The findings and recommendations of the Report of the Ekurhuleni Water Care Company are indicated in the table below:
Findings |
Recommendations |
Non-establishment of the two key Governance Structures, the Political Steering Committee and the Project Steering Committee; resulted in delays for approval of the intervention implementation plan |
Key Governance Structures should be established to make key decisions on budgetary issues and project implementation issues. |
The Project Management Office (PMO) should have been appointed shortly after appointing ERWAT as an Implementing Agent to ensure efficient handling of the project plan and procurement of services. |
The PMO should have been appointed shortly after appointing ERWAT as an Implementing Agent |
There was a long lead time in Supply Chain Management processes (MFMA Compliance which affected the pace of the project. |
Due to the urgent nature of the project, special procurement processes should be put in place to ensure that the needs of the project are met in a timeous manner |
There was a lack of a structured communication and engagement protocol |
Councilors need to conduct regular public awareness campaigns to educate communities on the objectives of the intervention to:
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Community awareness campaigns should be a constant feature/activity in projects of such a nature to manage community expectations. |
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The role of the Labour Unions and communities as key stakeholders, was not acknowledged which resulted in a lack of buy-in from the Metsi- a-Lekoa personnel for the project |
Labour unions should play a greater part in projects of such a nature for the good of the project. |
The establishment of Labour Desks at an early stage is key so that the project can be implemented with the inclusion of SMMEs and taking into consideration job seekers in the area. |
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Buy-in from the local communities, Community Leadership, Business Forum Leadership, MKMVA Leadership was crucial for the project. |
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There was scope creep between the Sedibeng Regional Sewer Scheme (SRSS) and the Vaal River System Intervention (VRSI) resulting from inadequate integration of the SRSS and VRSI Projects. |
Allocation of resources and integration of projects such as the SRSS and the VRSI should be given priority even before the commencement of the project. This will also avoid delays due to interdependencies. |
Better planning and coordination is required for integration of SRSS into VRSI. |
|
Finalisation of scope of works for refurbishments was delayed |
The Department should prioritise finalization of scope for refurbishment when they take over project implementation. |
The O&M aspect of the project should be implemented first before the Capex rollout for infrastructure refurbishment to ensure that the Implementing Agent understands the process |
Findings |
Recommendations |
deficiencies and the sequence of the refurbishment process. |
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Human resources, equipment and fleet were found to be inadequate within Emfuleni Local Municipality and presented challenges in the operation and maintenance of the sewer infrastructure |
The project should have commenced by mobilizing resources such as staff, fleet, tools, equipment, for Metsi-a-Lekoa. Capacitatation of ELM from inception would have made skills transfer from ERWAT an easy process. |
Poor power supply to pump stations and Water Care Works (WCWs) affected water quality. |
Back-up generators should be procured to ensure continuous adequate power supplies. |