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Water Wise: Sustaining our water resources
Improving our water infastructure
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During his 2021 SONA address, President Ramaphosa alluded to the importance of continued investment into the water sector in the country, with the announcement of the development of an infrastructure investment project pipeline worth R340-billion for sectors such as energy, water, transport and telecommunications.
Speaking during his fifth State of the Nation Address the President said construction had started and progress is being made on a number of major water infrastructure projects, such as Phase 2A of the Mokolo and Crocodile River project and the uMkhomazi Water Project. Challenges that require urgent attention
It has been estimated that about one third of our water in South Africa is being lost due to aging and leaking infrastructure. This state of our infrastructure has steadily been deteriorating.
Scientific reports have indicated that South Africa is fast approaching physical water scarcity by 2025 and we will have a water deficit of 17% by 2030. These startling revelations should signal a stern warning to government that the time has come to urgently relook at the present policies regarding our water and sanitation challenges.
A quick glance at the present water demand clearly indicates that the demand by South Africans for water is much higher than is available. The movement of people from the rural areas as well as neighboring countries to the metros has created a high population density that has caused low water availability due to the
Desalination plant
increased numbers. The two provinces that are highly affected are Gauteng and the Western Cape. Gauteng has recently grown its population by one million as a result of this urban drift. The Western Cape has grown its population by 79% over a 10-year period. Both these provinces have not made the necessary policy adjustments to increase capacity that will service these additional demands on their water resources.
This has no doubt placed a tremendous strain on the already overburdened existing water infrastructure. It must also be noted that South Africans use way above the world average of 173 litres per person per day by using 237 litres of water per person per day. Government Communications and Information Services (GCIS) advised that South Africa is the 29th driest country in the world out of 193.
Statistics South Africa further reveal that municipalities with the largest percentage of backlog infrastructure development and low water reliability are located in the largely rural areas along the eastern seaboard in the Eastern Cape and KwaZulu-Natal. The highest being Ngquza Hill at 81.7%, Port St Johns at 81.3% and Mbizana at 77.8% as compared with Cape Town at 0.2% with Drakenstein and Saldanha Bay at 0.5%. The way forward
Whilst South Africa is still under threat of a lack of sufficient water and The time has come for a completely new approach to our water and sanitation needs in South Africa. An overhaul of policies and laws pertaining to the supply of clean and safe drinking water for South Africans is required.
water quality and availability issues are becoming more acute, the country is much better prepared to deal with this problem now than a few decades ago, owing to the Water Research Commission’s (WRC) meaningful contribution to the development of the capacity of the water sector, the broadening of the country’s watercentred R&D base, and the WRC continued commitment to direct and fund research on critical issues.
“In the future (short-to long-term), it is envisaged that South Africa’s water problems may intensify. Issues such as water for all, quality of life, and a sustainable environment are an essential part of the country’s national priorities and require considerable attention. In addition, implementation of the National Water Act of 1998 and the related national water strategy places considerable demand on water management and calls for research support. The role of South Africa in SADC and NEPAD (New Partnership for Africa’s Development), especially with regard to water resource and water supply and sanitation issues, poses new challenges and requires new initiatives which are within the mandate of the WRC.” – Water Research Commission
The time has come for a complete new approach to our water and sanitation needs in South Africa. An overhaul of policies and laws pertaining to the supply of clean and safe drinking water for South Africans is required. Ad hoc changes have proved to be futile, as these challenges have not been overcome.
We have been addressing the symptoms and not the causes. Our researchers, interest groups and water and sanitation activists together with international water scientists in their many seminars and research papers have identified the root causes of our water challenges.
The consensus is that unless we agree to undertake a comprehensive overhaul of the present policies relating to the full value chain of water and sanitation
we will most certainly be heading for a water crisis. We have already witnessed numerous protests in many municipalities around water service delivery.
This is a huge task however it is essential if municipalities are to discharge their constitutional mandate to provide clean safe water to its communities.
In view of the comprehensive nature of the overhaul we will look at the management of our water infrastructure. The most important aspect of water management is to acknowledge that without water life, as we know it will just simply vanish. It is therefore vital that we invest in water infrastructure and institutions. We can learn from the many ancient civilizations. Their main focus was on the development of water infrastructure, the supply of water and the management thereof. They understood the value of water sustainability and as a result imposed strict rules regarding the management of water and its infrastructure. Archeologists have discovered many ancient water storage and water distribution canals that were still in good condition after several thousands of years. The great empires of Egypt, China and Rome were built on strict water management rules. During the Roman Empire after successfully invading a country, the first major infrastructure to be built was the water aqueducts. These were a system of water channels often off the ground to provide water to the soldiers, their horses and livestock. The use of water was strictly monitored and the channels were guarded and maintained to ensure a sustainable supply of water. The Egyptians were the strictest when it came to maintaining water infrastructure. If anyone allowed the banks of the water channels to weaken or deteriorate the punishment was death.
