Tshwane Energy Strategy Report Develops Local Authority Plan

CITY OF TSHWANE
METROPOLITAN MUNICIPALITY
DEVELOPMENT OF THE
TSHWANE LOCAL AUTHORITY ENERGY STRATEGY
FINAL REPORT
10 MAY 2006
Africon Engineering International (Pty) Ltd City of Tshwane Metropolitan Municipality

1040 Burnett Street Department of Social Development: Health Care
HATFIELD 0083 CENTURION 0001
Contact Person: Contact Person:
Ms Linsey Dyer Mr Juan Mostert
Tel (012) 427 2780 Tel (012) 358 3759
DISCLAIMER
This report is intended solely for the benefit, information and use by the City of
Tshwane Metropolitan Municipality (CTMM). No party other than CTMM is invited
to rely on the contents of the report, either in whole or in part. The Consultants,
including their individual directors, employees and sub-contractors will not accept
any liability or responsibility whatsoever, resulting directly or indirectly from the
disclosure of the report to any third party or reliance of any third party on the
contents of the report, either in whole or in part. The Consultants will not extend
its duty of care in respect of this report or their services to CTMM to any third
party whatsoever.
ACKNOWLEDGEMENTS
THIS ENERGY STRATEGY HAS BEEN COMPILED WITH THE GRATEFULLY
ACKNOWLEDGED COLLABORATION OF THE FOLLOWING:
SUSTAINABLE ENERGY AFRICA

SUSTAINABLE ENERGY TSHWANE (SET) COMMITTEE
AIRSHED PLANNING PROFESSIONALS (PTY) LTD
TSHWANE SPEAKERS OFFICE AND WARD COUNCILLORS
COMMUNITY OF TSHWANE
Development of a Tshwane Local Authority Energy Strategy
TABLE OF CONTENTS
CHAPTER 1. INTRODUCTION................................................................................1
1.1 BACKGROUND ..................................................................................................... 1
1.2 TSHWANE METROPOLITAN MUNICIPALITY PROFILE ..................................... 1
1.3 CTMM ENERGY DECLARATION, 2004 AND ALIGNMENT WITH NATIONAL
POLICIES .............................................................................................................. 3
1.3.1 AIR QUALITY ACT, 2004 .......................................................................................................4
CHAPTER 2. KEY ENERGY ISSUES IDENTIFIED IN STATE OF ENERGY

REPORT AND IN STAKEHOLDER CONSULTATION ......................................5
2.1 OVERVIEW OF TSHWANE ENERGY ISSUES .................................................... 5
2.1.1 TRANSPORT..........................................................................................................................5
2.1.2 INDUSTRY AND COMMERCE...............................................................................................6
2.1.3 HOUSEHOLDS.......................................................................................................................6
2.1.4 ELECTRICITY GENERATION AND DISTRIBUTION .............................................................7
2.1.5 RENEWABLES AND ENERGY EFFICIENCY ........................................................................7
2.1.6 OTHER MUNICIPAL SERVICES............................................................................................8
2.2 PRINCIPAL FINDINGS OF STATE OF ENERGY REPORT ................................. 9

2.2.1 TOTAL DEMAND....................................................................................................................9
2.2.2 TOTAL SUPPLY .....................................................................................................................9
2.2.3 DEMAND BY SECTOR AND CARRIER ...............................................................................13
2.2.4 HOUSEHOLD ENERGY USE...............................................................................................16
2.2.5 OVERVIEW OF TRANSPORT SECTOR..............................................................................21
2.2.6 GREENHOUSE GAS EMISSIONS EVALUATION ...............................................................24
CHAPTER 3. INSTITUTIONAL FRAMEWORK .....................................................27

3.1 STRATEGY DEVELOPMENT PROCESS........................................................... 27
3.2 FRAMEWORK FOR VISIONS AND TARGETS .................................................. 27
3.2.1 SERVICE DELIVERY FRAMEWORK...................................................................................29
3.2.2 RELEVANT LEGISLATION AND REGULATION..................................................................30
CHAPTER 4. STRATEGIC PILLARS AND ACTION PLANS................................31

4.1 ENERGY VISION AND PILLARS OF THE ENERGY STRATEGY ..................... 31
4.1.1 CITY OF CTMM VISION AND MISSION ..............................................................................31
4.1.2 CTMM PRIORITIES..............................................................................................................32
4.1.3 CITY DEVELOPMENT STRATEGY .....................................................................................32
4.1.4 PROPOSED ENERGY VISION ............................................................................................33
4.1.5 PILLARS OF CTMMS ENERGY STRATEGY......................................................................33
4.2 PROPOSED ENERGY STRATEGY .................................................................... 34

4.2.1 A DYNAMIC DOCUMENT ....................................................................................................34
4.3 INPUTS FROM THE STRATEGY INTO THE INTEGRATED TRANSPORT

PLAN ................................................................................................................... 40
CHAPTER 5. POTENTIAL IMPLEMENTATION FRAMEWORKS ........................41

5.1 ROLE AND MANDATE SUSTAINABLE ENERGY/CLIMATE CHANGE/AIR
QUALITY MANAGEMENT................................................................................... 41
Sustainable Energy and Climate Change Strategy Final Report May 2006 Page i
Africon Engineering International and Menyetla Projects
TABLE OF CONTENTS
5.2 MANAGEMENT STRUCTURE ............................................................................ 41

5.2.1 PROPOSED MANAGEMENT/GOVERNANCE OPTIONS FOR CTMMS SE/CC/AQM
UNIT .....................................................................................................................................41
5.3 LINKAGES........................................................................................................... 43
5.3.1 ENABLING LINKAGES.........................................................................................................43
5.3.2 FUNCTIONAL LINKAGES ....................................................................................................43
5.3.3 NORMATIVE LINKAGES......................................................................................................49
5.3.4 DIFFUSE LINKAGES ...........................................................................................................49
5.4 KNOWLEDGE MANAGEMENT........................................................................... 50

5.5 IMPLEMENTATION PROCESS .......................................................................... 50
CHAPTER 6. CONCLUSIONS AND RECOMMENDATIONS................................51

6.1 CONCLUSIONS .................................................................................................. 51
6.2 RECOMMENDATIONS ....................................................................................... 52
Sustainable Energy and Climate Change Strategy Final Report May 2006 Page ii
TABLE OF CONTENTS
LIST OF FIGURES
Figure 1 Population Densities in CTMM .............................................................................. 2

Figure 2 Supply by Energy Carrier in Tshwane ................................................................... 9
Figure 3 Tshwane Bulk Electricity and Gas Supply ........................................................... 10
Figure 4 Energy Demand by Sector in CTMM ................................................................... 13
Figure 5 Demand by Energy Carrier in CTMM .................................................................. 13
Figure 6 Demand for Liquid Fuels...................................................................................... 14
Figure 7 Industry/Construction Demand by Energy Carrier ............................................... 14
Figure 8 Household Demand by Energy Carrier ................................................................ 15
Figure 9 CTMM Electricity Demand by Sector ................................................................... 16
Figure 10 Energy Carriers in Use in CTMM Households Surveyed.................................... 19
Figure 11 Reported Monthly Household Expenditure by Energy Type ............................... 19
Figure 12 Energy Consuming Appliances and Equipment Used in Households ................ 20
Figure 13 Affordability of Different Household Energy Carriers .......................................... 21
Figure 14 Commuter modal split......................................................................................... 22
Figure 15 Distribution of Vehicular Emissions in CTMM..................................................... 22
Figure 16 Carbon Dioxide Equivalent Emissions by Energy Carrier................................... 25
Figure 17 GHG Emissions by Sector .................................................................................. 26
Figure 18 Sustainable Energy and Climate Change Strategy Framework ......................... 28
Figure 19 Service Delivery Framework............................................................................... 30
Figure 20 CTMM Development Strategy ............................................................................ 32
Figure 21 Proposed Organisational Structure of the Tshwane Sustainable Energy and
Air Quality Agency .............................................................................................. 45
Figure 22 Proposed Organisational Structure of the Tshwane Sustainable Energy and
Air Quality Core Group ....................................................................................... 46
LIST OF TABLES
Table 1 Typical Low Income Household Energy Use ....................................................... 17

Table 2 Scope of Household Energy Survey .................................................................... 17
Table 3 Distribution of Energy Carriers in Households Surveyed..................................... 18
Table 4 CTMM Households Surveyed Alternatives to Electricity................................... 18
Table 5 Greenhouse Gas Emissions from Transport in CTMM ........................................ 23
Table 6 CO2-Equivalent Emissions from Tshwane Energy Use ....................................... 25
Table 7 Proposed CTMM Energy Strategy ....................................................................... 35
Table 8 Key Energy Strategy Projects and Associated Resource Requirements............. 39
Table 9 Comparison of Possible Unit Governance Models .............................................. 42
Sustainable Energy and Climate Change Strategy Final Report May 2006 Page iii
TABLE OF CONTENTS
LIST OF ABBREVIATIONS
BFP Basic Fuel Price

