Sebokeng/Evaton Pressure/Leakage Reduction: Public Private Partnership
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1 Leakage Conference Proceedings Page 1 Sebokeng/Evaton Pressure/Leakage Reduction: Public Private Partnership R S Mckenzie, W Wegelin WRP Pty Ltd, PO Box 1522, Brooklyn Square, South Africa 0075, ronniem@wrp.co.za Keywords: Pressure Management; Public Private Partnership; Leakage Reduction Introduction The Sebokeng and Evaton areas form part of the Emfuleni Local Municipality (as shown in Figure 1) which is located to the south of Johannesburg the main industrial centre of South Africa. The areas are supplied with potable water from a 240 Ml concrete reservoir through two large water mains (1000mm and 675 mm diameter respectively) which run parallel to each other before splitting into the two discrete areas. The new pressure management installation is located just before the two pipes split into Sebokeng and Evaton respectively. The Sebokeng and Evaton areas are predominantly low-income residential areas supporting a population of almost The area has more than connections each of which supports water borne sewage and, at the start of the project, the residents experienced average water pressures of between 30m to 60 m. Figure 1: Location Plan The combination of low income coupled with high unemployment has resulted in a general deterioration of the internal plumbing fittings over a period of many years. The
2 Leakage Conference Proceedings Page 2 poor quality fittings cause high levels of leakage which is clearly evident from the unusually high levels of sewer flow during the late evening and early morning periods. The Minimum Night Flow (MNF) of m 3 /hr in July of 2003 (see Figure 2) for the Sebokeng/Evaton areas is one of the highest levels recorded anywhere in the world. This minimum night flow represented 75% of the Average Daily Flow (ADD) which was measured to be m 3 /hr. In a typical well managed system with no leakage problems, the MNF to ADD ratio is usually in the order of 10% to 15% which would suggest an acceptable MNF of less than 400 m 3 /hr. While this low MNF may be too optimistic an area such as Sebokeng or Evaton due to various historical factors, the figures clearly highlighted the scale of the leakage problem in the area and that the potential for saving water was significant. Sebokeng / Evaton Water Loss Reduction Project Innitial Flow Logging Results (July 2003) Average Flow = 4 020m 3 /h 4000 Flow (m3/h) Minimum Night Flow = 3 000m 3 /h July July July July July 2003 Figure 2: Flow entering the Sebokeng/Evaton areas in July 2003 The purpose of the project was therefore to reduce the unusually high levels of leakage and wastage of water in the Sebokeng and Evaton areas which resulted in a water bill to the Municipality from the bulk water supplier of almost R110 million ($US 20) million per annum. Based on normal acceptable levels of service, it was estimated that the annual water bill for the area should have been closer to R30 million ($US 5 million) per year and it is this difference that caused the Municipality so much financial hardship over the past 10 years due to the fact that payment levels for water in the area are negligible. It should be noted that the high leakage levels inside the properties resulted in water bills that few residents could afford to pay this led to very low levels of payment and little attention, if any, was paid to the household leakage. It is a typical cyclic problem in which one issue leads to the next and the only solution is to break the cycle of high leakage after which the water bills will reduce which in turn will eventually lead to realistic payment levels. In addition, the high levels of wastage resulted in excessive sewer flows necessitating the upgrading of the local sewage treatment works at enormous expense.