History tells us that one of the reasons for the collapse of many early civilizations can be attributed to the mismanagement of water resource infrastructures. We need to avoid this at all costs. Where to start
In 2008 it was proposed that a national water resource infrastructure agency be established to secure South Africa’s long-term water security by undertaking the development and management of national water resource infrastructure. This proposal was as a result of the acknowledgement that there was poor performance of water and sanitation infrastructure at national and local level, poor asset management and insufficient maintenance of existing infrastructure, lack of technical skills within the operational divisions at both national and local level, poor enforcement of policies, theft, vandalism of infrastructure and financial mismanagement. This proposal that was included in the National Development Plan was designed to address these shortcomings but despite it being drafted in bill form it was never tabled and the bill lapsed. This would be a great place to start this process. The way forward
This proposal for a national water resource infrastructure agency should be revived together with the decentralisation of the management of water and sanitation water infrastructure. A start at decentralisation was made when the National Water Act was enacted. Since then only two Catchment Management Agencies (CMA), the Breede Gouritz agency, falling within the Western and Eastern Cape provinces and the InkomatiUsuthu agency largely in Mpumalanga have been established.
The Act envisages that water resource management is delegated to regional levels through CMAs to address specific issues relevant to the area and its people. The rationale for establishing CMAs relates to the proximity they share to the local communities and knowledge base.
Decision-making, implementation and monitoring are improved because CMAs have easier access to information. They also lighten the department’s work-load in ensuring efficient water resource management at localised level and are able to engage local municipalities on issues affecting their water resources.
It is therefore essential and urgent that the departments roll out CMAs in the other seven water management areas without further delays in order to preserve and sustain our water resource infrastructure.
Water testing
NATIONAL SCHOOL OF GOVERNMENT A SERVICE FOR MUNICIPALITIES
The past year of 2020 marked 20 years since the establishment of local government system in its current form. The period within this sphere of government has characterized by a new era of accountable leadership of the people through which the communities are able from time to time express how they want to be governed.
Several key reforms were introduced, and these included the promulgation of Municipal Structures Act of 1998, Municipal Systems Act of 2000 and the Municipal Finance Management Act (MFMA) of 2003. The MFMA is aimed critically at modernizing budget and financial management practices by placing local government finances on a sustainable footing.
Central to this is the governance part of the various players within the municipalities through clarifying and separating the roles and responsibilities of the mayor, executive and non-executive councilors and officials.
The MFMA is a direct requirement of the Constitution, which obliges the local government sphere to be transparent about its financial affairs, and also is a direct result of the broader reform package for local government, and as outlined in the 1998 White Paper on Local Government. As a result of these reforms, local government has over the past few decades gone through an unprecedented change in governance and administration. This was also influenced by changes in other spheres which saw the national budgeting processes been rated amongst the leading nations in the world.
Local government as the closest sphere to the people remains key in eradicating poverty and inequality within communities. This requires municipalities to play a developmental role to stimulate economic growth within the areas they govern. the key challenges that continue to face Local government which include mainly poor capacity and weak administrative systems, amongst others. The report clearly shows that within the current framework of the Constitution, there is more room for allocation of powers and functions and for more diversity in developmental priorities being implemented.
To achieve these objectives, the sphere needs to address the outlined capacity constraints, allowing more experimentation in institutional forms and working collaboratively with national and provincial government. • Municipal audit outcomes continue to decline.
A skilled and capable workforce is thus central to local government’s ability to meet its constitutional mandate and live up to its developmental local government vision. There is furthermore a need for high standard of ethical practice being maintained in local government and that public resources be used efficiently and, in the manner intended. Our democratic system of government in general is critically dependent on transparency and accountability to the public.
Various reports by the auditor general in recent past have shown high levels of irregular expenditure by municipalities. Some of the other continuous challenges in municipalities include: • Underspending on capital budgets continues to be a challenge. • Total outstanding consumer debtors has expanded significantly. • Water and electricity losses remain high. Improved performance requires commitment from every individual in every level within municipalities to pursue excellence in the execution of the roles and responsibilities allocated.
