imiesa july 2014

IMESAThe official magazine of the Institute of Municipal Engineering of Southern Africa

INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

A true revival TOSAS

Ruralroads

Maintenance now

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Trenchless technology

Getting the most out of innovations

Western Aqueduct

Durban’s largest pipeline

SARMA supplement

“We are reaching our ultimate milestone as the countdown to completion of our flagship plant, Aganang, builds” Pieter Fourie, chief executive, Sephaku CementMEDIA

The new

HEAD OFFICE Unit 19 Alexander Park, 24 Alexander Road, Westmead, Pinetown, KZN, SA 3610 • Postnet Suite 23, Private Bag X4, Kloof 3640

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NATIONAL OFFICES • Pietermaritzburg • Port Elizabeth • Johannesburg • Cape Town • Shelly Beach

In response to this approach, JOAT has invested in wide-ranging

technology and partnerships that can be harnessed for the

benefit of municipalities. Flow metering solutions (permanent

or temporary, monitoring or revenue-generating), data manage-

ment solutions (data loggers, GSM data loggers), control valve

solutions (pressure-reducing valves, pressure controllers, surge

control), leak detection solutions (leak detection equipment

and service) and energy efficiency solutions (variable speed

drives and system optimising) are all available to be presented

into cost-effective, custom-made packages.

JOAT has also expanded into the optimisation of energy

consumption in the water cycle and has a number of in-house

experts that can undertake energy audits and design energy

efficiency solutions for pump stations and treatment works. This

forms part of its overall approach to making the distribution of

water as efficient as possible.

THE JOAT GROUP OF COMPANIES has moulded itself into an

efficient and market-leading solutions-orientated team that pri-

marily addresses the optimisation of water supply to consumers

through the minimisation of water losses, application of appro-

priate technology, revenue improvement and energy efficiency.

The group’s key focus areas of operation are consulting and

operations engineering (essentially the reduction of nonreve-

nue water and stabilising of water supply), product sales and

support, energy efficiency and mentorship. JOAT’s passion and

vision is to ensure that municipalities become as efficient as

possible in delivering water to consumers and has adapted its

approach towards an outcomes-based partnership that has

shared responsibility and accountability. The ultimate objective

of any successful partnership with JOAT is to provide water ser-

vice authorities with an efficient distribution system that they

are fully equipped and trained to continue to operate.

IMIESA July 2014 1

VOLUME 39 NO 7 JULY 2014CONTENTS

16 Determining the best BRT for eThekwini

61 Rural road asset management




Ruralroads

Maintenance now




Western Aqueduct


SARMA supplement


The new

Having been the acknowledged leader in the supply of bituminous products, Tosas is now well on its way to again becoming the number one value-added binder supplier in Southern Africa. P6

68 Upgrading dam infrastructure in Angola

29 Vlakfontein canal rehabilitation project

Project: WaterVlakfontein canal rehabilitation project phase ii 29

Water and wastewaterOptimising water infrastructure assets 41

Technology in engineeringPrepaid water meters turn around revenue collection 46

Trenchless technologyThermally fused PVC pipe in trenchless installations 50

RoadsPreserving our future 61

Africa projectUpgrading dam infrastructure in Angola 68

EnergyRestoration of impoundment at Hartbeespoort Dam 70

28 Caesar’s Dam Water Treatment Works upgrade in final stage

SEPHAKU CEMENTAbsolute customer commitment

SARMA

SOUTHERN AFRICA READYMIX

ASSOCIATION

SARMA The Readymix Conference 2014

GROWTHInvesting in construction materials

Southern Africa Readymix Association

Special feature Tilt-up construction is a modern-day building technique that takes current challenges and requirements into account and incorporates these improvements into a simple yet effective solution.

Section cover Sephaku Cement 33

Divisional cover story

Sephaku Cement’s kiln

ready to fire up 34

SARMA

Sustainable readymix under

the spotlight 36

The time to invest is now 38

RegularsEditor’s comment 3

President’s comment 5

Africa Roundup 10

Index to advertisers 76

Cover storyTosas – partner, provider, innovator 6

Municipal featureAdding to Durban’s largest water pipeline 13

TransportDetermining the best BRT for eThekwini – Part 2 16

Water and wastewaterCaesar’s Dam WTW upgrade in final stage 27

EDITOR’S COMMENT

IMIESA July 2014 3

To our avid readers, check out what we are talking about on our website, Facebook page or follow us on Twitter and have your say.

@infrastructure4 Infrastructure News

PUBLISHER Elizabeth ShortenEDITOR Nicholas McDiarmidEDITORIAL ASSISTANT Danielle PettersonHEAD OF DESIGN Frédérick DantonSENIOR DESIGNER Hayley MendelowDESIGNER Kirsty GallowayCHIEF SUB-EDITOR Tristan SnijdersSUB-EDITOR Beatrix KnopjesCONTRIBUTORS Emmanuel Adewumi, Dhiren Allopi, Bo Barta, Patrick Dorkin, ML Griffioen, Leonard Malapane, S Natha, Roger Purchase, Andrew Seidel, Robert WalkerCLIENT SERVICES & PRODUCTION MANAGER Antois-Leigh BotmaPRODUCTION COORDINATOR Jacqueline ModiseFINANCIAL MANAGER Andrew LobbanMARKETING MANAGER Hestelle RobinsonDIGITAL MANAGER Esther LouwADMINISTRATION Tonya HebentonDISTRIBUTION MANAGER Nomsa MasinaDISTRIBUTION COORDINATOR Asha PursothamSUBSCRIPTIONS [email protected] United Litho Johannesburg +27 (0)11 402 0571___________________________________________________

ADVERTISING SALESJenny Miller Tel: +27 (0)11 467 6223___________________________________________________

PUBLISHER: MEDIA No. 4, 5th Avenue, Rivonia 2056PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7274/5 E-mail: [email protected] www.3smedia.co.za

ANNUAL SUBSCRIPTION: R550.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR.© Copyright 2014. All rights reserved.___________________________________________________

IMESA CONTACTSIMESA Administration Officer: Narisha SoganP O Box 2190, Westville, 3630Tel: +27 (0)31 266 3263Fax: +27 (0)31 266 5094Email: [email protected]: www.imesa.org.za

BORDER BRANCHSecretary: Melanie MatroosTel: +27 (0)43 705 2401Fax: +27 (0)43 743 5266E-mail: [email protected]

EAST CAPE BRANCHClarine ColtmanTel: +27 (0)41 505 8019Fax: +27 (0)41 585 3437E-mail: [email protected]

KWAZULU-NATAL BRANCHSecretary: Rita MatthewsTel: +27 (0)31 311 6382Fax: +27 (0)31 701 2935

NORTHERN PROVINCE BRANCHSecretary: Rona FourieTel: +27 (0)82 742 6364Fax: +27 (0)86 634 5644E-mail: [email protected]

SOUTHERN CAPE KAROO BRANCHSecretary: Henrietta OliverTel: +27 (0)79 390 7536Fax: 086 536 3725E-mail: [email protected]

WESTERN CAPE BRANCHSecretary: Erica van JaarsveldTel: +27 (0)21 938 8455Fax: +27 (0)21 938 8457E-mail: [email protected]

FREE STATE AND NORTHERN CAPE BRANCHSecretary: Wilma Van Der WaltTel: +27(0)83 457 4362Fax: 086 628 0468E-mail: [email protected]

All material herein IMIESA is copyright protected and may not be reproduced either in whole or in part without the prior written permission of the publisher. The views of contributors do not necessarily reflect those of the Institute of Municipal Engineering of Southern Africa or the publishers.

Cover opportunity In each issue, IMIESA offers advertisers the opportunity to get to the front of the line by placing a company, product or service on the front cover of the journal. Buying this position will afford the advertiser the cover story and maximum exposure. For more information on cover bookings contact Jenny Miller on tel: +27 (0)11 467 6223.

IT ALSO FORMALISES the Presidential Infrastructure Coordinating Commission (PICC) and will

‘improve the management of infrastructure during all life-cycle phases’.

That last point is extremely important. As has been highlighted repeatedly, the current pro-

curement system is highly flawed, placing price above all else, followed by broad-based black

economic empowerment. One person who has been very vocal about this is CESA president Lefadi

Makibinyane, who has been playing a key role in the Presidential/Business Bilateral for Inclusive

Growth, and notes that further meetings with the President are scheduled for mid-July. “The imple-

mentation of the Act is very timely and gives serious emphasis to the National Development Plan. It

finally shows government acknowledging infrastructure as its primary tool for economic and social

development. It should definitely raise hopes and confidence in the sector,” he told IMIESA.

Municipal infrastructure is a key sector for the implementation of the Strategic Integrated Projects

and much of the Act’s import is to establish transparency and accountability in the structures set to

operationalise the Act, with the PICC monitoring development. What this means is a more direct line

between the presidency and all infrastructure-implementing agencies, which include many members

of IMESA. The issues that are most likely going to be emerging in the coming months will include

skills and capacity, specifications and localisation. The specifying of local content in projects is also

intended to give local manufacturers, who are very much part of the infrastructure community, a

more competitive edge, which can surely only be of benefit to South Africa.

Over the months, IMIESA has been examining these issues, and it can only be hoped that estab-

lishment of the Infrastructure Development Act will be the final key to unlocking the changes and

developments in the sector that everyone has been looking for.

Moving from the lofty heights of policy to the business of actual engineering… this edition of

IMIESA covers a broad selection of projects, from public transport, to dam building, to hydropower

and trenchless technology, and it has been a pleasure to produce. Trenchless technology keeps

evolving and the No-Dig South Africa 2014 conference will be taking place from 29 July. It is a

packed programme (including an appearance from IMESA president Frank Stevens) and has been

split between new construction on day one and rehabilitation on day two. More information can be

found on www.nodigsouthafrica.com.

Amazingly, we will soon be entering the last quarter of the year, and we are already planning

our editorial content strategy for 2015. Please feel free to contact me if there are specific top-

ics you think we should be covering or any improvement you wish to see. I can be reached on

[email protected].

IMESA

The official magazine of the Institute

of Municipal Engineering of Southern Africa


Paving the

Pedicle Road

BARLOWORLD

EQUIPMENT

Defining BRT

Integrating

transport in

South Africa

I S S N 0 2 5 7 1 9 7 8 Vo l u m e 3 9 N o . 6 • J u n e 2 0 1 4 • R 5 0 . 0 0 ( i n c l VAT )

Disaster

management

Securing SA’s local

government

Road building

Evolving ecological

solutions towards

greener roads

in the HOT SEAT

“It is important for Africa to have the presence of large global operations ensuring the

right equipment is available for the market” Rocco Lehman, managing director, Ammann SA

MEDIA




Ruralroads

Maintenance now




Western Aqueduct


SARMA supplement


The new

The Infrastructure Development Act has come into effect as of 1 July 2014, and is intended to facilitate and coordinate infrastructure development as one of government’s key development levers.

Beyond the Act

Nicholas McDiarmid

29‐31 OCTOBER 2014

Register & pay BEFORE 31 JULY 2014• Early Bird for IMESA members@ R4500• Early Bird for Non-IMESA members@ R5000

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The 2014 IMESA Conference will be hosted at the International Convention Centre, Durban

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THIS AWARD was

established in 2000 to

stimulate and celebrate

outstanding and trans-

formative water achievements

by companies in improving pro-

duction, managing risks, finding

solutions and contributing to

wise water management.

The Royal Swedish Academy

of Engineering Sciences and

the World Business Council for

Sustainable Development were

partners in establishing the

award, which is also supported

by the International Water

Association and World Wide

Fund for Nature. Nominations

are made by international

organisations and not the

nominees themselves.

eThekwini Water and

Sanitation was named the

2014 winner of the Stockholm

Industry Water Award for its

transformative and inclusive

approach to providing water

and sanitation services. The

international press-release

headline read: “Most progres-

sive water utility in Africa wins

2014 Stockholm Industry

Water Award.”

In its citation, the Stockholm

Industry Water Award

Jury states:

South Africa’s constitution

from 1996, praised as a model

for inclusion of social rights,

enshrined the human right to

water. Local government was

tasked with putting it into prac-

tice. Soon after, Durban, one of

Frank Stevens, president of IMESA

the country’s main urban cen-

tres, expanded its administra-

tive boundaries to include 3.5

million people, some of them

living in poorly serviced rural

areas with huge water and sani-

tation challenges. The eThekwi-

ni municipality decided to face

these challenges head-on.

In the past 14 years, 1.3 mil-

lion additional people in greater

Durban have been connected

to piped water and 700 000

people have been provided with

access to toilets. In respecting

the constitutional right to water

while maintaining financial

sustainability, access to basic

water supply and sanitation

is provided at no cost to poor

families, while higher levels of

service and consumption are

charged at full cost.

In addition to successfully pro-

viding basic services to a large

and diverse population, eThek-

wini Water and Sanitation is at

the forefront of exploring techni-

cal and social solutions. One

example is a mini hydro-power

project: instead of using pres-

sure-reducing valves in pipes

running down steep hillsides,

the company is installing mini

turbines using the excess pres-

sure to generate electricity for

the city’s low-tension grid. The

eThekwini Municipality is also

pioneering solutions to convert

urban wastewater challenges

to agricultural opportunities as

well as harvesting rainwater.

The combined result is one of

the most progres-

sive utilities in

the world. The

open approach

to experimenting

and piloting new

solutions across

both techni-

cal and social

aspects of service delivery has

made eThekwini a forerunner in

the world of utility-run services.

One partner comments that,

“Leaders at eThekwini have

already been betting on new

and risky approaches to test

innovation that will ultimately

have a long-term benefit for the

population. Most municipalities

refrain from exploring ideas out

of the box, focusing on busi-

ness as usual.

“eThekwini has championed

the approach to provide suf-

ficient water to sustain human

life, as expressed in the South

African Constitution, now

embedded in national policy.

The methods used and results

achieved by eThekwini Water

and Sanitation serve as a

sterling example for the many

communities worldwide facing

similar challenges.”

The Water and Sanitation unit

of eThekwini Municipality was

established in 1992 and man-

ages the water and sanitation

services for the 3.5 million

people living in the Durban area

and has worked with some of

the world’s major actors and

knowledge hubs in water and

sanitation as well as develop-

ment, such as the Bill and

Melinda Gates Foundation, the

World Bank, the University of

KwaZulu-Natal, Borda, Eawag,

and DHI. Its methods have been

replicated across the country

and region, and eThekwini rep-

resentatives are successfully

sharing and disseminating their

findings and working methods.

ConclusionNeil Macleod, the head of

eThekwini Water and Sanitation

– a fellow member of IMESA –

comments that “This recognition

reflects the work of our whole

team over the past 22 years

and is a tremendous honour for

all of us here in Durban.”

I certainly consider it an

honour to be part of eThek-

wini Water and Sanitation and

remain convinced that South

African municipal engineers can

be proud of their service-deliv-

ery record and achievements.

For more information on SIWI go

to: www.siwi.org/siwa2014.

IMIESA July 2014 5

South African municipal engineers recognised internationally

One of the proudest moments of my career occurred recently with the announcement of eThekwini Water and Sanitation as the 2014 recipient of the Stockholm Industry Water Award (SIWA).

The EWS building

29‐31 OCTOBER 2014

Register & pay BEFORE 31 JULY 2014• Early Bird for IMESA members@ R4500• Early Bird for Non-IMESA members@ R5000

Register & pay BEFORE 30 AUGUST 2014• Late Registration IMESA members@ R4725• Late Registration Non-IMESA members@ R5250

Register & pay AFTER 30 AUGUST 2014• Last Minute Reg IMESA Members@ R5200• Last Minute Reg Non-IMESA Members @ R5775

For informationt 031 266 3263 www.imesa.org.za

Theme - Balancing Service DeliveryEarn 2.5 CPD points by attending

ONLINE REGISTRATION NOW OPEN!www.imesa.org.za

The 2014 IMESA Conference will be hosted at the International Convention Centre, Durban

Imesa conference registration.indd 1 2014/07/03 11:26:16 AM

6 IMIESA July 2014

COVER STORY

AFTER BEING ACQUIRED by the

Raubex Group in the latter part

of Q2 of 2013, Deon Pagel was

appointed managing director and

is, with the support of the company’s

shareholders, painstakingly guiding the

company back to its former and future

premier position.

Pagel explains: “We still have a long way

to go but each and every day we are build-

ing our customers’ confidence in us. Many

people think that Tosas is simply here as a

supplier to its shareholder, but that is very

far from the actual facts; the investment in

Tosas and the capacity of the company far

exceeds its own needs. The strategic intent

with Tosas is to purposefully ensure its inde-

pendence and ability to supply the roads

industry as a whole, and in that manner to

contribute to Raubex's overall profitability

and to give the shareholders a return on

the investment.”

The new TosasTosas’s redevelopment of its service offer-

ing has been deliberately gradual, building

consistent service excellence and ensuring

quality products across its range, while

introducing innovative solutions to its cus-

tomers across South Africa and its neigh-

bours. “The intent is to service the entire

market as an autonomous supplier. The fun-

damentals are now well established and we

have regained the trust of many of our cus-

tomers in a relatively short time frame but

there is still work to be done” Pagel says.

There has been a major overhaul of the

efficiencies in all aspects of the business

– from its workshops in terms of repairs

and maintenance, down to the last activities

on all sites and areas of work – and these

are successfully addressing the frustrations

some clients encountered during the com-

pany’s difficult years. This was achieved, in

large part, by a highly professional team. “I

can really boast that I have a team made up

of some of the most respected people in the

industry, from technical through to produc-

tion, maintenance and financial,” continues

Pagel, adding that the company got a further

boost by drawing on the operational support

from certain divisions within the group.

Delivering innovation – new crumbed rubber technology (NCRT)Besides its strategy to regain its former posi-

tion in the roads industry, Tosas was and is

a highly innovative player. After many years

of research and development in Germany

and South Africa, followed by the produc-

tion of laboratory blends, full-scale asphalt

Partner, provider, innovatorHaving been the acknowledged leader in the supply of bituminous products, Tosas is now well on its way to again becoming the number one value-added binder supplier in Southern Africa.

IMIESA July 2014 7

COVER STORY

designs and plant trials, together with spray

applications in a number of places across

South Africa during the past three-and-a-

half years, the NCRT for seals and asphalt

product is now ready for roll-out on a com-

mercial scale and Tosas recently supplied

NCRT binder for the resealing of a number of

streets in Mangaung (Bloemfontein).

Bitumen rubber remains the ultimate modi-

fied binder from a number of perspectives.

However, due to its visco-elastic proper-

ties, the product has some drawbacks,

including a very short shelf life and high

handling temperatures. These factors can

lead specifiers to overlook, or avoid the

product. By addressing these challenges,

NCRT successfully eliminates the typical

risks synonymous with conventional bitumen

rubber. As a result, it is probably the most

exciting development for the industry and

the state of road building and maintenance

as a whole in a long time.

Bitumen rubber – the easy wayNCRT effectively lowers the temperature of

handling and applying bitumen rubber by

means of specialised treatment of the rub-

ber crumbs. This results in lowered manu-

facturing temperatures but very significantly

also in extended shelf life of the blended

rubber bitumen. The lower temperatures not

only add to the ease and safety of working

with the product, but also have a direct and

measurable impact on lowering the carbon

footprint. With a working temperature of just

175˚C – as contrasted to 195 to 210˚C –

this innovation effectively solves many chal-

lenges of working with the rubber-modified

bitumen binder.

“Traditional bitumen rubber has a window

period of four to six hours in which to use

it, after which a phenomenon known as

over-digestion can occur and the product

can no longer be used in its current form.

It then has to be reconstituted through the

introduction of additional rubber crumbs.

The new technology overcomes this, extend-

ing the window period to as much as

seven days and even beyond. You can work

with the product at 170˚C and store it at

140˚C. This makes a profound difference

to the energy consumed in working with the

material, as well to the practical handling of

it,” notes Pagel. This is highly significant,

as many authorities regarded the demand-

ing logistics, risk of failure and variation in

properties of bitumen rubber as too high to

specify it.

The history of NCRTNCRT was developed in Germany when

Sasol Wax representatives collaborated

with asphalt technology company Storimpex

to engineer a concept that would improve

environmental sustainability. This was driv-

en, in part, by the desire to make a bitumen

rubber product that was acceptable to the

European market, which has traditionally

been resistant to bitumen rubber due to

the high operating temperatures and other

negative perceptions. Recycling scrap rub-

ber tyres for use in road building was obvi-

ously attractive from an environmental point

of view. The rubber crumbs from the scrap

tyres are partially dissolved and dispersed

with extender oils; they swell up in the bitu-

men at high temperature. The combination

of mechanical and chemical processes

Partner, provider, innovator

THE BENEFITS OF NEW CRUMB RUBBER TECHNOLOGY (NCRT), the Rolls Royce of bitumen rubber and the road-seal binder of the future:• reduced manufacturing, paving

and spraying temperatures• also resulting in reduced

binder ageing• safer working conditions due to

reduced temperature • increased energy efficiency and

reduced emissions during production, paving and spraying

• lower viscosity at lower temperatures• increased shelflife of seven days • longer-lasting road surface• reduced road maintenance intervals• better rut resistance• higher tolerance for high

volumes of traffic• all of the above culminates

in environmental friendliness and sustainability.