3 Leakage Conference Proceedings Page 3 The situation is very similar to that experienced in Khayelitsha where the first large advanced pressure management installation was commissioned in 2001 for the City of Cape Town. This project is still operating to its full potential and continues to produce the savings achieved when it was first commissioned thus demonstrating that such measures are sustainable (Mckenzie, Mostert & De Jager, 2004). The project was the first of its type where a Public-Private Partnership was formed to fast-track a very serious problem which has been continuing for many years. The installation is also thought to be one of the largest advanced pressure control installations in the world and is addressing what is one of the highest minimum night flows ever recorded for an area the size of Sebokeng and Evaton. The project discussed in this paper represents the first phase of a long-term initiative to reduce water consumption (and energy consumption associated with the pumping from the raw water source) in the project area to normally acceptable levels which in turn will lead to realistic levels of payment and finally to a sustainable and solvent water utility. Without the project, the water supply into the Sebokeng/Evaton areas would most likely have been reduced to an intermittent supply within the next year or two in an attempt to reduce costs and water leakage levels. Why Pressure Management Most water reticulation systems are designed to provide a minimum pressure at all points in the system throughout the day. This basically means that the minimum pressure (normally specified in the local by-laws) occurs at some critical point in the system which is often either the highest point in the system or the point furthest from the supply. All water distribution systems experience significant fluctuations in demand throughout the day with morning and evening peaks coupled with periods of low demand during the night and sometimes also during the early afternoons. Many systems also experience seasonal fluctuations caused by climatic factors that influence irrigation requirements or by holiday migration that can significantly influence the demand for periods of days or weeks at a time. Since the water supply systems are designed to provide a set minimum pressure throughout the day, they are generally designed to meet this pressure requirement during periods of peak demand when the friction losses are at their highest and inlet pressures at their lowest. As a result of this design methodology, many systems experience higher pressures than necessary during the remaining non-peak demand periods. This is evident from the fact that major burst pipes tend to occur during the late evening and early morning periods when system pressures are at their highest. This concept is shown graphically in Figure 3 which represents a typical pressure situation for a zone at peak demand periods where the minimum pressure required is 20 m. The same zone is shown again in Figure 4 for periods of low demand, typically experienced during the late evening and early hours of the morning (assuming that the properties use direct feeds with little or no roof storage). From Figures 3 and 4 it can be appreciated that for most of the time the pressure in a water distribution system is likely to be considerably higher than required (unless some form of active pressure management has already been implemented). If it is also accepted that leakage increases with increased pressure, then it can be concluded that leakage levels in most systems are higher than they should be most of the time. The significance of water pressure on leakage is shown in Figure 5. It is also interesting to note that the sewer flows originating from Sebokeng/Evaton at night were measured at m 3 /hr which represents approximately 80% of the water flowing into the area at night and indicates that most of the leakage is occurring inside the
4 Leakage Conference Proceedings Page 4 properties through household plumbing leaks. By controlling the pressures during the offpeak periods it is often possible to significantly reduce the losses without identifying or repairing a single leak. After the excessive pressures have been addressed, the other measures such as repairing leaking pipes and/or retrofitting can then be tackled. Just upstream of PRV 100 Just downstream of PRV 60 At critical point 20 PRV 20 = pressure in m WRP_006.cdr Figure 3: Typical zone pressure distribution during peak demand periods Just upstream of PRV 120 Just downstream of PRV At critical point PRV 20 = pressure in m WRP_007.cdr Figure 4: Typical zone pressure distribution during low demand periods
5 Leakage Conference Proceedings Page 5 Figure 5: Typical burst water main at low and high pressure (photos courtesy Tim Waldron & Ken Brothers) The Installation From the outside, the installation is unimpressive and similar to a large concrete box 10m long by 10m wide and approximately 5m deep. Inside, it contains the various pipes and valves required to manage the water pressures into Sebokeng and Evaton as shown in Figures 6 and 7. Since leakage is driven by water pressure, any reduction in pressure, even if only for a short period each day, will result in lower leakage as well as fewer new burst pipes. If water pressures can be lowered significantly during the off-peak periods (especially at night) then very significant savings can often be achieved. It should be noted, that some WDM specialists still disregard pressure management on the basis that it does not involve finding or repairing a single leak. A presentation made by a major bulk water supplier to the management of Sebokeng/Evaton in July 2005 for example clearly stated Pressure Management Not the Solution. Obviously there is some confusion over the use of pressure management to control leakage and the full potential of such an intervention is not clearly understood by many water utilities. While it is true, that pressure management will not find any leak and all existing leaks will remain after pressure management has been implemented, the key issue is the rate of leakage which will be reduced if the pressure is reduced. In many systems it is recognised that pressure management is not appropriate for various reasons and this tends to be the case in 90% of the systems analysed. In certain cases, however, such as the Sebokeng/Evaton area, pressure management is by far the most cost effective intervention and should therefore be implemented as the first main intervention. This does not imply that other forms of WDM should not be considered or implemented. It simply highlights the fact that the greatest savings can be achieved for the least cost through pressure management after which the other forms of intervention can be considered. The Sebokeng/Evaton project is thought to be the largest project of its type in the world and the savings are so large that the installation will have a pay-back period of less than 3 months. The construction was completed using labour based practices in order to maximise the employment opportunities to the local communities. In addition, a series of more than 50 public meetings were presented in the local communities to inform the residents of the project and to address any concerns they had with regard to the project. Through the detailed public consultation process, the project was completed without any incidence of theft or intimidation of any nature and all residents are in full support of the project which was a key factor in its success.