BUSA Business Unity South Africa
CDM Clean Development Mechanism
CONNEPP Consultative National Environmental Policy Process
COP Conference of the Parties
CTMM City of Tshwane Metropolitan Municipality
DEAT Department of Environmental Affairs and Tourism
DME Department of Minerals and Energy
DNA Designated National Authority
DSM Demand side management
EEDSM Energy Efficiency & Demand Side Management
EDI Electricity Distribution Industry
EE Energy Efficiency
EMIS Environmental Management Information System
ESCOs Energy Services Companies
ESI Electricity Supply Industry
GEOSS Global Earth Observation of Systems
GDP Gross domestic product
GGP Gross geographic product
GHG Greenhouse Gas Emissions
HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome
IBLC In-bond Landed Cost
IDP Integrated development plan
IEA International Energy Agency
IP Illuminating paraffin
ITP Integrated Transport Plan
IPPs Independent Power Producers
LA Local Authority
LAES Local Authority Energy Strategy
LDV Light delivery vehicle
LPG Liquefied petroleum gas
Sustainable Energy and Climate Change Strategy Final Report May 2006 Page iv
TABLE OF CONTENTS
MDGs Millennium Development Goals

MOP Meeting of the Parties
NAAMSA National Association of Automobile Manufacturers of South Africa
NCCRS National Climate Change Response Strategy (NCCRS)
NEMA National Environmental Management Act
NER National Electricity Regulator
NLTTA National Land Transport Transition Act
RE Renewable Energy
RED Regional Electricity Distributor
RETs Renewable Energy Technologies
RSA Republic of South Africa
SA South Africa
SANERI South African National Energy Research Institute
SAPIA South African Petroleum Industry Association
SARCC South African Rail Commuter Corporation
SoER State of Environment Report
SWHs Solar Water Heaters
SUV Sports utility vehicle
TIEP Tshwane Integrated Environment Policy
UNFCCC United Nations Framework Convention on Climate Change
WSSD World Summit on Sustainable Development
Sustainable Energy and Climate Change Strategy Final Report May 2006 Page v
CHAPTER 1. INTRODUCTION
1.1 BACKGROUND
This Sustainable Energy and Climate Change Strategy was developed at the request
of City of Tshwane Metropolitan Municipality (CTMM) Department of Social
Development, under a programme to prepare a Tshwane Local Authority Energy
Strategy (TLAES). It was agreed during the course of the assignment that the Strategy
would have a broader footprint than simply energy, and that the focus should be on
developing an integrated Sustainable Energy and Climate Change Strategy with links
to the concurrently developed Air Quality Management Plan.
The City of Tshwane Metropolitan Municipality (CTMM) has participated in the

Sustainable Energy for Environment and Development (SEED) programme since
August 2003. The SEED programme is run under a Memorandum of Agreement with
Sustainable Energy Africa (SEA), a South Africa based non-governmental organisation
(NGO). Tshwanes SEED project aims at promoting the integration of sustainable
energy and environmental approaches and practices into all operations/businesses of
the municipality.
This Strategy has been prepared on the basis of energy issues identified in the detailed
State of Energy Report, which provides a baseline for energy use and greenhouse gas
emissions evaluation. The State of Energy Report was based on data collected from a
broad range of stakeholders, including a selection of households surveyed under the
auspices of the TLAES. The conclusions of the State of Energy Report and approach
to the development of the Energy Strategy were reviewed at a Technical Working
Group meeting primarily involving internal CTMM stakeholders 1 November 2005,
followed by a Seminar for internal and external stakeholders held 24 November 2005.
This Strategy has also been developed in close collaboration with Airshed Planning
Professionals, the team that has prepared the Air Quality Management Plan (AQMP)
on behalf of CTMM. The resulting institutional recommendations integrate those in the
AQMP.
From an implementation perspective, the resulting recommendations focus on a

combined Sustainable Energy/Climate Change/Air Quality Management unit to
implement the Sustainable Energy and Climate Change Strategy identified.
Throughout the document, the term Energy Strategy should be understood to mean a
Sustainable Energy and Climate Change Strategy, with organisational linkages to the
Air Quality Management Plan.
1.2 TSHWANE METROPOLITAN MUNICIPALITY PROFILE

In brief, CTMM has the following profile:
Covers an area of 2 198 km2, divided into 76 wards

620 900 households (2005 estimate)
Sustainable Energy and Climate Change Strategy Final Report May 2006 Page 1
Population 1 985 970 (2001 census)

33% of households were estimated to be informal in the 2001 census
land use:
o Central North: agricultural
o East and West: legacy of apartheid planning
o Zone of Choice: low-density formal housing
o South: mature infrastructure
the North is a strategic focal area
o relatively undeveloped and geomorphologically separated from the South
o 68% of households had access to electricity in the North in 2001
Figure 1 Population Densities in CTMM
Far North/
Middle North
East Capital
West Capital
Figure 1 shows the population density distribution throughout CTMM.
CTMM has positioned itself as a centre of innovation, as home to the Innovation Hub,
which comprises the Innovation Centre and Enterprise Centre. The Innovation Hub,
located close to the CSIR and the University of Pretoria, offers opportunities to small
start-up companies in IT, bioscience, electronics, advanced materials and
manufacturing. It has a business incubation programme which fast tracks the growth of
businesses in there early stages and improves their survival rate.
CTMM also hosts the Gauteng Automotive Cluster. Four major manufacturers, Ford,
Nissan, Fiat and BMW have their production facilities in CTMM, and DaimlerChryslers
South African operations are headquartered in Centurion. Together, these
manufacturers have increased automotive exports from South Africa by 39% over the
last decade, making this the third largest sector in the economy, contributing nearly 6%
of the gross domestic product.
1.3 CTMM ENERGY DECLARATION, 2004 AND ALIGNMENT WITH NATIONAL

POLICIES
The City of Tshwane Metropolitan Municipality participated in the SEED programme
through a structure called Sustainable Energy for Tshwane (SET). The SET
Committee consists of representatives of the departments and divisions within the
Municipality as agreed in a Workshop of all stakeholders held on 18 March 2004. The
activities of the SET Committee were based on the Implementation Plan and the Cape
Town Declarations which were adopted as working documents by the Mayoral
Committee on 20 January 2004. The Cape Town Declaration points adopted were: -
diversify their energy supply and increase renewable and cleaner energy sources
by 10% in 2020;
reduce energy consumption in all council operations by at least 20% in 2005;
implement green procurement policies based on energy efficiency principles; and
Pass legislation requiring solar water heaters in all new middle- to high-income
housing in 2006.
Insulated ceilings in new low-cost housing must also be introduced by 2005 and
retrofitted by 2007.
Bus lanes must be enforced and bicycle lanes must be introduced on at least 20%
of roads by 2010.
Cities have committed themselves to develop an integrated energy strategy by
2006.
CTMM has further committed to the following added goals:
Provide sustainable energy that has health benefits and reduced carbon dioxide
emissions and thus ensures clean air
Ensure energy efficiency in Municipal Buildings, Industry and Commerce, Transport
and Residential sectors
Promote energy that supports economic competitiveness and increases
employment.
Promote general awareness among community members on renewable energy and
energy efficiency.
These comments align closely with key national policies and legislation:
The Constitution, which states that

o everyone has the right to an environment that is not harmful to their health
or well-being
o To have the environment protected, for the benefit of present and future
generations through reasonable legislative and other measures that:
Prevent pollution and ecological degradation
Promote conservation, and
Secure ecologically sustainable development and the use of natural
resources while promoting justifiable economic and social
development
The Energy Bill
Air Quality Act

National Strategy on Renewable Energy
National Strategy on Energy Efficiency
National Climate Change Response Strategy
1.3.1 Air Quality Act, 2004

The National Environment Management: Air Quality Act, Act 39 of 2004 which came
into effect on 11 September 2005, has placed the responsibilities of air quality
management on the shoulders of local governments, which are now tasked with
baseline characterization, management and operation of ambient monitoring networks,
licensing of listed activities, and emissions reduction strategies. As a result the City of
Tshwane has to develop Air Quality Management Plans (AQMP) as part of its
Integrated Implementation Plans.
Air quality management falls within the system of pollution minimisation, management
and prevention, with the aim of improving and maintaining good air quality. It is within
this context that the Environmental Health Division initiated the development of an Air
Quality Management (AQM) Plan for the City of Tshwane.
A number of projects have been executed under the Sustainable Energy/Climate

Change/ Air Quality Unit to demonstrate what the city can do to promote a safe and
healthy environment for all and culminated in the development of both the Sustainable
Energy and Climate Change Strategy and the Air Quality Management Plan.
CTMM has begun monitoring air quality at key locations.
CHAPTER 2. KEY ENERGY ISSUES IDENTIFIED IN STATE