The National School of Government established as a national department, continues to serve as critical partner in ensuring that the service delivery capacity in government and particularly in local government
is strengthened with the human resource capacity being continuously trained and retrained.
The School has over the years trained thousands of officials within the local government sector on key areas, mainly on leadership, ethics and supply chain management. The facilitated training was mostly directly with the municipalities and in other instances in collaboration with other partners to capacitate municipalities. Such partnerships have been concluded with various provincial cooperative government departments and organized local governments. It is a known fact that the local government sector continues to experience high turnover of staff and these requires continuous building of capacity for ever changing staff components.
As a School we have observed and encouraged some best practices in some municipalities that prioritize capacity building for their officials to enable them to deliver on their responsibilities. One of these best practices has been on the capacity being built on members serving on various bid committees before they commence with their duties. These are officials whom some do not possess any background in financial and supply chain management. It becomes crucial that such members are not just thrown in the deep end of serving in these committees that oversee millions of rand in spending, in a high-risk environment, without equipping them with the necessary knowledge of the supply chain environment.
The School offers a specific programme on bid committees for the MFMA environment and the course is also offered online with learners being able to complete the course at their own pace. The bid committees in municipalities are changed quite regularly for a variety of reasons and remain the responsibility of the municipality that bid committees members are well capacitated to ensure that the awarding of the bids are done in line with the legal prescripts and follow required competitive processes so the municipality can get value for money.
The current administration has made ethical behavior as one its key priorities within the public sector and the School has over the years been offering a course on ethics in local government which is at the heart of what is required to professionalize the public administration and municipalities. Communities and ratepayers expect services that are offered in an ethical manner and this has not always been the case and there are perceived serious challenges in the area of ethics within the local government sector. Amongst the offerings designed specifically for local government as a sector by the School is the flagship programme on Leadership Programme in Local Government which is aimed at municipal leaders, managers and other officials in municipalities. This is an accredited programme (with LGSETA) with five modules covering a variety of areas including intergovernmental relations and political oversight.
The School remains available as dedicated support to local government sector through capacity building and the training is offered on multiple platforms including online, face to face and virtually. Training is offered throughout the country by a pool of highly experienced current and former officials of the state with the programmes content developed specifically for the sector. Major training partnerships have been formed with most metro municipalities and other municipalities, while there are still many more that still require support.
The School remains open and doing its bit to improve the capacity of the state, including local government sphere through training and facilitating learning.
Contact Mr. Lucas Raphela, Director: Financial Management Training Tel: +27 86 100 8326 E-mail: contactcentre@thensg.gov.za www.thensg.gov.za
school of government
Department: National School of Government
REPUBLIC OF SOUTH AFRICA
STATE OF THE PROVINCE ADDRESS
Premier of Limpopo Province Honourable Chupu Mathabatha
This year’s address is taking place amid a devastating and deadly global coronavirus pandemic, that has severely impacted our plans.
To move Limpopo forward to a destination of equality, prosperity and a better life for all, we have aligned our work for the year ahead with the four national priorities outlined by President Matamela Cyril Ramaphosa in the State of the Nation Address. These priorities are: • Defeating the coronavirus pandemic. • Accelerating our economic recovery. • Implementing economic reforms to create sustainable jobs and drive inclusive growth; and • Fighting corruption and strengthening the state.
Regarding the task to defeat the coronavirus, there is evidence that we are beginning to win the war against this killer enemy.
However, there are still many more battles to win before we can win the war. Part of these battles is the rollout of the Covid-19 vaccine. Our healthcare machinery is equally ready for the vaccine rollout in line with the national plan.
We have also been at work to empower the people of Limpopo with correct information about Covid-19 vaccination.
As part of our Phase One rollout: • We will use all our hospitals, excluding
specialised hospitals, as vaccination sites. • We will use all hospitals as vaccination training centres for all the clinics in the catchment areas. • Each district has established mobile vaccination teams attached to the hospitals. • Districts are working to ensure that all vaccination mobile teams are well-equipped to conduct Phase One vaccination
Phase Two of the rollout will focus on persons in congregate settings, such as people in correctional facilities, people 60 years and older, and persons with comorbidities.
The second phase will also focus on other essential workers, such as the teachers, police, security officers, food and retail workers, workers in Funeral parlours, employees of banks and mineworkers.
Phase Three of the Covid-19 vaccine rollout will target almost everyone not covered in the first two phases.
