Considerations for the delivery of an Considerations for the delivery of an Optimal Air Quality Management Service – A Sedibeng District M i i lit C St d Municipality Case Study THE 4 th ANNUAL AIR QUALITY GOVERNANCE LEKGOTLA 2009 Emarald Casino, Vanderbylpark, Monday 12 to Tuesday 13 October 2009 Presenter: Ralempotse Mosia, Director: Environmental Management, Sedibeng District Municipality [email protected], + 27 16 427 1025 or +27 82 809 3659
Transcript
Considerations for the delivery of an Considerations for the delivery of an Optimal Air Quality Management
Service – A Sedibeng District M i i lit C St dMunicipality Case Study
THE 4th ANNUAL AIR QUALITY GOVERNANCE LEKGOTLA 2009Emarald Casino, Vanderbylpark, Monday 12 to Tuesday 13 October 2009, y p , y y
Presenter: Ralempotse Mosia, Director: Environmental Management, Sedibeng District [email protected], + 27 16 427 1025 or +27 82 809 3659
Presentation OutlinePresentation Outline
Aim of the StudyOverviewOverviewSituational Analysis
District CapacityAQM Functional Analysis
Envisaged AQM ServiceProcess Flow
Literature, Legal aspects, Current service, gap analysis, workload, capacity, resources, skills
Business PlanBusiness PlanIncome Generation based on AELBudget Estimation
Proposed organogramp g gRecommendationsLessons Learnt
AIMS OF THIS STUDY
• To assist the SDM in accurately identifying theTo assist the SDM in accurately identifying the
scope of the Air Quality management service it
should be providing to the Sedibeng region and
determining the resource requirements for
delivering such a service.
Atmospheric Emissions Licensing
Districts and Metros
SDM Structure
SDM Sub-directorate of Air quality management in the Directorate q y gEnvironment at the District – This varies with LM’s
Indiscriminate Burning
Fire Baptism in the Vaal
Reality of the Vaal
Sisokola Sonke!
From a Distance!
Vaal Triangle Identified “Hotspots”FREQUENCY OF EXCEEDANCE OF DAILY PM10 LIMIT OF 75 µg/m³
ALL CURRENT SOURCES
Residential developments of Orange Farm, Evaton and Ennerdale
Residential area of SowetoActiv: Domestic fuel burningEmissions: PM10, SO2 and NO2, VOCs
6Activ: Domestic fuel burningEmissions:PM10, SO2 and NO2, VOCs
Residential developments of Vereeniging and MeyertonActiv: Industrial activities (viz. Mittal Vaal Works, Mittal Klip Works,
4
5Metalloys, commercial boilers, and other small industrial activities) and domestic fuel burning
Developments of Vanderbijlpark and SebokengActiv:Industrial activities (viz. Iron and Steel process(Mittal and Davsteel), C i l b il d th ll i d t i l ti iti ) d
12
34 Commercial boilers and other smaller industrial activities), and
domestic Fuel burning.Emissions: PM10, SO2, NO2 and odours, Ozone, VOCs
South of Vereeniging RA – no residential but potential impacts1 South of Vereeniging RA no residential but potential impactsActv: mining (viz. New Vaal Colliery), power generation (viz. Lethabo Power Station) and other industrial activities
Emissions: PM10, SO2, NO2,
1 day 5 days25 days
0km 20km 40km 60km 80km
Sasolburg, Zamdela and CoalbrookIndustrial actv: (viz. Sasol, Omnia and Natref), mining activities (viz. Sigma Colliery) and domestic fuel burningEmissions: PM10, SO2 and NO2, Ozone, VOCs
Overview of the Study Overview of the Study
D fi iti Th SDM’ O ti l AQ M t S i Definition: The SDM’s Optimal AQ Management Service
o The provision of all air quality management services to
include but not limited to the following:include but not limited to the following:1. Atmospheric emission licensing (Act as the atmospheric emission
licensing authority for the region),
2. Monitor ambient air quality and point, non-point and mobile source q y p , p
emissions,
3. Undertake compliance, monitoring and enforcement activities in
regards to air quality management issues (including, permitting,
licensing, EIA compliance, directive compliance etc) for the Sedibeng
region,
4. Responding to air quality complaints, and
U d t ki th i lit t l t d ti iti f 5. Undertaking any other air quality management related activities for
the Sedibeng region.