OF ENERGY REPORT AND IN STAKEHOLDER
CONSULTATION
2.1 OVERVIEW OF TSHWANE ENERGY ISSUES
The State of Energy Report identified a long list of energy issues for CTMM. The list
was extended to capture issues highlighted during stakeholder consultations and finally
through consultant experience. Out of this long list, the following main areas for
intervention were identified and prioritised highest:
Transport
Industry and commerce
Households
Electricity generation and distribution
Other municipal services
Renewable energy (RE) and energy efficiency (EE)
2.1.1 Transport
ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES
The most energy intensive sector in CTMM is the CTMMs Integrated Transport Plan (ITP) does not yet address
transport sector. energy issues.
The N1, N14 and R21 highways were identified National legislation banning the use of leaded fuel, introduction
as the most significant corridors for vehicle of low-sulphur diesel and biofuel research along with rising fuel
generated emissions, including greenhouse gas costs will drive cleaner fuel use.
(GHG) emissions.
Few alternatives to fossil-fuel burning vehicles CTMMs Transport Department is studying innovative solutions
are available to CTMMs population, although for implementation before the 2010 Soccer World Cup
improvements in the refining process are Tournament.
resulting in more environmentally-friendly,
reduced-emissions diesel.
There is significant congestion already on The rationalisation of the Pretoria City Transport (PCT) bus
CTMMs roads, expected to increase further over services will potentially attract an increased number of
the next five years. This is exacerbated by the passengers to its services, reducing the number of SOVs on the
prevalence of Single Occupancy Vehicles road network.
(SOVs) and the lack of reliable, safe public
transport.
CTMMs spatial legacy has resulted in low Integrate spatial and transportation planning.
densities, making public transport inefficient.
2.1.2 Industry and Commerce
Industry also contributes Large industry is sensitive to energy-related greenhouse gas emissions and aware of
to undesirable emissions increasing supply options. Many industries have signed the National Business
in CTMM. Initiative (NBI) - Department of Minerals and Energy (DME) Energy Efficiency Accord.
Several CTMM companies have initiated CDM projects which will result in reduced
GHG emissions.
Record-keeping The DME has commissioned studies in Industrial Energy Management and is working
regarding industrial fossil together with Standards South Africa (StanSA) to develop energy efficiency standards
fuel-fired generation and Codes of Practice for:
within CTMM is not
Fossil fuel fired, non-utility steam-raising boilers
supportive of emissions
quantification. AC motors
Insulated pipe systems
DME is also moving towards implementation of a data collection system to support
the EE Accord and the targets of the national EE Strategy.
There is significant funding available through Eskom Demand Side Management

(DSM), although this has not been accessed in a significant way in CTMM.
The Air Quality Management Plan addresses licensing and monitoring of industrial
polluters and enforcement of the Air Quality Act.
2.1.3 Households
Housing design in CTMM does not yet take into DME is collaborating with StanSA to finalise the standard for
account energy efficiency considerations. the energy efficient design of naturally ventilated buildings
(SANS 0283).
Energy services for low-income households have DME is rolling out is energy efficiency (EE) and renewable
historically been inadequate, and many households energy (RE) strategies.
in the North still use alternatives to electricity for
heating, cooking and lighting due to pricing and
perceived affordability issues.
Households suffering unemployment and poverty DME is examining pricing of liquid fuels to incentivise use of
rely on less convenient and often unhealthy fuels, LPG over IP.
which also have a deleterious effect on the
environment.
Coal use in urban areas results in indoor air pollution Restructuring of the Electricity Distribution Industry (EDI)
as well as adding to South Africas net contribution into Regional Electricity Distributors (REDs) is expected to
to CO2 emissions, and therefore to climate change. introduce efficiencies and harmonise tariffs nationally.
Most decisions on the choice of household energy Eskom has carried out extensive domestic load research for
carriers are taken by women. NRS 034, which gives SAs first in-depth view on gender
effects for domestic load growth.
2.1.4 Electricity Generation and Distribution
Access to electricity in CTMM is of the order of CTMM and Eskom together are rolling out new electricity
100% in established areas and ~65% in rural areas connections at a rate of 22 000 per year, a very rapid rate in
not served by Eskom. comparison with other municipalities in Gauteng.
Regional Electricity Distributors (REDs) are being Tshwane Energy & Electricity are managing the process in
established throughout the country. collaboration with EDI Holdings.
The national peaking capacity is expected to be Eskoms DSM programme is aimed at shifting demand away
exhausted in 2007. from peak periods and reducing demand where possible
CTMMs power generation park is old and in need of Incorporate into CTMMs asset management strategy and
significant maintenance and refurbishment funding. identify strategies for improving the power stations financial
Because of the constraints on national supply, viability.
CTMMs power stations must now operate at a
higher capacity factor. Furthermore, they are not
currently financially viable.
There is an apparent geographic imbalance in Develop an integrated network master plan linked into
CTMMs electricity network maintenance (more CTMMs asset management strategy.
recently electrified areas receive the bulk of
maintenance funding, rather than the older areas),
posing a medium-term threat to reliability and
financial sustainability.
2.1.5 Renewables and Energy Efficiency
There are still few renewable energy The Innovation Hub could be leveraged to fast track
equipment suppliers in CTMM. development of SME renewable equipment manufacturers.
Renewable energy is not as affordable to the Funding could be sourced from the DME Renewable Energy
consumer as conventional energy Finance and Subsidy Office (REFSO)
Solar hot water heating in particular is CDM might provide a source of funding to reduce the front-end
significantly underutilised. costs of solar domestic hot water (DHW).
CTMMs landfill sites presently emit substantial CTMMs landfill sites and solid waste management represent
methane which is not flared and hence Clean Development Mechanism (CDM) project as well as
presents a significant odour and health risk. additional energy generation opportunities.
2.1.6 Other Municipal Services
There is scope and interest for CTMMs municipal CTMM has already carried out a study of the energy
services to become more energy efficient. consumption of its facilities.
CTMMs vehicle fleet is not energy efficient. Coordination of CTMMs sustainable energy activities has
to date been through the Sustainable Energy Tshwane
(SET) Committee.
CTMMs water treatment and distribution system is not CTMM is already implementing measures which will
energy efficient. improve energy service delivery and improve the
Municipalitys contribution to management of South
Africas environment.
CTMMs solid waste treatment is not energy efficient. Renewable energy, energy efficiency and demand side
management programmes are at the planning stage within
CTMM.
2.2 PRINCIPAL FINDINGS OF STATE OF ENERGY REPORT
2.2.1 Total Demand

An energy balance was developed as the basis for determining energy use in
Tshwane. CTMM consumed an estimated total of 101 370 754 GJ in 2004 (calendar
year) 1 .
This compares to energy consumption within Ekurhuleni Metropolitan Municipality

(EMM) and City of Cape Town Metropolitan Municipality (CCT) at 118 652 287 GJ and
110 231 787 GJ respectively for 2003.
2.2.2 Total Supply

This demand is met by energy supplied through the following energy carriers:
Liquid fuels
Electricity
Coal
Pipeline gas
Renewable energy
As shown in Figure 2, liquid fuels are the most significant source of supply at 44%,
followed by electricity (28%) and coal (26%, representing that portion of coal use not
related to electricity generation in Tshwane).
Figure 2 Supply by Energy Carrier in Tshwane
Supply by Energy Carrier in Tshwane
Stationary type
Sasol gas
liquid fuels
2%
5%
Electricity
28%
Transport liquid
fuels
39%
Coal
26%
CTMM presently owns two power stations, Rooiwal and Pretoria West. Both of these
are coal fired steam turbine power stations, with a combined capacity of 480 MW,
broken down as follows:
Rooiwal: 6 x 30 MW = 180 MW (commissioned 1958)
Pretoria West: 5 x 60 MW = 300 MW (commissioned 1952)
1
This is roughly equivalent to 100 000 times the Rooiwal power station generating at its full
300 MW capacity for one hour. 1 kWh = 3.6 MJ, and Rooiwals installed capacity is 300 MW
Figure 3 Tshwane Bulk Electricity and Gas Supply
Rooiwal has a total of 5 coal-fired boilers, while Pretoria West, based on older
technology, runs off 10 boilers.
Aerial view of Pretoria West power station, showing the cooling towers
Pretoria West chimneys on the main plant
Tshwane purchases about 90 % of its power requirement from ESKOM, on the

Megaflex tariff. Due to recent constraints on Eskoms current generating capacity,
Tshwane and Eskom have agreed on modalities for increased generation from these
power stations under the Distributed Generation Participation programme.
CTMMs maximum electricity demand peaks at 1651.4 MW during the winter season.
This figure assumes that the power station peaks coincide with the Eskom peak.
Solar Water Heater school project in Balebogeng
Provision of bottled LPG under the DME-Tshwane project in Winterveldt to provide

Free Basic Energy to households not connected to the electricity grid
2.2.3 Demand by Sector and Carrier
2.2.3.1 Top 3 Demand Sectors

The Top 3 energy demand sectors are Transport, Industry/Construction and
Households.
The Transport sector and liquid fuels represent the greatest demand for and supply of
energy in CTMM respectively, as illustrated in Figure 4 and Figure 5. These figures
show respectively that the Transport sector accounts for 36% of the demand for
energy, and consumes energy through diesel and petrol (transport liquid fuels), which
represent 39% of the supply of energy to CTMM.
Figure 4 Energy Demand by Sector in CTMM
Tshwane
Energy Demand by Sector
Agriculture Transport
Local 1% 36%
Households
Government
19%
1%
Commerce
9% Industry,
Mining and construction
quarrying 34%
0%
Figure 5 Demand by Energy Carrier in CTMM
% of Demand Supplied by Energy Carrier in

