050 R 100 1 1 1 Develop an IWQM investment framework N, P, L Not developed to date Investment framework for broadening funding sources and ring-fencing funds for IWQM 2019/2020 2021-2022 DWS CMA, NT R 13 IWQM Investment Framework development initiated 2020 R 4 IWQM Investment Framework developed 2025 R 4 Investment framework implemented 2030 R 5 Investment framework implemented 2050 R 5 2 1 2 Develop and implement a capacity building programme for officials in DWS, CMAs and other sector departments, and for civil society on systems-based, adaptive IWQM N, P, L CB Framework developed A.7 Training committee appointed and training programme on IWQM developed and implemented 2018/2019 2030 and beyond DWS CMA, WRC, Universities R 47 IWQM Training Programme implemented 2020 R 12 IWQM Training Programme implemented and revised 2025 R 15 IWQM Training Programme implemented and revised 2030 R 20 IWQM Training Programme implemented and revised 2050 R 50 1 1 1 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a cadre of sector professionals N, P, L Career paths not developed A.7 Career paths defined and implemented 2018/2019 2019/2020 DWS Water Management and Water Services Institutions R 11 Career paths and job specifications developed 2020 R 6 Approved and Implement Job Specification implemented and monitored 2025 R 2 Approved and Implement Job Specification implemented and monitored 2030 R 3 Approved and Implement Job Specification implemented and monitored 2050 R 6 2 2 2 Establish regulations on required qualifications and experience for senior and technical positions in DWS, and in Water Management and Water Services Institutions N, P, L No regulations in place A.7 Gazetted regulations to appoint (a) registration authority(ies) for the registration of professionals and the specification of tasks to be performed by them 2025/2026 2028/2029 DWS CoGTA (DWS HR) R 9 Regulations developed and gazetted 2020 R 4 Implementation of regulations monitored 2025 R 2 Implementation of regulations monitored 2030 R 3 3 2 3 Provide bursaries and/ or learnerships pertaining to water quality management at tertiary institutions N Limited bursaries available A.7 Bursaries and learnerships pertaining to water quality management 2018/2019 2030 and beyond Public & private sector DWS HR and Learning Academy R 23 Policy and strategy for bursaries developed 2020 R 1 Bursary strategy implemented 2025 R 10 Bursary strategy implemented 2030 R 12 Bursary strategy implemented 2050 R 20 3 3 3 Develop and implement a programme for recruiting and retaining experienced and qualified technical and managerial staff with technical qualifications in South Africa and externally N General retention strategy A.7 Programme for recruiting and retaining of experienced and qualified technical and managerial staff, and recruit and retain staff 2018/2019 2019/2020 DWS COGTA, DIRCO(DWS HR) R 10 Revised recruitment and retention strategy developed 2020 R 4 Recruitment and retention strategy implemented and monitored 2025 R 2 Recruitment and retention strategy implemented and monitored 2025 R 4 Recruitment and retention strategy implemented and monitored 2050 R 6 1 2 1 1.5.13 Create an informed, supportive and responsible public (SA62) Establish and strengthen IWQM awareness creation campaigns at national, Water Management Area and municipal levels N. P, L DWS Website and some materials developed Critical actions IWQM awareness creation campaigns, including anti-litter campaigns 2019/2020 2030 and beyond DWS CMA, WSAs (DWS Communications) R 22 IWQM Communication Strategy and materials developed 2020 R 6 IWQM Communication Strategy revised and materials developed 2025 R 6 IWQM Communication Strategy revised and materials developed 2030 R 10 IWQM Communication Strategy revised and materials developed 2050 R 20 3 2 1 Capacity constraints, IGR issues, and poor systems support 1.5.14 Develop and implement a diffuse pollution source strategy that includes the regulation of land use Non-Point Source Strategy N Draft NPS strategy in place. NPS calculator utilised. Approved NPSS 2019 2023 DWS CMA R 23 Updated NPS strategy initiated 2019 R 5 NPS strategy developed and implemented 2023 R 8 NPS strategy implemented and revised 2030 R 10 NPS strategy implemented and revised 2050 R 25 1 1 1 Management decision to approve, complex IG issue National N WDCS Strategy in place, IWQMS in place Gazetted WDCS, Money Bill and Tariff Structure 2018 Planning 2018 • 2020; Implementati on to start from 2021 DWS NT, CMA R 294 Monitoring of IWQMS 2020 R 42 Revised operational strategies 2023 R 77 Revised operational strategies 2030 R 175 Revised operational strategies 2050 R 30 2 2 2 Berg-Olifants L On-going regulatory activity Approved Business Plan 2022 2025 CMA DWS R 36 IWQM plan developed 2020 R 6 IWQM plan implemented 2022 R 10 IWQM plans implemented, monitored and revised 2030 R 20 IWQM plans implemented, monitored and revised 2050 R 35 2 2 2 Breede-Gouritz L On-going regulatory activity Approved Business Plan 2022 2025 CMA DWS R 32 Development of focused IWQM plan initiated 2019 R 4 IWQM plan developed 2021 R 9 IWQM plans implemented, monitored and revised 2030 R 19 IWQM plans implemented, monitored and revised 2050 R 25 2 2 2 Inkomati-Usuthu L On-going regulatory activity Approved Business Plan 2020 2024 CMA DWS R 36 IWQM plan developed 2020 R 6 IWQM plan implemented 2024 R 11 IWQM plans implemented, monitored and revised 2030 R 19 IWQM plans implemented, monitored and revised 2050 R 25 3 2 2 Limpopo L Draft WDCS business plan for Upper Crocodile-West Marico Approved Business Plan 2019 2019 CMA DWS R 29 Development of focused IWQM plan initiated 2020 R 3 IWQM plan developed 2024 R 8 IWQM plans implemented, monitored and revised 2030 R 18 IWQM plans implemented, monitored and revised 2050 R 24 2 2 2 Mzimvubu-Tsitsikamma L On-going regulatory activity Approved Business Plan 2022 2024 CMA DWS R 25 Development of focused IWQM plan initiated 2020 R 3 IWQM plan developed 2024 R 6 IWQM plans implemented, monitored and revised 2030 R 16 IWQM plans implemented, monitored and revised 2050 R 22 3 2 2 Olifants L Draft WDCS business plan case for Upper Olifants, IWQMP developed Approved Business Plan 2019 2020 CMA DWS R 34 IWQM plan implemented 2020 R 6 IWQM plan revised 2024 R 9 IWQM plans implemented, monitored and revised 2030 R 19 IWQM plans implemented, monitored and revised 2050 R 25 1 1 1 Orange L On-going regulatory activity Approved Business Plan 2020 2022 CMA DWS R 27 Development of focused IWQM plan initiated 2020 R 4 IWQM plan developed 2023 R 7 IWQM plans implemented, monitored and revised 2030 R 16 IWQM plans implemented, monitored and revised 2050 R 24 2 2 2 Pongola-Mtamvuna L On-going regulatory activity Approved Business Plan 2020 2022 CMA DWS R 30 Development of focused IWQM plan initiated 2019 R 4 IWQM plan developed 2022 R 8 IWQM plans implemented, monitored and revised 2030 R 18 IWQM plans implemented, monitored and revised 2050 R 24 2 2 2 Vaal L Draft WDCS business plan for Upper Vaal Approved Business Plan 2019 2021 CMA DWS R 45 Development of focused IWQM plan initiated 2021 R 6 IWQM plan developed 2021 R 9 IWQM plans implemented, monitored and revised 2030 R 30 IWQM plans implemented, monitored and revised 2050 R 40 1 1 1 1.6 Protecting and restoring ecological infrastructure 444R 201R 135R 108R 117R National N Identify and declare protected / sensitive areas per CMA 1) Strategic Water Source Areas 2) GW Recharge Areas 3) Aquatic Ecosystems Develop rehabilitation systems to monitor status quo 2018 2021 DWS CMA, DEA, Regulator R 99 R 81 R 18 R - R - 1 1 1 Technical Understanding Leadership Berg-Olifants S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Breede-Gouritz S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Inkomati-Usuthu S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Limpopo S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 1.5.6 Develop and implement a strategic action plan for the rehabilitation and upgrade of prioritized WWTWs (SA17) Complex intergovernmental relations 1.5.7 Adopt an integrated planning approach at trans-boundary (international), national, Water Management Area and sub-catchment levels (SA16, SA17, SA18, SA21, SA22, SA23 & SA33) Complex intergovernmental relations, require stronger IGR 1.5.8 Implement the Waste Discharge Charge System (WDCS) in priority catchments (SA5, SA41, SA42, SA43 & SA44) Legislative amendments required, implementation readiness within DWS insufficient 1.5.10 Formalise governance frameworks to support engagements on water quality management (SA10, SA11, SA12, SA13, SA14, SA15, SA54 & SA61) Poor IGR, uncertainty wrt institutional frameworks 1.5.11 Ensure fiscal support for IWQM (SA38 & SA39) Significant budgetary constraints, 1.5.12 Build water quality management capacity through recruitment, education and training (SA53, SA54, SA55 & SA56) Financial constraints, lack of coordination, poor capacity 1.5.15 Implement programmes to rehabilitate catchments through development of Catchment business plans Financial and capacity constraints in catchments, systems issues to support the plans Protecting and restoring ecological infrastructure 1.6.1 Declare strategic water source areas and critical groundwater recharge areas and aquatic ecosystems recognised as threatened or sensitive as protected areas The continuous over utilisation and inadequate protection of our ecological systems and infrastructure has lead to changed characteristics rivers and other water resources beyond the point where they can be restored to their original ecological condition A.6 Mzimvubu-Tsitsikamma S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Olifants S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Orange S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Pongola-Mtamvuna S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Vaal S Implement rehabilitation systems to prevent further degradation Liaison with DEA 2018 2021 CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 1.6.2 Review and promulgate aggressive restrictions within the legislation to restore and protect ecological infrastructure National N Current restrictions not forceful enough A.6 Develop enforceable restrictions to be implemented by DEA 2019 2020 DEA DWS, CMA, SANBI, CSIR, Regulator R 30 Develop enforceable restrictions to be implemented by DEA 2020 R 30 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 1 National N DWS R 99 R 81 R 18 R - R - 2 2 1 Berg-Olifants S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Breede-Gouritz S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Inkomati-Usuthu S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Limpopo S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Mzimvubu-Tsitsikamma S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Olifants S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Orange S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Pongola-Mtamvuna S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 Vaal S CMA DWS R 11 Implement rehabilitation systems to prevent further degradation 2020 R 9 Implement rehabilitation systems to prevent further degradation 2021 R 2 n/a n/a R - n/a n/a R - 2 2 1 National N Develop funding programmes specially earmarked for the projects to endure the restorations and protection of the ecological reserve 2018 2020 DWS DEA, SANBI, CMA R 216 Funding programme with projects 2020 R 9 R 99 R 108 R 117 2 2 1 Berg-Olifants S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Breede-Gouritz S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Inkomati-Usuthu S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Limpopo S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Mzimvubu-Tsitsikamma S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Olifants S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Orange S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Pongola-Mtamvuna S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 Vaal S Include projects into annual budget plan 2021 Annually CMA DEA, DWS R 24 n/a n/a R 1 List of Projects 2025 R 11 List of Projects 2025 R 12 List of Projects 2025 R 13 2 2 1 2.1 Creating effective water sector institutions 828R 826R 3R -R -R 2.1.1 Establish a business case for streamlined institutional arrangements in the water and sanitation sector N None A.7; A.8 Development of Business Case to work towards Streamline institutions 2018 2020 DWS R 4 Signed off Business Case ready for implementation 2020 R 4 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA 2.1.2 Establish a Municipal Intervention Unit for Water and Sanitation in DWS, staffed with highly competent experts to drive a national programme of intervention at the municipal level Establishment of a PMU Unit within the Department N None A.7; A.8 Functional PMU Unit Well staffed skilled ……. Start with core group 2019 2022 DWS R 4 Functional PMU Unit 2020 R 2 Functional PMU Unit 2022 R 3 n/a n/a R - n/a n/a R - 1 1 1 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA National N 2 Proto Type CMAs A.8 9 Functional Prototype CMAs 2018 2020 DWS R 70 9 CMAs 2020 R 70 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Berg-Olifants p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 9 Berg-Olifants CMA 2020 R 9 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Breede-Gouritz p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Breede-Gouritz CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Inkomati-Usuthu p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 10 Inkomati-Usuthu CMA 2020 R 10 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Limpopo p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 9 Limpopo CMA 2020 R 9 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Mzimvubu-Tsitsikamma p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 8 Mzimvubu-Tsitsikamma CMA 2020 R 8 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Olifants p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Olifants CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Orange p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Orange CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Pongola-Mzimkulu p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 6 Pongola-Mzimkulu CMA 2020 R 6 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA Vaal p Functional Proto Type CMA A.8 Appropriate regional staff to transfer to CMA. No duplication of functions, authority or mandates. 2019 2020 DWS R 10 Vaal CMA 2020 R 10 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA 2.1.4 Establish the National Water Resources and Services Authority (NWRSA) National N None A.8 Established National Water Resources and Services Regulator Agree modification in Treaty and arrangements for TCTA, Integrate the Water Trading Entity and the Water Infrastructure Branch into the NW&SIA,Transfer all regional staff/components that manage regional clusters No duplication of authority or mandate to remain within DWS Provincial/Regional office. 