IMESA

AF

FIL

IAT

E M

EM

BE

RS

IMESA

AECOM [email protected] Broom Road Products [email protected] SA [email protected] [email protected] Manufacturing Infraset [email protected] Africa Group Holdings [email protected] Consulting [email protected] Bosch Munitech [email protected] Stemele [email protected] Brubin Pumps [email protected] Consulting Engineers [email protected] Consulting Engineers [email protected] Concrete Manufacturers [email protected] Institute of Southern Africa [email protected] Bank of SA [email protected] Plastics [email protected] Engineers [email protected] Kent Metering [email protected] Engineers [email protected] South Africa (Pty) Ltd [email protected] [email protected] Consulting [email protected] Goba [email protected] [email protected] Technology [email protected] Enterprises [email protected]@Consulting [email protected] Consulting [email protected] [email protected] Environment [email protected] and Green [email protected] Water [email protected] Consulting Engineers [email protected] & Templer (K&T) Consulting Engineers [email protected] Base [email protected] Water [email protected] Narasimulu & Associates [email protected] Padayachee & Associates (Pty) Ltd [email protected]

Maragela Consulting Engineers [email protected] [email protected] Macdonald PDNA [email protected] Asphalt [email protected] Consulting [email protected] Engineering Systems [email protected] [email protected] [email protected] [email protected] HaskoningDHV [email protected] SABITA [email protected] [email protected] [email protected] Water Systems [email protected] Consulting [email protected] Lines [email protected] SA [email protected] Water Company [email protected] [email protected] [email protected] Sobek Engineering [email protected] African Society for Trenchless Technology [email protected] Consulting [email protected] Pumps Wastewater [email protected] Syntell [email protected] Engineers East London [email protected] Consulting [email protected] Consulting [email protected] [email protected] VIP Consulting Engineers [email protected] VOMM [email protected] Water Institute of Southern Africa [email protected] Water Solutions Southern Africa [email protected] South Africa [email protected] [email protected] [email protected] Group Africa [email protected] Surfacing [email protected]

IMIESA Affiliates Revamped 2014.indd 1 2014/06/02 02:54:19 PM

IMIESA July 2014 9

INSIGHT

products has massive potential for job

creation in South Africa. The CSIR and the

International Labour Organisation compiled

the manual on labour-intensive road-sur-

facing methodologies for the Construction

Industry Development Board and the prod-

ucts recommended therein we can supply.

The bottom line is that we can assist and

guide municipalities and other road authori-

ties on a variety of options to keep up the

maintenance of roads in cost-effective

and recognised labour-intensive ways,”

he says.

Pagel also notes that Tosas provides

particular guidance on overcoming the so-

called ‘Winter Embargo’. In autumn and win-

ter, sealing and surfacing of roads is often

slowed down because of the cold weather

and Tosas offers particular products that

allow these activities to continue through-

out the seasons. These include autumn-

and winter-grade rubber bitumen and a

variety of modified binders for application

in winter. “Anyone is welcome to approach

us to ask for advice and assistance in fig-

uring out the best approach and products

that will enable them to continue their

sealing through winter. There are so many

options available today,” says Pagel. “There

have been a number of Society of Asphalt

workshops, which have been promoting the

return of winter sealing workshops. By using

the correct application methods and the

correct products in the correct areas, there

really is no reason for the winter embargo.”

Pagel notes that bitumen availability during

the winter months is generally also very

stable due to the reduced consumption and

this presents opportunities.

Achieving a clear visionPagel is not shy about the fact that Tosas

has seen some very difficult years. “There

are many reasons for why Tosas struggled

for a while. Its previous shareholder attempt-

ed to apply large corporate principles and

procedures in areas which actually require

more agility in execution. The new share-

holder is clear about its role in the company

and has encouraged our independence and

service responsibility to the industry”.

“We intend to become the number one

binder supplier in Southern Africa again and

to increase our geographic footprint. A year

from now, I hope to have as many of our previ-

ous customers, some of whom even started

their own binder divisions, back in our stable

as happy customers,” concludes Pagel.

Tosas is once again the efficient, custom-

er-centric organisation it was famous for

being, and has extended itself as a partner,

provider and innovator in South Africa’s

complex road sector.

t +27 (0)11 323 2000f +27 (0)11 902 1112

[email protected]

modify the behaviour of the rubber crumbs

in their reaction to the bitumen, resulting

in a superior compound that has the best

visco-elastic properties of any bitumen

rubber technology.

Localising the productAs the leading specialist in bitumen rubber

technologies in South Africa, Tosas was

the logical partner of choice for Sasol Wax

to introduce NCRT to the South African

market. Not all bitumen rubbers are the

same and what is called bitumen rubber

in South Africa is actually a very different

product to that used in Germany. This has

resulted in a need to localise and optimise

the product, with the aim of combining the

best of bitumen rubber binder technology

with Sasol’s high molecular weight Fischer-

Tropsch warm-mix technology.

“NCRT is changing the way we oper-

ate. We can now manufacture and supply

directly from the branch, which is far more

cost-effective for our clients. We have

worked very closely at branch level to

ensure they are ready from a supply chain

perspective,” explains Pagel. Sasol holds

the patent to NCRT, with Tosas the licen-

see. “We have had great results using the

product in Bloemfontein and the industry is

now ready to accept NCRT as the modified

additive of the future. Our bigger customers

look very favourably at the product due to

its characteristics.”

Adding value to South African market conditionsBeyond being a supplier to the South

African roads industry, Tosas embraces

the idea of engaging with the industry, and

realises this engagement in several ways.

The company holds popular workshops for

contractors, engineers and other clients to

help their stakeholders stay up to date on

latest developments. “We make informa-

tion available to our clients and then go on

to make recommendations about a range of

possible solutions, including what type of

products could be used on a particular job.

One of our key areas where we can offer

a lot of guidance is that of job creation in

the area of road maintenance,” explains

Pagel. “We support labour-intensive pro-

jects (LIPs) and not only advise on them

but also produce products that support

LIPs, such as the special emulsions for use

in hand-operated chip spreaders. Sealing

roads with labour-intensive equipment and

“NCRT is changing the way we operate. We can now manufacture and supply directly from the branch, which is far more cost-effective for our clients”

COVER STORY

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10 IMIESA July 2014

INFRASTRUCTURE NEWS FROM AROUND THE CONTINENT

UGANDA$109 million for road sector support projectUganda has received a $109

million loan to finance the Road

Sector Support Project V to

support the realisation of the

National Development Plan and

Uganda Vision 2040.

The project’s objective is to

improve road access to socio-

economic facilities as well as

improve the quality of transport

service levels in south-western

and eastern parts of Uganda

by upgrading the Rukungiri-

Kihihi-Ishasha/Kanungu and

Bumbobi-Lwakhakha roads from

gravel to bitumen standard.

The expected project out-

comes are a reduction in trans-

port costs, increased mobility,

improved access to economic

and social facilities, provision

of clean water to households

and an increase in income

of women vendors in the

roadside markets.

The upgraded roads will also

support cross-border trade and

regional integration by link-

ing western Uganda with the

Democratic Republic of the

Congo and eastern Uganda with

Kenya at the border of Ishasha

and Lwakhakha respectively.

The roads will also support

the tourism activities at Queen

Elizabeth National Park and

Mount Elgon National Parks.

The project conforms to the

key development policies of

the African Development Bank

(AfDB) who supplied the fund-

ing. Presenting the project to

the bank’s board of directors,

the director of the Department

for Transport, Information and

Communication Technologies

at the AfDB, Amadou Oumarou,

said, “With this project, the

AfDB is addressing a press-

ing demand for the provision

of good-quality and reliable

transport infrastructure, which

Uganda needs for its socio-

economic development and

poverty-reduction agenda.”

GHANAJapan helps Ghana deliver waterJapan has assisted the

Ghanaian government in con-

necting nine communities –

which form part of the coastal

wetland in the South Tongu

District of the Volta Region –

with potable water.

The project was undertaken

by the Centre for Integrated

Education and Development

(CIED) in collaboration with the

District Assembly. It was fund-

ed by the Japanese government

at a cost of GHS 325 680 with

funding of GHS 172 000 from

the District Assembly.

The district chief executive for

South Tongu, Samuel Mawuko

Eworyi, expressed his gratitude

to CIED and the Japanese gov-

ernment for their support. He

assured the people of govern-

ment’s commitment to execute

the “Better Ghana Agenda”,

which he said would improve

upon their living conditions.

Eworyi commended CIED and

the Japanese government for

complementing government

AFRICA ROUND-UP

efforts by providing the people

with their basic needs.

He advised the beneficiar-

ies to cultivate a culture of

maintenance and to contribute

towards regular rehabilitation

of the system so as to prolong

the lifespan.

According to the executive

director of CIED, Anthony

Adanua, the water project is

the third successful project

the CIED has undertaken with

sponsorship from the Japanese

government. He hopes the

partnership and relationship

with the Japanese government

will continue as it will greatly

enhance good health and

development.

Adanua thanked the Japanese

government and the people

of Japan for their help and

appealed to them to provide

more grants to address the

plight of poor and deprived

communities in water and sani-

tation intervention services.

Member of Parliament Kobby

Woyome appealed to the

Japanese government and the

CIED to consider supporting

the rehabilitation of the road

network in the area, which

becomes inaccessible during

the rainy season.

TUNISIA$26.2 million to improve water supplyTunisia plans to upgrade water

supplies and services in the

Greater Tunis area and other

cities in Tunisia, as well as

improve the financial situation

of the national water utility,

Société Nationale d’Exploitation

et de Distribution des

Eaux (SONEDE).

In recent years, SONEDE has

faced a higher than anticipated

water demand in the Greater

Tunis area, requiring urgent

production capacity upgrades

to avoid water shortages in

the medium term. The World

Bank has provided $26.2 mil-

lion in additional financing for

the upgrade.

“Water is an engine for devel-

opment,” says Eileen Murray,

World Bank country manager

for Tunisia. “It has an impact

on industrial growth, on com-

mercial activity and tourism,

as well as on the daily lives of

citizens in all neighbourhoods,

whichever socio-economic

group they come from.”

The additional financing will

complement water conservation

initiatives to fund the rehabilita-

tion and capacity expansion

of the Greater Tunis potable

water treatment plant, located

at Ghdir-el-Gollah, as well the

Belli potable water plant serv-

ing the centre of the eastern

part of the country, to avoid

water shortages in the short

to medium term. These water

treatment facilities are among

the five largest managed by

SONEDE, and are key to meet-

ing the needs of the popula-

tion, as well as industries.

The financing is part of

the National Water Security

Investment Programme devel-

oped by SONEDE and the

Tunisian government to ensure

the country’s urban populations

continue to receive undisrupted

water services over the next

decade, despite fast-growing

demand and the negative

impact of climate change.

The World Bank has devel-

oped a strategic partnership

with SONEDE, which includes

technical assistance to

ensure its financial sustain-

ability, as well as twinning

it with other well-performing

utilities in the region to

strengthen water resources

Donald Kaberuka, president, African Development Bank

IMIESA July 2014 11

AFRICA ROUND-UP

management, performance and

service delivery.

SENEGAL

40 km highway upgradeSenegal will spend approxi-

mately $35.8 million on the

rehabilitation of the Dinguiraye-

Nioro-KeurAyib road in the

Kaolack region.

The 40 km highway on the

Trans-Gambia Corridor is a

strategic link between the

north and south of the Gambia

and Senegal on the Dakar-

Lagos Trans-African Highway.

The project aims to facilitate

the movement of goods and

people along the road, so as

to increase trade with the rest

of the country and improve

the population's access to

basic services.

The African Development

Bank’s first vice president

and chief operating officer,

Emmanuel Mbi, says the pro-

ject will create jobs for youths

and women in rural and semi-

urban areas and help curb rural

exodus from the area, which

has a very high net migration.

ETHIOPIA Unlocking geothermal energyEthiopia is developing its geo-

thermal energy resources to

boost electricity supply to all

Ethiopians and continuing to

become a regional power hub.

The domestic demand

for electricity in Ethiopia is

expected to grow by more than

25% per year. Over the next

five years, the government of

Ethiopia intends to significantly

expand electricity coverage,

reaching 75% of towns and vil-

lages and connecting four mil-

lion consumers to the grid.

The Geothermal Sector

Development project will help

the government to fulfil this

increasing demand for electric-

ity by diversifying its power

generation sources and tapping

into its substantial geothermal

energy potentials. In addition

to providing energy security, the

project will support Ethiopia’s

efforts to build a climate-resil-

ient green economy by develop-

ing renewable energy sources

with low carbon emissions.

The project, which will be

implemented in two phases,

will develop two potential geo-

thermal sites and help estab-

lish an institutional framework

for geothermal development

during its first phase. During its

second phase, electricity will

be generated using the steam

resources developed and identi-

fied in the first phase.

The power generated from

geothermal plants will provide

electricity directly to the grid

and allow more households

and businesses to connect at

affordable rates. It will also

provide reliable energy to exist-

ing commercial consumers

currently affected by the energy

rationing resulting from insuf-

ficient generation capacity.

“The geothermal project

marks a new push to increase

access and improve reliability

of electricity supply to new

and existing customers,” says

Raihan Elahi, the World Bank

task-team leader for the pro-

ject. “Reliable electricity supply

to industries and businesses

will support job-led growth.”

The World Bank’s board has

approved a $178.5 million

credit from the International

Development Association and

a $24.5 million grant from the

Scaling-up Renewable Energy

Programme Trust Fund to help

the Ethiopian government

develop its geothermal energy

resources.

Work underway on the Trans-African Highway

Geothermal energy is set to boost Ethiopian power supply

IMIESA July 2014 13

MUNICIPAL FEATURE

THE JEROME ROAD inlet is part of

the ongoing eThekwini Water and

Sanitation (EWS) Western Aqueduct

project. Because it is runs past

St Mary’s School, it was commissioned

as a stand-alone job over the December

holidays to cause as little disruption to

traffic as possible.

“We envisaged at the start that working

along St Mary’s Road was going to be the

most difficult part but, with careful forward

planning, constant correspondence with the

school and communication with residents,

the work was carried out smoothly with few

problems,” says Andrew Copley, senior area

engineer, EWS.

“We would like to thank St Mary’s School,

parents of children at the school, residents

and motorists who have been affected

by the construction for their patience and

understanding,” Copley says. “We know

that this route is used by up to 1 000

cars every day and we did everything in

our power to keep disruption to the traffic

flow to a minimum.

“Other challenges were laying the pipe in

the 1.2 m-diameter jacked sleeve across the

M13 and in the narrow servitude at Jerome

Place,” he said.

The decision to lay a completely new pipe

was made to minimise leaks and conserve

the city’s precious water resources and

Adding to Durban’s largest water pipelineConstruction of the new inlet water pipe from the eThekwini Water and Sanitation main line to the Jerome Drive reservoir in Kloof was completed ahead of schedule in earlier this year.

eThekwini Water and Sanitation staff check the final stages of the

construction of the new water pipe to the Jerome Drive reservoir

in Kloof. Left to right: graduate intern, Precious Radebe; clerk

of works, Logan Govender and graduate intern, Eric Cele

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14 IMIESA July 2014

MUNICIPAL FEATURE

because the alternative – ongoing

repairs – would be both costly and

inconvenient to residents.

Addressing supply“The supply to Jerome Drive reser-

voir initially came from three supply

feeds, which could be unreliable

at times and as well as expensive

because two of them were via a

pumping system,” explained Leisel

Bowes, project manager for EWS.

“The new Western Aquaduct would

have solved this problem by provid-

ing a dedicated cost-effective supply

to the reservoir but, because it is only due

to be commissioned in 2016/2017, we had

to consider an alternate supply.”

It was decided to eliminate one of the pos-

sible supplies to the Jerome Road reservoir.

The supply was then designed to come sole-

ly from Abelia Road reservoir, with Mount

Moriah reservoir as a temporary backup if

the Abelia Road system was unable to cope

or was being cleaned.

“We tested this theory during construction

by only using the Mount Moriah reservoir

and were pleased to find that the system

coped well for seven months without any

disruptions,” Bowes said.

The new pipe is 300 mm in diameter and

1.5 km long. It crosses the M13 from Old

Main Road and exits in front of Standard

Bank in Village Road. It then continues

down St. Mary’s Road past St Mary’s

School, turns left into Edgeclif f

Road, passes through a servitude

into Jerome Place and ends in the

Jerome Drive reservoir complex.

The first phase of the Western

Aqueduct – Durban’s largest ever

water pipeline – was commissioned

in June 2011 and covered 19 km from

Umlaas Road to Inchanga Station. The

second phase of this megaproject is pro-

gressing well after being unbundled into

individual contracts that are being rolled

out over a seven-year period. When com-

plete, the Western Aqueduct is expected

to significantly strengthen the capacity of

bulk water supply to the western regions

of eThekwini.

Eric Cele and Precious Radebe, both graduate interns at eThekwini Water and Sanitation, itemise the final work that is required for the completion of the new water pipe to the Jerome Drive reservoir in Kloof

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16 IMIESA July 2014

PUBLIC TRANSPORT

Interpretations based on the checklist of the three operational BRT systems in South Africa

Running waysBRT vehicles use a fast and easily recognisa-

ble dedicated bus lane or traffic lane or have

exclusive rights of way. BRT running ways for

Rea Vaya operate highway medians with dis-

tinctive pavement markings and studs that

serve as a separator to other traffic to avoid

vehicle manoeuvring and, in some areas of

the feeder routes (outer suburbs) that join

the trunk route at the main station, operate

in mixed traffic. The Port Elizabeth BRT sys-

tem, called Libhongolethu, makes use of a

dedicated median lane along Lilian Diedricks

station to Triangle (Nelson Mandela Bay

Stadium) and Greenacres, and the other

corridors from Lilian Diedrick station to the

airport and Nelson Mandela Metropolitan

University are operated in a mixed traffic set-

ting. The My Citi BRT system in Cape Town

makes use of mixed traffic, segregated, at-

grade median and median busways. In mixed

traffic, it operates on the kerbside of the

road and a segregated busway is situated

along the Civic Centre to Table View.

BrandingThe ability to adopt branding in transport

service is an important effort to encourage

and maintain a reliable ridership. A percep-

tion survey was referenced in a 2004 report

by the Federal Transport Authority (FTA) to

measure public perception of BRT systems.

The outcome of the survey indicated that

most booming BRT systems were able to pull

off a marked identity and position in their

region amidst other transit services.

South African BRT systems are branded

differently to establish uniqueness among

other forms of public transport and as a

form of public awareness and aesthetic

view for the commuters. This particular

system has a distinctive identity and image,

which distinguishes it from other types of

public transport.

StationsThese serve as a temporary shelter for pas-

sengers waiting to board to their various

destinations, which is conveniently located

and integrated along the route in which

they serve. BRT stations possess specific

paint schemes, logos, CCTV, security, real-

time arrival information and streamlined

passenger shelter design. The Libhongolethu

BRT system has no covered station/shelter

for either commuters or staff. It makes use

of the existing CCTV on the road while the

Rea Vaya and My Citi BRT systems have

beautified stations and the latter has full

weather protection. All the system stations

are situated at the median of the highway.

Intelligent transportation system (ITS)The Rea Vaya BRT system makes use of

advanced digital technologies that improve

passengers’ convenience, speed, safety

and reliability, both at the station and in

the bus, by informing them of the name of

each station in transit and also the time

of arrival of the next bus at the station.

Cape Town's My Citi makes use of a public

announcement of the next station and a

route map on the bus, which the commuters

can study. Libhongolethu is a newly rolled-

out BRT system still in the marketing stage;

there are no information displays in the bus

or station but an informative flyer is given

to commuters who ask the staff questions.

ITS can be referred to as the bus/intersec-

tion signal priority and CCTV monitoring of

Determining the best BRT for eThekwiniBRT systems are fast becoming part of the South African urban landscape. In the first part of this two-part article, the authors set about defining BRT systems, looking at their history and examining configurations, factors and options. This is the second and final part of the article – part one was published in the June 2014 edition of IMIESA. By Emmanuel Adewumi and Dhiren Allopi, Durban University of Technology

PART 2

PUBLIC TRANSPORT

IMIESA July 2014 17

operations that makes use of automatic

vehicle location (AVL) with the aid of GPS.

There is real-time display information and

updated schedules both in the bus and sta-

tion, which really help passengers who do

not know at which station to alight or when

the next bus may be arriving.

Fare collectionWith Rea Vaya, the fare is collected in a

fast and easy way before passengers board

the bus, which is called off-vehicle fare

payment, making use of multiple entrances

for boarding and alighting, in order to

reduce time. Some passengers make use

of a smart card to pay for the fare, which

is at a flat rate. My Citi fares are paid by

smart card: the passenger swipes it at the

entrance of the bus with money that has

been loaded on it, and the fare is a flat

rate like the Libhongolethu BRT system,

which uses on-board payment.

BRT stations come in a wide variety of designs

18 IMIESA July 2014

PUBLIC TRANSPORT

PedestrianAmong the key components of BRT design

and planning is pedestrian safety, and safe,

easy access to the boarding facility. If these

are not put into proper consideration, com-

muters will be discouraged about the system.

The pedestrian access of Rea Vaya and My

Citi are controlled by traffic lights; the pas-

sengers are at low risk when going to the

station to board. With Libhongolethu, some

places are not controlled by a traffic light.

Transport vehicle optionThe Rea Vaya system makes use of a stand-

ard bus with double side doors for alighting

and boarding, in order to minimise delay

as do the the My Citi and Libhongolethu

systems. My Citi is a combination of both

articulated and standard buses, but the

Libhongolethu system makes use of articu-

lated buses throughout.