Tshwane
Stationary
type liquid
Sasol gas
f uels
2%
5%
Electricity
28%
Transport
liquid f uels
39%
Coal
26%
Demand for transport liquid fuels is split approximately 80/20 between petrol and
diesel, as shown in Figure 6 overleaf, which further confirms the dominance of
transport as a demand sector.
Figure 6 Demand for Liquid Fuels
Liquid Fuels Sales in Pretoria Magisterial

District (2004)
1,200,000
1,000,000
800,000
Jet Fuel
600,000
kl
400,000 LPG
200,000 IP
- Furnace oil
Avgas
an e
ca om ng
ric nt
t
qu ion
er e
s
or
Tr ltur
i n co n o l d
o v e rc
Ag me
Lo C rryi
sp
ct
u
M t ry/ seh
lG m
an t ru
n
a
Diesel
s
us ou
d
H
Petrol
g
in
d
In
Demand Sector
Figure 7 shows that the industry/construction sector primarily gets its energy from coal
(58%), followed by electricity (35%). The household sectors demand is met principally
by electricity (60%), followed by coal at 34%, as shown in Figure 8.
Figure 7 Industry/Construction Demand by Energy Carrier
Industry/Construction Demand by Energy

Carrier
Sasol gas Electricity

Stationary 5% 35%
type liquid
fuels
0%
Transport
liquid fuels
2% Coal
58%
Figure 8 Household Demand by Energy Carrier
Household Demand by Energy Carrier
Sasol gas
Stationary Electricity
0%
type liquid 60%
fuels
6%
Transport
liquid fuels Coal
0% 34%
Household coal smoke presents a health risk in Tshwane
2.2.3.2 Electricity Demand by Sector

Both the industry/construction and household sectors consume the most electricity
within CTMM, as shown in Figure 9. The commercial sector consumes about 15%,
while agriculture represents a further 2% of the demand. In CTMM, the mining and
quarrying sector comprises a few quarries, which engage in diesel-supplied crushing
operations, with no energy intensive smelting (typically requiring electricity). Although
the railway sub sector uses some electricity, this is negligible in comparison with the
above sectors electricity consumption.
Local governments electricity consumption is negligible on a sectoral basis, however,

based on a review of its own energy use, the Municipality has an inventory of energy
consumption for each of its line operations. This forms a valuable basis for rollout of
future energy efficiency and demand side management initiatives within local
government, as well as for awareness building among staff and residents.
Figure 9 CTMM Electricity Demand by Sector
Tshwane Electricity Demand by Sector
Households
Agriculture
41%
2%
Local
Industry,
Government
Transport0% construction
0% 42%
Commerce
15% Mining and
quarrying
0%
2.2.4 Household Energy Use

Household energy use in South Africa tends to be understood in qualitative terms, but
little information is available beyond the 2001 Census data for robust quantitative
analysis. During the course of the project, a survey of household energy use within
CTMM was carried out under the guidance and with the collaboration of the Council in
order to give CTMM a preliminary view on quantitative aspects of household energy
use.
The Department of Minerals and Energy (DME) has estimated typical low-income
household energy use as shown in Table 1.
Programmes to replace incandescent light bulbs with Compact Fluorescent Lights

(CFLs) can reduce demand significantly and lower household energy costs. Eskom is
distributing CFLs to some 38 000 households in Ga-Rankuwa.
Table 1 Typical Low Income Household Energy Use
Rated
Hours per Days per
Item Qty Power kWh
Day Month
(W)
Energy saver light 1 11 5 30 1.7
Light 3 60 3 30 16.2
Light 1 100 5 30 15.0
TV (b&w) 1 35 6 30 6.3
Iron 1 1 000 4 6 24.0
Kettle 1 1 000 0.5 30 15.0
Hotplate 1 1 000 1 25 25.0
Fridge (small) 1 250 6.5 30 48.8
Total 10 3 456 151.9
Source: DME
The South African government has decided that all poor households would have
access to free basic services, including electricity. Free Basic Electricity of 50 kWh is
available to all households in CTMM, regardless of income level and regardless of
whether the household is supplied through conventional (credit) metering or through a
prepaid system.
2.2.4.1 Household Energy Survey

The survey was developed by the consulting team and administered by field workers
trained by the team. These field workers administered the questionnaire on a house to
house basis, and the results reflect responses given by householders. Table 2 shows
the areas and numbers of households surveyed.
Table 2 Scope of Household Energy Survey
Number of
Area Households
Surveyed
Soshanguve 1 372
Mamelodi 1 051
Hammanskraal 540
Atteridgeville 525
Centurion 360
Ga-Rankuwa 324
Total 4 172
As shown in Table 3, most households in the areas surveyed have access to electricity,
and Table 5 further shows that most households have backup. It is presumed at this
stage that backup is kept in case electricity is not available from the network or the
household has insufficient funds to purchase electricity for the whole month, and
makes decisions on which energy carrier to use for which household purpose on an
ongoing basis.
Table 3 Distribution of Energy Carriers in Households Surveyed
Number of
Energy Carrier Households %age
Using
Electricity 3 652 87.5
Illuminating Paraffin 2 376 57.0
Candles 2 149 51.5
Gas (bottled) 1 247 29.9
Gas (piped) 962 23.1
Firewood 758 18.2
Coal 685 16.4
Table 4 CTMM Households Surveyed Alternatives to Electricity
Alternative Fuels Used

Purpose
Energy % of Total
Number
Carrier Households
Cooking, water heating, space heating &
Paraffin 2,315 55.5%
clothes ironing
Wood 387 9.3% Cooking, water heating & space heating
Coal 375 9.0%
clothes ironing
Gas 98 2.4%
clothes ironing
Other 0 - Batteries for Radio & TV
Overall, after electricity, a majority of households use IP, as shown in Figure 10. The
survey has shown results which conflict somewhat with information available on liquid
fuel sales the percentage of houses using gas appears much higher than the CTMM
sales data (see Figure 4) would suggest. Furthermore, since piped gas does not yet
reach households in CTMM, there appears to be a misunderstanding of the question
regarding the use of piped gas. This may mean that more than half of the households
surveyed have used bottled gas occasionally.
Figure 10 Energy Carriers in Use in CTMM Households Surveyed
Energy Carriers
Household in Use
Energy in CTMM
Carrier Households
Distribution
88%
57% 52%
30%
23% 18%
16%
Electricity Coal Paraffin Gas Gas Firewood Candles

(bottled) (piped)
Figure 11 Reported Monthly Household Expenditure by Energy Type
Average Expenditure by Energy Type

R 232
R 250
R 200
R 150
R 100
R 32
R 50
R 0.47
R 10
R8
R4
R2
R0
es
)
er
l
ty
fin
oa
rs
oo
ci
th
dl
de
f
C
ra
ri
O
an
ct
in
re
Pa
C
e
yl
Fi
El
(c
as
G
Figure 12 Energy Consuming Appliances and Equipment Used in

Households
Types of Equipment Used in Households
Electric Stove
92% 95% 94%
89% Geyser
Fan
Air conditioner
Kettle
Iron
Radio
TV- Colour
TV - Black and white
13% 12% 15% 15% 15%
Heater
2%
The survey also queried household expenditure by energy type, as illustrated in Figure
11 2 , as well as the types of energy-consuming appliances and equipment used in
households, as shown in Figure 12.
2.2.4.2 Affordability
The price per GJ of energy delivered varies significantly between the principal
household energy carriers. Figure 13 illustrates quite clearly why households would
choose, for instance, to use IP or coal for space heating rather than LPG or electricity.
Indoor coal use engenders significant respiratory problems and IP represents both a
health hazard (especially for children, who risk drinking it by accident) as well as a
safety hazard due to its flammability and ease of spillage. Furthermore, IP attracts a
subsidy, which maintains its unit energy price below that of LPG and electricity.
2
The expenditure for electricity appears high. It should be noted that these are reported
figures, and are not based on examination of energy bills or recording of prepayment
purchases. They may therefore suggest a perception that electricity is a very costly part of the
monthly household account, rather than an indication of actual expenditures. Furthermore,
the very low monthly expenditures for alternatives such as paraffin and coal suggest these
may be under-reported. Seasonal factors may also influence the perception of average
monthly spend.
Figure 13 Affordability of Different Household Energy Carriers
Average Energy Carrier Costs for CTMM (2004)
104 100.14
120
100
78.75
80
R/GJ 60 17.95
40
20
0
IP Coal LPG Electricity
2.2.5 Overview of Transport Sector