2018 2020 DWS NT R 100 Established National Water Resources and Services Regulator 2020 R 100 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 2 No formal ownership from DWS on responsibility on water and sanitation service delivery. Unclear mandate between DWS and COGTA National N None A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 630 Established National Water Resources and Services Regulator 2020 R 630 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Rand Water WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Kwazulu-Natal WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Sedibeng WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Magalies WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Lepelle WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 Bloem Water WMA Existing Water Board(s) A.8 Fully Functional Water Boards 2018 2020 DWS Water Boards R 105 Fully Functional Water Boards 2020 R 105 n/a n/a R - n/a n/a R - n/a n/a R - 1 2 2 2.1.6 Establish the National Water Resources and Services Regulator (NWRSR) National N Revise DWS regulatory A.8 a - Create enabling legislation giving mandate and approach to funding of Regulator b - Establish Regulator. Transfer DWS Regulatory staff c - Shareholder compact with Minister. 2018 2023 DWS NT R 20 R 20 n/a n/a R - n/a n/a R - n/a n/a R - 2 2 1 2.1.7 Transform all WUAs into local Water Resources Management Institutions as per the developed roadmap National N A.8 2021 2021 DWS WBs, WRMI 2.2 Managing Data and Information 70R 24R 24R 22R 88R Dam Safety Office - Monitor and report annually on streamflow, dam levels, key water quality parameters (51) N Currently within DWS website (projects and Programmes) A.4 Fully functional, dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional, dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Electronic Water Use License Application and Authorisation System (e-WULAAS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 1 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Enterprise Geo Spatial Information (GIS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 1 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Groundwater N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Managing data and information 2.2.1 Review and develop comprehensive and appropriate Management, Monitoring and Reporting Structures of the DWS data portal Creating effective water sector institutions 2.1.3 Establish financially sustainable CMAs across the country, and transfer staff and budget and delegated functions, including licensing of water use and monitoring and evaluation of water resources 2.1.5 Determine the optimal configuration of water boards to manage regional bulk water supply, assist municipalities to perform their primary water and sanitation services mandate where necessary, manage regional water resources infrastructure, manage regional bulk WTWs and WWTWs Gazetted RQOs, Classes and Reserve 2018 2022 1.6.4 Secure funds for restoration and ongoing maintenance of ecological infrastructure through operationalising the water pricing strategy Funds to ensure the protection of the ecological reserve limited A.6 1.6.3 Implementation of the Reserve (The classification, RQO’s and the Reserve (collectively known as Resource Directed Measures (RDM)) for main stem rivers starting with the Berg, Breede and Gouritz, Middle and upper Vaal WMA’s) Water resource protection limits A.6 Hydrology (Data, Dams, Floods and Flows) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Institutional Oversight N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 1 1 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Integrated Water Quality Management Plan (IWQMP) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Integrated Water Quality Management Strategy N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Integrated Water Resource Planning and Strategy Portal N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 1 1 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. National Integrated Water Information System (NIWIS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. National Water Resources Infrastructure Branch (NWRIB) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Pricing and Economic Regulations Reforms Project (PERR) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Reconciliation Strategies N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Review, Evaluation and Optimisation of the National Water Resources Monitoring (NWRM) Network Project N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 1 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. South African Youth Water Prize (SAYWP) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Allocation Reform N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Services/ Regulation Systems Menu (WSKWIS) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Tribunal N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Water Use Licensing, Registration and Revenue Collection (WARMS) Address the functionality of the Water Authorisation and Registration Management System (WARMS) to ensure records of water use are correct and are kept up to date. (53) N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Projects and feasibility studies N Currently within DWS website (projects and Programmes) A.4 Fully functional dated and relevant reporting tool 2018 Annual DWS R 3 Fully functional, dated and relevant reporting tool 2020 R 1 Fully functional dated and relevant reporting tool 2025 R 1 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. Other (future relevant information to be included) N Incorporate additional / future projects / programmes A.4 Additional fully functional, dated and relevant reporting tool 2018 Annual DWS R 5 Additional fully functional, dated and relevant reporting tool 2020 R 2 Fully functional dated and relevant reporting tool 2025 R 2 Fully functional, dated and relevant reporting tool 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Fully functional, dated and relevant reporting tool 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. 2.2.2 Review and develop a comprehensive DWS information management strategy to include among other: • Amended authorisation conditions to provide for self reporting • Harmonization of monitoring actions by all responsible institutions • Perform information V&V audits National N Data Management Strategies between projects and programmes not aligned A.4 Approved comprehensive DWS Information Management Strategy and Plan 2018 Annual DWS R 5 Approved comprehensive DWS Information Management Strategy and Plan 2020 R 2 Updated comprehensive DWS Information Management Strategy and Plan 2025 R 2 Updated comprehensive DWS Information Management Strategy and Plan 2030 R 1 Budget = R,5 for 2018/2020 then only R,2 until 2050 Updated comprehensive DWS Information Management Strategy and Plan 2050 R 4 2 2 2 The majority of the sites are updated on a regular basis but there are gaps that needs to be addressed. 2.2.3 Alignment of monitoring institutions to support National and International reporting programme, e.g. SDG, Agenda 63 and AMCO National N A.4 DWS R - 2 2 3 2.3 Building Capacity for Action 10 289R 10 091R 90R 108R 63R Building capacity for action 2.3.1 Establish regulations on required qualifications and experience for senior and technical positions in DWS, CMAs, water boards and municipal services institutions National, Provincial & Local N,P,L Lack of requisite pool of skills results in poorly qualified staff being responsible for technical functions Develop more formal requirements for staff in technical positions Regulations and standards formalised 2019 2023 DWS COGTA, SETA, Professional Bodies R 19 Frameworks developed 2020 R 5 Regulations developed and formalised. Engagement and support to sector institutions. 2023 R 5 Support to sector institutions to roll-out regulations and standards Ongoing R 9 Ongoing support to sector institutions ongoing R 9 1 (new for WSAs, but revive for other Institutions ) 3 1 The sector did not recognise as a need. Due to collapsing services, this is now a need. 2.3.2 Develop and implement programme for recruiting experienced technical and managerial staff in first South Africa and then internationally National, Provincial & Local N,P,L No recruitment policy or strategy Develop a consistently capacitated water sector Recruitment policy and strategy developed and implemented. Annual analyses undertaken. 2019 2030 DWS COGTA, DIRCO R 37 Policy and strategy developed and tested with water sector 2020 R 15 Policy, strategy and implementation plan developed 2022 R 10 Implementation of strategy and plan Ongoing R 12 Implementation of strategy and plan ongoing R 15 1 2 1 Conditions of work. Restrictive Policies 2.3.3 Define (and reinstate in some cases) career paths with defined training and on the job experience to build a knowledgeable sector of professionals National & Provincial N, P Limited career pathing of staff Creating a stable, learning and developing water sector Staff turnover in key sector institutions below 10% 2019 2023 DWS WSAs, WBs, CMAs R 3 Policy and strategy developed and tested with water sector 2020 R 3 Policy, strategy and implementation plan developed 2022 Implementation of strategy and plan Ongoing Implementation of strategy and plan ongoing 1 2 1 Not prioritised 2.3.4 Develop and implement a mandatory, modular hands on qualification for municipal water managers (technical manager) to be run over 18 months and accredited by EWSETA to include aspects such as asset management, tariffs and revenue management, drought management, stakeholder engagement and customer relations. National & Provincial N,P, Limited qualification requirements Creating a stable, learning and developing water sector Develop programme Obtain EWSETA accreditation Obtain hand-on-qualification/ municipality Place a senior retired municipal engineer as mentor 2019 First course to be run in 2020/21 and beyond DWS EWSETA; Institutions of Higher Learning R 10 000 Develop programme 2020 R 10 000 Obtain EWSTA accreditation & develop implementation plan 2024 Implementation of plan Ongoing Implementation of plan Ongoing 1 2 2 It was not considered as a priority 2.3.5 Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies National Few sector partnerships Develop suite of supportive partnerships to strengthen capacity I the water sector Key partnerships developed and formalised 2021 Ongoing DWS EWSETA R 28 Identify key partnerships and develop plan 2020 R 6 Engage and formalise key partnerships 2025 R 10 Ongoing development and adjustment of partnerships Ongoing R 12 Ongoing development and adjustment of partnerships Ongoing R 14 2 2 1 Coordinated leadership required 2.3.6 Initiate a focused research capability initiative in water sector economics to address this existing skills gap National Some assessments can provide indicative information Strategic and structured approach to develop skills across the sector Strategy developed and implementation initiated 2025 Ongoing DWS NRF, WRC, DST R 37 Development of strategic framework 2020 R 7 Develop strategy and implementation plan 2025 R 10 Implementation of plan Ongoing R 20 Implementation of plan ongoing R 25 2 2 1 Lack of adequate or prioritised leadership 2.3.7 Continue to develop high end skills (post graduate) to ensure a future science, technology and innovation capability in South Africa n/a A.7 Masters and PHD enrolments 2018/19 Ongoing DWS DST, NRF, WRC, DTI (THRIP), Private R 144 Support students 2020 R 48 Support students 2025 R 48 Support students 2030 R 48 2 2 2 2.3.8 Continue to support programmes that enable development of critical skills and exposure to emerging innovations (e.g. Young Engineers Programme) n/a A.7 Programme contracts 2018/19 Ongoing SALGA DST, WRC, DWS, COGTA, MISA R 21 Link students to innovation sites 2020 R 7 Link students to innovation sites 2025 R 7 Link students to innovation sites 2030 R 7 2 2 2 2.4 Ensuring Financial Sustainability 10 012R 2 008R 8 004R -R -R Ensuring Financial Sustainability 2.4.1 Develop and implement institutional arrangement that recognise the diversity of circumstances across South Africa, the legacy of Apartheid and allow for regional cross subsidisation. National Implemented Business Plan 2019 2021 NT DWS R 5 Business plan R 1 Implementation R 4 2 2 1 A one size fits all approach in legislation and a fragmentation of the value chain which does not allow for benefits to be derived from economy of scale. Preservation of the status quo with respect to bias to urban areas and irrigation schemes. 2.4.2 Implement accurate billing and effective revenue management systems in all entities in the water value chain with a strict “No payment = no water” approach to agriculture/industrial/comme rcial users and restricted supply to domestic users. National, Provincial & Local Metrics to be developed on accuracy of billing. Metric on number of estimated invoices as % of invoices issued. 2019 2024 WSA Water Boards, DWS, AGSA R 5 000 This will be done per institution R 1 000 R 4 000 1 2 1 Lack of understanding of the impact of inaccurate billing on customer relations and revenue stream. Lack of political will to restrict or stop water for non-payment. 2.4.3 All conditional grants to be dependent on meeting of current payments to the next entity in the value chain, improvements to Blue Drop, Green Drop and No Drop Scores to meeting targets and audit outcome. Allow conditional grants to be used for operational costs. National Grants withheld due to no compliance 2019 2023 NT AGSA R 1 Policy R 1 1 2 1 Focus by politicians, consultants and contractors on new infrastructure. 