Situational AnalysisSituational Analysis
1645 industries in SA with APPA permits – reviewed
licensing process.
• SDM has 51 industries in total
• Emfuleni local municipality has 28 industries
• Midvaal local municipality has 17 industries • Midvaal local municipality has 17 industries
• Lesedi local municipality has 6 industries
The total number of permits in the SDM constitutes
only 3.1% of the total for the whole of South Africa.
Sit ti l A l i Situational Analysis cont.
Industries - not scheduled processes - permitted i t o Industries - not scheduled processes - permitted i.t.o.
section 23 & 26 AQA as controlled emitters
No quantification of numbers for SDM = the exact workload No quantification of numbers for SDM the exact workload
cannot be calculated
Unlikely viable workload for each individual municipality to y p y
have their own full air quality unit
Rather it is envisaged sufficient workload to support one
consolidated unit serving all three local municipalities and
the SDM itself
District Capacity
Currently SDM does not have adequate/ sufficient it t d th f ti f th f ll i capacity to render these new functions for the following
reasons:
Insufficient n human capital in SDM with the required AQM Insufficient n human capital in SDM with the required AQM skillsNo personnel trained calibrations available - monitoring and station management - outsourced A new sub-directorate dealing AQ will need to be inserted into A new sub-directorate dealing AQ will need to be inserted into the SDM current organogramSDM’s current capacity and resources will be stretched even furtherLocal municipalities current capacity and resources will be Local municipalities current capacity and resources will be stretched even furtherSDM and the local municipalities expand their structures, capacity and asset base to allow for these new and additional functions to be undertakenu ct o s to be u de ta e
AQM FUNCTIONAL AREASAQM FUNCTIONAL AREAS
Envisaged AQM Services Envisaged AQM Services
If SDM wants to provide an Optimal AQM service services If SDM wants to provide an Optimal AQM service, services must include, but not limited to the following:
1. Atmospheric emission licensing (Act as the atmospheric emission
licensing authority for the region) licensing authority for the region),
2. Monitor ambient air quality and point, non-point and mobile
source emissions,
U d k li i i d f i i i i 3. Undertake compliance, monitoring and enforcement activities in
regards to air quality management issues (including, permitting,
licensing, EIA compliance, directive compliance etc) for the
S dib iSedibeng region,
4. Responding to air quality complaints, and
5. Undertaking any other air quality management related activities for
the Sedibeng region.
Process Flow Diagram
Literature ReviewLiterature Review
o Place the project in terms of a regional t tcontext:
Sedibeng regions locality, populations and p plocal municipality distributions
Place the project in terms of a regional air o Place the project in terms of a regional air quality context
C i li i i i i i i i o Current air quality initiatives in or impacting on the Sedibeng region – 13 initiatives identified and considered
LEGAL ASPECTS
Reviewed the terms of reference project mandate o Reviewed the terms of reference – project mandate clarification
C d d h i i l h i d l l o Conducted the constitutional authority and legal obligations analysis - identifying the scope of the AQM service the SDM should be providing
o Formulation of a Optimal AQM Services Definition from the constitutional authority and legal obligations analysis
o Determination of the optimal AQM service core functions from the definition
CURRENT SERVICE
Current level of services delivered by District and local municipalities was determined by:
o discussions held at the project steering committee meetings o discussions held at the project steering committee meetings and
b h i f i d ( b d i io by the review of various documents (e.g. Job descriptions displaying the functions which the personnel must/are required to undertake etc) q )
Gap Analysis.Gap Analysis.
The gaps analysis was conducted by comparing the current level of AQM services provided by the SDM to the optimum air quality management service definition:
o gaps in terms of what mandated functions should be undertaking
Secondary analysis undertaken:
o gaps in terms of procedures studies and/or o gaps in terms of procedures, studies and/or agreements which need to be undertaken and or established to allow the mandated functions to be undertaken. undertaken.