The transport sector is the largest consumer of energy in CTMM, with 36% of demand
by sector consumed by transport. Of the energy used in the transport sector, 85% of
the demand is for road-based transport, indicating that a low proportion of energy is
used for rail applications.
2.2.5.1 Statistics
CTMM has the following transport infrastructure:
5 109 lane-km surfaced roadway (structural and surface index decreasing due to
poor maintenance)
2 173 lane-km gravel roadway
666 000 registered vehicles
2.2.5.2 Public Transport

CTMM has a good rail network but it is severely under-utilised. The bus services
require rationalisation, with old vehicles and poor service hampering efficient
operations. The taxi industry is not subsidised, and with under-maintained vehicles and
over-competition on routes it does not represent an incentive for the use of public
transport over private vehicles.
The unattractiveness (due to poor services and high fares) and inefficiency of public
transport (it attracts large subsidies) are demonstrated in Figure 14, which indicates the
commuter transport split in Tshwane. This figure is comparable to other cities in South
Africa such as EMM and Cape Town.
Figure 14 Commuter modal split
Modal Split in Tshwane
Walk/Cycle Car
35% 33% Car
Rail
Bus
Taxi
Taxi Rail Walk/Cycle
16% Bus 6%
10%
2.2.5.3 Distribution of Emissions

The distribution of emissions resulting from vehicular movements in CTMM is indicated
in Figure 15. Other noxious gases, such as nitrous oxide, sulphur dioxide, carbon
monoxide and hydrocarbons (NOX, SO2, CO, HC) are similarly emitted. The figure
below is generated by the CTMM regional transportation model, and provides a spatial
reference of emissions.
Figure 15 Distribution of Vehicular Emissions in CTMM
2.2.5.4 Greenhouse Gas Emissions from Transport

GHG emissions (CH4, CO2) for the transport sector in CTMM have been estimated as
shown below.
Table 5 Greenhouse Gas Emissions from Transport in CTMM
Total Annual Emissions (tpa)

Pollutant Diesel- Petrol-
driven driven Total
Vehicles Vehicles
Carbon dioxide 1 177 235 1 341 344 2 518 579
Methane 308 267 575
2.2.5.5 Identified Transport Sector Gaps/Issues

The following elements/issues and gaps have been identified in relation to the energy
consumption and emissions of the transport sector in CTMM:
Spatial legacy
Communities marginalised to distant dormitory towns
Low densities result in inefficient public transport
Poor Spatial/Transport Planning Integration

Current planning and development patterns not improving situation
Integrated planning is required
Low use of Public Transportation (bus, rail)

Poor infrastructure and services
Low capital investment
Competition from unregulated elements
The Taxi Recapitalisation Programme represents an excellent opportunity for

implementing energy efficiency measures in road transport
Increasing private car ownership

Congestion (alleviation/reduction vital to energy efficiency)

High emissions (transport emissions exceed all other sectors)
Low perceived costs (drivers unaware of the relative energy costs)
2.2.6 Greenhouse Gas Emissions Evaluation
Greenhouse Gas (GHG) emissions were calculated using the energy balance. Carbon
dioxide, methane and nitrous oxide were evaluated. Details of the methodologies used
are provided in the State of Energy Report.
2.2.6.1 Carbon Dioxide Emissions
A factor for CO2 emissions from Eskom (coal-based) electricity generation was
developed, taking into account plant efficiency as well as adjusting for the proportion of
Eskom generation by coal.
Similarly, the carbon emission factors used for petroleum-based and biomass fuels
were based on a weighted average factor applied to the Tshwane energy balance
categories, and converted to carbon dioxide.
2.2.6.2 Non-Energy Methane Emissions
In this study, we have provided estimates of energy-based methane emissions only,

which are relatively small. Emissions of methane from non-energy sources are also an
important consideration for CTMM, as methane is a major greenhouse gas and has an
impact on global warming 21 times that of carbon dioxide or in other words, every
tonne of methane emitted is equal to 21 tonnes of carbon dioxide using the
internationally-accepted methods for calculating contributions to global warming.
In practice, the majority of methane emissions derive not from energy use but from
agricultural and landfill sources.
If non-energy methane emissions reduction initiatives were developed as projects (e.g.

methane capture from CTMM landfills to generate electricity using a gas turbine), it
would in theory be possible to sell the carbon credits from such emissions reductions
through the Clean Development Mechanism (CDM) of Kyoto, as is being done by other
municipalities such as Ekurhuleni, Cape Town and Durban.
The consultants understand that CTMM is currently undertaking a study of landfill

emissions involving actual measurements from pilot pump tests, and expect that this
will produce sufficient data to assess the potential for such CDM projects. Ideally, this
effort should be extended to an assessment of other sources of methane emissions,
e.g. from sewage and agricultural waste.
2.2.6.3 Nitrous Oxide Emissions
N2O emissions for all energy carriers were evaluated, although given that the diesel
and petrol figures could not be disaggregated, it is believed that the calculation may
need to be refined once further information becomes available.
2.2.6.4 Emissions Estimate
The estimates of CO2-equivalent emissions from energy sources are shown in the
following table:
Table 6 CO2-Equivalent Emissions from Tshwane Energy Use
Total from Energy Sources CO2e (Tonnes, 2004)
12,542,832
tCO2
tCH4
766
tN2O
504
12,715,215
Total tCO2 equivalent emissions
This compares with approximately 18 000 000 tonnes/year for Ekurhuleni and
17 000 000 tonnes/year for Cape Town.
The breakdown by energy carrier is shown in the following pie chart:
Figure 16 Carbon Dioxide Equivalent Emissions by Energy Carrier
Per Cent CO2 Emissions by Source
LF Transport Coal
22% 17%
LF Stationary
3%
Sasol gas
1%
Electricity
57%
This chart clearly shows the dominant effect that coal-based grid electricity has on
Tshwanes emissions profile (recalling that the two greatest demand sectors for
electricity were industry/construction at 42% and households at 41%, as shown in
Figure 9). Emissions by sector are shown in the figure below. The
industry/construction sector shows the greatest contribution towards GHG emissions,
followed by households and then transport.
Figure 17 GHG Emissions by Sector
GHG Emissions by Sector
Agriculture Households
1% 28%
Transport
21%
Local Government
0%
Commerce
12% Industry/construction
38%
Mining and quarrying

0%
CHAPTER 3. INSTITUTIONAL FRAMEWORK
3.1 STRATEGY DEVELOPMENT PROCESS

The following process was used to develop the proposed Strategy and associated
action plans:
Energy issues were identified at the stage of preparation of the State of Energy
Report
An Energy Vision and Strategic Pillars were identified
Action plans to support key strategy implementation were identified
Building on the experience of other municipalities in developing Energy
Strategies
Customising for CTMM issues
Seeking and incorporating stakeholder input
The results were consolidated and prioritised
The proposed action plans were finalised
A proposed institutional framework was developed
Indicative costs for the identified action plans will be developed once the proposed
action plans are agreed with CTMM.
3.2 FRAMEWORK FOR VISIONS AND TARGETS

The template for the Sustainable Energy and Climate Change unit is presented in
Figure 18 overleaf.
Figure 18 Sustainable Energy and Climate Change Strategy Framework
Energy & Climate Change Strategy

City visions and goals
International Economic
trends and viability
eco-efficiency
inspiration Transport
Transport cost recovery
Procure-
Procure-
Housing
Housing
ment
ment
economic
Baseline info empowerment
Other
carbon
Other Eco
Eco dev
dev Vision
emission Fleet
Fleet
consumer use Manage-
Manage- CO-
CO-ORDINATION Public
Public Goals Social
buildings
buildings development
patterns ment
ment
poverty
energy needs Energy & Climate Targets alleviation
Energy
supply systems Energy
Supply
Supply
Public
Public
amenities service delivery
Change Strategy amenities
Plan health
National & Waste
Waste
Roads
Roads &
street
&
street
local policy Planning
lighting
lighting Implementation
Planning
Water
environment land
land use
use Air
Air Water
Environmental
quality
quality
& legislative integrity
framework better air quality
sustainable energy
Current projects climate change
Stakeholder mitigation
participation
Capacity development
Source: Sustainable Energy Africa
The consulting team has identified a need for institutional arrangements, which
accommodate a Sustainable Energy and Climate Change unit.
A Sustainable Energy and Climate Change unit within a South African municipality
would have very close linkages with the Air Quality Management function mandated
under the Air Quality Act to be carried out at municipal level. This template then forms
the fundamentals of a Business Plan for a Sustainable Energy/Climate Change/Air
Quality Management (SE/CC/AQM) unit to be implemented within CTMM.
This template clearly links the external inputs (international policy and legislation,
baseline information and stakeholder contributions) to the coordination of internal line
functions within CTMM, in alignment with the Citys established Visions and Goals. It
also provides the basis for Triple Bottom Line reporting CTMM will be able to
categorise its SE/CC/AQM activities as primarily Environmental, Social or Economic
and to set up reporting structures accordingly.
The coordination of energy/climate change/air quality management activities within