2.4.4 Develop regulations in terms of Section 139 (8) of the Constitution, which allows for a national entity to take over the water service functions, including revenue and billing, in a municipality if service deliver criteria are not met. National Regulation approved by Parliament 2019 2022 DWS CoGTA R 1 Regulations R 1 2 2 1 Political will 2.4.5 Ensure that sufficient revenue is received through tariffs and grants to operate, maintain and improve the water supply and sanitation system. The tariff structure must allow for cross subsidisation for the indigent and building of a reserve for periods of drought. National & Local Improved Blue, Green and No Drop scores as well as Audit Outcomes 2019 2024 WSA Water Boards, DWS, NT, AGSA R 5 000 This will be done per institution R 1 000 R 4 000 1 2 1 Lack of value attached to water and service provision by business and households due to a failure to understand the impact if the system fails 2.4.6 In all entities put in place mechanisms to deal with accumulated debt National, Provincial & Local Implemented Policy 2019 2020 WSA Water Boards, DWS, NT, AGSA R - Part of billing and revenue collection 1 2 1 2.4.7 Roll out of ring-fenced institutional models to increase private sector investment National Increase in loans to the sector 2019 2021 DWS NT, CoGTA R 5 Workshopping of model R 5 2 2 1 Models exist and have been operational for many years in South Africa but there has been no wide scale roll out. 2.4.8 National Treasury – linkage to Medium Term Sector Expenditure Framework (MTSEF) 1 1 1 2.5 Legislation 55R 26R 29R -R -R 2.5.1 Gazette the National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill National N Both bills in draft format Gazetted National Water and Sanitation Bill and Water Research Amendment Bill 2018 2019 DWS Portfolio Committee, Standing Committee R 2 Gazette bills 2019 R 2 n/a n/a R - n/a n/a R - n/a n/a R - 3 1 3 2.5.2 Hold public consultation on National Water Amendment Bill, Water Services Amendment Bill and Water Research Amendment Bill National N Both bills in draft format Public consultation on both bills, per Province, per National Sector Departments, Private Sector and Professional Bodies, and other 2018 2020 DWS Portfolio Committee, Standing Committee R 4 Minutes of public consultations 2020 R 4 n/a n/a R - n/a n/a R - n/a n/a R - 3 1 3 2.5.3 Revise and promulgate the National Water Amendment Bill, Water Services Amendment Bill, and the Water Research Amendment Act National N Both bills in draft format Published acts 2018 2022 DWS Portfolio Committee, Standing Committee R 4 n/a n/a R - Updated and promulgated acts 2022 R 4 n/a n/a R - n/a n/a R - 3 1 3 2.5.4 Review the Municipal Financial Management Act (MFMA) and the Municipal Systems Act (specifically chapter 8) to ensure that they provide an enabling environment for the provision of reliable water and sanitation services National N Current Municipal Systems Act and MFA Acts to facilitate sustainable water services 2018 2020 NT DWS, CoGTA, SALGA R 10 Updated MFMA & MSA 2020 R 10 n/a n/a R - n/a n/a R - n/a n/a R - 3 1 3 National N Policies developed in 2017 Policies defined below 2018 2025 DWS R 35 Policies defined below 2020 R 10 Policies defined below 2025 R 25 n/a 0 R - n/a 0 R - 3 2 2 Mine Water Management Policy (2017) N Developed (2017), under review Mine Water Management Policy 2018 2019 DWS DMR R 5 Mine Water Management Policy 2019 R 5 n/a n/a R - n/a n/a R - n/a n/a R - 3 2 2 Integrated Water Quality Management Policy (2017) N Developed (2017), under review Integrated Water Quality Management Policy 2019 2020 DWS R 5 Integrated Water Quality Management Policy 2020 R 5 n/a n/a R - n/a n/a R - n/a n/a R - 3 2 2 Water for Development: Sustainable Livelihoods (2017?) Developed (2017?), under review Water for Development: Sustainable Livelihoods 2020 2021 DWS R 5 n/a n/a R - Water for Development: Sustainable Livelihoods 2021 R 5 n/a n/a R - n/a n/a R - 3 2 2 Water Stewardship Policy (2017): Mechanisms for Partnerships in the Water and Sanitation Sector Developed (2017), under review Water Stewardship Policy: Mechanisms for Partnerships in the Water and Sanitation Sector 2021 2022 DWS R 5 n/a n/a R - Water Stewardship Policy: Mechanisms for Partnerships in the Water and Sanitation Sector 2022 R 5 n/a n/a R - n/a n/a R - 3 2 2 Infrastructure Ownership and Management Policy (2017) Under development Infrastructure Ownership and Management Policy 2022 2023 DWS R 5 n/a n/a R - Infrastructure Ownership and Management Policy 2023 R 5 n/a n/a R - n/a n/a R - 3 2 2 Wetland Policy (2017) Under development Wetland Policy 2023 2024 DWS R 5 n/a n/a R - Wetland Policy 2024 R 5 n/a n/a R - n/a n/a R - 3 2 2 Sustainable Hydropower Development Policy (2017) Under development Sustainable Hydropower Development Policy 2024 2025 DWS R 5 n/a n/a R - Sustainable Hydropower Development Policy 2025 R 5 n/a n/a R - n/a n/a R - 3 2 2 2.6 Enhancing Research, Development and Innovation 473R 68R 173R 233R 27R 2.6.1 Implement and regularly review/revise Research, Development and Innovation Policies, Plans and Roadmaps across the sector n/a Revised strategies 2018/19 2020/21 review DWS DST, WRC R 2 Link the water RDI Roadmap to the revised NWRS 2020 R - Review the water RDI Roadmap/relevant strategy 2025 R 2 2030 Review the water RDI Roadmap/relevant strategy 2050 R 2 2 1 1 2.6.2 Unlock investment, procurement and other localisation barriers to reposition the sector to implement new/niche solutions and approaches and roadmap the NMIU n/a Catalytic study outputs/ sector engagements agreed approach by 2020 Ongoing DWS National Treasury, COGTA, DST, Roadmap PMU R 2 Series of sectoral engagements to outline and create awareness 2020 R 1 Ongoing sectoral engagements 2025 R 1 2030 2 1 1 2.6.3 Coordinate, and where needed establish new platforms, to enable a synergised set of institutions that enable the shifting of innovations into the market (including business development and SME support) n/a Coordinator performance agreements 2018/19 DWS DTI, , Dept. Small Business, EDD, Incubators R 42 Coordination of key role players 2020 R 2 Business/innovation/enterprise development matchmaking 2025 R 20 Business/innovation/enterprise development matchmaking 2030 R 20 2 1 1 2.6.4 Strengthen partnerships with key water sector institutions to accelerate research and solutions into practice n/a Partnership mapping and agreements 2018/19 2020 for a plan in place, thereafter tracking DWS WRC, DST, COGTA, SALGA, DTI, DAFF municipalities, Utilities, R 22 PMU in place 2020 R 4 PMU in place 2025 R 8 PMU in place 2030 R 10 PMU costing - 2 mil X 10 years 20 million 1 1 1 2.6.5 Structure test bed partners with key water sector institutions in order to accelerate innovations to the market/public sector n/a Test bed network - WADER website, WADER team in place 2018/19 Ongoing WRC DWS, DST, SALGA, Municipalities R 11 Initiate test bed research work 2020 R 1 Consolidate and grow test bed network 2025 R 5 Consolidate and grow test bed network 2030 R 5 3 2 2 Invest in research that will support equitable redistribution of water 2.6.6 Fund research into new models to better understand implementation approaches for water allocation reform, and equity issues National n/a Research reports, publications, sector consultations 2018/19 Ongoing DWS WRC, DST R 12 3 projects initiated 2020 R 5 3 projects initiated 2025 R 5 2 projects initiated 2030 R 3 1.5 mil X 8 = 12 million 8 projects concluded 2050 R - 3 2 2 2.6.7 Develop technologies, guidelines and implementation support tools that enable SA to use alternative and appropriate sources as part of water supply Tech, guidelines, documents and tools 2018/19 2022/23 DWS WRC, DST, SALGA, Utilities, Metros and District Municipalities, COGTA R 31 4 projects 2020 R 8 4 projects initiated 2025 R 8 3 tech activities underway 2030 R 15 2 mil per research guide/toolX8, 3X 5 mil on tech= 31 million total 2 3 2 2.6.8 Apply the concepts of water sensitive urban design to a robust city-wide case study to demonstrate and learn how a city can transition to a sustainable city Site tour, partner Agreements 2022/23 2026/27 DWS SALGA, Utilities, Metros and District Municipalities, COGTA R 35 Feasibility underway 2020 R 5 Tech selection 2025 R 10 Roll out 2030 R 20 1 city - feasibility, tech selection and roll out - 60 million Roll out continued 2050 R 25 2 3 2 2.6.9 Tools for agriculture early warning systems need to be developed and tested at scale Tools, demo site visits 2018/19 Ongoing WRC DWS, DAFF, ARC, Corporations R 20 2 projects 2020 R 4 3 projects 2025 R 6 Demo underway 2030 R 10 2 mil per research guide/toolX5, 2X 5 mil on tech= 20 million total 2 3 2 2.6.10 Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation Tech scan report 2018/19 2020/21 WRC DST, DWS R 2 Scan and sort 2020 R 2 2025 2030 1 1 2 2.6.11 Alternative Sanitation: Develop and demonstrate and validate appropriate alternative, water-less and off grid sanitation solutions (Current – 2025) Test bed visits, tech validation reports 2018/19 Ongoing DWS WRC, DST, BMGF, municipalities, DTI R 50 Initiate demos 2025 R 25 Continue demos 2030 R 25 1 2 1 2.6.12 Domestic and industrial Waste Water: Develop and Demonstrate appropriate waste water technologies for cost effectiveness, energy efficiency and beneficiation. Test bed visits, tech validation reports Ongoing Ongoing DWS TCTA, WRC, DTI, DST, TIA, MINTEK, private sector R 50 2020 Initiate demos 2025 R 25 Continue demos 2030 R 25 1 2 1 Invest in Research and Innovation deployment as part of preparing for changing supply/demand opportunities and challenges National n/a Support the development of an innovation-based domestic waste and industrial water industry National n/a Sustainable legislation, policies and strategies A.1 - A.8; B.1 - B.8; C.1 - C.17 Most of the work to be done by DWS, with assistance of Legal Specialist • Lack of responsibility and capacity to proceed with bills • Supply chain issues • Insufficient budget 2.5.5 Develop new policies and strategies on matters not previously addressed, in consultation with all stakeholders, to facilitate the sustainability of various water sector programmes Implement an enabling environment for research, development and innovation National 2.6.13 Scan and sort the innovation sector for solutions that are ready for application and invest in their implementation Tech scan report 2018/19 2020/21 WRC DST, DWS R 2 Scan and sort 2020 R 2 2025 2030 1 1 2 2.6.14 Drinking Water Treatment: Develop and Demonstrate solutions that allow for the use of alternative sources of water for safe human consumption and water security Test bed visits, tech validation reports 2018/19 Ongoing DWS WRC, Municipalities, Utilities R 40 2020 Initiate demos 2025 R 20 2030 R 20 1 2 1 2.6.15 Continue to invest in understanding emerging contaminants (detection and treatment) in order to improve our transition to reuse, reclamation and recycling of water Research reports and results 2018/19 Ongoing DWS WRC, Municipalities, Utilities R 20 Initiate projects 2020 R 6 Initiate projects 2025 R 8 Initiate projects 2030 R 6 2mil X10=20 million 2 2 2 2.6.16 Improving raw water quality: Invest in Communities of practise that bring together built and ecological infrastructure experts and solutions National n/a CoP Coordinator contract and reporting 2018/19 Ongoing DWS DEA, SANBI, WRC, DST, Utilities R 18 Initiate CoP 2020 R 3 Sustain CoP 2025 R 8 Sustain CoP 2030 R 8 1.5 mil per year X 10 year=15 million 2 2 2 2.6.17 Link the Global Environment Fund 6 project on Water Pricing and Ecosystems to Water Master Plan implementation and position DWS to be closely involved in this process GEF Steering Committee Reporting 2018/19 2023/24 DWS DEA, SANBI, WRC R - Join GEF 6 processes 2020 R - sustain engagement with GEF 6 2025 R - approximately 100 million coming form GEF, administered by SANBI on behalf of DBSA 2 2 2 2.6.18 Continue to do research on land use impact on water linked ecosystems Project deliverables 2018/19 Ongoing WRC DEA, DWS, DAFF, ARC, Utilities R 27 Projects initiated 2020 R 9 Projects initiated 2025 R 9 Projects initiated 2030 R 9 3milX 9=27 million 2 2 2 2.6.19 Ongoing research, modelling and planning around climate change and its impacts on water security and water infrastructure needs to be conducted Project deliverables 2018/19 Ongoing DWS DEA, DST, WRC, Utilities R 27 Projects initiated 2020 R 9 Projects initiated 2025 R 9 Projects initiated 2030 R 9 3milX 9=27 million 2 2 2 2.6.20 Initiate a hydrological monitoring centre for South Africa in order to re-establish a robust data, monitoring and information capability for more effective water resources planning and climate change forecasting in future n/a Business plan, centre performance agreement 2018/19 2021 to get the plan in place, thereafter implementati on DWS DEA, ARC, DAFF, WRC, DST, SAWS, ARC, CSIR, STATs SA R 34 Initiate TBC scoping and feasibility 2020 R 2 Continue feasibility and scoping 2025 R 2 Initiate centre 2030 R 30 4 mil on establishment and feasibility, 60 mil on centre set up (Later TBC in feasibility) For 2026-2030 : 30 (estimate, TBC in scoping) 1 3 2 2.6.21 Test a suite of ICT and citizen science tools for data sourcing n/a ICT demo 2018/10 Ongoing WRC DWS, WRC, DST, COGTA, SALGA, DTI, DAFF municipalities, Utilities, R 9 Run demo through wader 2020 R 3 Run demo through wader 2025 R 3 Run demo through wader 2030 R 3 1 mil X 9=9million 3 3 3 2.6.22 Partner with institutions to fund training of water sector practitioners in the curation, management and use of data as well as the associated technologies n/a Training role out 2021 Ongoing DWS EWSETA R 15 Scope programme and initiate training 2030 R 15 2 2 2 Building capacity for action 2.6.23 Review all relevant guidelines and R&D products to understand where training modules need to be developed around new knowledge National n/a A.7 Desktop study 2022 DWS WRC, SETAs, WISA, DHET R 3 Initiate study 2020 R 3 2 2 2 2.7 Implementation of NWSMP 141R 71R 35R 35R 120R 2.7.1 Phakisa on water and sanitation masterplan National N, P 1st Phakisa on Master Plan to be organise A.8, B.7, B.12 Organise national conference. Organise regional conferences to mobilize stakeholders 2018 2019 DWS DPME R 60 National Phakisa 2019 R 60 n/a n/a R - n/a n/a R - n/a n/a R - 3 2 2 2.7.2 Determine cost required to implement NW&SMP and identify where reprioritisation or cost savings can be used to address the NW&SMP priorities National N, P, L Draft NWSMP (2018) A.8, B.12 Determine cost for each MP activity Prioritise activities per Level 1 2018 2019 DWS WSA R 1 Cost per activity Prioritised activities 2019 R 1 n/a n/a R - n/a n/a R - n/a n/a R - 1 1 1 2.7.3 Appoint skilled Management, Technical and Programme Manager staff for Delivery Unit National N Draft NWSMP (2018) A.8, B.12 Define PMU organogram Identify relevant management, technical and programme manager resources Appoint resources 2019 2030 DWS R 12 Define PMU organogram Identify relevant management, technical and programme manager resources 2020 R 2 Define job descriptions for relevant resources Appoint resources 2025 R 5 Build capacity in PMU 2030 R 5 Skilled resources with suffice capacity will be responsible for the successful implementation n/a n/a R - 1 1 1 2.7.4 Monitor, review, evaluate, report on and update NW&SMP National N, P, L Draft NWSMP (2018) A.8, B.12 - Establish a monitoring, evaluation, learning and reporting system for implementation of the NW&SMP Include reporting in KPIs of Senior management for all affected National Departments, public entities, and other institutions identified in the NWSMP Annual updating and reporting 2018 Annual report to Parliament DPME DWS R 68 - Establish a monitoring, evaluation, learning and reporting system for implementation of the NW&SMP Include reporting in KPIs of Senior management for all affected National Departments, public entities, and other institutions identified in the NWSMP 2020 R 8 - Annual updating and reporting 2025 R 30 - Annual updating and reporting 2030 R 30 - Annual updating and reporting 2050 R 120 2 1 1 End of Record Implementation of NWSMP Support the development of an innovation-based drinking water industry National n/a Protecting and restoring ecological infrastructure National Managing data and Information National NWSMP Volume 3 Infrastructure Page 26 of 40 List of DWS water resources development projects Fiscus Off-budget Latitude (South) Longitude (East) TOTAL (all) 73 581R 57 000R Surface Water R 73 012 R 52 600 Lesotho Highlands Water Project - Phase 2 The construction of the Polihali Dam, a tunnel and associated works to augment the