We will focus on the programmes
to reposition Limpopo on a trajectory of inclusive socio-economic recovery, development and growth.
We remain committed to the idea of using the muscle of state procurement to transform and diversify our economy. During the year under review, we ensured that at least 19% of state procurement benefitted women-owned businesses.
About 12% of state procurement benefitted enterprises owned by young people. Our target is to increase this number to at least 20% in the next financial year.
We will also improve the participation of people living with disabilities in the provision of goods and services to our government. Regarding our commitment to drive industrialisation, we are revitalising our Industrial Parks.
In an effort to position digital economy as a driver of growth and a creator of employment, we have made significant progress with the rollout of the Limpopo Broadband Network project. We have already established the Data Centre, Network Operating Control Centre, and the Contact Centre.
We have connected a total of 52 sites to the network infrastructure, using both fibre and satellite technologies. There are already a number of young people in this province who are using the opportunity of the internet to empower themselves and others.
These young people are using the power of the internet progressively, for personal development and for employment creation. Young people in Limpopo are trailblazers who set standards at the highest level and dominate the international scene. I want to congratulate a young woman our very own Miss South Africa, Shudufhadzo Musida who is the perfect personification of the phrase “Beauty and Brains”.
In response to the Covid-19 pandemic that has worsened the challenges of unemployment, poverty and inequality, we have adopted the Limpopo SocioEconomic Recovery Plan.
We have set aside R3.5 billion to augment the available resources to drive our response. From the R3.5 billion, we have allocated R500 million to support enterprise development, farmer support and road infrastructure.
As part of this Covid-19 relief programme, we are providing relief through our existing financing facility to the value of R10 million to Co-operatives,
Small, Medium and Micro Enterprises.
The Tourism sector in our province has been growing and flourishing since 2015. The impact of Covid-19 on our provincial economy was particularly devastating in the tourism sector. Accordingly, we are implementing a Provincial Tourism Recovery Plan, focusing on: • Protecting the provincial share of the tourism market. • Protecting the tourism infrastructure. • Implementing a revised Provincial
Marketing Plan to rigorously promote
Limpopo as a preferred tourist destination.
Last year I announced our government’s plans to establish Farmer Production Support Units as part of our Agri-Parks. We have since allocated an amount of R57.5 million to fund the Farmer Support Relief Programme. This package will help support our farmers and mitigate the impact of Covid-19 on agricultural production.
Over and above, 2 500 farmers in the province will benefit from a R1.2 billion relief support initiated by the National Department of Agriculture, Land reform and Rural Development.
The Constitution enjoins the state to support the institution of traditional leadership. In this connection we call on the legislature to expedite the process of the review of the Limpopo Provincial Governance and Traditional Leadership Framework Act.
Regarding the improvement of our road infrastructure, we commend SANRAL for the completion of the muchawaited Polokwane N1 RING-ROAD.
We are also delighted with the progress taking place at the R-81 between Munnik and Ga-Sekgopo. The 10 Kilometre stretch improvements will go a long way in easing traffic congestions and reducing the number of road accidents in that area.
The delivery of healthcare infrastructure is well underway. Please allow me to report the following progress: • The construction of the Out-
Patient Department (OPD) at
MaphuthaMalatjie Hospital is at 80%; • Work has started on the renovation of the 36-bed female surgical ward at Letaba hospital. This work is expected to be completed in the next Financial Year; • We will be completing the upgrading of laundries at Tshilidzini and Letaba hospitals during the next financial year; • Pre-construction work has already commenced for the construction of
Bosele and Lebowakgomo. • Emergency Medical Services stations.
Delivery of water to our people remains high on the agenda of this government. Through the Regional Bulk Infrastructure Grant we are implementing major infrastructure projects across the province.
Currently the Trans-Caledon Tunnel Authority is exploring funding options with the DBSA to facilitate implementation of Phase 2B of the Olifants River Water Resources Development Project.
We are at the design phase of the Olifants River Water Resources Development Project. Also under construction are the bulk pipelines, pump stations and reservoirs to supply water to 40 villages in the Nebo Plateau.
Another water infrastructure project under construction is the upgrading of Nkambako Water Treatment Works. This includes associated pipelines and pump stations, and the construction of a new pipeline to Babanana.
These projects are yet another affirmation of the ANC led government’s commitment to ensure that our people have access to clean drinking water.
Investing in the education of our children is investing in the future of our province and our country. Using Grade 12 results as a yardstick, we have begun to earn dividends on our investment in education.