Interpretations based on the assessment of the EMA BRT systemIt could be deduced that there is pressure

on public transport based on the popula-

tion, according to Current Public Transport

Records, and the demand analyses, dis-

cussed in Table 2 (Part 1, IMIESA June

2014), in the eThekwini Municipal Area.

The population count shows that the routes

will experience passenger demand in the

order as listed below (in descending order).

Note that C2 and C8 are not included below

because they are rail tracks:

• C1 Bridge City to Warwick/CBD

• C5 Mpumalanga & Pinetown to Warwick

• C7 Hillcrest & Umhlanga to Durban

• C3 Bridge City to Pinetown

• C6 Mpumalanga & Pinetown to Warwick

• C9 Bridge City to Umhlanga

• C4 Bridge City to Merebank and Rossburgh.

Access to facilities like offices, residences,

schools and malls are another factor that

is assessed along the routes, so as not

to create obstructions to other road users,

because the primary aim of this BRT system

is to reduce the travel times experienced by

the commuters. Route C1 comprises offices,

malls, residences and schools. Along the

route C5, it is mainly businesses, schools,

malls and residential buildings. Routes C7,

C3, C6 and C4 are roads commuters ply

every day to reach businesses, schools,

shopping and recreational activities, and

residential areas. Merebank and Rossburgh

are suburbs of Durban; commuters living

along these places would have ease of travel

to their various destinations. The terrain

along the routes C1, C3, C4, C5, C6 and C7

consists largely of mining terrain, which is

usually flat but curvy.

Conclusions and recommendations on the in-depth literature review of BRT systemsKerbside and median lane configurations

are less expensive than a segregated BRT

system because of its aerial or underground

busway. Kerbside BRT systems do not need

a pedestrian bridge, while a median needs

a pedestrian bridge, which is safer than an

at-grade pedestrian crossway.

It is better to have a pedestrian bridge,

which seems to be safer than a crosswalk,

and a crosswalk controlled by traffic lights

is preferable to one that is not. It is good

for kerbside and median BRT configurations

to have a pedestrian bridge for access,

compared to a crosswalk. Also, for physi-

cally challenged commuters, kerbside and

segregated BRT systems would be preferable

because of the access to the station being

much more convenient.

Commuters using a kerbside station/BRT

system tend to be safer when compared to

median stations because they do not need

to cross the traffic to access the service, but

A BRT system combines flexible service and new technologies to improve cus-tomer convenience and reduce delays. While specific BRT applications vary, the components may include:A: Running Ways – exclusive guideways or dedicated lanes that allow BRT vehicles to be free of conflicting automobile traf-fic, parked or stopped vehicles, and other obstructions – maximising BRT operating speeds. In some situations, BRT vehicles also may operate in general traffic, trading speed and reliability for flexibility. "Queue jumper" is a term that refers to short exclusive lanes at signalised intersections that are used to allow BRT vehicles to jump to the head of the line and bypass stopped automobiles and traffic.B: Vehicles – modern, low-floor, high-capacity rubber-tired vehicles that accom-modate high volumes of riders and fast boarding and exiting. BRT vehicles often use clean fuels or alternative power.C: Stations – ranging from protected shelters to large transit centers, BRT sta-

tions are located within the communities they serve and provide easy access to the system.D: Route Structure and Schedule – estab-lished to maximise direct, no-transfer rides to multiple destinations and to cre-ate more flexible and continuous service (reducing the need for a schedule) for local and express bus service.E: Fare Collection – designed to make it fast and easy to pay, often before boarding the vehicle, BRT fare collection systems include the use of self-service proof-of-payment systems or pre-paid stored-value fare cards, such as a smart card system.F: Advanced Technology – the use of advanced technologies (or intelligent transportation systems) to improve cus-tomer convenience, speed, reliability, and safety. Examples include systems that pro-vide traffic signal preference for buses at intersections and cross streets, as well as global positioning systems to provide pas-senger information such as real-time bus arrival information.

COMPONENTS OF A BUS RAPID TRANSIT SYSTEM

IMIESA July 2014 19

PUBLIC TRANSPORT

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a segregated BRT lane configuration is safer than both the median

and kerbside lane configurations.

Vehicle manoeuvring would pose a delay for a kerbside BRT

system but the other lane configurations would be suitable. If a

kerbside system were adopted, implementing a shoulder lane,

where automobiles can park and make U-turns to their destination,

would improve the system.

This research study recommends the following:

To be able to select the appropriate vehicle option for a BRT

system for a particular area/corridor, the transport demand,

coverage/distance to be covered and length of public trans-

port delay, due to general traffic conditions, must be put into

proper consideration.

If the transport demand and coverage are low, a standard bus

could be selected over other options and, in order to enhance

rebranding and marketing strategies, a stylised bus could be

picked over others, provided the condition is the same as above.

Any form of BRT system should be considered or implemented

because it offers increased levels of mobility, fewer stops and

greater accessibility than traditional public transportation. It could

also serve as an attractive means to get drivers or car owners to

use the system.

A BRT system should not be operated in mixed traffic because

it poses delays. The introduction of a dedicated bus lane would

increase reliability and transit speed and have a positive effect on

the commuters. The level of service of a segregated BRT system

is much higher than that of kerbside and median BRT systems.

The level of service of a kerbside system could be improved by

the provision of a shoulder lane, where vehicles can hover or park

to execute their task.

It is only when there is no space for expansion that a BRT

system should be operated in a mixed traffic setting, since

the implementation of any mode of BRT system depends on

the availability of space. For able and physically challenged

pedestrians, a segregated BRT system would be preferable.

However, cost will be the major deciding factor. Segregated and

median BRT systems should be considered over kerbside, owing

to vehicle manoeuvring.

Conclusions and recommendations on South African BRT systemsThis section gives the conclusions and recommendation on

the evaluation of the three main functional BRT systems in

South Africa.

Rea Vaya BRT system, JohannesburgUsing this mode of BRT system poses improvement in travel time,

reliability, safety and speed when compared to other public trans-

port and automobiles travelling in mixed flow traffic lanes because

they operate on a dedicated bus lane. A separate lane enables the

system to have lower headways and accommodate higher peak

period loads. When further combined with signal priority, delay is

greatly minimised at intersections.

Conclusively, it is commuter/user friendly and cost-effective over

a long distance, when compared to other public transport, because

it operates at a flat rate. In the system, pedestrian safety and con-

venient and secure access to the facility for physically challenged

and able commuters are fully guaranteed, which helps commuters

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IMIESA July 2014 21

PUBLIC TRANSPORT

not to be discouraged about the system. The

installed ITS help the passengers to know

the exact time and place to alight, espe-

cially those who do not know their exact bus

stop destination.

The research study recommends that high

maintenance should be the watchword and if

there is the need for BRT system diversifica-

tion in Johannesburg, other lanes should be

implemented, using other forms of a BRT sys-

tem, adopting bicycle and car parking at the

main station, which will enable a complete

comparison in terms of service reliability

and delay. If there is population intensifica-

tion, articulated standard buses should be

adopted. The use of smart cards should be

solely adhered to, which will help the com-

muters to load more than a day fare on it

depending on their financial capacity. Another

mode of the BRT system, especially segre-

gated, should be employed in case of future

BRT intensification. Its cost-effectiveness is

justified by the high grade of efficiency, reli-

ability and speed.

My Citi BRT system, Cape TownThe use of a dedicated bus lane should be

encouraged throughout the routes, due to

its improvement in travel time, reliability,

safety and speed when compared to other

road public transport modes. A separate lane

enables the system to have lower headways

and accommodate higher peak period loads.

When further combined with signal priority,

delay is greatly minimised at intersections.

Use of automatic vehicle location helps the

passengers to know when the bus would

arrive at the station and the exact place to

alight, especially those who do not know the

TABLE 4 Decisions on Phase 1 BRT routes in EMA

Routes C1: Bridge City to CBD via KwaMashu C3: Bridge City to Pinetown C9: Bridge City to UmhlangaRoute length (km) 25.3 27.5 13Lane configuration Median

Kerbside (where C1 and C3 share a dedicated ROW from the junction (M25 W) running kerbside along the southern edge of the M25 up to Malandela Road)

Median (where C1 and C3 share a dedicated ROW from the junction (M25 W) running kerbside along the southern edge of the M25 up to Malandela Road)

Median

BRT lane width Single BRT lane width: 3.5 m

At stations: where passing lanes are provided, the lane alongside the station will be reduced to 3.0 m, with 3.5 m width maintained for the passing lane

Single BRT lane width: 3.5 m

At stations: where passing lanes are provided, the lane alongside the station will be reduced to 3.0 m with 3.5 m width maintained for the passing lane



Vehicle transport option

Standard bus (35-70 capacity, 14.5 m length, 2-3 doors for boarding and alighting on both sides)

Standard bus Standard bus

Demand analysis 2015 (millions per annum)

31.3 20.56 12.96

exact location of their destinations. AVL is

more preferable to audio announcement in

the bus. Having no phone booth and informa-

tion display systems, in either bus or station,

keeps the system below standard when

compared to an ITS BRT station. It could

be noticed that where a segregated lane is

used, it is more efficient than median, at-

grade median, or mixed traffic lanes.

Conclusively, it is commuter/user friendly

and cost-effective over a long distance, when

compared to other road public transport,

because it operates at a flat rate. In the

system, pedestrian safety and convenient

and secure access to the facility for physi-

cally challenged and able commuters are fully

guaranteed, which helps commuters not to

be discouraged about the system.

It is recommended that high maintenance

should be the watchword and if there is a

need for BRT system diversification in Cape

Town, other lanes should be implemented

using other forms of BRT systems, adopting

bicycle and car parking lots at the main sta-

tion, which will enable a complete comparison

in terms of service reliability and delay. Mixed

flow traffic lanes should be totally discour-

aged. Other BRT systems, especially segre-

gated modes, should to be employed in case

of future BRT intensification. Phone booths,

comfortable seating, bicycle space and an ITS

should be fully installed at the station.

Libhongolethu BRT system, Port ElizabethUse of a dedicated bus lane should be

encouraged throughout the routes because

there is great improvement in travel time,

reliability, safety and speed with a dedicated

BRT system when compared to other road

public transport travelling in mixed flow traffic

lanes. It makes use of articulated standard

buses to accommodate more passengers.

The system is far below standard because

it has no AVL, information kiosks, phone

booths or full weatherproof shelters.

Conclusively, it is commuter/user friendly

and cost-effective over a long distance, when

compared to other public transport, because

it operates at a flat rate and also commut-

ers can be transferred within 30 minutes of

purchasing the ticket within IPTS Zone 1. In

the system, pedestrian safety and convenient

and secure access to the facility for physi-

cally challenged and able commuters are fully

guaranteed, which helps commuters not to

be discouraged about the system.

It is highly recommended that proper main-

tenance should be the watchword and, if

there is a need for BRT system diversifica-

tion in Port Elizabeth, other lanes should be

implemented using other forms of BRT sys-

tems. A full weather protection streamlined

station should be implemented adopting

bicycle and car parking lots, phone booths,

BRT systems in South Africa would be a good yardstick in the implementation of the proposed BRT system in the eThekwini Metropolitan Area

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IMIESA July 2014 23

PUBLIC TRANSPORT

TABLE 5 Guidelines for the remaining proposed BRT routes

Routes C4: Bridge City to Mobeni and Rossburgh

C6: Hammarsdale and Pinetown to Warwick

C7: Hillcrest to Chatsworth C8: Tongaat and Airport to Umhlanga and Warwick

Route length (km) 34 64 36 41Lane configuration Fully coloured median

lane configuration with median aesthetic bus station

Fully coloured median lane configuration with median aesthetic bus station

Fully coloured median lane configuration with median aesthetic bus station

Segregated lane configuration*road width extension

OR

Fully kerbside lane configuration and aesthetic kerb station * provision of shoulder lane

BRT lane width Single BRT lane width: 3.5 m







At stations: where passing lanes are provided, the lane alongside the station shallbe reduced to 3.0 m with 3.5 m width maintained for the passing lane

Vehicle transport option

• Low emission technology vehicle

• Standard bus• Door ramp for physically

challenged commuters• Air-conditioner with

heater• Emergency exit• Separate comfortable

seats of different colour for aged commuters

• Separate comfortable seats of different colour for physically challenged commuters

• Low emission vehicle technology

• Standard bus• Door ramp for physically





• Low emission vehicle technology

• Low-floor standard bus• Door ramp for physically





• Low emission vehicle technology• Stylish articulated standard

bus ( ≥ 70 capacity, 18.5 m length, 2-5 doors for boarding and alighting on both sides)

• Door ramp for the physically challenged commuters

• Air-conditioner with heater• Emergency exit• Separate comfortable seats

of different colour for aged commuters


Demand analysis 2015 (millions per annum)

11.5 16.86 25.96 11.76

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CCTV, AVL, comfortable seating and informa-

tion maps at each station. Mixed flow traffic

lanes should be totally discouraged. Other

modes of BRT systems, especially segre-

gated modes, should be employed in case of

future BRT intensification. If there is popula-

tion intensification, bi-articulated standard

buses should be adopted. The use of smart

cards should be solely adhered to, which will

help the commuters to load more than a day

fare, depending on their financial capacity.

Conclusions based on the assessment of the EMA BRT systemDecisions made on the Phase 1 BRT systems of eThekwini Municipal Area by ETATable 4 shows the decisions taken on Phase

1 of the EMA BRT system. Although they have

not been carried out, they are on paper, with

the intent of being executed. A standard high-

capacity bus was chosen in all the Phase

1 routes, with which this research study

agrees. Based on the passenger population,

C1 would experience the highest demand,

then C3 and C9 in the eThekwini Municipal

Area. This study suggests articulated buses

for C1 and standard buses for C3 and C9.

The suggestion comes as a result of the

commuter demand analyses of the routes,

coupled with the literature underpinning this

research, and the vehicle transport options

being used by the three functional BRT sys-

tems across the nation.

The lane configurations were decided on

considering the access to property like offic-

es, residences, shopping malls, etc. on

those routes. This research study concurs

with the lane configurations stated in Table 4

germane to the route inspection and access

to property: factors considered in the selec-

tion of a BRT system and the evaluation

of the Johannesburg, Cape Town and Port

Elizabeth BRT systems.

Funds would be released by the govern-

ment for consequent phases only if Phase

1 has been implemented successfully.

The success of it has a positive outcome on

the implementation of others. It would be

executed one phase after the other.

Guidelines for the remaining proposed BRT routes in the eThekwini Municipal AreaTable 5 shows the remaining proposed BRT

routes in the eThekwini Municipal Area yet to

be implemented. These decisions are based

on the access to residential and other activi-

ties on the remaining routes, evaluations of

the three functional BRT systems in South

Africa, demand analyses of the routes, fac-

tors necessary to be considered when imple-

menting the system and an in-depth literature

review within the scope of the study.

This research study concludes that the

documented guidelines, conclusions and

recommendations of in-depth literature and

the assessment of the three functional

BRT systems in South Africa would be a

good yardstick in the implementation of

the proposed BRT system in the eThekwini

Municipal Area.

4

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IMIESA July 2014 25

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WATER AND WASTEWATER

IMIESA July 2014 27

THE CAESAR’S DAM water treat-

ment works is located in the

Sundays River Valley municipality.

The existing water treatment infra-

structure has been under strain due to both

ageing and serving an expanded population

with more connections. With the original

scheme intended to serve 2 800 house-

holds, the more than 3 200 households

currently connected have experienced a

drop in the quality of the water supplied.

Other challenges include a lack of capacity

at the municipal level to efficiently operate

and maintan the treatment works and this

formed part of the mandate of the consult-

ing engineers assigned to the project.

GIBB Consulting Engineers is currently

involved in the final phase of the project,

due for completion in April 2014. The

scope of work on the project, which com-

menced in August 2012, is valued at some

R13.7 million.

The upgrading of the Caesar's Dam water

treatment works is part of the Paterson Bulk

Water Supply project aimed at supplying

water to Paterson and its surrounding areas,

with an estimated population of 8 680 peo-

ple. The project is now in its final stages.

A 360 upgradeSpeaking to IMIESA, Thulani Gumede,

design engineer at GIBB, notes that the

project went beyond the original treat-

ment works: “There was a lot upgrading

to the attendant infrastructure that was

urgent as well. This included the access

roads, paving, walkways and the operating

offices themselves.”

Gumede notes that the town needs at

least 250 m3 of water per hour, but the old

water treatment works was only capable of

pumping 145 m3 per hour. “The town cur-

rently obtains all of its potable water from

groundwater abstracted from boreholes. The

water is supplied via five boreholes located

outside the town, but only four boreholes

are used for domestic consumption as the

fifth borehole is contaminated. The upgrade

will alleviate the problem of the town obtain-

ing its water from boreholes, which remains

largely inadequate and is a health risk.”

The main contractor on the project was

Phambile Civils, a George-based, multi-dis-

ciplinary civil engineering company that

specialises in the construction of water-

retaining structures, including water tow-

ers, sewerage works, pump stations and

bridges, as well as township civil services

and pipelines.

Caesar’s Dam water treatment works upgrade in final stageThe upgrade of the Caesar’s Dam water treatment works in the Addo region will alleviate the water-shortage problem the Eastern Cape town of Paterson is currently facing, due to the increased water demand, writes Nicholas McDiarmid.

The old treatment works


28 IMIESA July 2014

REG NO. 2008/211629/23MEMBERS D.S. van BLERK (MANAGING) • G. WANA • E. HOMVELD

Tel: 044 874 6341Fax: 044 873 0603

No 7 Rand Street, George Industria PO Box 3257, George Industria 6536

e-mail: [email protected]: [email protected]

Active Phambili Civils CC t/a

PHAMBILI CIVILS

Phambili Civils.indd 1 2014/06/30 01:53:52 PM

Bringing capacity onlineOwing to the capacity challenges of Sundays

River Valley municipality, Amatola Water was

appointed as the managing agent of the

project. Amatola Water was created jointly

by national, provincial and local commu-

nity stakeholders to serve as a multi-service,

bulk water services provider. Its core aim is

to assist local government in the effective

development and sustainable operation and

maintenance of safe, reliable water supply

and wastewater services. Recognising the

challenges facing national, provincial and

local government in the water sector, the

eradication of water and sanitation backlogs

is central to the supportive role that Amatola

Water plays.

Based in East London, the company oper-

ates eleven plants and seven sub-regional,

bulk distribution networks. In response to

market demands and opportunities, Amatola

Water has developed its supplementary ser-

vicing capability. Service agreements are

devised for the operation and maintenance

of customer-owned water treatment, plant

and reticulation installations. Amatola Water

supports these services with complemen-

tary managerial, technical, laboratory and

related specialist advisory services tailored

to the needs of major industry and other

institutional customers.

Project scopeThe scope of work included the upgrade of

two raw water pumps with a combined capac-

ity of 266 m³ per hour and a standby pump;

the upgrading of 50 m of rising main from

150 mm to 250 mm diameter; a new con-

crete clarifier and a set of rapid gravity sand

filters, as well as the upgrade of a chemical

storage and dosing system.

“The upgrade of the water supply is expect-

ed to contribute positively to agricultural activ-

ities in the area, which have been severely

affected by the water shortage over the past

year. This has had a concomitant negative

effect on employment sustainability and job

creation in the area,” explains Gumede.

Work took place around the existing plant

and a substantial amount of the equip-

ment and construction were entirely inde-

pendent of the existing scheme. All the

water treatment equipment was supplied

by Swan's Water Treatment, which spe-

cialises in the design and manufacture of

a full spectrum of water purifaction equip-

ment. Specialising in bespoke design and

innovations, Swan's custom-designed the

process and the equipment according to the

installation specifications.

Working with the operatorGumede points out that one of the cru-

cial elements of working with a municipal-

ity with capacity challenges is that they

are involved in every step of the project,

and are engaged throughout. “The operator

must be included from the point of design

onwards. They need to understand the tech-

nologies from the start. As the plant is

contracted, the operator should be part of

the team, as some of the structures and

technologies are complex – and often hidden

from view. The operator needs maximum

inside knowledge of the plant to operate and

maintain it effectively.”

The upgrade of the Caesar's Dam water

treatment works is critical as the municipality

has considerable eco-tourism and agricultural

potential. The Addo Elephant National Park

is an important economic driver in the area,

while the Sundays River Valley, which the

Paterson town forms part of, is regarded as

one of the key production areas for citrus and

deciduous fruit-farming in South Africa.

ABOVE LEFT The project included all service roads

ABOVE RIGHT Complete infrastructure was required

IMIESA July 2014 29

PROJECT: WATER

Vlakfontein canal rehabilitation project Phase Two

WITH PHASE ONE being com-

pleted, Phase Two is under

the direction of engineering

consultants SMEC, which

was awarded the detail design and site

supervision contract for Phase Two of the

Vlakfontein canal rehabilitation project,

which is an important water supply link to

coal-fired power stations and petrochemical

plants located in Mpumalanga.

The three-year contract was awarded to

SMEC South Africa by the DWA following

the completion of Phase One of the pro-

ject in September 2013. SMEC’s scope of

involvement includes project management,

construction site supervision and reporting,

design of canal sections, preparation of

working drawings, geotechnical investiga-

tions and assessment of structures.