CTMM line departments feeds the fulfilment of the energy vision and goals identified in
this document (which are expected to be updated through the normal CTMM planning
process). From the goals, clearly identified targets and Key Performance Indicators
(KPIs) are identified and linked to the extent practical to the City management
scorecard.
While this strategic framework provides the background to a Business Plan, a Service
Delivery Framework is needed within the context of a Municipality rolling out a complex
strategy.
3.2.1 Service Delivery Framework

The generic Management Delivery Lifecycle depicted in Figure 19 is common to all
businesses in the delivery of their Products or Services. This encapsulates the three
key management functional perspectives of
Strategic Planning (Strategy and Policy)

Tactical Planning & Coordination (Planning and Design)
Operational Delivery & Maintenance (Implementation, Operation and Maintenance).
This Service Delivery Framework can be used to:
establish desired outcomes

identify targets
assign responsibilities and establish interface management protocols between the
three key functional perspectives
provide a coat hanger for a monitoring and evaluation mechanism, wherein key
performance indicators are established, and feedback mechanisms are in place.
The Service Delivery Framework integrates into the Integrated Development Planning
(IDP) process while the Energy Strategy links into the City Development Strategy,
providing high-level direction.
Figure 19 Service Delivery Framework
Cross-cutting Critical Outcome Criteria influence the way functions are carried
out in order to bring about the desired outcomes in line with Strategic
Objectives
Strategy and Policy

Development
Planning and
Design
Parameters, SERVICE DELIVERY PATH

Guidelines and Implementation/Operation
Objectives and Maintenance
Budgets and Detailed

Product/Outcome
Implementation Plans
The desired outcomes, or strategic objectives, realised as a result of the delivery of the
product (or service) influence the way in which the various functions on the Service
Delivery Path are carried out. Monitoring and verification provides feedback along the
Service Delivery Path.
3.2.2 Relevant Legislation and Regulation

The main Acts governing such a unit are the Municipal Finance Management Act
(MFMA) and the Public Finance Management Act (PFMA). Furthermore, CTMM has
recently embarked on a process of agreeing an Alternative Service Delivery
Mechanism (ASDM), under which proposed additional expenditure on municipal staff
salaries is reviewed for prudence and appropriateness.
CHAPTER 4. STRATEGIC PILLARS AND ACTION PLANS
4.1 ENERGY VISION AND PILLARS OF THE ENERGY STRATEGY

The Energy Vision and Strategy have been developed in full alignment with CTMMs
Vision and Mission, City Development Strategy and Air Quality Management Plan. The
Energy Strategy has also drawn inspiration from several other key strategic initiatives
in CTMM:
CTMM Integrated Transport Plan (2004/5 to 2009/10)

CTMM Integrated Environmental Policy (TIEP) (2005)
Integrated Development Plan
Environmental Health Marketing Implementation Plan
CTMM Integrated Environmental Policy January 2005
CTMM Environmental Education and Awareness Strategy, 2005
CTMM Inner City Development and Regeneration Strategy, 2005
Informal Trading in CTMM: Regulatory, Spatial and Economic Framework, 2004
The Energy Strategy also takes cognisance of the anticipated World Cup Soccer event
in 2010, for which several large scale capital projects have been planned, including the
Gautrain and stadium projects such as the Rainbow Junction project near the Zone of
Choice.
4.1.1 City of CTMM Vision and Mission
VISION
The leading international African capital of excellence that empowers the
community to prosper in a safe and healthy environment.
MISSION
To enhance the quality of life of all the people in the City of Tshwane through a
development system of local government and the rendering of efficient, effective
and affordable services.
4.1.2 CTMM Priorities
Tshwanes city priorities are as follows:

Managing and developing our infrastructure
Developing our economy
Ensuring community safety
Building and sustaining our communities
Developing and enhancing our natural resources
Building our institution and governing well
Enhancing our image as the capital city
These priorities have been linked to the Focus Areas of the City Development Strategy.
4.1.3 City Development Strategy

The Focus Areas for the City Strategy are illustrated in Figure 20 below.
Figure 20 CTMM Development Strategy
Developing the North

Building social cohesion
Celebrating the capital
economic clusters
Managing existing
Strengthening
urban areas
Sound financial fundamentals
Strong developmental municipal institution
These Focus Areas are briefly reproduced from the City Strategy:
Focus I: Infrastructure led expansion of development potential of the North to

tackle poverty
Focus II: Continued sound management and development of the established urban
areas (Pretoria Central, Centurion, South-eastern Pretoria, Mamelodi and
Atteridgeville/Laudium) by maintaining services and supporting market driven

initiatives to support the overall development of CTMM
Focus III: Strengthening key economic clusters to gain leverage from growth trends
in manufacturing, government and business services
Focus IV: Celebrating the National Capital and Repositioning the Inner City as a
vibrant cultural and government centre
Focus V: Building high levels of social cohesion and civic responsibility to
maximise development opportunities
Focus VI: Ensuring a Solid Foundation: Modernising the administration for
developmental service delivery through phased restructuring and institution building
Focus VII: Ensuring a Solid Foundation: Ensuring municipal financial fundamentals
as platform for services and development
4.1.4 Proposed Energy Vision

The consulting team has distilled CTMMs proposed Energy Vision, articulated in
alignment with the other key strategies as presented below:
CTMM ENERGY VISION

To be an energy smart city of excellence
4.1.5 Pillars of CTMMs Energy Strategy

The consulting team consolidated the pillars of the Strategy into the following
groupings, as a response to CTMMs energy issues (identified in Chapter 2.1):
1. Sustainability: Enhance energy sustainability, accessibility and affordability to

residents and municipality.
2. Cleaner, more efficient and diverse energy use and supply: Encourage and
promote shift to cleaner (emitting less pollutants and GHGs), more efficient and
diverse energy use and supply.
3. Economic growth and development: Support economic growth and
development in CTMM, especially in the North, through smarter energy use.
4. Innovation: Encourage the development and use of innovative tools, products
and solutions for energy use.
5. Integration: Integrate energy planning and information/knowledge
management with national/private sector/other municipal initiatives.
As for the City Development Strategy, the Energy Strategy focuses on top priority, high
impact initiatives, with a clear focus on actions and measurability of progress and
outcomes where possible.
4.2 PROPOSED ENERGY STRATEGY

The proposed Energy Strategy is presented at a detailed level in Table 7 on the
following pages. The Strategy indicates:
the Strategic Pillar under which the action falls
key projects
main organisation/department responsible, and likely supporting organisations/
departments
the Triple Bottom Line aspect under which reporting would be carried out
more detailed sub-projects, responding to the Tshwane energy issues identified in
Section 2.1 and given the highest priorities during stakeholder consultations
proposed targets, where possible to identify at this stage.
The Key Projects support the following critical national goals:

job creation
poverty alleviation
6% growth per annum.
Table 8 provides a more succinct, rolled-up view of this detailed picture, reprising the
Strategic Pillars and Key Projects, and providing a rough indication of:
resource requirements (to be identified once top action plans are agreed with
CTMM)
timeframe (to be identified once top action plans are agreed with CTMM)
KPIs for project success.
4.2.1 A Dynamic Document

The global and national contexts for sustainable energy and climate change are
constantly evolving, and a few examples of this are:
The Clean Development Mechanism (CDM) is being refined as it is being tested
through implementation (e.g. many proposed CDM projects cannot currently be
approved since they do not meet the additionality requirement, however, it is
anticipated that means will be found to address this challenge)
South Africas obligations with respect to the Kyoto Protocol are likely to change
after 2008
Uncertainty over the long term availability of fossil fuels is driving the development
of cleaner fuels and lower consumption
More fuel efficient vehicles are being brought to the South African market
Renewable energy technologies are becoming more cost effective and affordable,
and the South African supply base is growing
The South African government is seeking innovative ways to meet its service
delivery targets
The strategy is therefore intended to be a dynamic document, rather than a blueprint

for implementation. It is expected that the SE/CC/AQ unit would review and update it
annually.
Table 7 Proposed CTMM Energy Strategy
Triple Bottom
Responsibility/
Strategic Pillar Key Projects Line Sub-projects Sub-Project Targets
Support
Aspect(s)
Sustainability: Facilitate supply of safe, reliable CTMM Social, Enhance awareness of Free Basic Electricity (FBE) 80% of identified wards to be
Enhance energy sustainability, and affordable energy services to SE/CC/AQ unit/ environmental, Develop awareness programme to assist householders in making affordable and environmentally addressed by 2007; 100% by 2010
accessibility and affordability to households, both formal and Electricity, economic friendly appliance energy carrier choices
residents and municipality informal. Housing, LED,
Support the full rollout of the Bassa Njengo Magogo low smoke household coal-burning project
DME, suppliers
within CTMM
Monitor air pollution/indoor air quality and correlate with incidence of energy-poverty related
diseases.
Develop and implement measures to improve air quality through EE/DSM and clean/RE
technologies.
Disseminate information and CTMM Social, promote application of SANS 203 on energy efficient design for naturally ventilated buildings
develop awareness on SE/CC/AQ unit/ environmental, promote application of SANS 204 on energy efficient design for artificially ventilated buildings
sustainable housing and Electricity, economic
commercial building design and Housing, DME,
construction methods StanSA
Disseminate information and CTMM Social, Develop awareness programmes for:

