Johannesburg Drinking Water Quality Framework outline · 1.3A drinking water quality framework for South Africa This initiative took place in 2005, In recognition of the importance

2018 Test and Measurement Conference

Johannesburg Drinking Water Quality Framework outline

Nondalo Shandu1

Loyiso Magadla2 and Letlakana Sebata3

Johannesburg water, 17 Harrison Street, Marshal Town, Johannesburg, 2001, South Africa

[email protected]

Phone: 011 483 9500 Fax: 011 483 9564

Abstract

In recognition of the importance of safe drinking water to public health, Johannesburg water

has developed water quality Incident response framework to enable effective management of

drinking water quality and the protection of public health. Waterborne disease remains one

of the major health concerns in the world. Diarrheal diseases, which are largely derived from

contaminated water and inadequate sanitation, account for 2.4 million deaths each year and

contribute over 73 million Disability Adjusted Life Years (a measure of disease burden,

WHO 1999). Johannesburg water (JW), City of Johannesburg municipal entity, is fully

equipped with its own monitoring plan; water safety plan; Policies and Regulatory standards;

and SOP’s in place to ensure that the Greater Johannesburg communities are supplied with

good quality water. Water suppliers (JW) should therefore acquit their operation in a duly

diligent manner such that reasonably foreseeable harm is identified; prevented and reasonable

measures are taken to protect the consumer. The drinking water quality management plan is

also developed with a number of supportive documents and standard operating procedures

and tools to provide the water sector with the information needed to monitor, manage,

communicate and regulate drinking water quality. Measures in place may showcase good

efficiencies, however challenges are met communication plays a key role in enabling forward

movement to properly assess and allocate resources accordingly, In addition, there is a

growing realisation that for risk communication to be effective it should be a continual and

evolving process and not simply a crisis management measure. Time lines and overall

Turnaround times are continuously affected if stakeholders are non-responsive and delay the

processes in place. This project seeks to evaluate Johannesburg drinking water quality

monitoring framework using incidents captured and investigate possible efficient framework

and to enable effective management of drinking water quality for protection of public health.

To Improve Communication channels in order to; Improve Time lines and Turnaround

Times; Implement and re-enforce documentation and make use of Current Systems to

improve response time

1. Introduction

The Johannesburg framework illustrates a systematic process that, when followed, will help

monitoring stakeholders assess and convey the information needed to understand, protect,

restore our water and most importantly supply the public with quality potable water. Safe

drinking water that complies with the South African National Standard (SANS) 241 Drinking

Water Specification does not pose a significant risk to health over a lifetime of consumption,

including different sensitivities that may occur between life stages (babies and infants, the

immunocompromised and the elderly). Improving access to safe drinking water can thus

result in tangible benefits to public health and every effort should be made to achieve a

Peer-reviewed manuscriptTest and Measurement 2018 Conference and Workshop


drinking water quality that complies with national safety standards. (Kim Hodgson1 and

Leonardo Manus., 2006)

Assessing Johannesburg framework accurately, effectively, and efficiently requires that all

stakeholders work collaboratively and strive for water quality improvement. Factors that can

impede collaboration and comparability include critical differences in monitoring design,

sampling protocols, analytical methods, data management, and data accessibility.

1.1 U.S. Environmental Protection Agency- A Framework for Water

Quality Monitoring

U.S. Environmental Protection Agency has adopted framework by The National Water

Quality Monitoring Council (Council) to address some of the obstacles that can impede

collaboration with stakeholders involved, these were input from the monitoring community,

of which they have developed the Framework for Water Quality Monitoring:

Fig 1. A unique and deliberate feature of the framework containing the “3 Cs”

Three C’s stresses the need for communication, coordination, and collaboration within and

among monitoring entities at every step of the process.

• Communicate, Coordinate, Collaborate:

The “3 Cs” indicate the importance of inclusiveness in the monitoring process. This can be

enhanced by including State and Regional Monitoring Councils as partners in monitoring

efforts as well as encouraging appropriate public participation throughout the monitoring

process.

1.2 National Drinking Water Quality Management Framework for

Ghana The Ghana Framework is an illustrative document, which expands on all aspects of Water

safety, however for this exercise the concentration is on, management of incidents and

emergencies. Although preventive strategies is intended to prevent incidents and emergencies

from occurring, some events cannot be anticipated or controlled, or the probability of their

occurring is so low that providing preventive measures would be too costly. For such

incidents, there must be an adaptive capability to respond constructively and efficiently.


Emergency protocols and communication planning are therefore critical in minimizing public

health risks associated with drinking water failure.

Wherever possible, emergency scenarios should be identified. Incident and emergency

protocols, including communication procedures, should be planned and documented.

Establishing procedures on the run’ is a recipe for inefficiency, lack of coordination, poor

response times and potential loss of public confidence.

Fig2. Figure Illustration of incident management protocol (June 2015)

The main idea Ghana Incident Protocol seize to achieve is:

• Define potential incidents and emergencies and document procedures and response

plans with the involvement of relevant agencies.