The canal systemThe Vlakfontein canal system was con-

structed in the 1970s and was, according

to Dolf Smook, SMEC South Africa function

manager for water and environment, done

so very rapidly and without several key

security features, such as under drainage

and joint seals. This created some serious

maintenance challenges and put the canal

at risk. “Considering the haste in which the

canal was constructed and the absence of

safety features, it has actually fared very

well,” says Smook. Although no major fail-

ures have yet occurred, some smaller leaks

have been appearing and pose a serious risk

to the users.

The system pumps water from Grootdraai

Dam in Standerton to the Vlakfontein canal

at a rate of 5.7 m3/s. Once the water

reaches the canal, it gravitates to the

Grootfontein pump station, which pumps

it to the Knoppiesfontein diversion tank,

and is distributed through two sets of pipe-

lines to Bossiespruit Dam for Sasol and

Trichardtsfontein Dam for Eskom.

Eskom and Sasol require a 99.5% assur-

ance level of water supply, making this

project crucial to the country’s energy sup-

ply. “Sasol only has a couple of days of

storage and, during the rehabilitation period,

it has to rely on water pumped back from

the Vaal Dam through the VRESAP pipeline.

Eskom also has storage available in the

Trichardtsfontein Dam, but it is not allowed

to be drawn down to below 50% capacity.”

According to Smook, water supplied from

the Vaal Dam is distributed to Sasol first.

“There is currently not enough capacity

to supply both Eskom and Sasol. Periodic

augmentation via the Vlakfontein canal is

therefore required, and construction must be

designed around this. Should the Vaal Dam

system fail, the canal has to be returned to

operation within two to three days.”

The challengesAccording to Smook, the canal cannot be

out of commission for prolonged periods of

time, and therefore Phase One of the reha-

bilitation of the Vlakfontein canal over the

first three years entailed the rehabilitation

of the fill sections, which had a higher risk

Completed section before bridge rehabilitation Phase One

The Vlakfontein canal system, constructed in the 1970s and situated between Standerton and Secunda, is a vitally important strategic link as it supplies water to two of the country’s largest energy suppliers: Eskom and Sasol, both of which are classified as strategic users. Nicholas McDiarmid spoke to the consulting engineers about the challenges of this project.

PROJECT: WATER

30 IMIESA July 2014

of failure. “The main aim of Phase Two of

the project is to rehabilitate the remaining

fill sections of the canal as well as all the

cut sections.”

Smook points out that a major aspect of

Phase Two is the design and construction of

all the cut sections. The bypass system is

a challenge in the cut sections because the

servitude is narrower – leaving little space

to lay the pipe. It also requires quite a lot

of blasting activity right next to the canal. “A

number of execution options were investi-

gated in detail. However, the one that proved

to be most efficient and cost-effective was

alternating wet and dry periods in the canal

by undertaking construction in the dry peri-

ods, and refilling the storage dams by pump-

ing during wet periods.”

The work itself consists of cutting the

floor of the canal, trenching and filling, then

sealing with HDPV lining. The total length of

the canal refurbishment is eight kilometres,

excluding the cut sections.

At any given time, SMEC boasts a team

of between four and eight engineering

professionals on the Vlakfontein rehabilita-

tion project. Smook admits that the project

has faced a number of challenges to date.

“Heavy rainfall a few months back has dis-

rupted construction work. What’s more, a

project of this scale is also bound to encoun-

ter logistical and procurement challenges.”

These challenges have been overcome

thanks to the project team’s in-depth exper-

tise and experience, combined with the

strong working relationship between all par-

ties involved in the project. “As a result, I am

optimistic that the project will be completed

within the provisional deadline of September

2016,” Smook concludes.

Phase One operations LEFT Completed relined fill section MIDDLE Placing of lining for canal RIGHT Inlet to pipe bypass

As part of the African construction event series

Conference and exhibition

13 – 14 August 2014Cape Town International

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ASSOCIATION

SARMA The Readymix Conference 2014

GROWTHInvesting in construction materials

34 IMIESA July 2014

COVER STORY

FOLLOWING THE successful com-

missioning of our plant in Delmas,

we have delivered quality cement to

the South African market since early

this year. We are reaching our ultimate mile-

stone as the countdown to completion of our

flagship plant, Aganang, builds,” says Fourie.

The fully integrated cement and clinker

plant is scheduled for completion in the

coming months.

Cement manufacturing operations to be

conducted at the plant will include limestone

mining, chemical processing of raw materi-

als to produce clinker, as well as milling of

approximately 50% of the clinker and blend-

ing, as appropriate, with other components,

to produce the company’s range of finished

cement products. The balance of its cement

will be produced at the Delmas milling plant.

Quality control“Building greenfield cement operations gave

us the opportunity to ensure that we use

the most high-tech cement manufacturing

equipment available. From our offerings of

Sephaku 32, Sephaku 42 and Sephaku 52

Sephaku Cement’s kiln ready to fire up IMIESA asked Sephaku Cement chief executive Pieter Fourie what the South African market can expect from the country’s first new cement entrant in 80 years. The resounding answer was, “We deliver.”

cement products to technical support and

customer service, we will deliver quality from

start to finish,” he explains. Technology in

use at its plants includes latest-generation

Loesche vertical roller mills.

The Delmas plant mill, for example, has

performed faultlessly since its first 48-hour

run of zero stoppage time. Delivering reliabil-

ity of over 98%, the Loesche mill continues

to exceed expected throughputs. “We had a

hugely impressive start-up at this plant and

look forward to continued high performance

from our high-tech operations,” adds Fourie.

Production capacityBuilt using in excess of 120 000 m3 of con-

crete and 14 600 tonnes of structural steel,

the Aganang plant is a concrete superstruc-

ture. With clinker storage capacity of 50 000

tonnes, its clinker silo is one of the largest

single clinker storage bunkers in South Africa

and its 6 000 tonne kiln, the biggest single

cement kiln in the country.

Its raw meal silo storage capacity will

accommodate 20 000 tonnes, along with raw

material pre-blending and storage stockpiles

that will extend the length and breadth of

four rugby fields. The facilities also have

the capacity to store approximately 22 000

tonnes of finished bulk cement products.

In the region of 1.2 million tonnes of

cement will be produced annually at Aganang,

and combined, Sephaku Cement’s plants are

projected to achieve cement production vol-

umes of 2.5 mtpa by 2015.

Delivery focus“Our goal is to be people who deliver,” says

Fourie. “Our industry is personal. With this

comes the need to be approachable and

to find solutions. Whether it be our sales

or technical team, our finance or marketing

team, we need to demonstrate absolute com-

mitment to delivery.

“Face-to-face customer service without red

tape remains the most effective way of

listening to customers and responding in a

way that meets their needs,” says Fourie.

To this end, Sephaku’s customers will have

direct access to Fourie and his executive

team, allowing for tailor-made solutions with

rapid execution.

DID YOU KNOW? • Aganang’s site footprint (site-levelling cut and fill) was pre-

pared over an eight-week period with some 128 000 m3 of cut and 155 000 m3 of fill processed.

• Slip forming was maintained at 4 m lifts every 24 hours, a rate much higher than that of the industry average.

• The 15 m (height) by 8 m (diameter) concrete cone in the raw meal silo was completed in just 10 days.

• The Aganang brick-laying teams laid between 1 000 and 1 200 bricks per brick layer, per day.

• Construction of the batch plant was completed in 90 days, the pre-heater foundations and steel super structure were completed in 488 days and the raw meal silo was done in approximately 547 days.

IMIESA July 2014 35

COVER STORY

Looking back over the founding team’s

seven-year journey, some intense challenges

have been overcome. “We never lost belief

in why we were entering the market and we

remain committed to making South Africa’s

cement industry about the needs of the

people who make the end product a reality,”

he emphasises.

Community at heartSince the inception of the Sephaku Cement

project in 2011, the company policy has been

to support communities in which it operates.

Communities that have benefited from this

policy include Itsoseng, Springbokpan and

Verdwaal, all of which are adjacent to its

operations in the North West province.

“To date, we have invested in community

infrastructure and supported local income

generating projects. This has included pro-

jects from building and equipping a clinic

to which more than 3 000 people have

access, to running a driver training pro-

gramme to make local community members

more employable,” notes Fourie.

During the construction of Aganang,

Sephaku Cement created over 300 limited-

duration employment opportunities, of which

more than 50% were from local communities.

During the current operational phase of the

plant, 76 permanent employment opportuni-

ties have been created, of which over 60%

are from adjacent communities.

Recession-proofSephaku Cement’s entry into the market is

based on belief in the long-term sustainable

PRODUCT INFORMATIONAvailable in 50 kg bags and bulk, Sep-haku Cement provides high-quality cement for all applications. Its product range covers all classes of cement, from high-strength product needed by the technical sector to general-purpose cement often used in less technically demanding projects.

Sephaku 32General-purpose Sephaku 32 (32.5R) cement is ideal for use in general concrete, mortar, plaster, screed and all domestic concrete applications. Due to the additional factory-blended high-grade fly ash, this product delivers professional quality and uses less water to produce a cohesive mix and long-term durability. Sephaku 32 is compat-ible with a wide range of admixtures and additives.

Sephaku 42The early strength of Sephaku 42 (42.5R) cement provides a high-quality, cost-effective product for applications where higher strength and improved technical features are needed. Sep-haku 42, which is available in bulk and bags, delivers excellent all round per-formance. Its innovative formulation allows readymix end users to extend further with additions.

Sephaku 52High-strength Sephaku 52 (52.5N) cement is predominantly supplied in bulk although there is availability in bags as well. It is specifically suited to applications that need increased one-day strength and is highly benefi-cial for precast work, as well as cold-weather working. Sephaku 52 is ideal for use in major infrastructure projects where high-quality, excellent strength and long-term durability concretes are imperative.

Building greenfield cement operations gave us the opportunity to ensure that we use the most high-tech cement manufacturing equipment available

growth of cement. South Africa may have

relatively good infrastructure but there is

still a lot to be developed. “Significant com-

petitiveness and cost-efficiency lie in the

state-of-the-art technology backing Sephaku

Cement’s plants.”

The company is a 64%-owned subsidiary

of Dangote Cement Plc and an associate

company of JSE-listed Sephaku Holdings.

“We navigated our way through the global

recession through determination and belief

in our ability to change the face of the South

African cement industry,” he says.

The team is passionate about the potential

inherent in cement. Recalling what it has

taken to build cement operations from the

ground up, Fourie says, “While we have all

been in the industry for many years, this

project has been a once-in-a-lifetime experi-

ence. Not only has it made us better cement

experts, but better people.”

He concludes: “High-quality product, which

in our industry calls for consistency, strength

and durability, is imperative, but of equal

importance is the need to prioritise peo-

ple. Solutions focused on every customer’s

needs should be a constant measure of

great performance for every employee and,

for us, it is.”

www.sephaku.co.za

munisustainability In http://goo.gl/lHw13MuniSustain

Join the conversation:

www.sustainability2014.co.za

Platinum sponsor Bronze sponsors Association and strategic partners: Media partners

18 – 20 August 2014 The Vineyard Hotel, Cape Town, South Africa

Special offer for

IMIESA readers.

Get R1000 off the fee

if you register

online before 18 July 2014.

Quote code: SSF12

There are limited places availible. To secure your seat email or call us today. +27 21 700 [email protected]

Christa Liebenberg Municipal Manager

Stellenbosch Municipality South Africa

Liezl Groenewald Manager

Ethics Institute of South Africa South Africa

Dr Moretlo Molefi Chairman

Syntell South Africa

Join Africa’s leading thinkers who will share their ideas on how to develop world class municipalities for 21st century Africa!

Stan WallaceMunicipal Manager

Theewatersfloof MunicipalitySouth Africa

Sustainable readymix under the spotlight

SARMA

THIS YEAR, the annual conference of the Southern Africa

Readymix Association (SARMA) will focus largely on secur-

ing the sustainability of the industry in future by means

of improved practices, advanced methods and machin-

ery, as well as some “out-of-the-box” thinking from speakers that

will focus on new and different ways of producing readymix.

The Readymix Conference by SARMA is an annual institution

among members of the readymix, cement and construction

industries and aims at aligning the abilities of manufacturers and

suppliers in the industry with current and future needs of the

construction, engineering and architectural industries. Raw mate-

rial suppliers to the industry (cement, aggregate, extenders and

admixtures) also play an active role in the conference and provide

insight into new products available in the industry.

Paving the way forward“This year, we want to focus much of our attention on future sus-

tainability, have invited speakers like Jason Drew – who built an

empire by farming with flies and mosquitoes, for example – and

will be able to provide delegates with insight and ideas on doing

things differently in order to succeed in a competitive environment.

While readymix concrete remains the single most important construction material used in Southern Africa, the sustainability of supply of all materials used in its manufacture needs to be secured to ensure that suppliers are able to keep pace with construction projects in years to come.

SARMA general manager Johan van Wyk

36 IMIESA July 2014

SARMA

IMIESA July 2014 37

munisustainability In http://goo.gl/lHw13MuniSustain

Join the conversation:

www.sustainability2014.co.za

Platinum sponsor Bronze sponsors Association and strategic partners: Media partners

18 – 20 August 2014 The Vineyard Hotel, Cape Town, South Africa

Special offer for

IMIESA readers.

Get R1000 off the fee

if you register

online before 18 July 2014.

Quote code: SSF12

There are limited places availible. To secure your seat email or call us today. +27 21 700 [email protected]

Christa Liebenberg Municipal Manager

Stellenbosch Municipality South Africa

Liezl Groenewald Manager

Ethics Institute of South Africa South Africa

Dr Moretlo Molefi Chairman

Syntell South Africa

Join Africa’s leading thinkers who will share their ideas on how to develop world class municipalities for 21st century Africa!

Stan WallaceMunicipal Manager

Theewatersfloof MunicipalitySouth Africa

“We will be looking at energy-saving ini-

tiatives that can be implemented both by

our manufacturers on-site, as well as by

customers making use of SARMA members’

products. Carbon taxes are another topic to

be discussed and we will also look at ways

of reducing our environmental footprints and

manufacturing green products.

“Simultaneously, we will share ideas on

new formulae and new techniques that

are able to support sustainable building

techniques and will look at new building

methods that make use of readymix con-

crete to speed up construction of houses

and buildings. Some innovative machinery

will be displayed and discussed. Money-

saving methods through the elimination of

wastage, faster, more efficient construction

methods and other methods will also be

discussed,” says SARMA general manager

Johan van Wyk.

Participation welcomed It is a jam-packed schedule that will enor-

mously benefit delegates. In keeping with the

theme of sustainability, members will also

be able to share in incentives that will offset

their entire annual SARMA membership fee

in savings and enable the funds to be rede-

ployed back into the business. Outdoor and

indoor displays of conference sponsors will

showcase products and equipment used to

manufacture and deliver readymix concrete,

as well as equipment used to transport and

place concrete on construction sites.

The conference will be followed by the

association’s annual general meeting and

is open to all SARMA members. “Following

interactions between our members, suppliers

and customers, we will bring our members

together to decide upon the future path of our

association and to draw up a new agenda and

action plan for the year ahead. We therefore

advise everyone in the industry to be part

of the change and to participate in both the

conference and the AGM."

The conference takes place at Misty Hills

Conference Centre, West Rand, on 13 to

14 August 2014. Those who wish to attend

should book early to avoid disappointment.

To sponsor or book seats at the conference

call Mary-Ann Sutton, SARMA

t +27 (0)11 791 3327

f 086 647 8034,

[email protected]

www.sarma.co.za

Sustainable readymix under the spotlight

The time to invest is now

38 IMIESA July 2014

SARMA

6754 - IBA 2014 VISPROM IMIESA 105x297 AD Paths.indd 1 2014/05/26 12:12 PM

ON THE HEELS of the country’s fifth successfully run

elections and a flood of positive data from leading

economists, it makes sense to invest in an industry

that ultimately supports all future building and con-

struction projects and supplies more than 80% of the raw materi-

als required for structures and roads.

Nico Pienaar, director of the Aggregate and Sand Producers

Association of Southern Africa (Aspasa), says it is imperative

that especially sand and aggregate mining operations are able to

respond to increased future demands for construction materials.

Economic revival“Government and the private sector have backlogs in terms of

investment in physical infrastructure. With elections out of the

way, governmental heads have received a fresh mandate and will

want to be seen to be delivering on their campaign promises.

Likewise, businesses are seeing the first real “green shoots” of

a revival in world economies, and that translates into increased

demand for South African exports and commodities.

“Statistically, history shows that these macro indicators are

followed by an up-tick in the residential building industry and are

followed shortly afterwards by the construction industry. This

improvement is already in evidence and we are already seeing

vastly better sentiments in the residential sector. With a new

mandate, government can be expected to unleash some new

infrastructure projects that should further stimulate the building

and construction industry.

“For this rea-

son, we believe it

is time for sand

and aggregate pro-

ducers to look to

the future and put

plans in place to

deal with a higher-

growth scenario.

Also, to look at the

type and quality

of minerals being

South African companies in the quarrying industry should consider investing in the growth of their businesses right now, as local and international economies drag themselves out of a prolonged slump and edge towards improved growth.

Nico Pienaar, director of Aspasa

IMIESA July 2014 39

SARMA

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produced and to actively market them to custodians of projects

that are either in the pipeline or are being planned, such as

municipalities, public works, construction firms and consulting

engineers,” says Pienaar.

Stats don’t lieHe adds that local statistics show that residential, non residen-

tial and total building projects show healthy growth and that year-

to-date figures are supporting the fact that 2014 building figures

will be up from last year – upholding predictions that the industry

has reached a turning point. Furthermore, stability in the political

arena should bode well for the future.

“With the elections over, we can hopefully return to the

real issues and work with government and the industry to

move towards world-class min-

ing practices in order to pro-

duce world-class aggregates and

building products. We need to

work together to create legisla-

tion that formalises the industry,

introduces stricter standards and

puts a stop to illegal mining and

unnecessary borrow pits.

With a level playing field we will

then be able to focus on the main

issues facing the industry like

improving the quality and selection of aggregates to enable our

construction industry to have access to world-leading products

and enable new building methods. This will require investment

in education and training of all levels of employees within our

quarries and will require assistance from government to properly

align the process of education and training.

Mining into the futureCooperation between quarrying and mining organisations, the

government, as well as interested and affected people is cur-

rently reaping rewards for the industry and is ensuring the local

economy remains buoyant with positive input from the mining

sector – one of the most important contributors to our GDP.

Even despite labour unrest, changes to legislation, disagree-

ment over allocation of new mining licenses and other sticking

points, the overall outlook for the industry remains positive.

Cooperation between role players shows that the path is clear

for mining to take place and for investment to continue to be

directed towards the mining sector. “Mining in South Africa

remains a lucrative business for companies that are prepared to

play by the rules.

“With these improvements in place, we are confident that the

quarrying industry will be able to supply enough modern, good-

quality building materials to the country’s construction and relat-

ed industries. All that is required now is the will to change and

the go-ahead from government and the private sector to kick-start

our building and construction industry,” concludes Pienaar.

The time to invest is now

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IMIESA July 2014 41


INTEGRATED PROGRAMME manage-

ment and portfolio management offer

benefits to the planning, delivery and

maintenance of water infrastructure.

In this article, John Mason, Aurecon’s

programme, portfolio and project delivery

leader, discusses the opportunities that

owners may wish to consider to help them

manage risk and optimise value for money

in their investments.

Water industry trends In recent years, we have seen significant

changes in how owners manage their infra-

structure portfolios, particularly in how they

think about risk and value.

In addition, as a result of the budg-

et and related pressures owners

face in trying to deliver, support

and maintain their infrastructure

capabilities, many government

departments and agencies, as

well as private sector owners,

are now being asked to make do

with less.

Strategic reforms and market

dynamics therefore continue to chal-

lenge owners to think smarter about

how they deliver, support and sustain

their critical infrastructure capabilities.

Optimising decision-making around the

sustaining capital spend is critical – get-

ting the best outcome for each taxpayer

or shareholder.

Owners are also increasingly using effi-

ciency and effectiveness as key drivers for

the strategic management of their infra-

structure spend, along with building strong,

successful relationships with industry.

The challenge As water infrastructure continues to age,

despite investments made over the past

decade, there is growing evidence in some

areas of the decline and reduction in the

estimated remaining life of critical infra-

structure assets due to underfunding in the

upkeep of infrastructure. This increases the

risk of future unfunded liabilities.

Whole-of-life infrastructure solutions, pro-

gramme and portfolio management are

three interrelated options for addressing

these challenges.

However, all too often, insufficient con-

sideration is given at the outset of a pro-

gramme or portfolio to the owner’s strate-

gic objectives, the governance around the

programme or portfolio and the strategy for

delivering them.

Programmes in particular are complex

undertakings and the stakeholder and sup-

ply chain management impacts are nor-

mally critical factors in determining the

successful outcome.

Programmes and portfolios, where the

overarching priorities for delivery are clear,

commence with a set of strategic objectives

in mind, but then require a major effort in

terms of planning to ensure these factors

are adequately addressed before delivery

commences in earnest.

A vision for affordable, safer and sustainable infrastructure models Public and private sector owners will con-

tinue to compete for their share of available

funding against other government priorities

and programmes.

The solution is not merely to seek

more money or to reduce the quality

of the owner’s infrastructure hold-

ings. The more desirable solution

is to design and implement a more

affordable, safer and sustainable

infrastructure model, which utilises

integrated, best-practice programme,

portfolio and project management to

make the right investments in infrastruc-

ture and maintenance and achieve the best

value possible from available funding.