develop awareness on RE, EE SE/CC/AQ unit/ environmental, o residents
and DSM technologies and Electricity, economic
o SMMEs
applications Housing, LED,
DME, suppliers o Large commercial operations, industry and business associations
Cleaner, more efficient and Transform CTMM into a Green CTMM SE/CC/ Economic, Promote identification of CDM and carbon offset projects in support of the 2010 Soccer World 10 CDM/carbon offset projects
diverse energy use and supply: City AQ unit, OMM, environmental Cup events, with emphasis on the Transport sector identified by 2006 for
Transport, implementation by 2010
Encourage and promote shift to NDoT, DME, Develop and implement a Green Procurement policy, with emphasis on smart energy use
cleaner (emitting less pollutants and DEAT, Energy All incandescent lighting in CTMM
GHGs), more efficient and diverse Develop and implement a Green Buildings policy for municipal buildings, with emphasis on RE, and national government buildings
SETA EE and DSM solutions
energy use and supply to be replaced with energy-efficient
o Implement mandatory energy audits/monitoring and targeting for all Council and national lighting by 2015
government office buildings in CTMM. 15% reduction in energy demand in
Provide leadership in Green Municipal Fleet Management (efficient vehicles and cleaner fuels) government buildings by 2012
o Investigate feasibility of implementing cleaner/renewable fuel sources for vehicle fleet 10% improvement in HVAC
(biodiesel, ethanol, fuel cells, etc.). efficiency by 2010
Incentivise CTMM building owners and managers to seek EE qualifications based on existing 100% of CTMM vehicle fleet
Building Energy Management courses equipped with catalytic converters
by 2007 (align with national
Disseminate information to builders, developers and architects on energy efficient/passive solar manufacturing and import policies)
design, as well as on guidelines in SANS 0283 and SANS 204 (standards for energy efficient
design of Naturally Ventilated and Artificially Ventilated Buildings, respectively) Procurement policy for all local
authority vehicle fleet to include
Incentivise CTMM based manufacturers to switch to Cleaner Production methods energy efficiency as additional
criterion
Disincentivise the use of electrode boilers
50 % of diesel fleet to operate on
biofuel by 2010
No new electrode boilers in CTMM

after 2007
All electrode boilers replaced by

natural gas or biomass-fueled
boilers by 2015.
Triple Bottom
Responsibility/
Support
Aspect(s)
Facilitate and support less CTMM SE/CC/ Economic, Promote Traffic Demand Management (TDM) and Intelligent Transport Systems (ITS) Vehicle flow improved by 40% by
energy intensive transport in AQ unit/ NDoT, social, 2010
CTMM CTMM environmental Promote integrated spatial and public transport planning
Transport, Implement energy efficient public transport services in CTMM, with a focus on the North
SASITS, LED,
City Planning, Incentivise cleaner, more energy efficient vehicle use, including
PCT, Putco,
o the use of fuel efficient vehicles
Northwest Star,
Taxi Assoc., o the use of Multiple Occupancy Vehicles (MOVs)
Gautrans,
SANRAL Implement vehicle emissions testing
Facilitate and support energy CTMM SE/CC/ Environmental, Electricity 10% of CTMM electricity demand
smart municipal services AQ unit/ Water economic being met by local renewable
& Sanitation, o Implement a feasibility study to evaluate converting Rooiwal and Pretoria West power sources by 2010
Roads & stations to alternative fuels, including gas
Stormwater 50% of eligible landfills producing
Solid waste management: electricity cost-effectively from
o Implement landfill planning, design and operation to optimise landfill gas extraction and methane by 2010
utilisation for power generation reduce the number of links in the
o Examine proposed system to transform solid waste to natural gas, potable water and carbon road network with a volume/
black (all can be used for further service provision and revenue generation) capacity ratio of greater than 90%.
Water treatment and supply:
o promote off-peak pumping
o encourage more efficient pumping through improved loss management
Traffic management:
o promote the cost effective use of energy efficient streetlights and traffic lights
o promote the integrated planning of bus/taxi lanes and bicycle lanes
o promote integrated planning of pedestrian malls and improved sidewalks
Facilitate and support cleaner, CTMM SE/CC/ Economic Publish case studies. Increased business participation in
more efficient and diverse energy AQ unit/ DME, the national Energy Efficiency
use in the commercial/ industrial NBI, Energy Promote availability of national industrial energy management initiatives and availability of Accord
sectors SETA, Wits SAQA-accredited training programs promoted to local industry.
University Companies adopting international
Recognise local companies that have signed the Energy Efficiency Accord and promote further standards for energy efficiency and
engagement of this kind. environmental performance, e.g.
Recognise companies that achieve EE/DSM or clean/RE successfully publicly, by developing ISO14001, WBCSD GHG Protocol,
and issuing suitable awards. etc.
Use special events to promote the environmental profile of the city, for example by incorporating
zero waste, green electricity, efficiency and recycling.
Promote the use of cleaner and more sustainable energy sources as means to keep
development and economic growth in the city sustainable.
Promote energy efficiency and use of clean fuel technologies as corporate social responsibility
initiatives if they result in improved ambient air quality.
Triple Bottom
Responsibility/
Support
Aspect(s)
Facilitate and support cleaner, DME promote alternatives to household coal and coal-based electricity use 50% gas reticulaton of middle-
more efficient and diverse energy Renewables income areas by 2010
use in the household sector Subsidy Office, Advocate development of capital subsidy packages for cleaner/ renewable energy measures for
EDI Holdings, implementation by REDs 50% of CTMM homes have
DBSA cleaner/RE energy supported
through subsidies available from
the DME Renewables Subsidy
Office by 2010 (in accordance with
their targets)
Promote and facilitate the publicise key conclusions of State of Energy report and implement awareness programme on
availability of less GHG intensive GHG impact of different energy uses
energy use throughout CTMM
Promote the use of natural gas as a substitute to coal, HFO and other petroleum products used
in industry, and for electricity generation for all demand sectors, where economically feasible.
Negotiate with independent power producers to this end.
Economic growth and Encourage CTMM businesses to CTMM SE/CC/ Economic, Promote the development of SMMEs providing RE, EE and DSM solutions
development: develop Energy Smart products AQ unit/DME, social,
and services IDC, CSIR, environmental o Promote local development and supply of clean-fuel appliances suitable for poor urban and
Support economic growth and Innovation Hub, peri-urban households
development in CTMM, especially in University of
the North, through smarter energy o Facilitate access to information on registration as an Energy Services Company (ESCO) to
Pretoria, assist Eskom in DSM
use technikons
o Promote the development of local RE manufacturing capability
o Promote the development of energy advisory services companies
Assess viability of potential LPG distribution points
o Assess potential SMME participation
Implement feasibility study for household gas reticulation in the Zone of Choice
o examine incentive programmes
o review potential for public-private partnerships/outsourcing
Provide an Energy Smart CTMM (all) Economic, Adapt Integrated Resource Plan to balance sustainability and broader economic cost issues
environment for investors, environmental, while maintaining competitive energy prices
developers, businesses and social
workers Implement Energy Smart new transport infrastructure in the North
o Review the tolling strategy cutting the North off from the economically developed South
Innovation: Develop leading Energy Smart CTMM SE/CC/ Encourage development of RE, EE and DSM know-how, products and services At least 1 zero carbon development
innovative capacity AQ unit/ CSIR, by 2010 in e.g. housing
Encourage the development and Innovation Hub, o Develop and share case studies
use of innovative tools, products University of Vehicle flow improved by 40% by
and solutions for energy use Implement eco-city pilot projects and zero carbon developments 2010
Pretoria,
technikons Use Knowledge Management system to encourage and share innovative grass roots ideas
Hold Energy Smart competitions
Lobby government (Innovation Hub?) to incentivise local CTMM manufacture of innovative clean
energy technology
Develop and implement Intelligent Transport Systems for implementation within CTMM.
Triple Bottom
Responsibility/
Support
Aspect(s)
Integration: Develop and implement web- CTMM SE/CC/ Institutional Establish data/information to be collected and stored System implemented by end 2006
based SE/CC/AQM Knowledge AQ unit, and able to handle internal CTMM as
Integrate energy planning and Management System for CTMM Information Evaluate user profiles and requirements well as external inquiries
information/ knowledge Management
management with national/private Procure and implement system
(IT?)
sector/other municipal initiatives
Coordinate SE/CC/AQM Institutional Set up committee involving DEAT, DME, NDoT and relevant CTMM departments
activities with national
government Coordinate with national government on the implementation of the National EE Strategy/Energy
Efficiency Campaign and National Cleaner Production & Sustainable Consumption Strategy
Assess/monitor and maintain an inventory of GHG emissions, and communicate these to

national government as required
o Integrate monitoring activities with AQM monitoring activities.
o Implement comprehensive fuel-burning appliance survey to establish unit and installed

capacities
o Liaise and coordinate with DME on efficiency testing of non-utility, fossil fuel fired steam-
raising boilers (reference to DME programme to increase energy efficiency of such boilers)
Integrate SE/CC/AQM planning, Institutional Identify strategies/plans for integration, e.g.:

