1. Civil engineering challenges in local government

2. Limited Capacity Funds Support for technical solutions Operations, maintenance, asset management Leadership, discipline, enforcement of performance or action taken w.r.t. corruption

3. Population served ~ 14 million Civil engineering professionals ~ 2500 + 21 + civil staff per hundred thousand population Population served ~ 14 million Civil engineering professionals ~ 2500 + 21 + civil staff per hundred thousand population

4. Population served ~ 47 million Civil engineering professionals ~ 1300 + ~2.8 civil staff per hundred thousand population Population served ~ 47 million Civil engineering professionals ~ 1300 + ~2.8 civil staff per hundred thousand population

11. Area2008/09 Annual Demand (million m3) 2008/09 Non- Revenue Water (million m 3 /a) Estimated Non Revenue Water loss (R’000) % of Municipal Use Johannesburg 502.7160.9R 522.832% Ekurhuleni326.8124.2R 403.638% Tshwane214.262.1R 201.929% Emfuleni77.131.6R 102.741% Mogale26.47.1R 23.227% Randfontein8.72.6R 8.430% Merafong8.42.5R 8.230% Westonaria6.11.8R 5.930% Lesedi5.11.5R 4.930% Midvaal9.62.9R 9.330% Kungwini5.31.6R 5.230% Nokeng Tsa Taemane 0.0 R 0.00% Leaking toilets Leaking pipes Leaking meters

12. Rebuild capacity rather than continual restructuring Professionalise staff selection rather than politicise Address financial viability Standardise and reduce reporting requirements Responsibility requires authority Use the private sector Consider short-, medium- and long-term solutions

14. Rebuild structures and develop meaningful organograms Put training programme in place to support youth development & develop succession plans Change terms and conditions to retain S57 staff unless inadequate performance, rather than terminate in the absence of performance reviews SAICE HAS DEVELOPED JOB DESCRIPTIONS, TRAINING PLANS AND POLICIES WHICH COULD BE ADOPTED NATIONALLY TO BUILD CAPACITY

15. SAICE HAS DEVELOPED TRAINING SYSTEMS AND CAPACITY WHICH COULD BE HARNESSED NATIONALLY TO BUILD CAPACITY

16. Engineering students graduate as a result of experiential opportunities Supervising construction of various treatment works Learning how to survey!

17. Develop competence model Appoint professional, registered, senior officials with sound track record (MM, CFO, Chief Engineer) Review selection criteria guidelines from – Profession of Town Clerks Act (Act 75 of 1988) – Municipal Accountants Profession Act (Act 21 of 1988) – Engineering Profession Act (Act 46 of 2000) PROFESSIONAL BODIES CAN BE HARNESSED TO ASSIST WITH INTERVIEWS AND SELECTION, RATHER THAN HAVE APPOINTMENTS DICTATED BY POLITICIANS OR EQUITY TARGETS TO THE EXCLUSION OF COMPETENCE

18. Take a hard line on debt collection – Large percentage of outstanding debtors are the affluent, industry and public sector – Automatically debit public sector departments and employees Make equitable share conditional & review formula to increase income for low income municipalities Tackle losses and invest in maintenance Accelerate efforts on Operation Clean Audit Corruption must be stamped out HARNESS PROFESSIONAL BODIES TO ASSIST WITH NATIONAL AND PROVINCIAL OVERSIGHT COMMITTEES FOR FINANCIAL AND PROJECT AUDITS AND MONITORING SPENDING OF GRANTS

19. Reduce demand for myriads of reports & statistics Policy vacuum due to abolition of Town Clerk and Accountants Acts Develop standard, online reporting systems including: – Financial reporting formats, guidelines & systems – Project and maintenance reporting formats & systems – Staff reporting formats & systems – Asset registers – Etc Develop standard – HR, Developer contribution and other policies – Bylaws etc

20. Split between Political and Executive roles needs to be considered Review delegations - if officials given responsibility must also be given authority Allow officials to discipline those who are not performing Recognise professional judgement Support departments must support line departments and not dictate to them! Need management and leadership maturity

22. Second young staff to consultants to be trained Private sector to second experienced municipal staff to local government to rebuild capacity, offer structures and systems, and on-the-job training, or Outsource rebuilding of municipal structures to consulting firms (S78 type of approach over say a 5 year period) – condition that senior engineers with municipal experience must be used to manage the rebuilding process Work with the MM and be given authority to make the changes

23. An Engineering Corps: Set up an engineering corps with experienced engineers to direct and attend to many strategic and planning issues (suggested by Professor Steven Kelman of Harvard, when the capacity problems were outlined in a meeting with National Treasury) Panel of consultants: Appoint a panel of experienced consultants for specialist work that municipalities can harness without going to tender (Clause 32 of the MFMA) Develop standards and scopes: Use pool to assist municipalities with tenders and scopes of work

24. Second engineering staff and apprentices to contractors to be trained Harness contractors to train SMMEs and communities as part of each major contract so that they can be used for on-going maintenance thereafter Adopt-a-town - private sector contracts to adopt-a-town in toto to: ― Address backlogs ― Refurbish and rehabilitate ― Put operating and maintenance systems and processes in place ― Address losses, increase income etc ― Build capacity in all departments (technical, financial, HR etc) ― Use powerful CEO type of person who has run large businesses in the past to set up

25. Tertiary institutions should consider offering: National diploma in municipal engineering Certificates in: Operations and maintenance Asset management

26. Private sector act as implementing agent Manage EPWP, must have strong managers – Risk rests with the private sector for quality control – Advantages of staff work for implementing agent Keeps money in the community No labour problems No vandalism – Training major component Must have good trainers Long process

27. It has been suggested that O&M could largely be outsourced, but that service providers should be franchisees, set up and trained by recognised franchisors, to give municipalities the peace of mind that there is quality control and franchisees have access to expertise in case of challenges which arise beyond their level of expertise

28. Short-term Dispatch support to stop further decay Constitute ‘Action teams’ but they will require authority to be effective Medium-term Develop and implement turnaround strategy, using dedicated experienced professionals working with MM or deployed professional leader. Return to core business Long-term Manage turnaround process to rebuild structures, systems and processes Support must be used to train and rebuild rather than do line function work or fire fighting