Vaal River System, which supplies water to Gauteng and surrounding areas. N/A Cape Town (City of) Metropolitan Municipality N/A Orange Senqu River Catchment (Lesotho) 470 Design N/A 23 000 2020 2030 Western Cape Water Supply System Augmentation Project Voëlvlei Dam Supplement Scheme, including abstraction and bulk water conveyance infrastructure to augment the water supply to the City of Cape Town and the surrounding areas. Western Cape Cape Town (City of) Metropolitan Municipality Berg Olifants Voelvlei River Catchment 20 Financing 400 2024 33°20'14.56" 19°02'1.25 Western Cape Water Supply System Desalination Plant and/or Water Re-use Large Scale Desalination Plant and/or Water Re-use Plant that will require government assistance with funding. Western Cape Berg Olifants 49 Concept and Viability 4 800 2025 33°55'32.41" 18°25'25.57" uMkhomazi Water Project: Phase 1 Raw Water The construction of the Smithfield Dam, a balancing dam, tunnel and pipeline to augment the Mgeni Water Supply System (WSS) that supplies eThekwini, uMgungundlovu and the surrounding areas. The Mgeni WSS is already in deficit. KwaZulu Natal Ingwe Local Municipality (KZ5a1) Pongola Mzimkulu uMkhomazi River Catchment 215 Concept and Viability 23 800 2023 2028 29°46'33.36" 29°56'26.62" Acid Mine Drainage (AMD) Phase 2 Western Basin Ekurhuleni Metropolitan Municipality Randfontein Local Municipality (GT412) 26°08'03.06" 27°42'58.37" Acid Mine Drainage (AMD) Phase 2 Central Basin Ekurhuleni Metropolitan Municipality 26°13'01.71" 28°10'57.49" Acid Mine Drainage (AMD) Phase 2 Eastern Basin uThungulu District Municipality 26°14'59.47" 28°29'17.64" Thukela - Goedertrouw Emergency Water Transfer Scheme Emergency scheme to transfer water from the Tugela River to the Goedertrouw Dam. KwaZulu Natal eThekwini Metropolitan Municipality Umlazi Local Municipality (KZ284) Pongola Mzimkulu Mhlatuze River Catchment 26 Design 420 2018 2021 28°46'29.86" 31°27'55.67" Lower uMkhomazi Bulk Water Supply Scheme or South Coast Desalination at Illovo Construction of the Ngwadini Off channel Storage Dam and bulk water conveyance infrastructure, or the construction of the Illovo Desalination Plant, for augmentation of supply to the South Coast Water Supply Scheme. KwaZulu Natal Ugu District Municipality Pongola Mzimkulu uMkhomazi River Catchment 36 Concept and Viability 3 600 2019 2023 30°06'06.89" 30°49'30.08" 220 Project Name Project Description Province Metro or District Municipality Local Municipality Coordinates The implementation of the long term solution in the Witwatersrand Gold Fields Areas. The construction of water treatment plants, pipelines, and waste disposal facilities to address the AMD associated with the Eastern, Central and Western Basins, by desalination of the AMD to industrial and/or potable Gauteng Vaal Middle Vaal River Catchment Financing 10 000 2019 2 021 Catchment Incremental Yield (million m 3 /a) Procurement Start Date End Date Water Management Area (WMA) Project Cost (R million) Surface water  Desalination  Re-use  Menu NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Infrastructure NWSMP Volume 3 Infrastructure Page 27 of 40 Mzimvubu Water Project Construction of the Ntabelanga Dam and the Lalini Dam on the Itsitsa River, a water treatment plant and bulk water conveyance infrastructure for multi-purpose development of, inter alia, irrigation, hydropower stations and possible inter basin transfers for domestic and industrial use. Eastern Cape OR Tambo District Municipality Mhlontlo Local Municipality (EC156) Mzimvubu Tsitsikama Mzimvubu River Catchment 60 Financing 20 000 2019 (too early) 31°07'01.40" 28°40'20.45" Algoa Water Supply System - Re-use Large-scale Water Re-use Plant that will require government funding assistance. Eastern Cape Sarah Baartman District Municipality Mzimvubu Tsitsikama 18 Design 800 2025 33°56'27.88" 25°33'57.51" Kouga River Development Raising of the Kouga Dam or a new dam on the Kouga River at Guernakop. Eastern Cape Sarah Baartman District Municipality Kouga Local Municipality (EC108) Mzimvubu Tsitsikama Kouga River Catchment Pre-Feasibility To be determined To be determined To be determined 33°41'48.95" 24°30'4.38" Lusikisiki Regional Water Supply Scheme Construction of the Zalu Dam on the Xura River, a water treatment plant, bulk water conveyance infrastructure, reservoirs and groundwater development to secure water supply for domestic and small scale irrigation in Lusikisiki and surrounding areas. Eastern Cape OR Tambo District Municipality Ngqushwa Local Municipality (EC126) Mzimvubu Tsitsikama Msikaba River Catchment 7 Financing 2 100 2022 31°22'6.06" 29°34'7.54" Orange-Fish-Sundays River Government Water Scheme Construction of a balancing dam and pipeline to, with the aim to provide additional storage for Nelson Mandela Bay Municipality’s water allocation from the Orange River. Eastern Cape Sarah Baartman District Municipality Mzimvubu Tsitsikama Feasibility To be determined To be determined To be determined 33°56'27.88" 25°33'57.51" Koonap River Development The construction of the Foxwood Dam, a water treatment works and bulk water conveyance infrastructure to secure water supply for domestic use and small scale irrigation in Adelaide and surrounding areas. Eastern Cape Amatole District Municipality Nxuba Local Municipality (EC128) Mzimvubu Tsitsikama Koonap River Catchment 17 Financing 3 100 2024 32°42'25.72" 26°17'42.86" Clanwilliam Dam Raising and Weir Raising of the Clanwilliam Dam and the construction of a weir, extension of the bulk water conveyance infrastructure to augment agricultural and domestic water supplies to meet increasing demands. Western Cape Cape Winelands District Municipality Cederberg Local Municipality (WC012) Berg Olifants Olifants River Catchment (Western Cape) Concept and Viability 1 800 2023 32°11'4.84" 18°52'28.43 Greater Brandvlei Scheme Upgrading - Phase 1 Increase the yield of the scheme with 33 million m 3 /a through a small incremental raising of the freeboard (height of canal to prevent overtopping) of the gravity- fed canal. Western Cape Cape Winelands District Municipality Breede Valley Local Municipality (WC025) Berg Olifants Breede River Catchment Identification 7,2 To be determined To be determined 33°45'53.76" 19°28'20.24" Greater Brandvlei Scheme Upgrading - Phase 2 Increase the yield of the scheme with a further 51 million m 3 /a through increasing the pump station capacity from 7 to 30 m 3 /s. Western Cape Cape Winelands District Municipality Breede Valley Local Municipality (WC025) Berg Olifants Breede River Catchment Identification To be determined To be determined To be determined 33°45'53.76" 19°28'20.24" NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Infrastructure NWSMP Volume 3 Infrastructure Page 28 of 40 Mvoti Water Project Dam developments on the Mvoti River, bulk water conveyance infrastructure and groundwater development to secure water supply for the domestic and industrial users in the Greytown and KwaDukuza (Stanger) Areas, increased water availability in the Mvoti River Catchment and for supply to the KZN North Coast Areas. KwaZulu Natal Ugu District Municipality Maphumulo Local Municipality (KZ294) Pongola Mzimkulu Mvoti River Catchment To be reviewed Definition To be determined To be determined To be determined To be determined 29°15'0.00" 31°00'30.00" Mzimkulu River: Ncwabeni Off-channel Storage Dam Construction of a Off-channel Storage Dam, weir, pump station and pipeline to ensure a reliable water supply to the Northern Part of the Lower KZN South Coast during dry periods. KwaZulu Natal Ugu District Municipality Umzumbe Local Municipality (KZ213) Pongola Mzimkulu uMzimkhulu River Catchment 12 Concept and Viability 1 000 2020 2028 30°36'27.60" 30°14'21.64" Mfolozi River: Regional Water Supply Scheme Raising of the Klipfontein Dam and the construction of two new off channel storage dams, and/or water transfer from the Thugela River, Phase 3, to meet the medium and long-term water requirements of the Mfolozi River Catchment as well as for Ulundi, Mtubatuba and Richards Bay. KwaZulu Natal Amajuba District Municipality Abaqulusi Local Municipality Pongola Mzimkulu White Mfolozi River Catchment To be determined Definition To be determined To be determined To be determined To be determined 27°50'15.14" 30°48'50.34" Buffalo River System Water Resource Development Project The construction of dams, off channel storage dams, bulk water conveyance infrastructure and groundwater development to meet the medium and long-term water requirements of the Newcastle, Durnaco, Utrecht, Dundee/Glencoe, Nqutu, Nondweni, Pomeroy and Sampofu Water Supply Schemes. KwaZulu Natal Amajuba District Municipality Newcastle Local Municipality (KZ252) Pongola Mzimkulu Buffalo River Catchment To be determined Identification To be determined To be determined To be determined To be determined 27°44'39.83" 29°56'13.25" LTBWSS – Phase 2 Doubling the capacity of Phase 1 of the LTBWSS to further augment water supply to Umgeni Water for treatment to the KZN North Coast (Mdloti to Thukela Areas). KwaZulu Natal iLembe District Municipality KwaDukuza Local Municipality (KZ292) Pongola Mzimkulu Tugela River Catchment 20 Design To be determined To be determined 2021 29°10'05.81" 31°22'36.73" KwaZulu Natal North Coast Water Re-use Scheme Upgrading of the North Coast Waste Water Treatment Plants and planning for direct re-use of treated waste water. KwaZulu Natal iLembe District Municipality Pongola Mzimkulu Mdloti River Catchment Design To be determined To be determined From 2017 to 2020 The Stephen Dlamini Dam Construction of a dam on the Luhane River for supply to the Harry Gwala District Municipality Regional Bulk Water Supply Scheme. KwaZulu Natal Harry Gwala District Municipality Ingwe Local Municipality (KZ5a1) Pongola Mzimkulu Luhane River Catchment 3 Financing 510 2019 2024 29°50'22.39" 29°44'20.50" Crocodile East Water Project Construction of a dam and bulk water conveyance infrastructure to meet the long-term water requirements of the Crocodile East River catchment, including Mbombela (Nelspruit) and surrounding areas. Mpumalanga Ehlanzeni District Municipality Mbombela Local Municipality (MP322) Inkomathi Usuthu Crocodile River East Catchment To be determined Definition To be determined To be determined To be determined 2027 25°36'45.00" 31°16'15.00" NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Infrastructure NWSMP Volume 3 Infrastructure Page 29 of 40 Lower Orange River Vioolsdrift Dam The construction a dam on the Orange River, which is jointly undertaken with Namibia, to increase the yield of the Orange River to cater for increasing demand in the area. Northern Cape Namakwa District Municipality Nama Khoi Local Municipality (NC062) Orange Lower Orange River Catchment 80 Feasibility 650 1000 2021 2024 28°45'28.59" 17°36'47.11" Greater Mangaung Water Augmentation Project. The construction of the Gariep Pipeline, abstraction works and pump stations to augment supply to Bloem Water Board’s Supply Area. Free State Mangaung Pixley Ka Seme Local Municipality (MP304) Orange Middle Orange River Catchment To be determined Pre-Feasibility and Feasibility 5200 Unknown To be determined To be determined 30°37'24.18" 25°30'24.36" ORWRDP - Phases 2B to 2H Bulk Distribution and Sub Phase 2C. Under Phase 2B a pipeline from Flag Boshielo Dam to Mokopane, (Phase 2C) will be constructed. The pipeline from the De Hoop Dam to Steelpoort will link Phase 2D and a second pipeline from Steelpoort to Mooihoek, (Phases 2E to 2H) are under consideration. Balancing dams, operational infrastructure and appurtenant works will also be constructed. Limpopo Mopani District Municipality Groblersdal (Greater) Local Municipality (NP03a5) Olifants Olifants River Catchment Construction 2 800 2017 24°46'50.06" 29°25'32.66" Groot Letaba Water Augmentation Project (GLeWAP) - Phase1 The Tzaneen Dam Raising and the construction of a water treatment plant, pipelines and reservoirs to meet the projected growing domestic water supply requirements to the year 2025 and to improve the water availability for the riverine ecosystem. Limpopo Mopani District Municipality Tzaneen (Greater) Local Municipality (NP333) Olifants Groot Letaba River Catchment Construction 125 2019 23°47'57.34" 30° 9'58.43" GLeWAP - Phase 2. The construction of the Nwamitwa Dam in the Groot Letaba River, a water treatment plant, pipelines and reservoirs to meet the projected growing domestic water requirements to the year 2025, to improve the water availability for the riverine ecosystem and to make provision for new resource poor farmers. Limpopo Mopani District Municipality Tzaneen (Greater) Local Municipality (NP333) Olifants Groot Letaba River Catchment Procurement 1 700 2022 23° 45' 14.68" 30° 29' 28.89" Mokolo/Crocodile West Water Augmentation Project - Phase 1 The construction of a pump station, pipelines and balancing dams to augment domestic and industrial water supplies to the new Eskom/IPP power station/s, extension of associated mining activities and fast-growing population in the Lephalale Area. Limpopo Waterberg District Municipality Lephalale Local Municipality (NP362) Limpopo Crocodile River West Catchment Construction 2 100 2023 24°36'02.76" 27°15'57.40" Mokolo/Crocodile West Water Augmentation Project - Phase 2 The construction of bulk water conveyance infrastructure to augment domestic and industrial water supplies to the new Eskom/IPP power station/s, extension of associated mining activities and fast growing population in the Lephalale Area and river management system. Limpopo Waterberg District Municipality Lephalale Local Municipality (NP362) Limpopo Crocodile River West Catchment Feasibility 13 900 2019 24°36'02.76" 27°15'57.40" NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Infrastructure NWSMP Volume 3 Infrastructure Page 30 of 40 Dam Safety Rehabilitation Programme The rehabilitation of water related assets and dam safety work – continuous projects. Various Construction 2 800 Ongoing Desalination R - R 4 400 Mhlatuze desalination plant Phase 1 Kwazulu-Natal King Cetswayo District Municipality Mhlatuze Local Municipality 2017 Feb 17 Mhlatuze desalination plant Phase 2 Kwazulu-Natal King Cetswayo District Municipality Mhlatuze Local Municipality 4.4 (12 Mℓ/d) 2038 Tongaat/Illovo Kwazulu-Natal iLembe District Municipality KwaDukuza Local Municipality 55 (150 Mℓ/d) 4200 2022 Mossel Bay Desal Plant Western Cape Eden District Municipality Mossel Bay Local Municipality 5.5 (15 Mℓ/d) 200 2011 Sedgefield Desal Plant Western Cape Eden District Municipality George Local Municipality 0.7 (2 Mℓ/d) 2011 Knysna Desal Plant Western Cape Eden District Municipality Knysna Local Municipality 0.7 (2 Mℓ/d) 2012 Plettenberg Bay Desal Plant Western Cape Eden District Municipality Bitou Local Municipality 0.7 (2 Mℓ/d) 2012 Lamberts bay Desal Plant Western Cape West Coast District Municipality Cederberg Local Municipality 4.3 (Ph 1: 1.7 Mℓ/d) 2016 Southern Namaqualand GWS (Desal Plant) Northern Cape Namakwa District Municipality 1.8 (Final 5 Mℓ/d) 1983 Bushman’s River Mouth Desal Plant Western Cape Eden District