Whole-of-life infrastructure asset management Asset owners and operators are increasingly

focused on life-cycle solutions that optimise

infrastructure outcomes and service deliv-

ery – a ‘cradle-to-grave’ approach.

A whole-of-life infrastructure asset man-

agement framework enables asset owners

Optimising water infrastructure assetsWith the cost of delivering water increasing dramatically in recent years, water utilities need to get the most out of their existing assets, whether it is improving water quality, increasing capacity, extending the life of the asset or lowering energy consumption.

71821 Veolia Water DWR WSA ad.indd 1 2014/05/08 11:11 AM

IMIESA July 2014 43


and operators to achieve

their business objectives

at the optimum cost and

risk across the full asset

life cycle.

This type of framework has

tremendous potential to help

owners address their infrastructure chal-

lenges and still have the opportunity to

identify and unlock strategic reform and

efficiency benefits.

The framework takes a whole-of-life strate-

gic view at assets from the beginning through

the application of proven process methodol-

ogies contained within the framework.

This approach has seen owners realise

significant reductions in physical asset life-

cycle costs and simultaneous productivity

increases from improved reliability of their

physical assets.

By way of example, many water treat-

ment plants com-

prise a vast number

of buried metallic

assets that require

an effective corrosion mitigation strategy to

minimise the risk of unscheduled mainte-

nance, and avoid costly failures with the risk

of plant shutdowns, environmental pollution

and even the endangering of life.

A major Australian water utility has jointly

developed a corrosion management regime

with Aurecon. The implementation of this

regime has also enabled the utility to adopt

a unified and structured approach to moni-

toring and managing corrosion issues.

In South Africa, all municipalities manage

large portfolios of infrastructure assets.

One such municipality wanted to optimise

service levels, risk and

expenditure for all assets

over the entire asset life

cycle and appointed Aurecon

to develop a full asset man-

agement programme.

A risk-based asset-renewal

model was implemented to aid with the

long-term planning of infrastructure invest-

ments and has proven valuable in opti-

mising budget. It considers the social,

environmental and economic risks associ-

ated with infrastructure services to prioritise

capital-renewal interventions.

The model was subsequently extended to

cover all of the other infrastructure catego-

ries typically managed by the municipality,

such as stormwater, water supply, sanita-

tion, solid waste and electricity.

The benefits to asset-intensive business-

es in adopting a cutting-edge framework

are in an improved

return on the con-

siderable invest-

ment in physical

A risk-based asset-renewal model was implemented to aid with long-term planning of infrastructure investments and has proven

valuable in optimising budget

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44 IMIESA July 2014

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assets and improvements in

the safe and sustainable use

of these assets.

The other clear benefit is

in providing better information

and analysis around invest-

ment priorities and their neces-

sity: a key challenge. This con-

tributes to a better understanding of risk

and allows more informed decision-making

about investment priorities.

Integrated solutions framework A key to achieving these outcomes is imple-

menting them as part of a totally integrated

and managed approach to programme, port-

folio and project delivery.

At its most basic level, it provides a frame-

work that integrates and reconciles compet-

ing demands for resources and provides

a context and control framework for the

investment priorities and projects within the

programme or portfolio.

It also often involves changes to the cul-

ture, style and character of organisations by

providing a controlled environment in which

there is a common approach to programme

or portfolio direction, management, delivery

and reporting.

Four critical goals are required to establish

a new management framework for improving

sustainable infrastructure outcomes:

1. Establishing and sustaining the right

cultural environment within the owner’s

team and any infrastructure programmes.

2. Creating clear structures, boundaries

and interfaces.

3. Measuring progress and making deci-

sions focused on successful programme

delivery and outcomes.

4. Establishing robust data and informa-

tion management systems combined with

clear reporting to enable stra-

tegic investment decisions to

be made.

What is clear is that all pro-

grammes and portfolios are

dif ferent, so any solution

needs to be tailored to its

unique position.

Looking aheadThe sustainable management of our water

resources presents an increasing challenge

and arguably requires greater focus than

any other natural resource.

Water quality and availability impact the

health, well-being and prosperity of our com-

munities and underpin business, agriculture

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ment these are collective responsibilities

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46 IMIESA July 2014


A LOCAL MUNICIPALITY (LM) in the

West Rand of Johannesburg, was

losing a significant amount of rev-

enue resulting from faulty and non-

operational water meters at an upmarket

housing estate located in its area of authority.

An analysis conducted at the time showed

that as many as 37% of the water meters in

the residential estate were not operating at all.

As a result, the LM appointed Utility

Management Solutions to under take

the installation of Elster Kent prepaid

water meters to all the homes in the

residential estate.

Leon Basson, sales and marketing director

at Elster Kent Metering, explains that the

project included the replacement of 1 022

existing water meters with Elster Kent pre-

paid meters. The payback time including

installation was 7.6 months. This has since

resulted in the LM now being able to collect

Prepaid water meters turn around revenue collectionReplacing existing water meters with prepaid meters has allowed a Johannesburg local municipality to collect revenue that was previously lost due to inoperable prepaid metering systems.

IMIESA July 2014 47


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revenue that was previously lost due to inoperable prepaid metering

systems. Although the LM has been involved in prepaid metering

for over 10 years now, they had identified that, as a result of some

of the residents in the estate being undercharged for their water

consumption, and in certain cases not being charged at all, urgent

interventions were required due to a significant loss of revenue.

Basson says that the increase in water sales in the estate

from the start of the project was a massive 197%. In the first

four-month period, water sales amounted to an average of

R138 070 per month. This obviously takes into consideration

that the months from January to April are in the summer season

of Gauteng, during which residents would water their gardens.

During the next four months, water sales increased to an average

of R300 949 per month. “This shows the turnaround in water

billing as a result of the new Elster Kent prepaid water meters in

this particular estate,” says Basson.

About prepaid meteringWith prepaid metering, the consumer is in control of their

Elster Kent Metering’s prepaid water meters allow consumers to control their own water usage

own water usage, as they decide how much water to purchase

according to their requirements at any one time. This system

ensures that the consumer can now budget for their water bill,

and that they will not receive any surprise bills from the water

utility. At any time, the system that has been installed on the

consumer’s own property shows how much credit is on the

meter and how much water has been used.

The prepaid metering system has numerous benefits, includ-

ing the fact that any water leaks on the premises can be

detected immediately as they will be shown on the meter. From

a water services authority’s (WSA) perspective, the Elster Kent

prepaid metering system is a reliable system that is an effec-

tive income-generating system for water sales.

The Elster Kent prepaid metering systemBasson provides an overview of the Elster Kent prepaid meter-

ing system that was installed at the estate. “Our prepaid

domestic water dispenser is designed for individual house-

holds, to control the dispensing of prepaid quantities of water.

The system comprises three main components, which include

the electronic module, latching valve and water meter with

pulse output,” says Basson.

Basson explains that this is a multi-tier tarif f system, which

monitors the monthly consumption of the consumer, and charg-

es them according to the appropriate tarif f. A monthly consump-

tion profile is generated, which in turn is loaded back onto the

token. This profile is uploaded to the management system the

next time the consumer purchases credit.

The management system also caters for a multitude of

reports that can be generated and used by WSAs. The system

comes with tamper switches which prevent tampering from

unauthorised persons. Any tampering with the system results in

the switch being activated and water is then shut off.

The estate manager says that residents of the estate were

very impressed with the way in which the new installation

was undertaken. The installation was conducted on schedule

according to an agreed project plan. There was effective com-

munication with the residents/consumers and the estate man-

agement throughout the project.


A project at an upmarket estate in the West Rand of Johannesburg where 1 022 existing water meters were replaced with Elster Kent prepaid water meters

48 IMIESA July 2014

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IMIESA July 2014 49


“Overall, the installation of the system was seamless,” says

the manager.

Another resident of the estate, Mr Anderson, says the

following: “The installation of the new water meter to my

property was carried out in an efficient and competent man-

ner. The company also fully explained how the new water

meter functioned.”

Basson says that as a result of the success of the project

in this estate, the same system has been implemented in four

other estates in the area.

Basson also recommends that WSAs do proper investigations

before purchasing prepaid water meters, as there are products

on the market that underper form. He urges them to visit WSAs

where the products are installed and talk to the relevant peo-

ple about the product’s per formance as well as the after-sale

services given by the manufacturer.

FIGURE 1 This graph shows the average water consumption, per consumer meter per month, since the project was initiated

“Our prepaid domestic water dispenser is designed for individual households” Leon Basson,

sales & marketing director, Elster Kent

50 IMIESA July 2014

TRENCHLESS TECHNOLOGY

THE THREE MOST recognised trench-

less installation methods for pres-

sure pipe are horizontal directional

drilling (HDD), sliplining and pipe

bursting; all are seeing rapid growth in

application. Improvements in methods and

materials have stretched the boundaries of

these technologies, allowing longer lengths

of pipe, larger sizes and an increased range

of project constraints to be managed. New

pipe-joining methodologies for thermoplastic

pipe materials, and specifically the advent

of thermally fused PVC pipe, have had the

largest impact on the growth of these instal-

lation modes in North American water and

wastewater infrastructure.

This article discusses the fused PVC

pipe technology that is enabling trench-

less growth and highlights two case studies

where fused PVC was utilised; a 1 140 m

HDD bore with 600 mm and 150 mm pipe

pulled in simultaneously under a live air-

port runway in Portland, Oregon, and a

water utility in Colorado that has installed

over 45 000 m of fused PVC via the pipe-

bursting method.

In South Africa, with its ageing underground

services, especially in dense urban area,

the application of trenchless technologies

on a larger scale will contribute to cost-

effective remedial projects, which will result

in increased services life.

Underground Construction, February 2013 – “Municipal Survey”

Introduction: 1 140 m HDD bore and pull-inPortland International Airport (PDX) encom-

passes over 10 km2, serving over 15 mil-

lion travellers annually to domestic and

international destinations. It is also home

to the 142nd Fighter Wing of the Oregon Air

National Guard. A vital element to provid-

ing safe aviation service at PDX is the de-

icing and anti-icing of planes and pavement

during periods when air temperatures are

below 4˚C.

The Port of Portland is tasked with captur-

ing and managing fugitive aircraft and pave-

ment de-icing and anti-icing chemicals, as

well as collecting and treating large volumes

of de-icing-chemical-impacted stormwater on-

site. The de-icing and anti-icing fluids are

collected and managed through the existing

stormwater management system. The con-

cern with excessive non-toxic de-icing fluids

in the stormwater is its high biological oxygen

demand. To maintain stormwater discharge

compliance with State and Federal regula-

tions, the Port needed to make significant

investments in the existing infrastructure to

enhance the de-icing collection and control

system at PDX.

As shown in Figure 1, due to the significant

restrictions placed upon construction activi-

ties at an airport, the enhanced system was

located on the western edge of the airport

property. However, the existing collection

and management system is located in the

central and eastern portions of the airport,

representing significant design and construc-

tion obstacles in order to connect the two

systems together.

Design and construction of the airfield crossingThe new portions of the de-icing enhancement

Thermally fused PVC pipe in trenchless installationsIn North America, trenchless pipe installation methods continue to see rapid adoption growth in municipal markets, with 71% of utilities having used trenchless methods in the past 12 months. This adoption rate is a function of improving equipment, installation experience and improved materials. By Andrew Seidel and Robert Walker, Underground Solutions

Portland International Airport

IMIESA July 2014 51


system were designed on the far west side of

the airfield, and the existing system was on

the eastern and central areas. These two

areas are roughly 3 km apart, and the route

between them passes through an active run-

way/taxiway system. Going around the run-

way using open-cut or direct-bury methodol-

ogy was quickly eliminated as an option due

to the distance and quantity of utility piping

that would have to be managed. This option

would also add significant cost to the project.

Going under the runway/taxiways elimi-

nated the additional pipe cost, however the

costs for removing/replacing aircraft-rated

pavement greatly outweighed these reduced

pipe cost-savings. Additionally, the logistics

of working on or temporarily closing a run-

way/taxiway made this option unfeasible.

Another option was a combination of open-

cutting and “jack and bore” installation meth-

odology under the critical runway and taxiway

facilities in the near-surface soils, which

could be done while the runway/taxiways

were operational. Unfortunately, these near

surface soils proved to be predominantly

loose and unconsolidated, precluding the use

of “jack and bore” technology.

After further and exhaustive review, of

potential options, and evaluating potential

risks and costs, HDD was advanced as the

most cost-efficient, viable option. Using his-

torical geotechnical information (Figure 2),

a proposed HDD boring plan was developed

going under the cargo air operations and just

south of the active runway (Figure 3). Due

to the poor soils prevalent across the site,

the proposed bore trajectory was taken to a

depth of at least 22.5 m, where competent

soils were expected. The port was very wary

of HDD installation methodology within the

airfield, due to contractor miscalculations

on a previous project that resulted in the

emergence of a sinkhole adjacent to PDX’s

south runway. To mitigate this potential

risk, this crossing’s bore-path alignment was

carefully selected to provide numerous viable

workarounds if there were a similar issue

that occurred under the cargo area or the

very southern end of the active runway.

Further complicating this installation was

the fact that two separate pipe sections

were required for the crossing. One large

primary conveyance, which was for stormwa-

ter from the airfield collection areas, would

require the same 600 mm FPVCP or 760 mm

HDPE pipe similar to the outfall installa-

tion. The second conveyance, however, was

much smaller and required a concentrate-

stream pump back to the airfield side. Both

760 mm HDPE and 600 mm FPVCP were

considered for this crossing, in the same

manner that they were considered for the

outfall installation.

Bore depth again dictated minimum criti-

cal buckling design requirements, but the

extreme length (11 140 m) and bundled pull

also required maximising tensile-strength-to-

weight ratio. The 600 mm DR18 DIPS FPVCP

was chosen specifically due to its strength-

to-weight ratio, allowing risk minimisation on

the bore by giving the driller the highest safe

pull-force-to-weight ratio possible to meet any

actual required pull force during pullback. The

smaller line was also FPVCP, a 150 m DR14

DIPS cross-section.

Drilling conditionsThe joint venture of Northwest Underwater

Constructors and Kinnan Engineering was

selected to perform the HDD for the air-

field crossing. Underground Solutions (UGSI)

provided the FPVC pipe and fusion ser-

vices for this crossing. During drilling, Kinnan

encountered difficult and complicated drilling

conditions. The same soils that precluded

“jack and bore” methodology also had to

be considered in the initial approach of the

drill shot. Kinnan used a steel casing for the

first 36 meters of the installation to stabilise

the bore.

The required length of the bore, 1 140 m,

was a significant length of pipe to fuse

and stage – not only to string out in one

length, but to make sure that it lined up

with the crossing alignment. The fusion

and lay-down area for the fused pipe pre-

sented a major challenge because wet-

lands and environmentally sensitive areas

that could not be disturbed existed in the

work area that had to be used. JE Dunn,

FIGURE 1 Final site plan showing new treatment and conveyance facilities on the western side of PDX and the existing facilities in the central and eastern portion of the property

FIGURE 2 Proposed boring plan for the active airfield crossing CDM, Geotechnical Data Report, June 2009

52 IMIESA July 2014

CDM, the Port of Portland, Kinnan and

UGSI ultimately identified an alternate align-

ment that did not disturb the wetlands, yet

allowed for the full lengths for both 600 mm

and 150 mm sections to be laid out.

Kinnan custom-fabricated a manifold-style

pullhead to separately link the 150 mm and

2 600 mm pipes and their individual pull-

heads simultaneously. Pullback commenced

on 27 July 2010, with water ballast in the

600 mm pipe to reduce frictional force in

the bore.

The pull was completed in 13 hours, exert-

ing a maximum pull force of 520 kN. A suc-

cessful pressure test was completed several

weeks later.

Introduction: 11 100 m of pipe-bursting rehabilitationThe Consolidated Mutual Water Company

distributes approximately 15 million m3 of

water annually to about 90 000 residents

in Lakewood, Wheat Ridge, and unincorpo-

rated portions of central Jefferson County,

Colorado. Treated water is delivered through

1 638 km of pipelines and 21 100 tap

connections over a service area of approxi-

mately 70 km2. Consolidated, through a

distribution contract with Denver Water

(Denver), purchases approximately 70% of

the total treated water it distributes annu-

ally. The other 30% of water is supplied by

Consolidated’s own Maple Grove water treat-

ment facility from water rights acquired over

the past 85 years. Consolidated still follows

the original pattern of the early coopera-

tives that it was created from – ownership

by the water users it serves. It is presently

FIGURE 3 Results of the boring plan along the chosen HDD alignment

Geotechnical Data Report, June 2009


• GRUNDOMAT soil displacement hammers for pipes up to ND 150 - extremely precise due reciprocating chisel head.

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• GRUNDODRILL HDD systems for steerable bores up to ND 600 - with percussive hammer for stony soils.

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• PRIME DRILLING - Midi & Maxi HDD rigs for pipes up to 1400 mm.

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TT sales partner in South Africa: Reef Trenchless Technology SA (Pty) Ltd · 19 Shamrock Road, Primrose, P. O. Box 2168 · Primrose 1416 · South Africa Phone: +27 (0)11 828 2397 · 828 5782 · Fax +27 (0)11 828 7981 · E-Mail: [email protected] · www.reeftrenchless.com

• GRUNDOMAT soil displacement hammers for pipes up to ND 150 - extremely precise due reciprocating chisel head.

• GRUNDORAM ramming machines for steel pipes up to ND 4000 - also applicable vertically for ramming sheet piles.

• GRUNDOBURST static pipe bursting systems for the replacement of pipes up to ND 1000

• GRUNDODRILL HDD systems for steerable bores up to ND 600 - with percussive hammer for stony soils.

• FÖCKERSPERGER PIPE AND CABLE PLOWS - for trenchlessly plowing in pipes up to OD 225 and cables in open terrain.

• PRIME DRILLING - Midi & Maxi HDD rigs for pipes up to 1400 mm.

ALL THIS AND MORE ONLY FROM TT.

TT sales partner in South Africa: Reef Trenchless Technology SA (Pty) Ltd · 19 Shamrock Road, Primrose, P. O. Box 2168 · Primrose 1416 · South Africa Phone: +27 (0)11 828 2397 · 828 5782 · Fax +27 (0)11 828 7981 · E-Mail: [email protected] · www.reeftrenchless.com

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operating under the provisions of the

Colorado Nonprofit Corporation Act, accepted

by action of the stockholders in 1969. As

stockholders, the rate payers and water

users of Consolidated’s system have a vest-

ed interest in the system and its success.

Consolidated’s distribution system dates

back as far as 1926 when the original

company was formed from four smaller,

well-based systems. Through decades of

additions, expansions, and reorganisations,

Consolidated has remained committed to

providing the highest-quality water to its

stockholders through a reliable distribu-

tion system. Since the mid-50s, they have

budgeted money annually for water main

replacement and upgrades of other age-

ing infrastructure. Consolidated has histori-

cally used the open-cut installation pro-

cess in its water main replacement pro-

gramme. As the cost of open-cut installation

continued to rise, including paved street

restoration, Consolidated began evalu-

ating alternative methods for water main

replacement. The primary focus of such

an initiative being to lower the cost per

metre of line being replaced – as long

as the methods were suitable and met

the requirements of Consolidated and

Denver’s standards.

Over the years, Consolidated has brought

all of the elements of water system main-

tenance, construction and design, into

its organisation. All engineering design,

maintenance and construction is self-

performed by company employees. The

replacement programme that was in place

for undersized or ineffective water mains

in the system was to be performed by

Consolidated’s crews and it was important

that any alternative methods to improve the

system were capable of being delivered by

Consolidated’s staff.

Rehabilitation and/or replacement needsConsolidated was facing the same ageing

infrastructure problem many other utilities

face, namely large sections of their system

that needed to be replaced. These sec-

tions contained large amounts of undersized

100 mm and 150 mm cast iron pipe. The

piping had served the system well over the

years in these sections of the system, how-

ever due to large numbers of breaks, water

quality issues and restricted flows in some

areas due to tubercles and pipe size, it was

becoming an ever-increasing concern.

In early 2009, money was budgeted for a

large-scale pipe replacement programme that

would begin in 2010, the goal of which was

to replace the undersized and insufficient

piping in those areas where required by dig-

and-replace methodology. The total budget

for 2010 was approximately $2.4 million,

which was intended to replace approximately

7 200 m of existing piping. It was also during

this time period that Consolidated started

to investigate other methods of waterline

rehabilitation compared to the daunting

open-cut, dig-and-replace programme that

was outlined.

After hearing about pipe bursting as a

pipe rehabilitation and replacement method,

Consolidated began evaluating and testing

a variety of equipment, piping products,

and procedural methods using pipe-bursting

technology. Consolidated decided to proceed

with a pipe-bursting programme to replace

6 900 m of water pipelines, beginning in

April 2010, in a service area with antiquated

FIGURE 4 Start of pull into the insertion pit

FIGURE 5 Pipe bundle at borehole exit and casing

FIGURE 6 Service area map with delineation of the service area into the two systems – also shows the project area for 2010

FIGURE 7 Typical water main in areas to be replaced, both outside and inside pipe showing tubercles

56 IMIESA July 2014


and undersized lines. Consolidated selected

fusible PVC pipe (FPVCP) as the replacement

pipe based on its corrosion resistance, ease

of connection, and its ability to upsize old

cast iron distribution lines while minimising

soil displacement due to its smaller pipe

OD versus other pipe options. Additionally,

the other pipe material evaluated and deter-

mined to be feasible was high-density poly-

ethylene pipe (HDPE), however, Denver would

not allow it to be used. While Consolidated

runs their own programme, maintains and

constructs their own water system, and func-

tions as a fully autonomous utility, the use

of Denver Water carries with it a stipulation

of following all of Denver’s rules, regulations

and requirements including following their

engineering standards for all materials and

methods. This required that any alternative

pipe replacement or rehabilitation methods

that Consolidated decided to use had to get

a variance approval from Denver. Based on

Denver’s use of FPVCP pipe in the past, they

allowed Consolidated to use FPVCP as part

of a pipe-bursting programme, after reviewing

their variance request.