• Train employees and regularly test emergency response plans.

• Investigate any incidents or emergencies and revise protocols as necessary.

1.3 A drinking water quality framework for South Africa

This initiative took place in 2005, In recognition of the importance of safe drinking water to

public health, DWAF, now known as DWAS, initiated a project to draft a Drinking Water

Quality Framework for South Africa to enable effective management of drinking water

quality and the protection of public health. The Framework is based on a preventative risk

management approach, which is comprehensive from catchment to consumer. The approach

promotes an understanding of the entire water supply system, the events that can compromise

drinking water quality and the operational control necessary for optimising drinking water

quality and protecting public health. However, the Framework also recognises the challenges


facing water services authorities (WSAs) in South Africa, and advocates a continual

incremental improvement approach towards long-term targets.

Current investigations show that an unacceptably high incidence of poor drinking water

quality occurs in non-metro South Africa. Reasons for failure of drinking water standards

include:

• A lack of understanding by WSAs regarding the requirements for effective drinking water

quality management

• Inadequate management including monitoring of drinking water services

• Inadequate asset management

• Inadequate WSA institutional capacity (staffing, funding, expertise, education)

• Lack of intervention to address poor drinking water quality when detected.


Figure3. Incident Management protocol of Operational Alerts from Routine sampling

summarized

1.4 A drinking water quality framework for South Africa- Johannesburg

In recognition of these challenges faced by WSAs in South Africa, the Department of Water

Affairs and Sanitation (DWAS), as the lead institution for the regulation of drinking water

quality in South Africa, identified key stakeholders and appropriate mechanisms for their

involvement in a task team and subsequent development of a Drinking Water Quality

Framework for South Africa. Key stakeholders included:

• DWAS, National and Regional Offices

• Department of Health (DoH)

• South African Local Government Association (SALGA)

• Department of Provincial and Local Government (DPLG)

• Water Research Commission (WRC).

Johannesburg thereafter, through direction of Lead institution for the regulation of drinking

water quality in South Africa formulated its own internal Framework that has supporting

documents and supporting stakeholders that all play an important role in water quality

management.

1.4.1 Responsibilities

The laboratory is responsible for reticulation water sampling in the greater Johannesburg

area. Samples are analysed for compliance to SANS 241: 2015 which includes testing for

microbiological and Chemical analysis.

The Affected depot is responsible for rectifying the problem. Where problems exist in storage

facilities then the electro-mechanical depots are responsible.


Fig 3, Johannesburg water quality Framework

• Emergency protocols and communication plans ensure that during drinking water

failures:

• Key stakeholders are kept fully informed; Roles and responsibilities of

individuals and organisations are clearly outlined to avoid miscommunication and

duplication of effort; Timeous interventions are taken to rectify the situation; and

affected communities are properly informed and have alternative safe drinking

water for the duration of the problem.

• Emergency protocols and communication planning are therefore critical in

minimising public health risks associated with drinking water failure.

2. Aim To evaluate Johannesburg drinking water quality monitoring framework using data captured

and investigate possible efficient outline and to enable effective management of drinking

water quality and the protection of public health.

3. Objective • Improve Communication channels

• Improve Collaboration Coordination


• Improve and re-enforce documentation, training and make use of Current Systems to

improve response time

4. Methodology

The approach promotes an understanding of the entire water supply system, the events that

can compromise drinking water quality and the operational control necessary for optimising

drinking water quality and protecting public health. However, the Framework also recognises

the challenges facing water services authorities (WSAs) in South Africa, and advocates a

continual incremental improvement approach towards long-term targets. (Hodgson, K.,2006)

This was conducted by assessing Investigations and observing repeat or continual challenges

5. Results and discussion

5.1 Challenges observed

• Communication is significant when implementing this Framework it requires the

support and commitment of all water sector stakeholders. A number of institutional

stakeholders are responsible for drinking water quality management in Johannesburg

when implementing and adhering to existing policies or Standard Operating

Procedures. A flow of communication needs to be kept alive and everyone involved

should be up-to-date. This risks collaboration being affected and hence affecting

coordination.

• Training of employees and regularly test emergency response plans.

• Reports to be written for any major or minor incidents, internal or external incident

after investigated any incidents or emergencies and revise protocols as necessary.

• Implementation

• Contact list not updated timeously

• Protocol or strategy to follow when communicating with other departments not

followed leading to duplicate or misinformed

5.2 Common factors when comparing Frameworks

5.2.1 U.S. Environmental Protection Agency

U.S has incorporated Supporting documents that align itself to water quality monitoring.

What stood out for U.S is the following:

• The Importance of Training staff and stakeholders

• The importance of awareness for stakeholders and also community

• Supporting Programmes

• The Importance of Communication

• The importance of collaboration and coordination

5.2.2 Ghana

Ghana has incorporated Supporting documents that align itself to water quality monitoring.

What stood out for Ghana is the following:


• Test of Emergency Response – Very critical because documents may theoretically

work but when put into practise failures occur.

