| 4. In which ways is the initiative creative and innovative?
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In 1997, the Drakenstein Municipality worked with the Paarl Town Council to implement the Water Demand Management Success Programme. The programme initially focused specifically on reducing and controlling the extremely high water pressure in the Paarl area. It did so by upgrading and replacing infrastructure, creating new pressure zones and installing pressure-reducing values in strategic positions. In the late 2000s, the municipality enacted other programmes to reduce non-revenue water (NRW) usage. It compiled a water network computer model, a leak detection programme, performed audits on all metered water connections, replaced inaccurate meters, metered unmetered connections and installed district and zone water meters. The municipality also began to upgrade the entire municipal water network by performing preventive maintenance, leak repairs, implementing a rising block residential tariff, imposing strict regulations on irrigation and implementing campaigns designed to teach people to conserve water. The programme was closely monitored in order to ensure that it was successful. Between 2001 and 2013, a total of 142 million litres of water, worth about R710 million, was conserved. Non-revenue water consumption decreased from 33% to 11%. The success of this initiative inspired the Drakenstein Municipality to work with other municipalities in order to implement the programme elsewhere.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The Drakenstein Municipality was responsible for the design and implementation of the programme. This municipality includes the larger towns of Paarl and Wellington and the small town of Hermon, Gouda and Saron. Town councils worked in collaboration with the Drakenstein Municipality Department of Water Services to implement the Water Demand Management Success programme.
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| 6. How was the strategy implemented and what resources were mobilized?
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Significant resources were invested into pressure management and the refurbishment and replacement of water network material. The first seven pressure management valves, installed at Paarl and Mbekweni, cost R2.8million. It is estimated that an additional R5million will have been spent between 2013 and 2016. Additional resources were invested into hydraulic monitoring systems, metering systems, educational initiatives, and the refurbishment of existing water networks. Despite high financial costs, the project has already saved more than R710million in lost water revenue. It is estimated that savings will continue to increase with growing water demand.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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The five most successful outputs are the hydraulic modeling system, the rising block tariffs scheme, the pressure management initiative, the metering and refurbishment of existing water networks programme and efforts to increase public awareness through education. The hydraulic monitoring system uses a GLS consultant (Gésteyn, Laubscher & Steyn is a consultant that developed the software that analysed a water network and bulk infrastructure. The software then determines what upgrading will be required for developments to take inside the municipal boundaries. It also indicates where bottlenecks will be encountered. All municipalities in the Western Cape and the DWA make use of GLS) to create a model of all water reticulation networks in all towns. The largest towns, Paarl and Wellington, are divided into separate pressure zones. This system provides the foundation from which officials can address water system problems. The rising block tariffs scheme charges consumers who used significant amounts of water in order to encourage lower water usage. Usage over 80kl/month is charged at very high rates. The pressure management initiative uses hydraulic controllers and pressure reducing valves to reduce pressure and control flows in order to make water usage more efficient. The metering and refurbishment of existing water networks fixes poorly functioning meters, finds illegal connections, and replaces 14.5km of pipe and valves annually. This process also increases the efficiency of the water service network. The education efforts include Water Week educational efforts at more than 26 schools, awareness campaigns held at shopping malls, educational visits to water treatment plants, the distribution of educational pamphlets, and the distribution of water saving devices (such as low flow shower heads).
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| 8. What were the most successful outputs and why was the initiative effective?
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The Drakenstein Municipality closely monitored the programme and produced statistics that graphed water savings, cost savings, non-revenue water consumption, overall water consumption and predicted versus actual consumption. Statistics were comprised yearly so as to track progress and ensure that gains were continually being made. The statistics indicated that progress was overwhelmingly positive. From 2000 – 2012, both revenue and non-revenue water consumption decreased significantly and more than 142billion litres (R710mil worth of water) was saved.
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| 9. What were the main obstacles encountered and how were they overcome?
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Project managers found that it was difficult to find illegal water connections and stop them. Even now, some industrial areas of Paarl and Wellington still use non-metered water. Illegal water usage in informal settlements also appears to be prevalent, yet difficult to find and stop. The initiative found that a lack of funds, lack of skilled personnel, difficulty in retaining a skilled workforce and the vandalism of infrastructure impacted negatively on the success of the initiative. While the initiative was able to achieve success despite these challenges, these issues can become larger problems in provinces with higher crime rates or greater poverty.
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