Municipality Knysna Local Municipality 0,292 Port Alfred Eastern Cape Sarah Baartman District Municipality Ndlambe Local Municipality 0,66 Desal Plant 0.7 (2 Mℓ/d) Re-use R 569 R Beaufort West Western Cape Western Cape 1.8 (5 Mℓ/d) Garden route dam Eastern Cape Eastern Cape 1.8 (5 Mℓ/d) Fishwater Flats Re-use Eastern Cape Eastern Cape Cape Town (City of) Metropolitan Municipality 10 City of Cape Town Western Cape Western Cape uThungulu District Municipality 10 Arboretum Effluent KwaZulu Natal KwaZulu Natal iLembe District Municipality 10,95 569 2036 Siza Water KwaZulu Natal KwaZulu Natal iLembe District Municipality 0.18 (500 kℓ/d) 2015 End of record NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Infrastructure Present value cost, R million (2018) % R million (2018) 1. Water and Sanitation Management 145 815 336 461 66 360 548 637 1.1 Reducing water demand and increasing supply 19 795 92 486 60 760 30,33% 173 041 32% 1.2 Redistributing water for transformation 22 13 10 0,01% 45 0,0% 1.3 Managing effective water and sanitation services 125 013 242 891 4 436 65,27% 372 340 68% 1.4 Regulating the water and sanitation sector 443 231 145 0,14% 819 0,1% 1.5 Improving raw water quality 341 705 901 0,34% 1 947 0,4% 1.6 Protecting and restoring ecological infrastructure 201 135 108 0,08% 444 0,1% 2. Enabling Environment 13 113 8 357 398 21 868 2.1 Creating effective water sector institutions 826 3 - 0,15% 828 4% 2.2 Managing Data and Information 24 24 22 0,01% 70 0,3% 2.3 Building Capacity for Action 10 091 90 108 1,80% 10 289 47% 2.4 Ensuring Financial Sustainability 2 008 8 004 - 1,75% 10 012 46% 2.5 Legislation 26 29 - 0,01% 55 0,3% 2.6 Enhancing Research, Development and Innovation 68 173 233 0,08% 473 2% 2.7 Implementation of NWSMP 71 35 35 0,02% 141 1% TOTAL 158 928 344 818 66 758 570 504 2018-2020 2021-2025 Present Value Cost (VAT excl.) (MP horizon)2026-2030 30% 0% 65% 0% 1% 0% 0% 0% 2% 2% 0% 0% 0% 1.1 Reducing water demand and increasing supply 1.2 Redistributing water for transformation 1.3 Managing effective water and sanitation services 1.4 Regulating the water and sanitation sector 1.5 Improving raw water quality 1.6 Protecting and restoring ecological infrastructure 2.1 Creating effective water sector institutions 2.2 Managing Data and Information 2.3 Building Capacity for Action 2.4 Ensuring Financial Sustainability 2.5 Legislation 2.6 Enhancing Research, Development and Innovation 2.7 Implementation of NWSMP Menu NWSMP Volume 3 Budget Page 32 of 40 Budget (2018/19 to 2020/21) Available budget/funds MTEF MTSF 2018/19 2019/20 2020/21 3 year total (R million) (R million) (R million) (R million) Budget Vote 36 Programme 1 Administration R 1 715 R 1 808 R 1 922 R 5 445 Programme 2 Water Planning and Information Management R 862 R 965 R 1 030 R 2 857 Programme 3 Water Infrastructure Development R 12 496 R 13 233 R 13 959 R 39 687 Programme 4 Water Sector Regulation R 499 R 461 R 499 R 1 459 DWS Total R 15 572 R 16 467 R 17 409 R 49 447 DORA infrastructure transfers related to water Direct transfers Municipal infrastructure grant R 15 288 R 15 734 R 16 599 R 47 621 Water component of MIG (50%) R 7 644 R 7 867 R 8 300 R 23 811 Water Services Infrastructure R 3 481 R 3 669 R 3 871 R 11 021 Regional bulk infrastructure R 1 957 R 2 066 R 2 180 R 6 203 Indirect transfers R 0 Regional bulk infrastructure R 2 881 R 3 037 R 3 204 R 9 122 Water Services Infrastructure R 608 R 642 R 678 R 1 928 R 0 Municipal revenue R 72 000 R 76 320 R 80 899 R 229 219 Equitable share R 62 731 R 68 973 R 75 683 R 207 387 Equitable share for water and sanitation (10%) R 6 273 R 6 897 R 7 568 R 20 739 Menu NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Budget Cycle NWSMP Volume 3 Drivers Page 33 of 40 DRIVERS: SETTING THE TARGETS No Sub-Section Description Reference (page where found) Target definition and initial target date A Sustainable Development Goals (SDGs) (United Nations, 2015) A.1 SDG 6.1 Equitable access to safe and affordable drinking water 2030 A.2 SDG 6.2 Equitable access to adequate sanitation 2030 A.3 SDG 6.3 Improve WQ and reduce pollution 2030 A.4 SDG 6.4 Increase water use efficiency 2030 A.5 SDG 6.5 Implement integrated water resource management 2030 A.6 SDG 6.6 Protect and restore water eco systems 2030 A.7 SDG 6.a Expand international cooperation and capacity-building support 2030 A.8 SDG 6.b Stakeholder participation to improve water and sanitation management 2030 B National Development Plan, Vision 2030 (National Planning Commission, 2012) B.1 Enabling milestones Ensure access to clean running water in all homes Enabling milestones B.2 Critical actions Finance through tariffs, taxes and loans Critical actions B.3 Critical actions Ensure environmental sustainability and resilience Critical actions B.4 Critical actions New spatial norms and standards Critical actions B.5 Economic Infra: Obj. Ensure access to clean, potable water and enough water for agriculture and industry, recognising trade-offs in use of water Economic Infrastructure: Objectives B.6 Economic Infra: Obj. Reduce water demand in urban areas to 15% below business as usual scenario Economic Infrastructure: Objectives 15% below current by 2030 B.7 Economic Infra.: Act. Comprehensive management strategy including Investment programme for water resource development, bulk water supply and wastewater management Economic Infrastructure: Actions For Major centres, by 2012 Review every 5 years B.8 Economic Infra.: Act. Timely development of several new water schemes to supply urban and industrial centres and National water conservation programme to improve water use and efficiency Economic Infrastructure: Actions B.9 Economic Infra.: Act. Create regional water and wastewater utilities and expand mandates of existing water boards Economic Infrastructure: Actions Between 2012 and 2017 B.10 Water resources/ services Reliable water supply to meet their needs, while increasingly efficient agricultural water use will support productive rural communities Water resources and services All main urban and industrial centres by 2030 B.11 Water resources/ services Local governments will retain responsibility for ensuring service provision in their areas and, in many cases, will continue to manage the services directly. Water resources and services Before 2030 B.12 Managing water resources Managing, monitoring and protecting South Africa's water resources in a sustainable way while allowing for economic growth: Effective administration, regular review, prioritisation Managing water resources C Medium Term Strategic Framework 2014 -2019 (MTSF) (NPC, 2014) Outcome 6 An efficient, competitive and responsive economic infrastructure network Sub-Outcomes (SO), Strategic Infrastructure Project (SIP) SO 1 Regulation, funding and Investment improved C.1 Action 3 Consider establishing an economic regulator for water, independent from the department Sub-outcome 1 pg. 12 Memorandum to Cabinet: By July 2014 SO 4 Maintenance and supply availability of our bulk water resources ensured C.2 SIP 3 South Eastern node & corridor development: Mzimvubu project Sub-outcome 4 pg. 25 Construction commencement by 2014 C.3 SIP 5 Saldanha- Northern Cape development corridor: Vaal-Gamagara Bulk water supply scheme Sub-outcome 4 pg. 25 Phase 1 commencement in 2014 C.4 SIP 5 Saldanha- Northern Cape development corridor: Clanwilliam dam project Sub-outcome 4 pg. 25 Construction complete by 2019 C.5 SIP 7 Integrated Urban Space : Mooi Mgeni Transfer Scheme Sub-outcome 4 pg. 25 Complete by March 2016 C.6 SIP 7 Integrated Urban Space : Acid mine drainage Sub-outcome 4 pg. 25 Complete short term by June 2015 C.7 SIP 17 Regional integration for African cooperation: Lesotho Highlands Phase 2: On-budget and scheduled delivery Sub-outcome 4 pg. 28 100% C.8 SIP 18 Water and Sanitation Infrastructure Master Plan: SIP projects implemented Sub-outcome 4 pg. 26 90% C.9 SIP 18 Water and Sanitation Infrastructure Master Plan: Establish National water resources infrastructure agency Sub-outcome 4 pg. 26 Dec 16 C.10 SIP 18 Water and Sanitation Infrastructure Master Plan: Develop comprehensive investment programme Sub-outcome 4 pg. 26 Plan implementation 100% C.11 SIP 18 Water and Sanitation Infrastructure Master Plan: Finalise future institutional arrangements: Submit Institutional Review to Cabinet Sub-outcome 4 pg. 27 100% institutions established by 2017 C.12 SIP 18 Water and Sanitation Infrastructure Master Plan: Establish regional water and waste water utilities Sub-outcome 4 pg. 27 100% of Municipalities by 2019 C.13 SIP 18 Water and Sanitation Infrastructure Master Plan: Review existing water allocations Sub-outcome 4 pg. 27 100% implementation, review by Dec 2014 C.14 SIP 18 Water and Sanitation Infrastructure Master Plan: Review water and sanitation norms and standards and financial provisions Sub-outcome 4 pg. 27 100% implementation, review by Oct 2014 C.15 SIP 18 Water and Sanitation Infrastructure Master Plan: Additional water supply to Lephalale area Sub-outcome 4 pg. 27 100% completion, Mar 2015 C.16 SIP 18 Water and Sanitation Infrastructure Master Plan: Investigate and implement water re-use and desalination: Memorandum on research findings to Cabinet Sub-outcome 4 pg. 28 June 2015 C.17 SIP 18 Water and Sanitation Infrastructure Master Plan: Establish a dedicated national programme to reduce water demand and improve water-use efficiency in Agricultural sector Sub-outcome 4 pg. 28 Approval by June 2015 Outcome 7 Vibrant, equitable, sustainable rural communities contributing towards food security for all C.18 SO 1 Develop and implement spatial development plans: National Rural Spatial development plan approved Sub-outcome 1 pg. 3 75% of municipalities, by Mar 2016 C.19 SO 3 Develop under-utilised land in communal areas Sub-outcome 3 pg. 6 1 million ha, by Mar 2019 C.20 SO 4 Expand land under irrigation Sub-outcome 4 pg. 7 Additional 1250 ha , by Mar 2019 Menu NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Drivers NWSMP Volume 3 Drivers Page 34 of 40 C.21 SO 4 Support to smallholder producers to ensure production efficiencies Sub-outcome 4 pg. 8 Additional 80 000 smallholder producers, by Mar 2019 C.22 SO 5 Eradicate infrastructure backlog in rural schools Sub-outcome 5 pg. 8 100% of rural schools, Mar 2019 C.23 SO 5 Provide access to sanitation services in rural areas Sub-outcome 5 pg. 9 90% of Households, Mar 2019 C.24 SO 5 Bucket system eradicated in rural areas Sub-outcome 5 pg. 10 Zero bucket system, Mar 2019 Outcome 9 Revised Chapter 9: Responsive, accountable, effective and efficient developmental local government system C.25 Members of society have sustainable and reliable access to basic services : Water Revised Chapter 9 MTSF 90%, 5,2 million additional HH by 2019 C.26 Members of society have sustainable and reliable access to basic services : Sanitation Revised Chapter 9 MTSF 90%, 2,5 million additional HH, by 2019 C.27 Members of society have sustainable and reliable access to basic services : Bucket sanitation in formal areas Revised Chapter 9 MTSF 0% by 2019 Outcome 10 Protect and enhance our environmental assets and natural resources C.28 SO 1 Implement strategies for water conservation and demand management: Reduction of projected demand for 8 large water supply systems Sub-outcome 1 pg. 5 20% by 2019 C.29 SO 1 Water resource protection: Water use license applications processed Sub-outcome 1 pg. 5 80% annually C.30 SO 1 Number of water resources classified Sub-outcome 1 pg. 5 10 C.31 SO 1 Number of sites with river health programme implemented Sub-outcome 1 pg. 5 550 sites C.32 SO 1 Maintain or improve watershed services: Number of significant, integrated water related ecological infrastructure maintenance or improvement interventions Sub-outcome 1 pg. 5 20 Integrated interventions, Mar 2019 C.33 SO 1 Implement environmental regulations: Number of environmentally significant areas identified and published for restriction for mining activities Sub-outcome 1 pg. 7 1 by 2016 C.34 SO 1 Implement environmental regulations: Number of catchments identified for Acid mine drainage Sub-outcome 1 pg. 7 6 C.35 SO 1 Implement environmental regulations: Number of mines monitored for non-compliance in accordance with water license conditions Sub-outcome 1 pg. 7 450 C.36 SO 2 Development and implementation of sector adaptation strategies/plans: Number of sector adaptation strategies/plans completed Sub-outcome 2 pg. 10 5 Sectors by 2019 C.37 SO 2 Research in Climate services Sub-outcome 2 pg. 10 2 reports by 2019 C.38 SO 4 Enhance compliance monitoring and enforcement capacity within the sector: Compliance inspections/criminal investigations/enforcement notices Sub-outcome 4 pg. 14 14 750/1605/3150 by 2019 NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Drivers NWSMP Volume 3 Other information Page 35 of 40 Useful information Water loss (DWS No Drop Report) (2018) Province Population System Input Volume (SIV) (m ³ /annum) NRW (m³/annum) % Non-Revenue Water % Water Losses (WL) l/c/d Infrastructure Leakage Index (ILI) EC 4 477 918 332 151 376 158 647 165 47,8% 45,0% 200 4,8 FS 2 723 028 207 835 805 106 908 574 51,4% 46,6% 209 4,8 GT 12 978 281 1 473 100 700 528 839 540 35,9% 27,4% 305 5,8 KZN 8 491 508 697 751 184 327 444 107 46,9% 43,0% 225 6,2 LIM 4 225 967 281 235 907 155 016 679 55,1% 55,1% 182 5 MP 3 622 506 270 990 713 129 852 490 47,9% 43,9% 205 4,3 NC 1 085 944 94 205 305 45 418 308 48,2% 45,5% 238 7,1 NW 3 039 995 206 496 825 105 577 898 51,1% 51,1% 186 4,7 WC 6 108 993 482 695 411 102 720 237 21,3% 16,7% 201 2,4 National 46 754 140 4 046 463 225 1 659 588 711 41,0% 35,9% 233 5,3 Green Drop Certification Summaries Province Number of WSA's (2003) Number of WSAs with Certified Systems (2016) Number of Works (2016) Number of Certified Works No of 27 Priority DMs (2012) No of DMs Eastern Cape 14 1 196 1 5 8 Free State 19 1 120 1 1 5 Gauteng 9 2 103 7 1 5 KwaZulu-Natal 14 5 298 19 10 11 Limpopo 10 1 144 1 5 5 Mpumalanga 17 2 184 3 1 3 North West 10 0 92 0 3 4 Northern Cape 26 1 146 1 1 5 Western Cape 25 8 207 26 0 6 Totals: 144 21 1490 59 27 National Standards for Drinking Water quality ● Microbiological Compliance [%] 95.5 % ● Chemical Compliance [%] 98.1 % ● Physical Compliance [%] 98,0% ● Opera� onal Compliance [%] 87.2 % ● Compliance Comparison 94.7 % Municipal Water Services Projects - Total Perspective (March 2018) Province Project Main Category Total no of Water Project Total Project Cost Total 3 year MTEF 3 year Total Fund Allocation Eastern Cape Water 1006 R48 161 8 41 050 581 R17 895 7 47 114 Free State Water 458 R14 281 2 38 925 291 R3 772 4 62 107 Gauteng Water 372 R9 151 3 76 634 176 R4 800 5 15 376 KwaZulu-Natal Water 626 R61 014 3 26 371 444 R21 934 6 96 388 Limpopo Water 1495 R67 934 1 03 166 820 R21 667 0 35 378 Mpumalanga Water 776 R17 541 3 02 276 407 R7 619 3 97 804 North West Water 401 R14 647 2 34 233 236 R5 287 3 90 182 Northern Cape Water 679 R22 991 3 67 805 288 R5 640 6 62 104 Western Cape Water 880 R17 037 1 26 279 241 R2 054 8 52 231 TOTAL R272 759 9 16 738 R90 672 7 58 684 Province Project Main Category Total No of Sanitation projects Total