Workload Analysis
Industries that will have to be permitted by SDM -h d l d ith APPA i t ti tifi tscheduled processes with APPA registration certificates
This statement formed the basis for the determination of the workloadthe workload
Process:o APPA data base was accessed
o Number of industries with APPA permits in the SDM were determined
o Assumed data on the data base was valid and current
o Industry names were then captured in an Excel o Industry names were then captured in an Excel spreadsheet system
Workload Analysis cont.
o DWEA license fee calculator used to classify the industry typeindustry type
o Industries estimated banding classification was determined in alignment with DWEA’s estimated determined in alignment with DWEA s estimated “Band” banding
o The completed SDM permit spreadsheet was then d h h l k h
p p pcopied into another three Excel worksheets
o Data sorted - only data relevant to the specific local municipality remainedmunicipality remained
o The spreadsheet data was then analysed and conclusions were drawnconclusions were drawn
Workload Analysis cont.
Note: Not all industries are scheduled processes o Not all industries are scheduled processes -permitted as part of a holistic reduction strategy
o No quantification of the number of industries which o No quantification of the number of industries which fall into this category in SDM
o For this reason the exact workload could not be l l dcalculated
o Part of the envisaged workload would also include appeals to the issued AEL’s:appeals to the issued AEL s:
Appeals boardAs & when requiredOnce reviewed DWEA for final decisionOnce reviewed – DWEA for final decision.
SDM ORGANISATION STRUCTURE
Undertaken as follows:
o Collation of information:SDM organization charts, LM organization Outputs from the legal reviewSalary scales for SDM for 2 0 0 8 Profile of SDM including the latest IDP P fil f th l l th itiProfile of the local authorities
o Structure reviewed and cognisance was taken of the levels of seniority and gradesy g
o The salary levels given matched against the grading levels
J b d i ti l i d i t th di d o Job descriptions samples reviewed against the grading and salary levels.
CAPACIT Y ASSESSMENTCAPACIT Y ASSESSMENT
Determination of the capacity of the SDM to render the new mandated functions was undertaken in the the new mandated functions was undertaken in the following manner:
o Assessment was conducted concurrently with the o Assessment was conducted concurrently with the gaps analysis - focus human resources available
o discussions held at the project steering committee d h h
p j gmeetings to determine the current human resources capacity available
SDM organogram was consulted to determine if o SDM organogram was consulted – to determine if there were any filled posts which could have their job description expanded to fulfill the new mandated functions
RESOURCE REQUIREMENTS ASSESSMENT
Four sections:
o Proposed sub-directorate structure developedp p
o Staff skills requiredq
o Job description developmentp p
o Training requirementsg q
SUB-DIRECTORATE STRUCTURE DEVELOPMENTSTRUCTURE DEVELOPMENT
Process followed:
o The legal review and documentation was analysed- functions that legally have to be performed
o Comprehensive list of functions were drawn up
o Became apparent other administrative and support functions required
o These functions were added to the function list
o The defined functions were analysed and similar yfunctions were grouped
SUB-DIRECTORATE STRUCTURE DEVELOPMENT ContDEVELOPMENT Cont.
o Functional charts were then prepared detailing all the grouped functions
o The functional chart was transferred into an outline organogram (no human resources included)
o The initial structure was compared to those from DWEA, SDM and the local municipalities to ensure consistency
Th i i i l j b f i l i i o The initial structure + job functional areas + existing organogram from SDM, was analysed further to determine the grades of the various components of the proposed structure
o An organogram was revised to include the staff grades (levels) as identified.
SUB-DIRECTORATE STRUCTURE DEVELOPMENT Cont.
o To determine the number of staff – referred to the workload analysis
o From this analysis the number of potential staff was determined and added to the organogram
o Once the organogram was finalised the cost of the new sub-directorate staff was determined - salary levels
STAFF SKILLS LEVELS
Process followed:
o Post functions set out in the job description were analyzed and interpreted for the skill set required to perform the specified functionsrequired to perform the specified functions
o Comparison of the skill set to tertiary education was completed and qualifications addedp q
o Generic skill sets such as computer literacy and communication skills were added
JOB DESCRIPTION DEVELOPMENT
Process followed:
o A sample of JD’s was obtained from SDM and authorities
o A review of each format was completed- SDM format dused
o JD’s were developed for each post on the organogram
o JD’s completed with all job functions defined and the reporting requirements
o In conjunction with the JD’s staff skills levels required where determined and documented
OPERATIONAL REQUIREMENTS
St ti lib ti & i t i tStation calibration & maintenance requirements:
o SDM will be taking over the operation o SDM will be taking over the operation, maintenance and calibration of monitoring:
need capacitated human resources and assets for calibration and maintenance
o Based on GES experience - list of assets & human resources were recommended human resources were recommended
5 YEAR BUSINESS PLAN DEVELOPMENT
Started with a prioritization analysis – key tasks
Focus get SDM AQM operational and fully functional
Tasks:o Task 1: Project initiation and management
(Situational Analysis)o Task 2: Legal mandate resolutions & negotiationso Task 3 : SDM restructuringo Task 3 : SDM restructuringo Task 4 : Funding securing for 5 years o Task 5 : Recruitmento Task 6 : Staff capacity trainingp y go Task 7 : Provision of optimal AQM services for the
Sedibeng region for 2010 to 2014
Business plan was then developed in alignment with the Business plan was then developed in alignment with the above list of priorities in the format required by the SDM.