Pipe bursting as both a rehabilitation and replacement methodUnder the ‘trenchless’ moniker come many

varied forms of pipeline rehabilitation and

replacement methods, all with various

strengths and weaknesses depending on the

many variables associated with the system,

pipe materials and specific attributes of a

given project scenario. It

can be argued that most

trenchless pipe installation

methods fall into one of

two global categories, those

that ‘rehabilitate’ a pipeline,

and those that ‘replace’ a

pipeline. They all share the

common goal of reducing

excavation as much as

possible; however, there

are distinct differences

between the two in relation

to how a ‘new’ pipeline is

created in relation to the

existing one. Rehabilitation

methods, by broad defini-

tion, utilise the existing pipe

that has reached the end of

its useful design life. This

means that whatever meth-

od is employed, whether it

is cured-in-place-piping, liner

installations, or others, the original host pipe

is maintained and the existing utility corridor

is reused. The solution provided is not the

installation of a ‘new’ pipeline, it is the exten-

sion of the existing pipeline’s design life.

Replacement, on the other hand, includes

those methods, like horizontal directional

drilling, that provide an entirely new pipeline

installation with the opportunity to upsize

the pipe. Replacement requires that a new

pipeline installation be made, that is inde-

pendent of existing line, and does not rely on

the existing line for any of the new pipeline’s

intended design life.

Some trenchless methods sit on the line

between these two broad definitions, meth-

ods such as sliplining, tight-fit liners, and

pipe bursting. Of these methods that have

aspects that make them a rehabilitation

method and aspects that assure that they

are in fact a replacement method as well,

pipe bursting is unique. Pipe bursting pro-

vides an entirely new pipeline, sized accord-

ing to design needs and not entirely limited

by existing project conditions, but is installed

utilising the same utility corridor and original

host pipe of the pipeline it is replacing. It is

both a viable replacement method, with a

brand-new wholly replaced pipeline, and a

utility corridor rehabilitation method, using

the existing pipeline as the template for

installation and final alignment.

The use of the pipe bursting as a potable

water system rehabilitation and replacement

technique has been recognised for some

time, but has just recently seen a major rise

in application. As pipe-bursting equipment

and suitable pipe-replacement products have

evolved and flourished, so too has the use

of the technology and the required expertise

in the construction sector has responded to

this need.

Pipe-bursting equipment for potable water installationsStatic pipe bursting has long been recognised

as a viable form of pipe bursting and potable

water pipe rehabilitation. Today, static pipe

bursting has come to the forefront of trench-

less methods in North America. During the

static bursting process specially designed

bladed rollers are pulled through an existing

line by a hydraulically powered bursting unit.

As the bladed rollers are pulled through, they

split the host pipe. An expander attached to

the rollers forces the fragmented pipe into

the surrounding soil while simultaneously

pulling in the new pipe (see Figure 9).

Patented “Quicklock” bursting rods are

linked together, which speeds the installation

process as well as the breakdown procedure.

The rods can be quickly removed one at a

time at the exit pit as bursting is in opera-

tion. The advantages of static bursting over

the other prevalent form of pipe bursting,

which is pneumatic bursting, is that it allows

for the use of many product pipe materials,

and additionally does not require air hoses

that feed the pneumatic process to be

run down the new product pipe, alleviating

concerns about contamination for potable

water use. Advances in the equipment tech-

nology, including more powerful units with

smaller footprints, have sped the increase

of its use in the potable water pipeline

rehabilitation market.

Pipe products for use in potable water pipe burstingAs the equipment for pipe bursting has

evolved, so too have the pipe products that

can be employed with it. HDPE pipe was

the original product used in North America

when pipe bursting was first advocated as

a method to replace existing cast iron natu-

ral gas distribution lines, back in the early

1980s in New Jersey. This pipe material

has also seen crossover use in the water

and wastewater markets as well, mainly

due to its low-profile, non-mechanical, high-

tensile-capacity thermally butt-fused joint,

which is perfect for installation by trench-

less methodologies, including pipe bursting.

FIGURE 8 The static pipe-bursting process illustrated

IMIESA July 2014 57


HDPE, in practice however, is historically not

a common, standardised waterworks piping

material, save for a select few water utilities.

This has created a void for other materials

to fill when it comes to trenchless piping

products in the water market. Filling this void

are a number of restrained-joint products

utilising the more traditional piping materi-

als for the North American water industry,

including PVC and ductile iron pipe. One

material that has combined both of these

trends is FPVCP, which takes the very popular

and common waterworks piping material

of PVC and couples it with the low-profile,

non-mechanical, high tensile capacity of the

thermally butt-fused joint.

Consolidated’s pipe-bursting programmeEarly in 2010, Consolidated started to nar-

row its focus on pipe bursting as a viable

alternative for pipe system replacement and

rehabilitation. Research into the method and

its successes, as well as its limitations, were

showing that it could be viable for a long-term

pipe system replacement tool in many areas

of their system. Just how useful it would be

became the question, and after certainty was

attained that this method would meet the

physical and operational requirements of the

system, the only way to answer that question

was with money – namely, will this method

be cost-effective, in addition to providing the

socio-political benefits of a ‘trenchless’ con-

struction methodology for the shareholders

of the system?

By all accounts, the numbers that

Consolidated came up with showed that

it would be beneficial. Not only should the

replacement method save construction

time in neighbourhoods, limit excavation

in the street and right of way, and limit the

impacts of these activities to individual

shareholders, the numbers were show-

ing a significant cost saving – almost

50% compared to the normal dig-and-

replace construction methods normally uti-

lised. As the pieces of the programme

began to fall into place, two areas defined

themselves as critical for Consolidated to

make sure that it would be a success and

that their numbers would be justified. The

first was the pipe joining and fabrication

and the second was the actual equipment,

labour and efficiency associated with the

pipe-bursting process.

FPVCP pipe joining, which is a thermally

fused joining process, requires that techni-

cians undergo an initial three-day training

course and then annual requalification to

perform the joining process. It also requires

the use of a pipe fusion machine, rated

for the sizes of pipe to be used in the

joining process. Consolidated needed to

decide how to handle these two items, and

per the long-term goal of the process and

rehabilitation programme, decided to bring

these items in house. This meant the pur-

chase of a fusion machine and training of

Consolidated’s employees in the process.

Both of these items would add to the initial

cost of the programme.

The pipe-bursting process also required the

use of special equipment. The installation

technique relies on a hydraulically actuated

pulling device to fracture the existing pipe

into fragments, push them into the surround-

ing soil, and simultaneously pull in the new

product pipe. The process is also coupled

with the hardware of the bursting ‘train’

and pipe attachment assembly. This special

tooling connects to the pulling system of the

equipment, assures that the existing pipe

is sufficiently fractured and displaced, and

finally expands the created annulus of the

utility corridor to allow the trailing insertion

FIGURE 9 Pipe bursting a 100 mm cast iron water main and upsizing to 150 mm FPVCP

TABLE 1 Walkthrough of typical completion of one block (~390 m)

DAY NO. DAY ACTIVITY DESCRIPTION1 Wednesday Fuse Pipe 1 Pipe length of FPVCP is created, one half of the required block length

(~204 m).2 Thursday Temporary Water System Installed Temporary service pipe is set down. Services are disconnected from the

existing water main, the temporary service is initiated, and the existing water main is removed from service.

Fuse Pipe 2 Pipe length of FPVCP is created, one half of the required block length (~204 m).

3 Friday Prepare Existing Water Main Cut, plug and otherwise prepare existing water main for bursting activities.4 Monday Prepare for Pipe Bursting Activity Dig pull pits and insertion pits – set plates and bursting equipment.5 Tuesday Pipe-Burst Activity Pull 204 m of pipe into existing main through pipe-bursting activity (one

half of block). Line connections are made into rest of piping system.6 Wednesday Pipe-Burst Activity Pull 204 m of pipe into existing main through pipe-bursting activity (other

half of block). Line connections are made into rest of piping system including mid-block connections, hydrants, etc.

7 Thursday Commission and Testing of New Water Main

New water line is hydrostatically tested, health tested, and then biologically tested.

8 Friday Reconnection of New Water Line, Surface Rehab

After line clears testing, services are reconnected, temporary services and system are removed, excavations are back-filled, and surface patching is completed. Water pipe on block is completely replaced.

58 IMIESA July 2014

INSIGHT

FIGURE 10 Final restoration in areas of pipe bursting. Asphalt patches shown in relation to rest of street

of the new product pipe (see Figure 9). All of this equipment would

need to be acquired as well, and this too would add to the initial

cost of the programme.

Before this process takes place, activities include excavating pull-

ing and insertion pits, removing service taps from the existing line,

setting up temporary water services and supply, and decommis-

sioning the existing utility. After this process takes place, activities

include tie-ins to the existing system, tapping of the line for water

services and other work associated with commissioning the new

line. All of these are typical processes and well within the equipment

and working knowledge of Consolidated’s skilled labour.

The final and arguably the most important piece of the puzzle for

Consolidated was the efficiency of the work process. In order to

assure that they could meet the production and budgetary goals

created for the programme, they would need to maximise the effi-

ciency of the process. Not only would they need to make sure that

the procedure of the installation worked fluidly from the temporary

water system installation to the final commissioning of the new

line, they also had to try and make it into a template that could be

repeated over and over again, street to street, making the process

as efficient as possible.

Table 1 illustrates how a typical street block of waterline would be

rehabilitated in regards to activities and relative timing. Total time

for work on a given block is eight working days.

Pipe-bursting efficiencies attainedThe overall programme started in earnest on 26 April 2010, and

was completed on 10 September 2010. Through the course of their

pipe-bursting work, Consolidated gained tremendous efficiency with

the process. This not only resulted in a large amount of replaced

pipe, it also meant that the total cost to do so on a metre basis

dropped as well. By focusing on each step of the process as it relat-

ed to time efficiency, Consolidated streamlined their pipe-bursting

operations. They installed what amounted to a twelve month open

cut dig-and-replace programme in a little over four months.

Ultimately, the optimisation that had the most impact on the

work was in the overall process schedule itself. Consolidated

quickly dialled in the needed steps and the appropriate timing of

those steps to assure that any one aspect of the overall procedure

was not inhibiting or slowing down any other aspect. As Table 2

portrays, when Consolidated moved the process through a city block,

they were there for approximately eight days. Essentially, they were

in front of a given customer for eight days in one fashion or another.

By overlapping activities, they were also working on the next block

as the previous one was being completed – so, instead of finishing a

block every two weeks, they were actually finishing one every week.

The process starts with pipe fusion, so the fusion crew works

ahead of the balance of the installation crews in relation to the

58 IMIESA July 2014

IMIESA July 2014 59

TABLE 2 Expected dig-and-replace dollars based on past project experience (sampling of 150 mm projects)

PREVIOUS DIG-AND-REPLACE PROJECTS – 2010 PROJECTED DOLLARSOrchard Rd. 26th Place 33rd Ave. 32nd & Tabor

Length of pipe (metres) 344 165 675 216Diameter (mm) 150 150 150 150Select Cost Items AveragesLabour and overhead $27,460 $15 550 $64 350 $22 190 $28.21Road cut repairs $37,760 $17 850 $45 500 $21 870 $26.78

Total $102,170 $62 750 $224 710 $69 810Total per metre $297.01 $380.30 $332.90 $323.35 $333.35

TABLE 3 Actual pipe-bursting dollars based on 2010 programme (sampling of 150 mm projects)

ACTUAL PIPE-BURSTING COSTS – 2010 PROGRAMME RESULTSAllison St Brentwood St W. 4th Ave W. 1st Pl

Length of pipe (metres) 354 402 853 256Diameter (mm) 150 150 150 150Select Cost Items AveragesLabour and overhead $29 780 $25 560 $65 270 $17 050 $22.49 Road cut repairs $3 320 $3 830 $12 420 $3 830 $3.82

Total $58 830 $59 860 $ 143 510 $52 160 Total per metre $166.19 $148.91 $168.24 $203.75 $171.77

activity located on each block. With

one block’s worth of pipe fused

ahead of the installation schedule,

the ‘pump is primed’ to roll the

programme at the pace of a block a

week, recommissioning a block on

every Friday.

There are several keys to the suc-

cessful implementation of a rolling

schedule such as this one for a

pipe-bursting programme. First and

foremost, one needs skilled and

ambitious workers that can meet the

rigours of the schedule while deliv-

ering a high-quality work product.

Secondly, while the steps of the pro-

cess could be stacked to maximise

efficiency of the process with respect

to time, the key to staying on that

time schedule is the successful com-

pletion of each of those steps without

cutting corners or omitting the routine

aspects of the process.

Final cost comparisonThe original budget, based on a dig-

and-replace programme was priced

at $2.4 million dollars for 2010 for

Consolidated. This utilised historic dig-and-replace metrics of pre-

vious projects to quantify expected labour, time, and equipment

needs. Then these values were coupled with expected rate struc-

tures for 2010 to arrive at the total budget estimate.

When Consolidated looked at the possibility of a pipe-bursting

programme, saving money, but keeping a quality product was a

major component of the possible benefits of using the technology.

It was estimated that the money savings would come from two

major areas: one was the reduced cost of asphalt resurfacing and

the second was the reduced time for installation required and the

labour associated with it.

Examining these two items, with the rolling schedule as described,

showed that the entire slate of pipe intended for replacement could

be installed in less than half the time and with a massively reduced

surface rehabilitation budget, which indicated a possible savings

of approximately $1.3 million. Based on these cost differences,

along with the reduced impact to their shareholders and

water users, Consolidated decided to proceed with the

programme. They utilised the cost differential to offset the pur-

chase of the new pipe bursting and fusion equipment required for

the programme.

Actual dollars have borne out what was originally thought to be

the case by Consolidated. Pipe bursting has saved them approxi-

mately 50% on costs, while at the same time has reduced impact

to their rate payers in the form of construction hassle and surface

restoration. In the end, the goal of an improved water system has

been met with the pipe-bursting programme, while at the same time

saving time and money for all of the stakeholders involved in the

process. By 2013, Consolidated had replaced over 45 000 m of

cast iron water main by pipe bursting with fused PVC pipe.


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IMIESA July 2014 61

ROADS

THERE ARE 67 950 km of paved

and unpaved vehicular roads

in KwaZulu-Natal. SANRAL is

responsible for 1 735 km of

national roads, the KZN-DOT is respon-

sible for 19 950 km of provincial roads

and the remaining 46 265 km fall with-

in the boundaries of KwaZulu-Natal’s 10

district municipalities.

Of the 46 265 km of roads, 5 640 km are

surfaced and 40 625 km are gravelled. This

is a national asset with an estimated current

replacement cost (CRC) over R100 billion.

Before the South African National Treasury

can allocate funds for the maintenance of

this national asset, they needed to know the

exact length of these roads, the value of the

infrastructure on it and the condition of the

road and its infrastructure.

On 1 February 2011, the S’HambaSonke

Programme was adopted by the government.

One of the key outputs of the grant is to

ensure that district municipalities imple-

ment and maintain road asset manage-

ment systems to support investment deci-

sions in roads. This stems from the Road

Construction and Maintenance Summit, held

by the Department of Transport (NDOT),

which highlighted the lack of reliable road

condition data to support decision-making.

The rural roads asset management (RRAMS) grantThrough the RRAMS, 21 district munici-

palities were selected from the 23 poverty-

stricken presidential nodes and, in KwaZulu-

Natal, all 10 district municipalities were

included. The details of the RRAMS project

were presented in the Government Gazette

Notice No. 34280 – 10 May 2011, which

allocated funds to 21 district municipalities

in South Africa over a three-year period:

• Eastern Cape – 5 district municipalities

• KwaZulu-Natal – 10 district municipalities

• Limpopo – 4 district municipalities

• North West – 2 district municipalities.

Budgets for the RRAMS project were set for

three years and a framework was detailed

with goals, outputs, responsibilities and

conditions stated.

The strategic goal of this grant is to ensure

efficient and effective investment in rural

roads through the development of road

asset management systems (RAMS) and

collection of data.

The KZN-DOT’s mandate was to assist

district municipalities to set up systems of

road and traffic data capture. This included

detailed data for the road and its assets

and the condition of the various assets

such as road pavements, bridges, drain-

age structures, guard rails and sidewalks.

The standards were in line with the Road

Infrastructure Strategic Framework for South

Africa (RISFSA) guidelines.

For the past two years, the NDOT and

KZN-DOT have been assisting the 10 district

municipalities in KwaZulu-Natal to collect

inventory and condition data of their roads.

Although there is much more road asset

capturing ahead, the district municipalities

have progressed to a stage where some

decisions on the way forward can be made.

Extent of KwaZulu-Natal’s roadsBefore the start of the RRAMS project, the

KZN-DOT undertook an extensive survey of

all roads in the province, which culminated

Preserving our FutureRoad authorities in South Africa face many challenges in maintaining one of the country’s most vital assets – its roads. Preliminary results indicate that KwaZulu-Natal’s road network requires a long-term, sustained maintenance plan. By Leonard Malapane, Patrick Dorkin, & Roger Purchase

ROADS

62 IMIESA July 2014

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in a spatial database comprising 20 662 km

of paved and 97 162 km of unpaved roads.

These roads have been classified accord-

ing to TRH 26 – South African Road

Classification and Access Management

Manual (RCAM – see Table 1).

This data reflects the fact that the major-

ity of roads in KwaZulu-Natal are not main-

tained by a recognised roads authority and

are still unpaved (see Table 2).

The KZN RRAMS projectUsing their RRAMS grants, the district

municipalities were advised to appoint ser-

vice providers experienced in road asset

management to fulfil a vital role in the devel-

opment of strategic and operational capacity

within the municipalities. Roles and respon-

sibilities were assigned (see Table 3).

Skills development through graduate trainingOne of the biggest challenges faced was

the lack of experienced personnel to assist

district municipalities to manage their

road assets. To address this issue, the

RRAMS project set up a process of identi-

fying and training unemployed S3/S4 civil

engineering candidates who were seeking

experiential learning.

In time, the district municipalities recruit-

ed the numbers seen in Table 4 to carry out

the day-to-day tasks of the RRAMS project.

Graduate competenceIn order to ensure that minimum

TABLE 1 Road classification according to the RCAM model

RURAL CLASSES URBAN CLASSES URBAN SUBSETR1 Rural Principal

Distributor U1 Urban Principal

Arterial

R2 Rural Major Distributor

U2 Urban Major Arterial

R3 Rural Minor Distributor

U3 Urban Minor Arterial

R4 Rural Collector Road

U4 Urban Collector Street

U4a Commercial Collector Street U4b Residential Collector Street

R5 Rural Local Road U5 Urban Local Street

U5a Commercial Local Street U5b Residential Local Street

R6 Rural Walkway U6 Urban Walkway U6a Pedestrian Priority Street or Area U6b Pedestrian-Only Street or Area

Graduates receiving field training

IMIESA July 2014 63

ROADS

competencies are achieved, graduates have

been exposed to the all aspects of road

asset management:

• road inventory data collection

• road condition assessments

• quality assurance and control

• analysis of visual condition data

• selection, adaptation and training relat-

ed to network decision support systems

• GIS in RAMS

• tools to develop strategic and annual

maintenance plans

• management of RAMS.

Planned outcomes for graduatesThe goal of training the graduates is to pro-

duce a technically qualified person who can

fulfil a meaningful role within the municipal

organisation regarding the management of

their road assets.

Certain planned outcomes for the gradu-

ates were outlined at the start of the pro-

ject. These were:

• knowledge of road-infrastructure-related

matters

• good understanding of policies related to

road infrastructure issues – i.e. RISFSA

• knowledge of regulatory elements of

integrated transport planning, includ-

ing ribbon development, traffic engi-

neering, road construction and routine

road maintenance

• report-writing skills

• development of standards and guidelines.

Skills reportingEach district municipality is required to pro-

vide comprehensive skills-transfer reporting.

The district municipalities report on each

graduate’s progress in their theoretical and

practical training.

Data collection and updatingOne of the primary functions of the RRAMS

project is to keep both the roads' spatial

and inventory data up to date. This process

covers the following:

• checking road alignments in the field and

correcting on GIS

• checking road surface types in the field

and updating on GIS

• normalising all road links and correcting

on GIS

• adding local information to roads such as

road names and adding on GIS

• reclassifying roads according to the meth-

odology outlined in the RCAM document.

Additions and modifications to the roads

dataset are recorded. Regular updates to

and from the provincial datasets are man-

aged by the KZN-DOT (see Figure 1).

Visual condition surveysThe majority of the district municipalities

have completed the first assessment of

the condition of their paved and unpaved

roads. This exercise was carried out by

the graduates according to the Technical

Recommendations for Highways' TRH9 and

TRH12 manuals.