6 Leakage Conference Proceedings Page 6 The installation involved cutting into the two existing water mains and replacing a short section with a series of smaller pipes and associated valves, meters, strainers etc. The new pipework and fittings enable the pressures into the two areas to be controlled in such a manner that the water pressures can be reduced during off peak periods and restored to the original high pressures during periods of high demand. In this manner, the leakage from the system as well as the incidence of new burst pipes was greatly reduced. Figure 6: Plan layout of the Sebokeng/Evaton installation Figure 7: Elevation layout of the Sebokeng/Evaton installation
7 Leakage Conference Proceedings Page 7 Project Team The project involved a unique interaction between no less than 12 main role players in a sophisticated and complex Public-Private Partnership in which the Consultant has taken on 100% of the financial risk of the project. The various key role players as indicated in Figure 8 are as follows: Figure 8: Public Private Partnership Model developed for the project The Client is Metsi-a-Lekoa which is the ring-fenced water utility formed by Emfuleni Local Municipality and managed by CEO Mr Sam Shabalala. The funds required to complete the project were raised privately by WRP and DMM through Standard Bank of South Africa. The establishment of the contract on which the project was based was funded and facilitated by the Municipal Infrastructure Investment Unit (MIIU). The consultant s team comprised WRP Pty Ltd in association with DMM Additional specialist support was provided by Platinum Consultants, and Coplan. In addition, Wide Bay Water in Australia provided support as a specialist reviewer. Other team members included IRCA, Batho Pele and WK Construction (main contractor). Finally, the overall auditing of the savings on which the payments are being made to the Consultant is being undertaken by the Alliance to Save Energy s WATERGY team. Results The project cost approximately R5 million (US$0.7 million) to complete and the initial results show savings in the order of R 20 million (US$3 million) per year as shown in Figure 9. Average water savings achieved through the project currently exceed 8 million m 3 /annum which in turn represents 20% of the total water supplied to the area. The actual
8 Leakage Conference Proceedings Page 8 savings achieved are very similar to those originally predicted when using the PRESMAC Model (Mckenzie, 2001). These savings are also included in the contract documentation where a cap on payments to the project team of 20% was included. The savings are clearly shown in Figure 10 (the shaded portion) which is based on the initial logging results from July 2003 compared to the corresponding period in July It should be noted that the graphs do not take the escalation of the water demands from 2003 to 2005 into account which would result in a larger shaded area although this is taken into account when calculating the annual savings. Sebokeng / Evaton Water Loss Reduction Project Flow Logging Results (July 2005) Predicted Average Flow = 4 200m 3 /h Actual Average Flow = 3 220m 3 /h Flow (m3/h) Minimum Night Flow = 2 000m 3 /h 500 Estimated Savings = 8.5million m 3 /annum 0 01 July July July July July 2005 Figure 9: Initial Savings from the Sebokeng/Evaton Project Sebokeng / Evaton Water Loss Reduction Project Flow Logging Results (July 2003 vs July 2005) Flow Pattern - July Flow (m3/h) Flow Pattern - July = Savings of 8.5million m 3 /annum 12:00:00 AM 12:00:00 AM 12:00:00 AM 12:00:00 AM 12:00:00 AM Figure 10: Comparison of water use in July 2003 to that in July 2005