• Revision of Contact list every 6 months



•

5.2.3 South Africa

South Africa has incorporated Supporting documents that align itself to water quality

monitoring. What stood out for South Africa is the following:

• The Importance of Training staff and stakeholders




5.2.4 South Africa – Johannesburg

South Africa has incorporated Supporting documents that align itself to water quality

monitoring. What stood out for South Africa is the following:

• The Importance of following protocol and outlining responsibilities



6. DISCUSSION / RECOMMENDATIONS

6.1 Recommendation by Department of Water and Sanitation

6.1.1 Training

• Stakeholder Awareness and Training knowledge, skills, motivation and commitment

of staff involved in Drinking Water Quality Management ultimately determine the

ability of WSAs or WSPs to successfully operate a water supply system. It is thus

important to ensure that the level of awareness, understanding and commitment to

optimising and continually improving drinking water quality is developed and

maintained.

• Water Services Authority Employee Training- The training of employees in issues

relating to drinking water quality is essential to the provision of a safe and reliable

drinking water supply. Water treatment employees must be appropriately skilled and

trained in the management and operation of water supply systems as their actions can

have a major impact on drinking water quality.


• Employees should have a sound knowledge base emergency protocol from which to

make informed operational decisions. This includes training in the methods and skills

required to perform their tasks in an efficient and competent manner as well as the

knowledge and understanding of the impact their activities can have on water quality.

• Training needs should be identified and it should be ensured that employees

performing tasks that could have a significant impact on drinking water quality are

competent to perform those tasks. Employees assigned responsibilities for managing

drinking water quality should be qualified on the basis of appropriate education,

training and experience as required. Accredited training programmes and certification

of operators are desirable. Water Services Authorities should utilise the services of

the ESETA (Energy Sector Education and Training Authority) to build the capacity of

their treatment works operators.

• Appropriate training to address specific needs should be developed and implemented,

and adequate resources made available to support training. Examples of relevant areas

to address include general water quality, and specific training to optimise system

performance such as: coagulant control testing; proper filter operation; disinfection

system operation; reticulation management; sampling, monitoring and analysis;

interpretation and recording of results, and maintenance of equipment.

• Employees should also be trained in other aspects of Drinking Water Quality

Management including incident and emergency response, documentation, and

reporting.

• Training should be documented and records of all employees who have participated in

training maintained. Mechanisms for evaluating the effectiveness of training should

also be established and documented. Training is an ongoing process and employee

training requirements should be regularly reviewed. For those activities that have a

significant impact on drinking water quality, periodic verification of the competence

of operations staff is necessary

6.1.2 Awareness

• Water Services Authority Employee Awareness and Involvement Increasing

awareness and understanding of Drinking Water Quality Management are essential

elements in empowering and motivating employees to make effective decisions. All

employees should be aware of the characteristics of the water supply system, what

preventative strategies are in place throughout the system, regulatory and legislative

requirements, roles and responsibilities of employees and departments, and how their

actions can impact on water quality and public health.

• Employee awareness can be delivered and enhanced in various ways including the

development of employee education/induction programmes, newsletters, guidelines

and manuals, notice boards, seminars, briefings and meetings

6.1.3 Documentation


• A detailed investigation should be carried out to identify source of the problem,

following the catchment to consumer approach. The stakeholders should meet to

further discuss possible interventions.

• Several issues may be identified and prioritised, including upgrade of infrastructure,

sourcing of funds to address water quality problems and monitoring of industrial

effluent or diffuse source discharges.


7. Conclusion

In conclusion- the factors that impede process flow of the plans should be dealt with

immediate effect to keep the flow of communication, collaboration and coordination

It is important every after an incident, whether minor or major to do an incident re-call so to

assess the efficiency of your incident plan

Communication tools within internal departments to be efficient and the plan to clearly

outline the protocol

Communication between internal departments and external should always flow and the plans

should ensure all stakeholders are on board

Communication to communities must not be limited, make use of local radio stations and its

counsellors (Create a contact list- to send a chain sms)

Testing of incident plans should be periodical, whether annual basis or every 6 months – and

to use every incident as an opportunity to improve existing programmes

Contact List of Emergency team should be updated at least every 6 months so to keep

updated and to have alternative numbers.

Standard Operating Procedures or strategic documents should be made available on

communication. Our Framework to be on constant reviewed and tested to see if our

emergency response plans are adequate.


References

1. Department of water affairs & forestry (1997) water services act: no. 108 of 1997.

2. Department of water affairs and forestry, department of provincial and local

government and national treasury (September 2003) strategic framework for water

services, Pretoria.

3. Department of water and sanitation, a drinking water quality framework for south

Africa (2005)

4. Government gazette no. 22355 (8 June 2001) regulation gazette no. 7079.

5. WHO. (2011). Guidelines for drinking water quality. (4th, Ed)

Documents

Johannesburg Drinking Water Quality Framework outline · 1.3A drinking water quality framework for South Africa This initiative took place in 2005, In recognition of the importance