Project Cost Total 3 year MTEF 3 year Total Fund Allocation Eastern Cape Sanitation 549 R18 432 0 71 778 282 R8 809 4 62 276 Free State Sanitation 438 R8 606 6 36 876 347 R5 535 9 69 913 Gauteng Sanitation 330 R21 188 0 91 434 143 R6 196 9 22 812 KwaZulu-Natal Sanitation 81 R3 600 9 05 963 63 R1 346 5 01 793 Limpopo Sanitation 171 R9 439 6 00 184 104 R3 529 2 82 324 Mpumalanga Sanitation 203 R3 268 1 27 911 68 R661 9 03 539 North West Sanitation 143 R3 460 7 32 675 77 R1 795 1 82 669 Northern Cape Sanitation 274 R9 556 1 67 959 86 R1 293 2 23 284 Western Cape Sanitation 779 R9 872 7 49 926 230 R3 000 8 41 697 TOTAL R87 425 0 84 705 R32 169 2 90 308 Menu NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Useful Info NWSMP Volume 3 Page 36 of 40 Geographical and other place names Province District Municipality Local Municipality WMAs Responsible Institutions Eastern Cape Alfred Nzo Matatiele Local Municipality Eastern Cape Alfred Nzo Berg-Olifants DWS Eastern Cape Alfred Nzo DC44 Eastern Cape Alfred Nzo Mbizana Local Municipality Eastern Cape Amathole Breede-Gouritz CoGTA Eastern Cape Amathole DC12 Eastern Cape Alfred Nzo Ntabankulu Local Municipality Eastern Cape Buffalo City Inkomathi-Usuthu WSAs Eastern Cape Chris Hani DC13 Eastern Cape Alfred Nzo Umzimvubu Local Municipality Eastern Cape Chris Hani Limpopo DMR Eastern Cape O.R. Tambo DC15 Eastern Cape Amathole Amahlathi Local Municipality Eastern Cape Joe Gqabi Mzimvubu-Tsitsikama SALGA Eastern Cape Joe Gqabi DC14 Eastern Cape Amathole Great Kei Local Municipality Eastern Cape Nelson Mandela Bay Olifants LM Free State Xhariep DC16 Eastern Cape Amathole Mbhashe Local Municipality Eastern Cape O.R.Tambo Orange CMA Gauteng West Rand DM DC48 Eastern Cape Amathole Mnquma Local Municipality Eastern Cape Blue Crane Route Local Municipality Pongola-Mzimkulu KwaZulu-Natal iLembe DC29 Eastern Cape Amathole Ngqushwa Local Municipality Eastern Cape Dr Beyers Naudé Local Municipality Vaal KwaZulu-Natal Ugu DC21 Eastern Cape Amathole Raymond Mhlaba Local Municipality Eastern Cape Kouga Local Municipality KwaZulu-Natal uMgungundlovu DC22 Eastern Cape Buffalo City Buffalo City Local Municipality Eastern Cape Kou-Kamma Local Municipality KwaZulu-Natal uMkhanyakude DC27 Eastern Cape Chris Hani Emalahleni Local Municipality Eastern Cape Makana Local Municipality KwaZulu-Natal uMzinyathi DC24 Eastern Cape Chris Hani Engcobo Local Municipality Eastern Cape Ndlambe Local Municipality KwaZulu-Natal uThukela DC23 Eastern Cape Chris Hani Enoch Mgijima Local Municipality Eastern Cape Sundays River Valley Local Municipality KwaZulu-Natal uThungulu DC28 Eastern Cape Chris Hani Intsika Yethu Local Municipality Free State Mafube Local Municipality KwaZulu-Natal Zululand DC26 Eastern Cape Chris Hani Inxuba Yethemba Local Municipality Free State Metsimaholo Local Municipality KwaZulu-Natal Amajuba DC25 Eastern Cape Chris Hani Sakhisizwe Local Municipality Free State Moqhaka Local Municipality KwaZulu-Natal Sisonke DC43 Eastern Cape Joe Gqabi Elundini Local Municipality Free State Ngwathe Local Municipality Limpopo Capricorn DC35 Eastern Cape Joe Gqabi Senqu Local Municipality Free State Masilonyana Local Municipality Limpopo Mopani DC33 Eastern Cape Joe Gqabi Walter Sisulu Local Municipality Free State Matjhabeng Local Municipality Limpopo Sekhukhune DC47 Eastern Cape Nelson Mandela Bay Nelson Mandela Bay Local Municipality Free State Nala Local Municipality Limpopo Vhembe DC34 Eastern Cape O.R.Tambo King Sabata Dalindyebo Local Municipality Free State Tokologo Local Municipality Limpopo Waterberg DC36 Eastern Cape O.R.Tambo Mhlontlo Local Municipality Free State Tswelopele Local Municipality Mpumalanga Ehlanzeni DC32 Eastern Cape O.R.Tambo Ngquza Hill Local Municipality Free State Mangaung North West Bojanala Platinum DC37 Eastern Cape O.R.Tambo Nyandeni Local Municipality Free State Dihlabeng Local Municipality North West Dr Ruth Segomotsi Mompati DC39 Eastern Cape O.R.Tambo Port St Johns Local Municipality Free State Maluti a Phofung Local Municipality North West Ngaka Modiri Molema DC38 Eastern Cape Sarah Baartman Blue Crane Route Local Municipality Free State Mantsopa Local Municipality Northern Cape John Taolo Gaetsewe DC45 Eastern Cape Sarah Baartman Dr Beyers Naudé Local Municipality Free State Nketoana Local Municipality Eastern Cape Sarah Baartman Kouga Local Municipality Free State Phumelela Local Municipality Eastern Cape Sarah Baartman Kou-Kamma Local Municipality Free State Setsoto Local Municipality Eastern Cape Sarah Baartman Makana Local Municipality Free State Kopanong Local Municipality Eastern Cape Sarah Baartman Ndlambe Local Municipality Free State Letsemeng Local Municipality Eastern Cape Sarah Baartman Sundays River Valley Local Municipality Free State Mohokare Local Municipality Free State Fezile Dabi Mafube Local Municipality Gauteng City of Johannesburg Free State Fezile Dabi Metsimaholo Local Municipality Gauteng City of Tshwane Free State Fezile Dabi Moqhaka Local Municipality Gauteng Ekurhuleni Free State Fezile Dabi Ngwathe Local Municipality Gauteng Emfuleni Local Municipality Free State Lejweleputswa Masilonyana Local Municipality Gauteng Lesedi Local Municipality Free State Lejweleputswa Matjhabeng Local Municipality Gauteng Midvaal Local Municipality Free State Lejweleputswa Nala Local Municipality Gauteng Merafong City Local Municipality Free State Lejweleputswa Tokologo Local Municipality Gauteng Mogale City Local Municipality Free State Lejweleputswa Tswelopele Local Municipality Gauteng Rand West City Local Municipality Free State Mangaung Mangaung Local Municipality KwaZulu-Natal Amajuba Free State Thabo Mofutsanyane Dihlabeng Local Municipality KwaZulu-Natal Newcastle Local Municipality Free State Thabo Mofutsanyane Maluti a Phofung Local Municipality KwaZulu-Natal eThekwini Free State Thabo Mofutsanyane Mantsopa Local Municipality KwaZulu-Natal Sisonke Free State Thabo Mofutsanyane Nketoana Local Municipality KwaZulu-Natal iLembe Free State Thabo Mofutsanyane Phumelela Local Municipality KwaZulu-Natal uMhlathuze Local Municipality Free State Thabo Mofutsanyane Setsoto Local Municipality KwaZulu-Natal King Cetshwayo Free State Xhariep Kopanong Local Municipality KwaZulu-Natal Ugu Free State Xhariep Letsemeng Local Municipality KwaZulu-Natal The Msunduzi Local Municipality Free State Xhariep Mohokare Local Municipality KwaZulu-Natal Umgungundlovu Gauteng City of Johannesburg City of Johannesburg Local Municipality KwaZulu-Natal Umkhanyakude Gauteng City of Tshwane City of Tshwane Local Municipality KwaZulu-Natal Umzinyathi Gauteng Ekurhuleni Ekurhuleni Local Municipality KwaZulu-Natal Uthukela Gauteng Sedibeng Emfuleni Local Municipality KwaZulu-Natal Zululand Gauteng Sedibeng Lesedi Local Municipality Limpopo Capricorn Gauteng Sedibeng Midvaal Local Municipality Limpopo Polokwane Local Municipality Gauteng West Rand Merafong City Local Municipality Limpopo Mopani Gauteng West Rand Mogale City Local Municipality Limpopo Sekhukhune Gauteng West Rand Rand West City Local Municipality Limpopo Vhembe KwaZulu-Natal Amajuba Dannhauser Local Municipality Limpopo Bela-Bela Local Municipality KwaZulu-Natal Amajuba Emadlangeni Local Municipality Limpopo Lephalale Local Municipality KwaZulu-Natal Amajuba Newcastle Local Municipality Limpopo Mogalakwena Local Municipality KwaZulu-Natal eThekwini eThekwini Local Municipality Limpopo Mookgophong/Modimolle Local Municipality KwaZulu-Natal Harry Gwala Greater Kokstad Local Municipality Limpopo Thabazimbi Local Municipality KwaZulu-Natal Harry Gwala Nkosazana Dlamini-Zuma Local Municipality Mpumalanga Bushbuckridge Local Municipality KwaZulu-Natal Harry Gwala Ubuhlebezwe Local Municipality Mpumalanga Mbombela/Umjindi Local Municipality KwaZulu-Natal Harry Gwala Umzimkhulu Local Municipality Mpumalanga Nkomazi Local Municipality KwaZulu-Natal iLembe KwaDukuza Local Municipality Mpumalanga Thaba Chweu Local Municipality KwaZulu-Natal iLembe Mandeni Local Municipality Mpumalanga Chief Albert Luthuli Local Municipality KwaZulu-Natal iLembe Maphumulo Local Municipality Mpumalanga Dipaleseng Local Municipality KwaZulu-Natal iLembe Ndwedwe Local Municipality Mpumalanga Dr Pixley Ka Isaka Seme Local Municipality KwaZulu-Natal King Cetshwayo Mthonjaneni Local Municipality Mpumalanga Govan Mbeki Local Municipality KwaZulu-Natal King Cetshwayo Nkandla Local Municipality Mpumalanga Lekwa Local Municipality KwaZulu-Natal King Cetshwayo uMfolozi Local Municipality Mpumalanga Mkhondo Local Municipality KwaZulu-Natal King Cetshwayo uMhlathuze Local Municipality Mpumalanga Msukaligwa Local Municipality KwaZulu-Natal King Cetshwayo uMlalazi Local Municipality Mpumalanga Dr JS Moroka Local Municipality KwaZulu-Natal Ugu Ray Nkonyeni Local Municipality Mpumalanga Emakhazeni Local Municipality KwaZulu-Natal Ugu Umdoni Local Municipality Mpumalanga Emalahleni Local Municipality KwaZulu-Natal Ugu uMuziwabantu Local Municipality Mpumalanga Steve Tshwete Local Municipality KwaZulu-Natal Ugu Umzumbe Local Municipality Mpumalanga Thembisile Local Municipality KwaZulu-Natal Umgungundlovu Impendle Local Municipality Mpumalanga Victor Khanye Local Municipality KwaZulu-Natal Umgungundlovu Mkhambathini Local Municipality North West Kgetlengrivier Local Municipality KwaZulu-Natal Umgungundlovu Mpofana Local Municipality North West Local Municipality of Madibeng KwaZulu-Natal Umgungundlovu Richmond Local Municipality North West Moretele Local Municipality KwaZulu-Natal Umgungundlovu The Msunduzi Local Municipality North West Moses Kotane Local Municipality KwaZulu-Natal Umgungundlovu uMngeni Local Municipality North West Rustenburg Local Municipality KwaZulu-Natal Umgungundlovu uMshwathi Local Municipality North West City of Matlosana Local Municipality KwaZulu-Natal Umkhanyakude Big 5 Hlabisa Local Municipality North West Maquassi Hills Local Municipality KwaZulu-Natal Umkhanyakude Jozini Local Municipality North West Tlokwe/Ventersdorp Local KwaZulu-Natal Umkhanyakude Mtubatuba Local Municipality North West Dr Ruth Segomotsi Mompati KwaZulu-Natal Umkhanyakude Umhlabuyalingana Local Municipality North West Ngaka Modiri Molema KwaZulu-Natal Umzinyathi Endumeni Local Municipality Northern Cape Dikgatlong Local Municipality KwaZulu-Natal Umzinyathi Msinga Local Municipality Northern Cape Magareng Local Municipality KwaZulu-Natal Umzinyathi Nquthu Local Municipality Northern Cape Phokwane Local Municipality KwaZulu-Natal Umzinyathi Umvoti Local Municipality Northern Cape Sol Plaatjie Local Municipality KwaZulu-Natal Uthukela Alfred Duma Local Municipality Northern Cape Gamagara Local Municipality KwaZulu-Natal Uthukela Inkosi Langalibalele Local Municipality Northern Cape Ga-Segonyana Local Municipality KwaZulu-Natal Uthukela Okhahlamba Local Municipality Northern Cape Joe Morolong Local Municipality KwaZulu-Natal Zululand Abaqulusi Local Municipality Northern Cape Hantam Local Municipality KwaZulu-Natal Zululand eDumbe Local Municipality Northern Cape Kamiesberg Local Municipality KwaZulu-Natal Zululand Nongoma Local Municipality Northern Cape Karoo Hoogland Local Municipality KwaZulu-Natal Zululand Ulundi Local Municipality Northern Cape Khâi-Ma Local Municipality KwaZulu-Natal Zululand uPhongolo Local Municipality Northern Cape Nama Khoi Local Municipality Limpopo Capricorn Blouberg Local Municipality Northern Cape Richtersveld Local Municipality Limpopo Capricorn Lepelle-Nkumpi Local Municipality Northern Cape Emthanjeni Local Municipality Limpopo Capricorn Molemole Local Municipality Northern Cape Kareeberg Local Municipality Limpopo Capricorn Polokwane Local Municipality Northern Cape Renosterberg Local Municipality Limpopo Mopani Ba-Phalaborwa Local Municipality Northern Cape Siyancuma Local Municipality Limpopo Mopani Greater Giyani Local Municipality Northern Cape Siyathemba Local Municipality Limpopo Mopani Greater Letaba Local Municipality Northern Cape Thembelihle Local Municipality Limpopo Mopani Greater Tzaneen Local Municipality Northern Cape Ubuntu Local Municipality Limpopo Mopani Maruleng Local Municipality Northern Cape Umsobomvu Local Municipality Limpopo Sekhukhune Elias Motsoaledi Local Municipality Northern Cape !Kheis Local Municipality Limpopo Sekhukhune Ephraim Mogale Local Municipality Northern Cape Dawid Kruiper Local Municipality Limpopo Sekhukhune Fetakgomo/Greater Tubatse Local Municipality Northern Cape Kai !Garib Local Municipality Limpopo Sekhukhune Makhuduthamaga Local Municipality Northern Cape Kgatelopele Local Municipality Limpopo Vhembe Collins Chabane Local Municipality Northern Cape Tsantsabane Local Municipality Limpopo Vhembe Makhado Local Municipality Western Cape Breede Valley Local Municipality Limpopo Vhembe Musina Local Municipality Western Cape Drakenstein Local Municipality Limpopo Vhembe Thulamela Local Municipality Western Cape Langeberg Local Municipality Limpopo Waterberg Bela-Bela Local Municipality Western Cape Stellenbosch Local Municipality Limpopo Waterberg Lephalale Local Municipality Western Cape Witzenberg Local Municipality Limpopo Waterberg Mogalakwena Local Municipality Western Cape Beaufort West Local Municipality Limpopo Waterberg Mookgophong/Modimolle Local Municipality Western Cape Laingsburg Local Municipality Limpopo Waterberg Thabazimbi Local Municipality Western Cape Prince Albert Local Municipality Mpumalanga Ehlanzeni Bushbuckridge Local Municipality Western Cape City of Cape Town 27 Priority DMsWater Services Authority Menu NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Data NWSMP Volume 3 Page 37 of 40 Province District Municipality Local Municipality WMAs Responsible Institutions 27 Priority DMsWater Services Authority Mpumalanga Ehlanzeni City of Mbombela Local Municipality Western Cape Bitou Local Municipality Mpumalanga Ehlanzeni Nkomazi Local Municipality Western Cape George Local Municipality Mpumalanga Ehlanzeni Thaba Chweu Local Municipality Western Cape Hessequa Local Municipality Mpumalanga Gert Sibande Chief Albert Luthuli Local Municipality Western Cape Kannaland Local Municipality Mpumalanga Gert Sibande Dipaleseng Local Municipality Western Cape Knysna Local Municipality Mpumalanga Gert Sibande Dr Pixley Ka Isaka Seme Local Municipality Western Cape Mossel Bay Local Municipality Mpumalanga Gert Sibande Govan Mbeki Local Municipality Western Cape Oudtshoorn Local Municipality Mpumalanga Gert Sibande Lekwa Local Municipality Western Cape Cape Agulhas Local Municipality Mpumalanga Gert Sibande Mkhondo Local Municipality Western Cape Overstrand Local Municipality Mpumalanga Gert Sibande Msukaligwa Local Municipality Western Cape Swellendam Local Municipality Mpumalanga Nkangala Dr JS Moroka Local Municipality Western Cape Theewaterskloof Local Municipality Mpumalanga Nkangala Emakhazeni Local Municipality Western Cape Bergrivier Local Municipality Mpumalanga Nkangala Emalahleni Local Municipality Western Cape Cederberg Local Municipality Mpumalanga Nkangala Steve Tshwete Local Municipality Western Cape Matzikama Local Municipality Mpumalanga Nkangala Thembisile Hani Local Municipality Western Cape Saldanha Bay Local Municipality Mpumalanga Nkangala