9 Leakage Conference Proceedings Page 9 Further savings will be achieved through fine tuning of the installation over the first year of operation and the eventual savings will significantly exceed the initial 8.5 million m 3 /year through the use of a more refined pressure profile using controllers supplied from the UK (as shown in Figure 11). Figure 11: Electronic Controllers used in the project (courtesy Technolog, UK) References McKenzie, R. (2001) Development of a pragmatic approach to evaluate the potential savings from pressure management in potable was distributions in South Africa : PRESMAC. Report TT152/01 published by the South African Water Research Commission, July ISBN No Mckenzie, R, Mostert, H and De Jager, T. Leakage Reduction Through Pressure Management in Khayelitsha: 2 Years Down the Line. Paper presented at the 2004 Biennial Water Institute of South Africa Conference, ICC, Cape Town, 3 5 May 2004.
10 Leakage Conference Proceedings Page 10 Acknowledgements As mentioned previously the project has been a true team effort involving many organisations and individuals. The success of the project is largely due to careful planning and design, proper execution and mutual trust between the Client and Project team. In particular, the following individuals contributed significantly to the project: Name Organisation Involvement Astrup, Brad WRP Pty Ltd Project documentation, site supervision and contract management. Brown, Paul WK Construction Contract manager on behalf of Contractor for completion of super-structure. Chambers, Steffan Stallion consulting Structural drawing preparation Chunda, Cain DWAF General support from SA Government perspective De Sousa, Paul WRP Pty Ltd GIS and CAD drawings Duvenhage, Hennie Metsi-a-Lekoa Technical support from Client Fourie, Niel Platinum Consulting Structural design including reinforcement details Hiddema, Hugo U Hiddema Consulting Support on contract documentation and legal advisor McConville, David Coplan Mechanical Design Mckenzie, Ronnie WRP Pty Ltd Project conception, development of risk-reward contract, financial management. Mngune, Darius DMM cc Completion of Environmental Impact Assessment requirements as well as co-ordination and implementation of public participation process. Mohajane, Potso Metsi-a-Lekoa Management and co-ordination of all public participation and information aspects of the project on behalf of the Client. Mostert, Hein WK Construction Contract manager on behalf of Contractor up commissioning of installation. Neethling, Dries WK Construction Construction Manager for all structural work. Nolte, Hugo Rand Water Technical support on shut-downs of main pipelines. Rabe, Mike Alliance to Save Energy s WATERGY Programme Support on development of project contract plus continuing support as overall project auditor Renke, Riana WRP Pty Ltd Graphics and publication materials Shabalala, Sam Metsi-a-Lekoa Initiation of project and overall project leader on behalf of Client Small, Mark Rand Water Technical support on shut-downs of main pipelines. Van der Merwe, Ben Metsi-a-Lekoa Technical support from Client Van Niekerk, Neels WK Construction Site Agent for the Contractor Van Niekerk, Louis IRCA Site safety monitoring and reporting Van Rensberg,Harry Tricor Specialist support on mechanical installation on behalf of the Contractor Van Rensberg, Lianné IRCA Development of safety plan and safety monitoring Jansen Van der Westhuizen, René Standard Bank Facilitation of bank loan to WRP for the project. Waldron, Tim Wide Bay Water: Australia Specialist support on design and implementation Wegelin, Willem WRP Pty Ltd Detailed design, project management, commissioning of installation and contract documentation. Zondo, Petrus WK Construction/WRP Pty Project community liaison officer
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