5 YEAR INCOME ESTIMATION DETERMINATION Cont.
APPLICATION BANDS APPLICATION FEE000 00
DESCRIPTIONSi l d i li i i h l i i i i li i d li f ll i i d b liBAND 1 R 15,000.00
BAND 2 R 60,000.00BAND 3 R 150,000.00BAND 4 R 275 000 00
Relatively routine application with relatively low ongoing monitoring and compliance responsibilities Simple and routine application with low ongoing monitoring implications and applicant falls into categories supported by government policy
Moderately complex application or moderately onerous ongoing monitoring and compliance responsibilities Highly complex application with high ongoing monitoring and compliance responsibilitiesBAND 4 R 275,000.00
BAND 5 R 650,000.00
Period Payable % of New Rands
Highly complex application with high ongoing monitoring and compliance responsibilitiesVery high complexity and non routine application with high workload and high ongoing compliance and monitoring responsibilities
Annual interest rate 15% Interest rate to be applied established by DEAT annually (Benchmark: SA Reserve Bank ‐ current prime rate )
5 YEAR INCOME ESTIMATION DETERMINATION ContDETERMINATION Cont.
The number of industries per band were then counted and captured in the tables – APPA databasep
The application band fees were then brought into the table and multiplied by the number of industries per b dband
Legislation allows for the fees to be paid either once off or over 5 years It was assumed that most industries or over 5 years. It was assumed that most industries would decide on the latter approach.
The annual fees were then calculated via the Excel PMT function. The PMT function allows for the calculation of a loan/debt/payable fee based on constant payments at a constant interest rate [-PMT (rate,nper,pv,fv,type)]
5 YEAR CAPEX BUDGET ESTIMATION
A detailed budgetary costing was undertaken to reflect the estimated total CAPEX budget costs for the various unit options
Financial period of 2010 to 2014
Financial year Year
DR CR DR CR DR CR
Setup costs
SDM Unit (licencing only) Four separate units (SDM+3x LM's)
Multi Jurisdictional unit (SDM AQ sub‐directorate)
Income from the license fees will only become available in 2013
Budget totals 0.00 0.00 0.00 0.00 0.00 0.00
Budget shortfall 0.00 0.00 0.00
Income from the license fees will only become available in 2013 hence income is zero until 2013.
Income passed 2013 remains constant as the income was l l i h li d h d i h h lcalculate via the annualized method with the PMT Excel
function.
RECOMMENDATION
AQM will have to be funded via mechanisms other thanthe license fees, the fees generated will not be sufficientfor the unit/s to be sustained.
F AQM lti j i di ti l i itForm a AQM multi-jurisdictional service unit
Structured within the current SDM structure to form theSDM Sub-directorate of Air Quality Management (SDMQ y g (AQM).
SDM will have to establish agreements with the localmunicipalities, thus allowing the SDM AQM to fulfill thelegal mandate of the local municipalities as well as thosefor the SDM
Lessons Learnt
The study has provided the following pointersCompliance requirements for SDMThe Costs estimates for rendering an optimal AQM service by the districtRequired Capacity and Programmatic intervention –approachFunctional Analysis
The provisions of Section 77 and 78 of the Municipal SystemsAct (No.32 of 2000) with regard to the Sedibeng District( 3 ) g gMunicipality performing the functions of a LicensingAuthority Sec 78 process?
Lessons Learnt
The study has provided the following The study has provided the following pointers
Compliance requirements for SDMThe Costs estimates for rendering an optimal AQM service by the districtRequired Capacity and Programmatic intervention – approachFunctional Analysis