The graduates were all given theoretical

and practical training on the methods of

assessing roads. The subsequent field

work was overseen and suppor ted by

individual service providers appointed for

the task. The service providers supported

the graduates and focused on quality and

acceptance control.

The fieldwork highlighted the fact that the

geospatial databases needed substantial

correcting with the added challenge that

the roads were sometimes not accessible

TABLE 2 Extent of road network

PAVED UNPAVED Class 1-5 Class 6 Class 1-5 Class 6National (tolled) 1 341.11 0 0 0National (untolled) 393.60 0 0 0Provincial 7 044.42 0 5 903.38 0Metropolitan (eThekwini) 6 227.52 0 3 922.07 1 894.23Municipal (remainder) 5 639.07 16.23 37 479.59 47 962.56Total 20 645.72 16.23 47 305.04 49 856.80

TABLE 3 Assignment of responsibilities, functions and tasks

ROLE PLAYER

RESPONSIBILITIES

Municipal authority

▪ Expenditure of grant according to Division of Revenue Act (DORA)▪ overall responsibility for RRAMS project during all its phases▪ initiate project business plan▪ appoint service providers▪ control budgeting, accounting and internal auditing processes▪ operate and maintain information management systems▪ conclude learnership agreements.

Provincial authority

▪ Coordinate project▪ interact with all role players and stakeholders▪ coordinate graduate training and mentorship (graduate academy)▪ interact with national authorities▪ monitor planning and implementation processes▪ explore innovative ideas.

Service provider/project manager

▪ Manage project ▪ formulate and manage communication plan▪ interact with municipal authority as well as role players and stakeholders▪ train and mentor graduates▪ coordinate all reporting to municipal authority▪ monitor progress and submit reports and cash flows.

Graduates ▪ Commit to learnership and mentorship programme▪ carry out field assessments, desktop studies and project selection reports.

TABLE 4 Number of graduates employed

DISTRICT MUNICIPALITY

NO OF GRADUATES

DC21 Ugu 6DC22 Umgungundlovu 7DC23 Uthukela 6DC24 Umzinyathi 6DC25 Amajuba 4DC26 Zululand 3DC27 Umkhanyakude 6DC28 Uthungulu 6DC29 Ilembe 6DC43 Sisonke 3Total 53

Graduates assessing an unpaved road

64 IMIESA July 2014

to normal vehicles due to their poor condi-

tion. The captured data was submitted to

the NDOT who are the custodians of all road

condition data for the country.

Traffic surveysTraffic on municipal roads ranged from medi-

um densities in towns to very low densities

in rural areas. Traffic count locations were

selected from desktop studies to determine

the representative traffic volumes over the

district municipalities. The graduates were

all given theoretical and practical train-

ing on traffic counting. Local inhabitants

were employed on a temporary basis as

traffic enumerators.

This captured data was submitted also to

the NDOT.

Updating spatial dataThe goal of the Municipal Infrastructure

Grant is to provide all-weather access to

within 500 m of a dwelling in rural areas and

access to all in urban areas.

Provincial goals have been set at halving

the number of people who do not have an

all-season road to within 2 km of their dwell-

ing and to improve access to social facilities

(schools, health-care facilities and so on).

In assessing the visual condition of road

classes one to five, the graduates have

highlighted issues regarding the class-six

roads in KwaZulu-Natal:

• there are approximately 48 700 km of

class-six roads in KwaZulu-Natal

• a proportion of these roads were con-

structed for vehicular access in the past

but have become inaccessible due to lack

of maintenance

• roads that can be traversed by vehicle

have been cut off either by the loss of

access over a bridge or culvert, or by

local erosion

• most of these inaccessible roads are

located in rural areas.

These roads were not included in the initial

visual assessments as they were consid-

ered inaccessible according to TRH 22.

They nevertheless do play a role in pro-

viding access for the rural population and

therefore must be considered an asset.

Assessments of these roads have been

carried out in a way which yields the most

results with the minimum amount of effort.

It was not expected that the entire length of

each road be inspected, as some of them

were only accessible by foot.

Graduates located these roads, assessed

the possibility of the road being classified

as five or higher and then described the pre-

sent limitations to vehicular access.

This exercise has, and will continue, to add

class-six roads to the district municipality.

ROADS

FIGURE 1 Data management cycle

FIGURE 2 Visual condition ratings for road authorities

Graduates assessing an urban road

IMIESA July 2014 65

Results from the RRAMS project thus farThere are 5 639.07 km of surfaced and

37 479.59 km of gravelled roads within the

10 district municipalities. The estimated

CRC of this asset can be conservatively

set at R150 billion. It is planned that these

assets will be maintained by either the pro-

vincial or municipal authorities. There is no

dedicated budget to maintain these roads

at present.

To put this in perspective, SANRAL pres-

ently is responsible for just over 13 000 km

of non-tolled surfaced roads in South Africa.

Their budget for routine, periodic and spe-

cial maintenance for 2011/12 was R3.2 bil-

lion. This figure does not take into account

road rehabilitation and upgrading.

Surveys undertaken over the last two

years indicate a clear lack of maintenance

of municipal roads. Results of these sur-

veys indicate that a major proportion of the

surfaced roads are in either a poor or very

poor condition (see Figure 2).

These detailed surveys highlight the need

to carry out immediate maintenance and

rehabilitation.

To delay these actions would put the entire

road network at risk.

Roads which are in a very poor to poor

state require maintenance interventions to

continue performing their designed func-

tions. The types of maintenance activities

required are shown in Figure 3.

Unplanned or routine maintenanceRoutine maintenance is the fixing of certain

defects so that a road can still function prop-

erly. Think of this as reactive maintenance.

Examples of this would include:

• Non-pavement: clearing side drains and

culverts, vegetation control, line-marking,

road signs repair, guard rail repair.

• Pavement: defects caused by a combina-

tion of traffic and environmental effects,

e.g. crack sealing, patching, edge repair;

shoulders regravelling and grading.

Planned or periodic maintenancePeriodic maintenance focuses on treating

roads prior to the appearance of distresses.

These treatments prolong the life of a road.

Periodic maintenance delays future

deterioration and is in other words

preventive maintenance.

An example of periodic maintenance would

be adding a thin sur facing to improve

sur face integrity, waterproofing, or skid

resistance, without increasing the strength

of the road.

Road rehabilitationRehabilitation is for roads that require resto-

ration rather than maintenance. Roads that

are in very poor condition require additional

investigations before the type and extent of

the rehabilitation can be determined. It is

for this reason that the costs of such roads

are usually not costed when doing network-

level maintenance-needs surveys.

Paved road maintenance costsThe RRAMS Division of Revenue Bill inti-

mates that the data generated from the

RRAMS project will inform the National

Treasury on the future allocation of

Municipal Infrastructure Grants.

It is accepted that the level of service

for a municipal road would be less than

that which is expected on national or stra-

tegic roads. However, it is enlightening to

compare the overall condition of the paved

network of national roads, provincial roads

and municipal roads and then extrapolate

what the anticipated budgetary requirement

is just to maintain the municipal road net-

work. This comparison puts the challenge

into perspective.

It must be noted that the provincial road

network is also presently underfunded (esti-

mates are put at approximately R0.9 billion

per annum).

No allowance has been made for the

rehabilitation or special maintenance needs

of the network in Figure 4, which has been

presented for illustrative purposes.

From this scenario the annual budget-

ary shortfall for maintaining 6 250 km of

municipal roads is approximately R1.0 bil-

lion per annum.

ROADS

FIGURE 3 Expenditure categories

FIGURE 4 Extrapolated maintenance needs for municipal roads

The workshop will follow the highly successful 10-box training programme now used across the USA and with municipal clients in Australia, New Zealand, UK, Canada and South America

Asset registers, valuation, con-dition assessment and residual lives, levels of service, business risk exposure, optimal mainte-nance programmes, rehabilitation/replacement/augmentation, asset management plans, future expend-iture and funding models and stake-holder consultation

Getting started – How did others do it: the different ways to get started

Change management effective implementation programmes (EIP) – successful AM improvement programmes

Building your first AMP and driving its improvement cost-effectively

Gap analysis techniques and TEAMQF – Roger will demonstrate the Gap-Ex 1 web-based tool so that participants can then go and try it out with their organisation.

All participants will be given a free toggle to use the tool

The business case for improving your AM performance – asset management improvement programmes

Organisational and people issues

Risk management

Data collection – smart techniques –

Delphi group approaches

Capital investment programmes (CIP) justification/validation

Strategic asset management planning

Justifying and focusing existing budgets

Understanding the full economic/whole-of-life/cost-of-service (triple

bottom line – TBL)

Asset valuation/depreciation/

economic cost

Condition assessment process and residual life estimates

Asset management information

systems, data and knowledge

IMESA

Pre-Conference Workshop Infrastructure Asset Management

28th October 2014 – Durban Country Club, KZN

“Using IMESA’s AMPLE and other tools to get started, and manage your valuable infrastructure portfolios through a structured and cost-effective,

step-by-step asset management improvement programme”

IMESA Conference 2014

WHAT IS AMPLE?

AMPLE (Asset Management Program Learning Environment) is a web-enabled knowledge management system which aims to present a means by which organisations and their staff can gain an understanding of:

the principles of life-cycle asset management in a logical, cost-effective, step-by-step process.

the essential components of a state-of-the-art asset management programme.

‘how to do it’ information to drive their asset management improvement programme.

AMPLE is the result of over 20 years in the development of world-class asset management manuals and approaches

YOUR WORKSHOP FACILITATOR

Roger Byrne was the international manager of GHD’s Global Asset Management Group for over 30 years. Based in Melbourne, Australia, and now semi-retired, he still works all over the world as a principal advisor/mentor to clients. He has written many texts on asset management including many manuals, such as the IIMM and the development of the world’s first quality framework; associated AMPLE / TEAMQF web-based

tools that are assisting infrastructure owners and managers around the world. Roger has helped develop innovative approaches including business value chains, confidence-level rating processes, the step-by-step approach and methods to identify what is best practice for different organisations and their assets. Roger is in the ‘legacy years’ of his career and is concentrating on really understanding the reasons or causes for AM failures and driving AM improvements collaboratively around the world.

TYPICAL TOPICS INCLUDED IN THE WORKSHOP PROGRAMME

for successful AM improvement programmes that have delivered all aspects of best-practice AM for a full range of infrastructure services, especially local governments – metros and towns – using a ‘whole of city’ approach covering all infrastructure and physical asset types.

The objective of IMESA’s AMPLE is to provide a web-based asset management learning environment, which will assist all municipalities and their infrastructure-rich businesses to drive sustainable asset management improvement cost-effectively. It provides a web-based knowledge management system that can be implemented to suit individual

municipalities to achieve a sustainable level of life-cycle asset management that delivers the required level of service at the lowest life-cycle cost.

WHO SHOULD ATTEND?This workshop will be ideal for all those who:

are thinking about implementing infrastructure asset management but don’t know where to start.

have started, but would like to see some smart ways to do it more cost-effectively, while deriving even greater benefits for your municipality.

would like to know how IMESA can support you in your efforts.

ORGANISERS

The workshop is endorsed and organised by the INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERN AFRICA (IMESA).

CONTINUING PROFESSIONAL DEVELOPMENT

Attendance at the workshop will ensure 1 CPD point. IMESA will issue a certificate of attendance to workshop participants after the event.

COST/REGISTRATIONOnline registration www.imesa.org.za

Venue Durban Country Club

Time 08:00 – 16:30

Payment before 17 October 2014

Cost per delegate IMESA members R1 600.00 + VAT R224.00 = R1 824.00

Cost per delegate Non IMESA members R1 800.00 + VAT R252.00 = R2 052.00

For any query, please contact Erin – +27 (0)31 303 9852

Space at the workshop is limited and applications will be accepted on a first-come-first-served basis. Payment of the workshop fee includes full-day conference package.

IMESA Preconf DPS.indd All Pages 2014/06/30 01:36:04 PM

AFRICA PROJECT

Upgrading dam infrastructure in Angola

A major challenge in Africa is the ability of communities and businesses to access the water required for urban and rural human settlement as well as mining, industrial and agricultural development.

AS PART OF THE Angolan gov-

ernment’s ongoing effor ts to

provide improved basic services

to residents, Aurecon is increas-

ingly becoming involved in projects focused

on the reconstruction, rehabilitation and

upgrading of Angola’s infrastructure.

Aurecon has drawn on its extensive experi-

ence to assist the Angolan government in

the rehabilitation and upgrading of dams

as part of its existing water infrastructure,

including the Calueque and Quiminha dams.

Calueque Dam, Cunene provinceCalueque Dam is located on the Cunene

River in southern Angola. Construction start-

ed before the country gained independence

from Portugal and was not completed by the

time the Angolan Civil War started in 1975,

ABOVE AND OPPOSITE Caluque Dam, Angola

LEFT Intake tower on right bank of Quiminha Dam basin

68 IMIESA July 2014

IMIESA July 2014 69

AFRICA PROJECT

MEYERTON

Fax: 016 362 [email protected]

0861STRUCT (787828)

www.structa.co.za

Specialistsin themanufacturingof domesticand industrialwater storage

WaterStorage

Structa Technology is aLevel 3 BBBEE Contributor

which devastated the dam. A source of water for southern Angola

and northern Namibia through the 1964 Cunene River Scheme

Agreement, the dam supplies water for a variety of uses, such as

domestic, industrial, agricultural and hydropower.

Gabinete para a Administração da Bacia Hidrográfica do Rio Cunene

(GHABIC) is the Angolan authority responsible for the Kunene River basin

and manages this precious resource together with Namibia. GHABIC

appointed Aurecon, in joint venture with AECOM and Viaponte, in 2012,

to provide project management services for the rehabilitation of the

Calueque Dam, including technical assistance for the design review and

construction supervision.

Aurecon’s previous work on the Calueque Dam includes its

appointment by GHABIC to provide rehabilitation design and tender

documentation services for the dam and infrastructure. Additional

services included tender evaluations and contract negotiations

with the successful contractors for this project.

Completion of the current Calueque Dam rehabilitation project is

expected by July 2015.

Quiminha Dam, Bengo provinceQuiminha Dam, approximately 80 km from Luanda, the capital

of Angola, is a 41 m-high zoned earthfill embankment dam with

a storage capacity of approximately 1 560 million m3 and was

initially constructed to regulate the Bengo River.

Laboratório de Engenharia de Angola appointed Aurecon in

September 2013 to carry out a condition assessment and compile

tender documentation for the rehabilitation and upgrading of the hydro-

mechanical and electrical equipment for the outlet works of the dam.

José Cordeiro, business development leader, Aurecon Angola,

says: “Quiminha Dam was constructed in the period between

1964 and 1975. The dam was well planned, well designed,

constructed to the highest standards and configured with long-

term foresight, i.e. provision has been made in one of the 4.5

m-diameter outlet tunnels for a future 16 MW hydropower station.

“We are very pleased with our appointments on these two dams.

Aurecon is committed to leading the developing world, which

means that investing in key areas of opportunity is vital in order

to produce lasting growth. We are committed to Angola and to

engineering a better future for its citizens,” says José Miranda,

Aurecon regional manager, West Africa.

70 IMIESA July 2014

ENERGY

AT PRESENT, two important areas

of the national economy, which

are attracting attention, are ener-

gy efficiency and the develop-

ment of renewable resources available in

South Africa. The University of Johannesburg

recognises a need for capacity building in

renewable energy technology development

and offers guidance in the development and

implementation of such projects. A project

is currently underway where the aim is to

develop a small-scale hydropower (<10 MW)

installation for restoration of the impound-

ment at the Hartbeespoort Dam.

Small-scale hydroelectricity technology

(typically below 10 MW of capacity) is recog-

nised as well-tested and efficient renewable

energy technology in the electricity genera-

tion sector. This is mainly due to the most

efficient conversion process of energy from

moving water into electricity. Hydropower

is a useful conversion form of renewable

energy derived typically from the constant

head and variable water flows. Currently, of

the 45 500 MW installed generation capac-

ity in South Africa, hydropower contributes a

mere 5%. Along with the worldwide tenden-

cies in cutting down on greenhouse gas

emissions, the South African government

created an enabling environment in intro-

ducing the Integrated Resource Plan 2010

and the National Energy Efficiency Strategy

to encourage energy-use efficiency and the

implementation of renewable energy tech-

nologies, which includes hydropower.

The Hartbeespoort Dam impoundment has

been seriously affected by eutrophication

for many years and its storage capacity is

dramatically reduced by sedimentation. The

Department of Water Affairs (DWA), as a

custodian of this water source, will have

access to the sustainable and substantial

source of energy to be made available for

mitigation of the negative environmental

impacts and gradual restoration of critical

water storage. The increase in optimal uti-

lisation of the Hartbeespoort Dam is one

of the main aims of the DWA. To extend

the scheme’s lifespan, the DWA introduced

the restoration process named the Metsi

a Me (My Water) programme, with the

main objective in upgrading the dam res-

ervoir’s water quality and capacity. The

dredging and management of a top

sediments layer from Har tbeespoor t

Dam is one of the tasks in the dam

facility restoration.

Restoration of impoundment at Hartbeespoort DamThe Hartbeespoort Dam impoundment has been seriously affected by eutrophication for many years and its storage capacity has dramatically been reduced by sedimentation. To extend the scheme’s lifespan, the DWA introduced a restoration process to upgrade the dam reservoir’s water quality and capacity. By ML Griffioen1, S Natha2 and B Barta3

IMIESA July 2014 71

ENERGY

A study carried out for the DWA in 2008

concluded that the sediments in the

impoundment should be considered as a

resource and not a waste. Beneficiary use of

dredged sediments (e.g. land conditioning,

compost production, building-block manufac-

turing, rehabilitation of mine tailings dams,

etc.) could provide substantial savings in

dredging operational costs. To achieve all

that, the energy is needed for at least the

next five years. The original estimate of

energy annually required to recover and dry

dredged sediments is about 10 to 12 GWh.

The national electricity supplier indicated to

the stakeholders in the Metsi a Me project

that for the next several years there will be

no energy available for this type of consump-

tion. Subsequently, the interest in the poten-

tial of hydroelectricity generation at the dam

came into consideration.

Infrastructure and operation of the dam facilityThe Hartbeespoort Dam facility is situated

on the Crocodile River, some 40 km west

of the Tshwane Metro urban area in the

DWA’s Limpopo Water Management Area

(No. 1). The dam was constructed after the

First World War, between 1918 and 1923,

making the dam wall and storage reservoir

some 90 years old. In 1924, the micro

hydropower unit was installed at the right

flank of the dam wall, providing hydroelectric-

ity to the close vicinity of the dam until the

mid-1960s. The wall of Hartbeespoort Dam

connects the east and west banks of the

Crocodile River by a single-vehicle all-year-

round-weather road. A short roadway tunnel

is situated on the right flank, just upstream

of the dam wall. The dam wall has on its

left flank a side-channel spillway equipped

with a system of 10 radial gates, measuring

10 m wide by 2.7 m high each. The gates

were installed in 1969, resulting in the dam

capacity increase. There are no direct river

outlets other than the side-channel spillway

gates. Two outlet systems, one at each

flank of the wall, are providing for the water

releases into the right (east) and left (west)

irrigation canal systems. The combined maxi-

mum outflow through these outlets at FSL is

approximately 12 m3/sec.

The east bank main canal system is 48 km

long and serves irrigation areas around Brits

and as far as the Roodekopjes Dam.

The west bank main canal system is

56 km long and serves large irrigation areas

situated west of Brits.

The east bank outlet works comprise a free-

standing tower equipped with four 760 mm-

diameter wall-mounted sluice valves arranged

in pairs opposite one another, providing for a

flow of water into the outlet tunnel approxi-

mately 110 m long. The tunnel opens into

the free-flow canal supplying the east bank

canal irrigation system. The tunnel incline is

from RL 1 138.49 m at the upstream intake

tower floor to RL 1 155.00 m at the exit of

the tunnel. There is a bend of about 90˚

in the half length of the inclined tunnel. A

disused micro hydroelectric installation has

its penstock off-take of unknown size con-

nected into the tunnel not far from the exit.

The maximum carrying capacity of the exist-

ing tunnel is estimated by the DWA at 9.3

m3/sec. The east outlet works control the

flows for irrigation as well as releasing water

into the Crocodile River. The west bank out-

let works comprise a single 1.5 m-diameter

cast iron pipe leading from a wet-well tower

fixed against the dam wall. The water is dis-

charged via the isolating valves control room

to the sleeve control room into the irrigation

canal stilling basin and from there to the

west irrigation canal system.

To evaluate the hydroelectric potential of the

existing but disused installation, situated

on the right bank downstream of the dam

wall, information only from the site visits

and limited historical records were used.

According to the historical and limited techni-

cal information available on this installation,

the plant started operation in 1924 and was

equipped with a turbine unit of the Francis

type, manufactured in the UK in 1923.

The conversion calculation based on the

original imperial parameters indicated that

one turbine unit of 37 kW in capacity output

was originally installed, with the structural

provision for another similar unit. The pen-

stock off-take connected to the right bank

control works tunnel has a head of 22 m

and the flow to the turbine is determined at

0.22 m3/sec from available data. The pur-

pose of this micro hydroelectric installation

was to electrify the dam facility and the near-

by residential dwellings. The 37 kW plant sup-

plied electricity to the Hartbeespoort Dam

for about 40 years and was finally decom-

missioned in the mid-1960s. According to

the field assessment, the whole mechanical

installation is in a moderate state and can

be easily refurbished. The old electrical

equipment is, however, in a very poor physi-

cal state. The civil housing structure and

steel penstock are in

a good general condi-

tion. Although the ren-

ovation and upgrade of

this micro plant will be

relatively non-expen-

sive and, even with a

second turbine added,

it is certain that the new capacity, estimated

at 80 kW, will not be sufficient for the pur-

pose of the dam impoundment restoration.