Victor Khanye Local Municipality Western Cape Swartland Local Municipality North West Bojanala Kgetlengrivier Local Municipality North West Bojanala Local Municipality of Madibeng North West Bojanala Moretele Local Municipality North West Bojanala Moses Kotane Local Municipality North West Bojanala Rustenburg Local Municipality North West Dr Kenneth Kaunda City of Matlosana Local Municipality North West Dr Kenneth Kaunda Maquassi Hills Local Municipality North West Dr Kenneth Kaunda Tlokwe/Ventersdorp Local Municipality North West Dr Ruth Segomotsi Mompati Greater Taung Local Municipality North West Dr Ruth Segomotsi Mompati Kagisano/Molopo Local Municipality North West Dr Ruth Segomotsi Mompati Lekwa-Teemane Local Municipality North West Dr Ruth Segomotsi Mompati Mamusa Local Municipality North West Dr Ruth Segomotsi Mompati Naledi Local Municipality North West Ngaka Modiri Molema Ditsobotla Local Municipality North West Ngaka Modiri Molema Mahikeng Local Municipality North West Ngaka Modiri Molema Ramotshere Moiloa Local Municipality North West Ngaka Modiri Molema Ratlou Local Municipality North West Ngaka Modiri Molema Tswaing Local Municipality Northern Cape Frances Baard Dikgatlong Local Municipality Northern Cape Frances Baard Magareng Local Municipality Northern Cape Frances Baard Phokwane Local Municipality Northern Cape Frances Baard Sol Plaatjie Local Municipality Northern Cape John Taolo Gaetsewe Gamagara Local Municipality Northern Cape John Taolo Gaetsewe Ga-Segonyana Local Municipality Northern Cape John Taolo Gaetsewe Joe Morolong Local Municipality Northern Cape Namakwa Hantam Local Municipality Northern Cape Namakwa Kamiesberg Local Municipality Northern Cape Namakwa Karoo Hoogland Local Municipality Northern Cape Namakwa Khâi-Ma Local Municipality Northern Cape Namakwa Nama Khoi Local Municipality Northern Cape Namakwa Richtersveld Local Municipality Northern Cape Pixley ka Seme Emthanjeni Local Municipality Northern Cape Pixley ka Seme Kareeberg Local Municipality Northern Cape Pixley ka Seme Renosterberg Local Municipality Northern Cape Pixley ka Seme Siyancuma Local Municipality Northern Cape Pixley ka Seme Siyathemba Local Municipality Northern Cape Pixley ka Seme Thembelihle Local Municipality Northern Cape Pixley ka Seme Ubuntu Local Municipality Northern Cape Pixley ka Seme Umsobomvu Local Municipality Northern Cape Z F Mgcawu !Kheis Local Municipality Northern Cape Z F Mgcawu Dawid Kruiper Local Municipality Northern Cape Z F Mgcawu Kai !Garib Local Municipality Northern Cape Z F Mgcawu Kgatelopele Local Municipality Northern Cape Z F Mgcawu Tsantsabane Local Municipality Western Cape Cape Winelands Breede Valley Local Municipality Western Cape Cape Winelands Drakenstein Local Municipality Western Cape Cape Winelands Langeberg Local Municipality Western Cape Cape Winelands Stellenbosch Local Municipality Western Cape Cape Winelands Witzenberg Local Municipality Western Cape Central Karoo Beaufort West Local Municipality Western Cape Central Karoo Laingsburg Local Municipality Western Cape Central Karoo Prince Albert Local Municipality Western Cape City of Cape Town City of Cape Town Local Municipality Western Cape Eden Bitou Local Municipality Western Cape Eden George Local Municipality Western Cape Eden Hessequa Local Municipality Western Cape Eden Kannaland Local Municipality Western Cape Eden Knysna Local Municipality Western Cape Eden Mossel Bay Local Municipality Western Cape Eden Oudtshoorn Local Municipality Western Cape Overberg Cape Agulhas Local Municipality Western Cape Overberg Overstrand Local Municipality Western Cape Overberg Swellendam Local Municipality Western Cape Overberg Theewaterskloof Local Municipality Western Cape West Coast Bergrivier Local Municipality Western Cape West Coast Cederberg Local Municipality Western Cape West Coast Matzikama Local Municipality Western Cape West Coast Saldanha Bay Local Municipality Western Cape West Coast Swartland Local Municipality NWSMP Volume 3 Action Plan v4.8 2018-10-23.xlsx - Data List of Acronyms List of Standard Units Acronym Description Description Standard unit ACIP Accelerated Community Infrastructure Program Elevation m.a.s.l. AIP Alien Invasive Plants Acceleration m/s 2 AMCOW African Ministers’ Council on Water Ampere A, kA AMD Acid Mine Drainage Area m 2 , ha or km 2 ARC Agricultural Research Council Density kg/m 3 b/a billion per annum Diameter mm dia., m dia. BBBEE Broad-Based Black Economic Empowerment Dimension mm, m bn Billion= 1000 000 000 Discharge m 3 /s BRICS Brazil, Russia, India, China and South Africa Distance m, km CARA Central Adoption Resource Authority Electric power kVA, kW, MW CHE Council on Higher Education Energy kJ, MJ CMA Catchment Management Agency Force, weight N, kN, MN CME Compliance, Monitoring and Enforcement Gradient (V:H) % CMF Catchment Management Forum Height m CMS Catchment Management Strategy Mass kg, ton COP 17 17th Conference of the Parties Mean annual runoff million m 3 /a CRDP Comprehensive Rural Development Program Moment, torque Nm, kNm, MNm CRU Central RIA Unit Power kW, MW CSI Corporate Social Investment Pressure Pa, kPa, MPa CSIR Council for Scientific and Industrial Research Slope (H:V) or (V:H) 1:5 (H:V) or 5:1 (V:H) CSO Civil Society Organization Velocity, speed m/s, km/hr DAFF Department of Agriculture, Forestry and Fisheries Volt V, kV DBE Departments of Basic Education Volume (storage) m 3 , million m 3 , Ml/day DBSA Development Bank of Southern Africa Yield million m 3 /a DDT Dichlorodiphenyltrichloroethane DEA Department of Environmental Affairs DCoG Department of Cooperative Governance DHET Department of Higher Education and Training DM District Municipality DMR Department of Mineral Resources DOE Department of Energy DHS Department of Human Settlements DPE Department of Public Enterprises DPSA Department of Public Service & Administration DRD&LR Department of Rural Development & Land Reform DST Department of Science and Technology DTI Department of Trade and Industry DWA Department of Water Affairs DWAF Department of Water Affairs & Forestry DWM Developmental Water Management e.g. for example EU European Union ELU Existing Lawful Use etc. etcetera; and so on EWSETA Energy and Water Sector Education and Training Authority EXCO Executive Committee FAO Food and Agriculture Organisation FET Further Education and Training FETWater Framework Programme for Research, Education and Training in Water, South Africa (UNESCO initiative) G8 The Group of Eight (world’s eight wealthiest western countries) GA General Authorisations GCM Global Circulation Models GCIS Government Communication Information System GDP Gross Domestic Product GET General Education and Training GFETQSF General and Further Education and Training Qualifications Sub-Framework GG Government Gazette GGP Gross Geographic Product GIS Geographical Information System GLeWAP Groot Letaba River Water Development Project GN Government Notice GRIP Groundwater Resource Information Project HDI Historically disadvantaged individuals ha Hectares HE Higher Education HEI Higher Education Institutes HEQSF Higher Education Qualifications Sub-framework HRDS Human Resources Development Strategy HYDSTRA Integrated water resources management software IB Irrigation board IBSA The India-Brazil-South Africa Dialogue Forum IDP Integrated Development Plan IDZ Industrial Development Zone i.e. that is IHP International Hydrological Programme IPAP3 Industrial Policy Action Plan 3 IPP Independent Power Producers IRP Integrated Resource Plan IRR Institutional Reform and Realignment IT Information technology i.t.o. in terms of IUA Integrated Units of Analysis IWA International Water Association IWRM Integrated Water Resource Management IWWMP Integrated Water and Waste Management Plan IWTTSA Industry Water Task Team of South Africa JPTC Joint Permanent Technical Committee JSE Johannesburg Stock Exchange JWC Joint Water Commission KNP Kruger National Park KPI Key performance indicator LEDP Local Economic Development Plan LGSETA Local Government Sector Education & Training Authority LHDA Lesotho Highlands Development Authority LHWP Lesotho Highlands Water Project LRAD Land Reform for Agricultural Development LTAS Long Term Adaptation Scenarios LWC Limpopo Watercourse Commission m 3 /a cubic meter per annum mm/year millimetres per year mg/l milligrams per litre Ml/day megalitres per day= 1 000 000 litres/day MAR mean annual runoff Menu MDG Millennium Development Goals MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant MISA Municipal Infrastructure Support Agency MMTS2 Mooi-Mgeni Transfer Scheme Phase 2 MoU Memorandum of Understanding MTEF Medium Term Expenditure Framework MWIG Municipal Water Infrastructure Grant MW Megawatts NATED National Technical Education NCBF National Capacity Building Framework for Local Government NDP National Development Plan NEMA National Environmental Management Act NFEPA National Freshwater Ecosystem Priority Areas NGA National Groundwater Archive NGP New Growth Path NGO Non-government organisation NGS National Groundwater Strategy NMBMM Nelson Mandela Bay Metropolitan Municipality NPC National Planning Commission NPS Non-point source NPSS Non-Point Source Strategy NQF National Qualifications Framework NRF National Research Foundation NRW Non-Revenue Water NSA National Skills Accord NSDP National Spatial Development Perspective NSDS National Skills Development Strategy NSI National System of Innovation NT National Treasury NWA National Water Act (Act 36 of 1998) NWAC National Water Advisory Council NWRI National Water Resource Institute NWRS National Water Resource Strategy NWRS1 National Water Resource Strategy (first edition, 2004) NWRS2 National Water Resource Strategy (second edition 2013) ODA Official Development Assistance OECD Organisation for Economic Cooperation and Development ORASECOM Orange-Senqu (River Basin) Commission ORWRDP Olifants River Water Resource Development Project OQSF Occupational Qualifications Sub-Framework OSD Occupation Specific Dispensation PALAMA Public Administration Leadership and Management Academy PES Present Ecological State Ph Phase PFMA Public Finance Management Act PGDP Provincial Growth and Development Plan PGDS Provincial Growth and Development Strategy PMU Project Management Unit PPP Public Private Partnerships P/S pump station PWC Permanent Water Commission QCTO Quality Council for Trades and Occupations R&D Research and Development R&I Research and Innovation RBIG Regional Bulk Infrastructure Grant RBO River Basin Organizations RDM Resource Directed Measures RDP Reconstruction and Development Programme REGIS Software system developed in the Netherlands, currently under investigation for its application in South Africa RIA Regulatory Impact Assessment RIDMP Regional Infrastructure Development Master Plan RISDP Regional Indicative Strategic Development Plan Rio+20 United Nations Conference on Sustainable Development, 2012 RPL Recognition of Prior Learning RQO Resource Quality Objectives RSA Republic of South Africa RSAPIII Regional Strategic Action Plan III RWH Rainwater harvesting RWU Regional Water Utility RWQO Receiving Water Quality Objective SA South Africa SAAWU South African Association of Water Utilities SADC Southern African Development Community SAICE South African Institution of Civil Engineering SALGA South African Local Government Association SAWS South African Weather Service SDC Source Directed Controls SETA Sector Education & Training Authority SIP Strategic Integrated Project SIWI Stockholm International Water Institute SULP Sustainable Utilization Plans SWPN Strategic Water Partnership Network TAC Technical Advisory Committee TCTA Trans Caledon Tunnel Authority UDF Urban Development Framework UN United Nations UNCSD United Nations Conference on Sustainable Development UNEP United Nations Environment Programme GEMS Global Environment Monitoring System UNFCCC United Nations Framework Convention on Climate Change UNESCO United Nations Educational, Scientific and Cultural Organization VGG Vaal Gamagara WAR Water Allocation Reform WAS Water Accounting System WARMS Water Registration Management System WARS Water Allocation Reform Strategy WCWSS Western Cape Water Supply System WCWDM Water Conservation and Water Demand Management WDCS Waste Discharge Charge System WISA Water Institute of Southern Africa WMA Water Management Area WMP Water Management Plan WMS Water Management System WRA Water Research Act WRC Water Research Commission WRM Water Resource Management WRTC Water Resources Technical Committee WS Water Services WSA Water Services Authority WS Act Water Services Act (Act 108 of 1997) WSDP Water Services Development Plans WSLG Water Sector Leadership Group WSP Water Services Provider WMA Water Management Area WTW water treatment works WWC World Water Council WWTW waste water treatment works WUL Water Use License National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 3-1 3. DETERMINANTS The following determinants were applied when the content of Volume 3 was developed and are illustrated in Figure 3-1 below: Figure 3-1: Content of Volume 3  Each action is associated with levels of detail, which are as follows:  Level 1 includes the twelve elements that reflect the key identified programmes to operationalise the new water and sanitation sector paradigm, i.e. water and sanitation management and creating the enabling environment.  Level 2 is defined as the key actions listed under Volume 1 and the sub-ordinate / supporting actions listed within Volume 2.  Level 3 is defined as the area level on which the action much be achieved and breaks down to a maximum of provincial or systems level. Not all the actions will be drilled down to provincial or catchment level as this detailed breakdown is impractical for a NW&SMP.  All the actions within Volume 3 are cross referenced back to Volume 1 and Volume 2. Furthermore, the same numbering format that is used in Volumes 1 and 2 is also used in Volume 3.  Clear cognisance should be taken of the fact that the NW&SMP, and specifically Volume 3, do not intend to replace the existing planning processes at local level, but rather to agree with all stakeholders on the set targets at provincial and catchment levels. The provincial and local authorities should align National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 3-2 their local master planning in a manner that will result in achieving these set targets as illustrated within Figure 3-2 below. Figure 3-2: Alignment of National Planning Process with Sectorial & Departmental Planning Process  The NW&SMP sets out the framework for how South Africa will manage its water resources and implement water and sanitation programmes to achieve targets set in Government’s National Development Plan, Medium Term Strategic Framework (MTSF) and Medium-Term Expenditure Framework (MTEF). Furthermore, the NW&SMP also addresses the global and African agendas outlined in the Sustainable Development Goals (SDGs) and the African Union’s (AU) Agenda 2063. Each action within Volume 3 will be justified for its position in relation to the set targets to be achieved by Government. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 3-3 3.1 INTERNAL LINKAGES OF ACTIONS Actions identified under the twelve master plan elements cannot be separated from each other. Actions under the Enabling Environment should be seen as “umbrella” actions that simultaneously support / guide a number of elements or groups under Water and Sanitation Management 3.2 PROPOSED ACTION PRIORITISATION APPROACH Volume 3 is the Implementation Plan of the NW&SMP and constitutes a breakdown of activities that should be executed in a logical and prioritised order to achieve the national targets. It is foreseen that priorities will be assigned to Level 2 and Level 3 actions, i.e. where an action is only detailed up to Level 2, a priority will be assigned. The reader should also note that this is a first order prioritisation approach that could be further optimised and re-applied during the Phakisa. The prioritisation approach is an iterative process in dealing with the sequence of key actions and supporting actions as certain actions must happen before others that would have a bigger impact on business as usual, which should also consider the following:  Importance and consequences of delayed implementation;  Value for money/low lying fruits;  Committed funds and projects underway;  Government priorities, international obligations, drivers; and  Ascertain available funding and practicalities. If not met, shift actions into the future. 3.3 ASSUMPTIONS/CRITERIA/PRINCIPLES USED FOR DETERMINATION OF COSTS In order to ensure that the NW&SMP remains a ‘living” document, it is important that all assumptions pertaining to determining the cost requirement are properly documented per action. The following first order assumptions were made:  The associated cost to implement an action represents a present day value and is the year when the NW&SMP was developed, i.e. 2018. Figure 3-3: Linkages between Actions National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 3-4  The NW&SMP includes action costs until 2030 and beyond and no escalation has been considered for now. However, the following could be used as a guideline of elements that will lead to escalation for inclusion in determining on how it will be dealt with in future:  Present value costs reflect a high level cost estimate before the detailed design was completed;  Infrastructure projects of similar size and nature currently underway were considered that would also result in an underestimation of material and labour cost;  Possible solutions to actions were costed that needs to be negotiated and approved during future implementation;  DWS / Munipalities, etc. operational cost excluded, as well as Operation and Maintenance (O&M) cost are excluded;  The site location of projects and local conditions affect labour and material;  Changes in the global market affects construction costs; and  Regulatory changes could result in changing the design standards.  A record of assumptions and pricing per action are kept for auditing and future amendments;  All cost estimates exclude VAT of 15%; and  Cost estimates excludes salary costs for governmental staff. 3.4 FUTURE INCLUSIONS TO BE CONSIDERED UNDER VOLUME 3 The reader must take note that Volume 3 is currently still under development, its full functionality and interactiveness is therefore currently work in progress. As Volume 3 is communicated to the Water Sector, additional functionalities that could be incorporated in future, are the following:  Schedule of Actions to be area specific, i.e. extracting the actions that is only relevant to the Limpopo province. It must be noted that it should also include the higher order actions that would also have an impact on the manner in which the province implements the NW&SMP;  Include a search facility;  Consider the spatial representation of actions;  Consider the further development, application and roll-out of the NW&SMP within a web enabled database environment;  Consider the inclusion of Monitoring and Evaluation (M&E) functionality as part of Volume 3 to enable real-time progress with the implementation of the NW&SMP;  User rights to be assigned to ensure that the content Volume 3 is protected and user rights must be determined during the final stages of development; and  Interconnectivity between actions should be included. National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4-5 4. FUNCTIONALITY: Information on how to navigate within Volume 3 spreadsheet is described in the call out buttons. The basic navigation principles between the various sheets are the same. Figure 4-1: Volume 3 Dashboard-Home page The Viewer can access the various MP sections either by clicking on any of the honey comb cells or selecting one of the tabs at the bottom of the sheet Useful information sheet is contained within the “Other sheets”-button and can be accessed by clicking on the button or selecting one of the tabs at the bottom of the sheet i.e.: • A list of specific major Infrastructure projects • Drivers of the NW&SMP • Financial Information related to the MTEF can be found under Budgets • The total budget requirement of the NW&SMP can be found under Finances • Useful Info and Data tabs provide baseline / status quo information relevant to the various actions of the NW&SMP National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4-6 Once the viewer clicked on a NW&SMP Section, it will jump to that sheet. The Viewer can return to the Home Screen by clicking on Menu The Viewer can access definitions of the spreadsheet by clicking on the Help Button The Viewer can click on the + buttons to access the detailed actions under that NW&SMP section The Viewer can also access definitions of the spreadsheet by placing their cursor on a cell heading and a definition of the heading will appear National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4-7 4.1 CONTENTS OF THE VARIOUS TABS This sheet lists the special Infrastructure related projects to be implemented by DWS. These infrastructure projects are subdivided into the following:  Surface water  Desalination  Re-use The viewer can click on any of the text boxes to navigate between the various types of infrastructure projects. Infrastructure National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4-8 This sheet provides a summary of the total budget requirements for the NW&SMP, split into NW&SMP Section, sub section and into allocations per time period. The viewer should take note that the majority of the funding requirement falls under the NW&SMP Sub section, Managing effective water and sanitation services (72%). At least two thirds of this amount can be ascribed to the inclusion of the water services projects earmarked for implementation by the Municipalities / Water Services Authorities. The total requirement should also be compared with the funding available within the next three-year MTEF cycle indicated under the Budget Cycle-tab. This sheet provides information on the available funding for water services in the next three- year MTEF cycle. The available budget for the next three years for the DWS and Municipalities is R 97 068 billion. This is substantially less than the total budget required under the Finances tab until 2020 that shows at least R 155 billion is required. Finances Budget cycle National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4-9 This sheet provides the detailed information on the various National Drivers of the NW&SMP. The Drivers are linked to each one of the NW&SMP actions. It only shows the linkage using the No. and Sub section as the reference number. Useful information provides the base line / status quo information as at 2018. The NW&SMP actions then derived the minimum target the action would like to achieve over a certain period. This information would enable the DWS to monitor progress in the implementation of the NW&SMP. Drivers Useful info National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4 10 The sheet provides the viewer the levels of detail the NW&SMP action should be implemented e.g. Provincial, Municipal, WMA levels to name only a few. It also lists the names of the District Municipalities, Local Municipalities as well as the 27 Priority District Municipalities. Data National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4 11 4.2 SPECIFICATIONS: Level 1: Key Actions Level 2: Supporting Actions Level 3: Regional Actions Nat., Reg. & System (N)/Prov. (P)/Local (L) Baseline / Status Quo Overall targets Breakdown of deliverables per time segment Priority Drivers Major Measurable Deliverable Target Date Responsible Institutions Present Value Cost (VAT excl.) R million (2018) 2018-2020 2021-2025 2026-2030 (current NW&SMP horizon, to vary in future) 2031-2050 (beyond current NW&SMP horizon) Note Magnitude of impact if action does not occur Is it a foundation action? What level of impact will the investment generate? What has prevented action from being completed to date? Start Compl. Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million Deliverable Date PV Cost R million (1) Critical, (2) Serious, (3) important (4) minor (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit A B C D E F G H I J K L M N O P Q R S T U V W X Y Z AA AB Definition Example A Level 1Key Action NW&SMP Main sections: 1. W&S management 2. Enabling environment Level 1 is linked to the 6 NW&SMP sub sections: 1.1 Reducing water demand and increasing supply 1.1.1 Reducing Water Demand 1.1.2 Increasing Supply 1.1.3 Infrastructure 1.2 Redistributing water for transformation 1.3 Managing effective water and sanitation services 1.4 Regulating the water and sanitation sector 1.5 Improving raw water quality 1.6 Protecting and restoring ecological infrastructure 2. 1 Creating effective water sector institutions 2.2 Managing data and information 2.3 Building Capacity for action 2.4 Ensuring financial sustainability 2.5 Amending the legislation 2.6 Enhancing Research, development and innovation Strategic action Driven by Government objectives and goals Broad deliverable and no prioritisation required on this level Timeframes determined by Government objectives and goals – roll-up of timeframes from level 2 and level 3 Only the lead responsibility to be indicated Budget to be rolled up from level 2 and level 3 Outcome actions that support the level 1: Strategic Action in Actions to be listed in order of execution to meet Strategic action Should set the sub goal to be achieved under Level 3 action Timeframes determined by level 3 but still within overall target set by Level 1 W&S Management Reduce water demand National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4 12 Definition Example Budgets to be rolled up from level 3 B Level 2: Supporting Action Include supporting action(s) ordered chronologically to meet sub goal Outcome actions that support the level 1: Strategic Action in Actions to be listed in order of execution to meet Strategic action Should set the sub goal to be achieved under Level 3 action Timeframes determined by level 3 but still within overall target set by Level 1 Budgets to be rolled up from level 3 Reduce Non-Revenue Water (NRW) and water losses in all municipalities to 15% below the business as usual. C Level 3: Regional Action Detailed action(s) required to meet sub-goal set under Level 2 Actions to be listed in order of execution to meet sub goal (propose “bottom to top” approach) Timeframes will depend on current SQ specific to the level (N, P, L, WB, System) but must be within target set at Level 1 Budgets to be level specific List per province: No of WSAs per provinces / NRW target D Level (N, P, L) Nat , Reg. & System (N)/Prov. (P)/Local (WSA) Level to meet the target could be; National(N), Provincial (P), Local (WSA), Water Board (WB) P E Baseline / Status Quo Status Quo Current Status Quo Current baseline in 2018 46.3 F Overall targets Drivers Each action shall be linked to National Strategic Drivers, e.g. Service Delivery Goals(SDGs), the National Development Plan 2030 (NDP 2030); Strategic Intervention Project These Drivers are listed under the Drivers tab within the spreadsheet A.3, B11 G Major Measurable Deliverable Overall Sub goal set to meet the strategic action 20 % NRW per WSA Pre-defined criteria to be set per detailed action where possible until overall target is met. May vary between and within levels Reduce NRW by 15% per annum per province until national goal of 20% is reached H Target Start Date Start date should be indicated per financial year in which the action will start 2018 I Target Completion date Completion date should be indicated per financial year in which the action will be completed 2030 J Responsible Institutions Level to meet the target could be; National(N), Provincial (P), Local (WSA), Water Board (WB) WSA, DWS, CoGTA K Present Value Cost (VAT excl) R million Present cost is defined as total current value in year 2018 R million to complete action over time period. Costs exclude VAT. Cost should reflect the total cost requirement over the full period R 439,2 L Breakdown of deliverables per time segment 2018-2020 Deliverable Reduce overall target to meet strategic action Reduce NRW by 15% per annum until national strategic target of 20% is met M Date Start date should be indicated per financial year 2018 N Cost Multiply no of entities not meeting target with unit cost per and the total no of financial years R 16 O 2021-2025Deliverable Reduce overall target to meet strategic action Reduce NRW by 15% per annum until national strategic target of 20% is met P Date Start date should be indicated per financial year 2021 Q Costs Multiply no of entities not meeting target with unit cost per and the total no of financial years R 40 R 2026-2030 (current MP horizon, to vary in future) Deliverable Reduce overall target to meet strategic action Reduce NRW by 15% per annum until national strategic target of 20% is met National Water and Sanitation Master Plan Water is Life – Sanitation is Dignity 14-JAN-19 VERSION 4.8 Page 4 13 Definition Example S Date Start date should be indicated per financial year 2030 T Cost Multiply no of entities not meeting target with unit cost per and the total no of financial years R 8 U 2031-2050 (beyond current MP horizon) Deliverable Maintain overall strategic target Maintain NRW of 20% per WSA V Date Start date should be indicated per financial year 2031 W Costs Responsible entity should include budget to maintain national strategic target R 8 per annum X Notes Provide additional comments where applicable Y Magnitude or impact if action does not occur Impact if strategic target is not achieved should be indicated as follows: (1) Critical, (2) Serious, (3) important (4) minor 1 Z Is it a foundation action Status of action should be indicated as follows: (1) Other actions highly dependent; (2) Few direct dependencies (3) no direct dependencies 1 AA What level of impact will the investment generate? Where possible, the impact should be indicated as follows: (1) Major benefit (>x10); (2) moderate benefit (>x2) (3) limited benefit 1 AB What has prevented action from being completed to date? WSAs