Limpopo Legislature
In terms of quantitative improvement, our results increased from 62.5% in 2016 to 65.6% in 2017. In 2018 we increased to 69.4%. The class of 2019 raised the bar to 73.2%.
The impact of the Covid-19 pandemic in 2020 disrupted our quantitative improvement. It is within this context that we should welcome the 68.2% performance from the Grade 12 class of 2020.
Our message to the learners who did not make it is there are alternatives, together let us try again.
We are continuing to invest in the state-of-the-art technology to improve the performance of our public healthcare system. To move our public healthcare system to the new age, we have equipped all our regional and tertiary hospitals with cutting- edge radiology equipment such as fully-fitted Computed Tomography Scan (CT Scan).
We will also be procuring additional mammography equipment to improve our capacity in the fight against breast cancer.
In this coming financial year, we will deliver 5000 houses across all the districts in the province. This will be further supplemented by 148 rental units for those who qualify to participate in the housing rental market.
Through the construction of houses and servicing of sites, we aim to create 3000 additional jobs in the sector. This will provide the much-needed shelter for 20 000 residents of our province.
Local government is an engine that powers the delivery of basic services to our communities. During the strict lockdown, a number of municipalities had to adopt considerable measures to assist struggling household. some measures included: • Temporary suspension of credit control and debt collection policies • Temporary suspension of interest on arrears. • Writing off some of the debts • Temporary suspension of rates collection.
We continue to honour the commitment to restore the dignity of our people by providing them with safer, well-located and decent housing.
This year our people across the country and in our province will be refreshing the mandate of public representatives in the local sphere of government.
We encourage the people of Limpopo to participate in the forthcoming local government elections and choose their councillors. Passenger Subsidy Programme
For the 2021/2022 financial year, government has set aside approximately R659 million to support the bus industry, so that workers do not spend substantial amounts of their wages on transport to work.
Last year I announced that I was to sign Service Delivery Agreements with MECs as part of the program to make government open, transparent, accountable. I have since finalised and signed Service Delivery Agreements with all MECs.
The deliverables contained in the agreements include improving service delivery, ensuring good governance, and sound financial management. These agreements will also help us to hold MECs accountable in relation to the work we have mandated them to perform.
The worst and perhaps most deplorable crime in recent memory is the alleged PPE corruption. To make matters worse, that was at the time when our country was in a desperate need for the much needed resources.
When this scandal broke I immediately invited the SIU to investigate and report back to us on their findings. We are awaiting the finalisation of the investigations.
We will send a strong message against those involved or complicit in corrupt activities and a stern warning against elements involved in defrauding our government and delivering substandard work.
The audit outcomes for provincial departments and entities are continuously improving.
Today we are able to report that the provincial government has regained its feet with regard to the ethos of good governance and sound financial management. CONCLUSION
The measures we outlined are centred around a vision to industrialise our province through manufacturing development, agricultural expansion agro-processing, mining expansion, mineral beneficiation, and revitalisation of tourism.
We envisage that there are other sectors that will play a key role as well such as the services sector. Support for Co-operatives, and SMMEs to thrive is also a vital element in transformation and development.
Through this vision, we hope to create jobs, eradicate poverty, reduce inequality, and march forward to a shared prosperity. Ndolivhuwa! Na khensa! Kea leboga I thank you! This is an edited version of the Limpopo State of the Province Address
BLOEM WATER CELEBRATES 30 YEARS OF SERVICE TO THE COMMUNITY
To commemorate this milestone we interviewed the Chairperson of Bloem Water, Mr. Tefetso Phitsane on this auspicious occasion.
1. Congratulations on Bloem Water’s 30-year anniversary. Please give an overview of the history and services delivered by Bloem Water.
Bloem Water is listed as a Schedule 3B National Government Business Enterprise in terms of the Public Finance Management Act (PFMA), Act No. 1 of 1999, as amended. The Board as the Accounting Authority, of which I am the Chairperson, that reports to the Minister of Human Settlement, Water and Sanitation (DHSWS) as the Executive Authority.
Bloem Water has grown to commemorate its existence of 30 years as a Water Board providing bulk quality water to more than 1.2-million people of the communities in the service areas since 1991.