Hydroelectricity potential at the Hartbeespoort DamThe configuration of water outlet works at

both banks downstream of the Hartbeespoort

Dam offers several viable small-scale hydro-

power alternatives. Each viable alternative

has its advantages and disadvantages. The

analysis of dam flow balance data shows

that, although total inflow and outflow are

increasing, the gross evaporation of the

dam is on a steady decrease, despite rain-

fall patterns showing a decreasing trend. In

all likelihood, this trend is due to sediment

build-up and eutrophication allowing less

surface water area to be subject to evapora-

tion, highlighting the importance of the sedi-

ment removal.

About 90% of the natural and artificial inflows

reaching the Hartbeespoort Dam are collect-

ed by the Crocodile River, with the Hennops,

Jukskei, Magalies and Upper Crocodile as

major tributaries. The extent of urbanisation

taking place in the upper reaches of the dam

catchment, and around the immediate banks

of the dam impoundment, are key reasons

for the increases in surface runoff. The vis-

ible negative trade-offs being experienced

over the years, from increasing urban runoff

into the dam impoundment, are manifesting

in the serious eutrophication, salination and

sedimentation problems. The water volume

of dam storage capacity of some 205 mil-

lion m3 is allocated to residential (12%) and

irrigation (82%) water uses with a small

volume proportion (6%) released for the

river compensation. The water from the dam

allocated for irrigation and river compensa-

tion has to be released through dam outlets

situated on the right and left flanks of the

The increase in optimal utilisation of the Hartbeespoort Dam is one of the main aims of the DWA

72 IMIESA July 2014

dam. Theoretically, that is water which can

be used for hydropower generation.

From the records available on the dam,

water releases through the east outlet works

via the existing tunnel almost doubled since

1971, from an average flow of 4 m3/sec,

up to almost 8 m3/sec at present. However,

the right bank outlet tunnel’s maximum flow

capacity is limited to 9.43 m3/sec. Despite

lower than average annual rainfall expected,

the flow of water through the right bank

canal is increasing. This is due to increasing

return flows from Johannesburg’s Northern

Wastewater Treatment Works. The flows

likely available for hydropower generation at

the Hartbeespoort Dam are available from

the DWA’s recorded data from the gauging

stations situated at the right and left banks.

These were extended for another 20 years

into the future (with irrigation releases and

right canal releases forecasted separately),

using the historical trend line of the inflows

into the dam. The period of 20 years is

generally the minimum lifespan of a con-

ventional hydropower station. Using the

frequency function on Microsoft Excel, the

flow duration curves were generated for

every year showing the frequency of certain

flows that could be expected throughout the

duration of the year..

During the original investigation to identify

potential for hydroelectric development at

the Hartbeespoort Dam facility, which took

place in 2008 during the DWA’s Sakhile

Asset Register project, a first-order estimate

of a moderate capacity of 600 kW has

been mooted. Since then, a focus has been

aimed to the dam outlet works situated on

the right bank of the Crocodile River. It was

obvious from the onset of initial investiga-

tions that the energy of flowing water can

be harnessed conveniently from

the irrigation canal situated on

the right bank, downstream of the

dam wall. The irrigation canal has

a favourable geometric configura-

tion, sustainable water flows as

well as existing outlet assembly,

which might be incorporated into the pro-

posed small-scale hydroelectric scheme.

The further investigation concluded that if a

small-scale conventional installation would

be considered (i.e. an offtake from a free-

flow irrigation canal) there are a few possible

locations suitable along the right bank canal,

with a hydropower housing to be located in

the Crocodile riverbed. When the opportunity

for a more serious investigation of the hydro-

electricity potential at the dam manifested

at the University of Johannesburg, three

possible alternatives were outlined for a pre-

feasibility investigation and defined in the

following descriptions.

Alternative 1 Rehabilitation and upgrade of existing hydro-

power plant equipment and adding another

new electromechanical unit to already exist-

ing unit in need of upgrade.

This alternative is attractive enough; how-

ever, it is envisaged that the capacity, which

can be installed without large investments

and efforts, is in the order of only 80 kW.

Estimated annual power production from

the refurbished and upgraded installation is

about 0.672 GWh, which is a marginal out-

put of the energy needed in the restoration

programme. Based on economies of scale,

this alternative has not been considered for

further attention.

Alternative 2Design and build a new conventional hydro-

power plant situated in the Crocodile riv-

erbed to be fed with the free-flow water

from the right irrigation canal elevated 35

m above the river bed. This alternative will

require a short steel penstock pipe divert-

ing most of the irrigation canal flows into

the newly built hydropower station hous-

ing, from which it will be released into the

Crocodile River. The schematic illustration of

Alternative 2 is shown in Figure 1.

The location of an intake for this plant

can be anywhere along some 100 m dis-

tance after the water is released from the

right bank outlet works tunnel, preferably

before the river discharge waterfall where

irrigation flows are measured (i.e. before

the stilling basin and Parshall flume) and

the compensation flows released into the

Crocodile River. The kinetic energy of moving

water available in the irrigation canal flowing

under certain fall towards a turbine/genera-

tor assembly, located in a power house, can

be converted into the electricity. The power

capacity output (kW) is proportional to the

flow (m3/sec) and height (m) of a fall. The

small-scale hydroelectricity generation is for

entirely non-consumptive use, in contrary

to any other water uses. Using essential

parameters determined for this alternative

as Qmax = 4.8 m3/sec; Hgross = 30 m and

assuming 5 per cent losses manifesting

within the penstock and valves assembly, as

well as applying the overall plant efficiency

of 90 per cent, the hydroelectric capacity is

determined at 1 200 kW. The subsequent

estimated annual power output is in order of

10 GWh, which is very close to the annual

energy requirements of the DWA’s Metsi a

Me programme.

A similar, most suitable example of the

typical small-scale conventional hydro-

electric installation in South Africa is the

Friedenheim Hydropower Plant (2.5 MW)

situated in Nelspruit, Mpumalanga. The

scheme consists of 5 km of earth irrigation

canal, diversion weir and inlet sluice gates,

FIGURE 1 Schematic illustration of Alternative 2 – New hydropower plant on right bank

ENERGY

The Hartbeespoort Dam has a potential hydroelectricity capacity of up to 1.5 MW

IMIESA July 2014 73

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inlet works and two 900 mm-diameter 460

m-long penstocks, and two 11 kV at 1000

kW asynchronous generators powered by

two Francis turbines with fully automatic

operation. Transmission is over 2.7 km by

11 kW overhead power line. Annual mainte-

nance expenses are on average about R300

000 with some 45% spent on the power

house equipment.

Alternative 3Design and build a new plant as an exten-

sion of the existing disused hydro plant

situated at the right bank of the Crocodile

River at the toe of Hartbeespoort Dam. This

alternative will require a short penstock pipe

to be connected directly to the right bank

outlet works tunnel, which will have to be

pressurised to take advantage of all avail-

able water head between the FSL and the

river bed, estimated at some 37.5 m.

The schematic arrangement of Alternative

3, as given above, illustrates the short

penstock pipe connected directly into the

pressurised tunnel. In order to utilise the full

hydroelectric potential of the right bank dam

outlet works infrastructure and available flows

from the dam, the outlet works tunnel will

have to be pressurised at the tunnel exit. The

extra hydrostatic head of about 7 m will result

in a capacity gain of about 300 kW, against

Alternative 2, over and above the conven-

tional 1 200 kW. The operational advantage

of this arrangement is that the irrigation flows

will be controlled, as per daily demand, at the

pressurised tunnel exit, providing at the same

time for the constant flows through the new

hydroelectric installation.

Using essential parameters determined

for this alternative as Qmax = 4.8 m3/sec;

Hgross = 37.3 m and assuming 5 per cent

losses manifesting within the penstock and

valves assembly, as well as applying the

overall plant efficiency of 90 per cent, the

hydroelectric capacity is determined at 1

500 kW. The subsequent estimated annual

power output is in order of 12.6 GWh, which

is more than the annual energy requirements

of the DWA’s Metsi a Me programme. This

alternative is worthwhile of consideration for

implementation.

At present, the costs of a small-scale

hydroelectric plant (<10 MW) installed in

South Africa will be range between R15

million and R25 million depending on the

location (the hydro plants added to existing

water supply infrastructure will be cheaper),

size and type of installation. The costs of

electromechanical equipment (i.e. turbine

and generator) will presently amount to at

least 30% of the total cost of installation.

The local market for new hydropower electro-

mechanical equipment practically does not

exist in South Africa and all equipment is

designed and manufactured abroad, mainly

in Europe and North America. To obtain rel-

evant designs and costs for the electrome-

chanical equipment, several manufacturers

are typically approached to provide this type

of hydroelectric installation project.

Turbine and generator selectionThe rated flow and net head determine

the set of turbine types applicable to the

site and flow characteristics. The suitable

turbines are those for which the given rated

flow and net head plot within the opera-

tional envelopes illustrated in Figure 3. As a

FIGURE 2 Schematic illustration of Alternative 3 – New hydropower plant as extension on existing plant

ENERGY

74 IMIESA July 2014

turbine can only accept discharges between

maximal and the practical minimum, it

might be advisable to install several smaller

turbines instead of one large turbine. It is

necessary to seek advice from the manu-

facturers to select the most appropriate

turbine type and size. The investment costs

and annual production will allow for the

final choice.

Turbine efficiency The small hydropower turbines at design flow

can range from 80% to 90%. See Table 1.

Generator type and efficiency There are two types of generators: synchro-

nous and asynchronous. The efficiencies

of generators can range from 93 to 97

per cent. It is important that the transmis-

sion assembly between a turbine and gen-

erator allows to match the rotational speed

of each.

Other essential components The other essential mechanical and electrical

components of a small hydropower plant may

include: water shut-off valve(s) for turbines,

river by-pass gate

and controls,

hydraulic control

system for turbines,

electrical switchgear, and transformer(s).

Environmental and social impacts evaluation and costingThe environmental viability of a proposal

is commonly related to the magnitude of

environmental impacts that can be associ-

ated with the hydroelectric development.

These impacts can vary significantly and

are dependant mainly on the location and

overall configuration of the proposed devel-

opment. The key environmental issues typi-

cally refer to the status of the environment

around a proposed site:

• a development within a pristine environ-

ment (usually a conservation area or

national park)

• a development in an altered environ-

ment (i.e. already affected environment

by extensive or limited human activities)

• a development in a completely altered/

adjusted environment (e.g. urban/metro-

politan area).

The environmental issues generally associ-

ated with the development of the small

hydropower installations are principally two-

fold: short term (i.e. typically during the

construction period) and medium to long

term (i.e. the impacts related to the opera-

tion of a scheme). The currently applicable

regulations to be consulted are as follows:

• regulations in terms of Chapter 5 of the

National Environmental Management Act,

1996 (Government Gazette No. 28753.

No. R. 385. 21 April 2006)

• list of activities and competent authori-

ties identified in terms of Sections 24

and 24D of the National Environmental

Management Act, 1996 (Government

Gazette No. 28753. No. R. 386. 21

April 2006)

• list of activities and competent authori-

ties identified in terms of Section 24

and 24D of the National Environmental

Management Act, 1996 (Government

Gazette No. 28753. No. R. 387. 21

April 2006).

Regional benefits from utilisation of hydropower at the Hartbeespoort DamThe regional benefits which can be gained

from implementation of hydropower are

as follows:

TABLE 1 Maximum efficiency values for small turbines

TURBINE TYPE MAXIMUM EFFICIENCY

SPECIFIC SPEED

Single regulated kaplan 0.91 0.19 – 1.55Double regulated kaplan 0.93 Ns = (rev/min)*(kW)1/2/(m)5/4Francis 0.94 0.05 – 0.33Pelton with one nozzle 0.90 0.005 – 0.025Turgo 0.85 Ns = (rev/min)*(kW)1/2/(m)5/4Souce: European Small Hydropower Association (2004)

FIGURE 3 Turbine selection using net head (m) and rated flow Q (m3/sec)

ENERGY

IMIESA July 2014 75

ENERGY

• can be built on a wide diver-

sity of scales (e.g. pico, micro,

mini, small and macro)

• sustains the multiple use

of water in non-consumptive

manner

• technology is robust, high-

efficiency and long lifetime, up

to 30 years

• allows for peak load ener-

gy optimising the base load

generation

• enables meeting fluctuations in energy

demand

• requires low energy demand in its crea-

tion – produces 200 times more energy

than is needed

• has the highest energy payback ratio

• can provide indispensable back-up for

other energy sources (i.e. wind and solar

sources)

• reduces fossil fuel prices

• decreases greenhouse gas emissions

• optimises utilisation of available

water resource

• aids existing electricity grid stability, and

can be easily synchronised with the nation-

al grid

• creates direct and auxiliary jobs.

Exemplifying the 1 MW small-scale hydro-

electric plant, which will be attached to the

existing plant, the dam facility can utilise

legislated ecological flow released annually

for 95% of theoretical time, downstream of

the dam. Some 8 322 GWh of electricity

can be generated in an average year. If it

is assumed that the utilisation lifespan of

a plant is 20 years, before major refurbish-

ment will have to take place, the gross

energy output over a plant lifespan is about

166.4 GWh. The 1 MW plant can thus offset

about 148 132 tonnes of CO2 if the World

Bank baseline conversion rate of 890 tonnes

CO2 per GWh is applied. The same size plant

can also replace, in 20 years, about 6 000

tonnes of fossil fuel while supplying some

1 000 suburban households with electricity.

Conclusion and recommendationsSouth Africa, as one of the signatories of

the Kyoto Protocol (1997), committed itself

in reducing greenhouse emissions, by 2020,

by 34% below projected emissions levels.

The load of greenhouse gas emissions from

various sources in South Africa as a whole,

is currently estimated at about 500 million

tonnes of carbon dioxide equivalent (CO2e)

per annum. If South Africa is to achieve its

estimated target, the process of extensive

implementation of renewable energy tech-

nologies has to be facilitated.

To provide a suitable enabling environ-

ment for emissions reduction and a reliable

energy supply for the South African econo-

my, the Department of Energy (DoE), with

the endorsement from the National Energy

Regulator of SA, introduced the Integrated

Electricity Resource Plan for South Africa

2010 – 2030. The DoE subsequently allo-

cated different capacities across various

renewable energy technologies from the

total development capacity of 3 725 MW.

The hydropower sector has been allocated

an overall capacity of 75 MW to be com-

mercially operational by June 2016. One of

the critical qualification requirements is that

only the small-scale hydropower installations

above 1 MW are to be included in the forth-

coming selection process. The new REBID

requirements exclude the renewable energy

projects including the hydropower projects

with capacity below 1 MW, meaning that the

proposed hydropower development at the

Hartbeespoort Dam will qualify for inclusion

in the REBID (renewable energy bid) process.

In view of the international pressures on

South Africa and internally rising positive

sentiments about speedy implementation

of the renewable-energy-producing projects,

the Hartbeespoort hydroelectric dam project

appears the most suitable and sustainable

option. The desktop investigation, summa-

rised in this paper, indicates that there is

a good hydroelectricity capacity potential

at the Hartbeespoort Dam. The preliminary

calculation and basic field surveys indicate

that it might be possible to develop poten-

tial hydroelectric capacity up to 1.5 MW, as

described in the Alternative 3.

It is recommended that the preliminary

investigation study of hydroelectric potential

at the Hartbeespoort Dam be based, in prin-

ciple, on the methodology illustrated in this

report, taking into consideration and being

stimulated by the requirements of REBID.

In this way, the proposal on development of

renewable energy potential from

existing infrastructure will com-

ply with regulatory framework

on renewable energy currently

observed in South Africa.

It is also recommended that

all further investigation observe

principles and methodology

as prepared and defined by

the International Hydropower

Association’s Hydropower

Sustainability Assessment Protocol (June

2011). The protocol represents significant

advancement towards achieving sustainability

in the hydropower sector and it is a comple-

mentary tool enabling the users in the practi-

cal evaluation and assessment of social,

economic and environmental issues.

Bibliography

• “Baseline study – hydropower in South Africa”.

B. Barta/DME/COWI. September 2002

• “Economic and Financial Calculations

Modelling for the RE White Paper and Strategy

Formulation”. Conningarth Economists in

association with COWI. 2004

• “National Water Resource Strategy (NWRS)”.

Department of Water Affairs and Forestry,

September 2004

• “White Paper on Renewable Energy Policy”.

November 2003

• “An Overview of Hydroelectric Power

Generation in South Africa”. Lereko Energy

(Pty) Ltd. February 2006

• The Engineering Handbook.

IEEE Press. Edited by R.C. Dorf, University of

California. 1996

• Engineering Economy. L. Blank and A.

Tarquin. 6th addition, McGraw-Hill, New York.

USA. 2005

• “Modelling the Feasibility of Retrofitting

Hydropower onto Existing Dams”. C.L. Blersch.

University of Pretoria. July 2009.

• “A high level scooping investigation into the

potential of energy saving and production/

generation in the supply of water through

pressurized conduits”. WRC Report No. KV

238/10. Prof. S. J. van Vuuren. University of

Pretoria. April 2010

• “A design and feasibility study of a hydro-

power station at Hartbeespoort Dam”. K. Hall.

University of Johannesburg. Nov 2011.

1&2 Department of Civil Engineering Science,

University of Johannesburg, South Africa 3 Retired Professional Engineer

The visible negative trade-offs being experienced over the years from increasing urban runoff into the dam impoundment are manifesting in the serious eutrophication, salination and sedimentation problems

76 IMIESA July 2014

With major mining projects forging ahead,

Africa’s time has arrived and there are major opportunities

to grow the transport infrastructure

within the African mining sector.

The guide is a compilation of PROMINENT SITE VISITS and CEO INTERVIEWS featured exclusively in Inside Mining over the past year.

ACTIVE MINING PROJECTS AFRICA

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INDEX TO ADVERTISERS

INDEX TO ADVERTISERS

Afri-Infra 58

Aquadam 30

Aveng Manufacturing Infraset 54

Babcock 53

Bagshaw Footwear 32

Barloworld Equipment 39

Barloworld Equipment Metso 20

Cape Construction Expo 31

Degrémont 44

ELB Equipment 60

Electra Mining 24

Envirosan 25

ERWAT 40

Gibb 48

Interbuild 38

Joat Group IFC

Komatsu 13

Krohne South Africa 49

National Asphalt 62

Osborn Engineered Products 2

Phambili Civils 28

Precision Meters 73

Rand Water 12

Reef Trenchless Technology 52

Rescue Rod 19

Southern Africa Readymix Association 36

SBS Water Systems 43

Sephaku Cement 33

Sizabantu Piping Systems 45

Standard Bank 15

Structa Group 59 & 69

Swan's Water Treatment 26

Syntell Sustainability Forum 37

The Concrete Institute 22

Tosas OFC

UWP Consulting 17

Veolia Water Solutions & Technologies 42

Water & Sanitation Services OBC

WorleyParsons 47

WRP IBC

HEAD OFFICE Unit 19 Alexander Park, 24 Alexander Road, Westmead, Pinetown, KZN, SA 3610 • Postnet Suite 23, Private Bag X4, Kloof 3640

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NATIONAL OFFICES • Pietermaritzburg • Port Elizabeth • Johannesburg • Cape Town • Shelly Beach

In response to this approach, JOAT has invested in wide-ranging

technology and partnerships that can be harnessed for the

benefit of municipalities. Flow metering solutions (permanent

or temporary, monitoring or revenue-generating), data manage-

ment solutions (data loggers, GSM data loggers), control valve

solutions (pressure-reducing valves, pressure controllers, surge

control), leak detection solutions (leak detection equipment

and service) and energy efficiency solutions (variable speed

drives and system optimising) are all available to be presented

into cost-effective, custom-made packages.

JOAT has also expanded into the optimisation of energy

consumption in the water cycle and has a number of in-house

experts that can undertake energy audits and design energy

efficiency solutions for pump stations and treatment works. This

forms part of its overall approach to making the distribution of

water as efficient as possible.

THE JOAT GROUP OF COMPANIES has moulded itself into an

efficient and market-leading solutions-orientated team that pri-

marily addresses the optimisation of water supply to consumers

through the minimisation of water losses, application of appro-

priate technology, revenue improvement and energy efficiency.

The group’s key focus areas of operation are consulting and

operations engineering (essentially the reduction of nonreve-

nue water and stabilising of water supply), product sales and

support, energy efficiency and mentorship. JOAT’s passion and

vision is to ensure that municipalities become as efficient as

possible in delivering water to consumers and has adapted its

approach towards an outcomes-based partnership that has

shared responsibility and accountability. The ultimate objective

of any successful partnership with JOAT is to provide water ser-

vice authorities with an efficient distribution system that they

are fully equipped and trained to continue to operate.

Water and Sanitation Services South Africa (Pty) Ltd (WSSA) is a specialised provider of sustainable water services in Southern Africa

Water & Sanitation Services SA.indd 1 2014/03/26 11:52:53 AM

imiesa july 2014

Documents

distribution of water

water cycle

nue water

optimisation of water

leak detection solutions

energy audits

minimisation of water

ment solutions data