Since its establishment, in terms of Water Services Act 108 of 1997, the Entity has been operating in three Municipalities: Mangaung Metropolitan, Mantsopa, and Kopanong Local Municipalities through its four (4) Regions: • Brandkop; biggest reservoir located at Head Office in Bloemfontein • Caledon River Region; Welbedacht • Orange River Region; Bethulie • Modder River Region; Rustfontein 2. Please outline your sustainability practices and how you ensure the supply of quality water to your service areas.
The sustainable practices are realised through operations, including water purification processes at three water schemes, are run through seven water treatment works located in the areas of supply. It operates three water schemes, with the biggest scheme being the Caledon that supplies bulk water to the Greater Mangaung Area.
The Entity plays a critical role in
It operates three water schemes, with the biggest scheme being the Caledon that supplies bulk water to the Greater Mangaung Area. This is achieved through the main pipeline that transfers treated water to the biggest reservoir, Brandkop
upholding the South African Constitution in as far as access to basic Water Services and Sanitation is concerned. The Entity also engages in secondary activities for the relevant stakeholders (Municipalities and Shareholder).
This is achieved through the main pipeline that transfers treated water to the biggest reservoir, Brandkop.
The transfer of Raw Water via the Novo Transfer scheme for augmentation of Rustfontein Dam is also achieved at the Caledon when the need arises during low rainfall seasons.
This scheme, with its challenges of siltation, poses a risk on the Raw Water availability to the Entity, but mitigation plans are in place to address this challenge. This includes, but not limited to, the planned Mangaung Raw Water Augmentation Project and the planned building of the off-channel storage dam to mitigate the siltation at Welbedacht Dam WTW.
The second biggest scheme is the Modder River Region that supplies water to Botshabelo, Thaba Nchu, and Excelsior. The Region also supplies Raw Water to the Maselspoort WTW.
The Orange River is the third region supplying Bulk Water to Kopanong Local Municipality. It is responsible for supply of
Chairperson Bloem Water: Tefetso Bernard Phitsane
drinking water to seven (7) of the nine (9) towns of Kopanong Local Municipality. 3. What have been some of your greatest successes, including the winning of awards?
The Entity is proud of its flagship project, the Conduit HydroPower Plant that was initiated in partnership with the University of Pretoria, Water Research Commission, Free State Provincial Government and Department of Water and Sanitation. The Plant is situated at Brandkop reservoir that the main building with power supplies, saving costs towards electricity bill.
The Entity received numerous awards, to name a few: Diamond Summit Award in 2018 – London, International Water Quality Awards- New York 2017, PMR Africa Awards from 2017 to 2020 respectively. In different categories; Best Water Providing Company in 2017, Good governance Company in 2018 and Best Water Service Provider in 2019 and 2020.
The Entity annually bestows Long Service Recognition awards to employees who have reached employment milestones of twenty (20) years or more with Bloem Water. 4. How have you overcome your biggest challenges?
Non-payment by municipalities remains the biggest challenge not only for Bloem Water but water boards in general. This has a huge impact on the Entity’s daily operations to supply water and threatens its ability to meet current and future obligations. Municipalities’ failure to service its debt has resulted in the implementation of water restrictions resulting in water interruptions for communities. However, there have been several engagements with different municipalities and ultimately agreements reached. Several strategies, including strengthening of stakeholder relations, were introduced to take corrective action and pursue legal processes for revenue collection. 5. Please unpack how you ensure a culture of excellence in Bloem Water.
Maintaining a conducive organisational culture to ensure that the Board can retain the right skills for effective service delivery is key. A well-designed induction programme has achieved the culture of excellence, offering of attractive working conditions, a conducive organisational culture, market related remuneration, career development through training and development opportunities, performance management with rewards.
A staff engagement index is performed regularly to understand how employees think and feel about their work and to provide them with an opportunity to express themselves regarding different workplace dimensions. Management to set in motion various interventions to address areas requiring attention uses this information. 6. How did Covid impact on Bloem Water?
The impact of COVID-19 has inevitably resulted in delays on infrastructure projects, implementation of training during the lockdown period, however, the Entity ensured resource planning and management during the COVID-19 lockdown to ensure uninterrupted water supply 7. What are your plans for 2021?
Through its 2021-2026 business plan which is reviewable annually, the Entity commits itself to utilize Key Performance Indicators in line with those of the Minister of Human Settlements, Water and Sanitation to monitor the performance of the Entity and in line with its strategic intent as well as the NDP.
Further, in exercising strategic oversight over the Entity and realising the Executive Authority’s objectives, the Board of Directors of Bloem Water, has adopted a set of priorities underpinned by a set of strategic objectives for the period 2021 to 2026.