targeting, monitoring and impact
assessment into all CTMM o electricity master plan
strategic planning
o ITP
o TIEP
o Housing
o etc.
Provide SE input to the development of a sustainable integrated housing development policy for
all income levels
Implement household energy survey across CTMM
Develop monitoring mechanisms and measures for energy poverty
Integrate energy and air quality planning and monitoring requirements into traffic count
programmes
Evaluate potential for CDM and carbon offset projects within all sectors in CTMM
Evaluate impact of proposed new transport projects (esp for Soccer World Cup) for GHG
emissions, air pollution, energy efficiency
Table 8 Key Energy Strategy Projects and Associated Resource Requirements
Resources required
Additional to current baseline allocation Time-
Pillar Key Projects KPIs for Project Success
Financial line
Human Technical
(budget)
Sustainability: Enhance energy Facilitate supply of safe, reliable and affordable energy services to households, Air Quality Act enforced
sustainability, accessibility and both formal and informal. Households informed on energy choices
affordability to residents and
Call centre and web links established
municipality
Disseminate information and develop awareness on sustainable housing and Standards applied
commercial building design and construction methods
Disseminate information and develop awareness on RE, EE and DSM National RE and EE strategy targets are met
technologies and applications or exceeded
Cleaner, more efficient and Transform CTMM into a Green City Policies and incentives in place
diverse energy use and
supply: Encourage and promote Projects and new city initiatives reviewed for
shift to cleaner (emitting less SE/CC/AQ impact
pollutants and GHGs), more
efficient and diverse energy use Facilitate and support less energy intensive transport in CTMM Systems and incentives in place
and supply
Facilitate and support energy smart municipal services National EE and RE targets met or exceeded
Facilitate and support cleaner, more efficient and diverse energy use in the Improved energy choices
commercial/ industrial sectors
Facilitate and support cleaner, more efficient and diverse energy use in the Improved energy choices
household sector
Promote and facilitate the availability of less GHG intensive energy use Diverse, clean energy carriers available
throughout CTMM
Economic growth and Encourage CTMM businesses to develop Energy Smart products and services CTMM businesses can be branded Energy
development: Support Smart
economic growth and
development in CTMM, CTMM businesses sell RE, EE and DSM
especially in the North, through solutions
smarter energy use
Provide an Energy Smart environment for investors, developers, businesses and Investment and Gross Geographic Product
workers increase
Innovation: Encourage the Develop leading Energy Smart innovative capacity CTMM recognised as Energy Smart
development and use of
innovative tools, products and
solutions for energy use
Integration: Integrate energy Develop and implement web-based SE/CC/AQM Knowledge Management Information on SE/CC/AQ is available and
planning and information/ System for CTMM accessible
knowledge management with Coordinate SE/CC/AQM activities with national government
national/private sector/other Activities are coordinated
municipal initiatives Integrate SE/CC/AQM planning, targeting, monitoring and impact assessment Activities are integrated
into all CTMM strategic planning
Note: Resources will be determined once key projects have been confirmed
4.3 INPUTS FROM THE STRATEGY INTO THE INTEGRATED TRANSPORT

PLAN
The following actions can be promoted/encouraged by the SE/CC/AQM unit and should
be included in the Integrated Transport Plan (ITP) document guiding the rollout and
management of the transport sector in Tshwane:
The promotion of Travel Demand Management (TDM) measures in order to

alleviate congestion and reduce the number of Single Occupancy Vehicles (SOVs)
on the road network;
o TDM measures include car-pooling and staggered working hours, amongst
others.
The improvement of the flow of traffic on the road network is vital to energy
efficiency.
o The goal should be to reduce the number of links in the network with a
volume/capacity ratio of greater than 90%.
Intelligent Transport Systems (such as SCOOT and CCTV surveillance) should be
implemented to optimise the network capacity.
CTMM should link closely with the South African National Roads Agency (SANRAL)
and Gauteng Department of Public Transport, Roads and Works in order to ensure
input into the Gauteng Toll Strategy.
Smart and efficient transport and public transport technologies and infrastructure
should be implemented as part of the development of the North.
The monitoring requirements of energy and air quality should be integrated with
strategic and local traffic counts.
CHAPTER 5. POTENTIAL IMPLEMENTATION FRAMEWORKS

This section outlines the core functions and capabilities which are needed in order to
support the rollout of the strategy, as well as describing the possible implementation
frameworks as discussed with CTMM, and provides a recommendation on the
preferred approach.
5.1 ROLE AND MANDATE SUSTAINABLE ENERGY/CLIMATE CHANGE/AIR

QUALITY MANAGEMENT
Based on the activities identified in Chapter 4.2, CTMMs SE/CC/AQM function would
have the following responsibilities:
Implementation
Coordination and liaison
Licensing and enforcement in terms of the Air Quality Act
Promotion
Fund raising
Research
Knowledge management
Monitoring and reporting
Planning and integrating
It would be a permanent responsibility/function, requiring resources, a strategic

management structure and clear governance arrangements.
Furthermore, with the level of integration required between Sustainable Energy and
Climate Change management and Air Quality Management, it is recommended that the
two units be implemented as a single unit from the start.
5.2 MANAGEMENT STRUCTURE
5.2.1 Proposed Management/Governance Options for CTMMs SE/CC/AQM Unit
Management of the unit will depend on CTMMs preferred governance model. Under
current governance arrangements within CTMM, three management options for the
proposed unit appear feasible:
1. Agency (external option)

2. Core Group (internal option)
3. High Level Strategic Coordination (internal option)
These are described in greater detail in Table 9 overleaf.
It should be noted that the selection of the Agency (external service delivery
mechanism) or Core Group (internal service delivery mechanism) models would be
subject to a Municipal Systems Act (MSA) Section 78 (S78) process (review of internal
and external service delivery mechanisms).
Table 9 Comparison of Possible Unit Governance Models
Model Description Advantages Disadvantages

Agency Established outside CTMM organisational structure as a Municipal Would not add to CTMMs existing staff complement May be perceived as too far from
Entity, assuming the form of a private company, a service utility or a May have preferential access to external funding due to ringfenced status and CTMM inner workings to achieve
multijurisdictional service utility perceived independence certain operational objectives
CTMM would be sole shareholder if a private company is formed Would have the capacity to raise funding Implementation may take longer than
Board would include representatives from DEAT, DME and NDoT Would be able to dedicate resources to SE/CC/AQM for the other options.
Would report to the Office of the Municipal Manager (OMM), within the Would have a strong integrating capability Cost of compliance with companies-
Strategic Centre. Would be able to access innovative Knowledge Management solutions related legislation may be high (applies
Would be funded by the municipality and possibly by external sources. More flexible and shorter decision-making cycle only in the case of a private company).
Would have authority through the OMM to catalyse, drive, and Of all models, provides the most scope for establishing and operating to KPIs. Required expertise may be expensive
coordinate SE/CC/AQM activities within CTMM Delivery Core Assumption of a legal personality would support sustainability of the function Interaction between Agency and
High level, multidisciplinary expertise required to lead and staff the Assumption of a legal personality would also support air quality enforcement Delivery Core may take on an us and
Agency them quality
Could fulfil an ombudsman role
May access resources such as technicians and equipment from the MSA S78 process may be time-
Delivery Core consuming
Mechanisms for interaction between Agency and Delivery Core would
be clearly defined
Air Quality Officer sits in the OMM, and delegates Air Quality
Management functions to the Agency
Core Group Like external Agency, but established internally within the Strategic Perception of greater administrative and political control in comparison to Requirement to recruit new staff,
Centre Agency resulting in Increased salary burden on
Would report to the OMM. Would have better access to external funding than High Level Strategic Council, in conflict with current CTMM
Would be funded by the municipality and possibly by external sources Coordination policy
for special projects Would be able to dedicate resources to SE/CC/AQM Possibility of resources being diluted for
Would have authority through the OMM to catalyse, drive, and Would have a strong integrating capability other functions end result may be
coordinate SE/CC/AQM activities within CTMM Delivery Core In comparison to the Strategic Coordination option, would better support air further human resources recruitment
High level, multidisciplinary expertise required to lead and staff the quality enforcement requirement
Core Group Because of AQA requirements having
May access resources such as technicians and equipment from the the force of law, SE/CC functions may
Delivery Core become subordinate to air quality
Air Quality Officer sits in the OMM, and delegates Air Quality functions
Management functions to the Core Group Required expertise may be expensive
Decision-making bound by CTMM
decision-making cycle
MSA S78 process may be time-
consuming
High Level Consists of key individuals reporting on common objectives through a CTMM could build on an existing functional structure Resources would not be dedicated
Strategic committee structure, similar to the current Sustainable Energy Would not add to CTMMs staff complement or salary burden solely to SE/CC/AQM
Coordination Tshwane (SET) Committee Because of AQA requirements having
Driven by a key individual from an interested department, most likely the force of law, SE/CC functions may
Social Development become subordinate to air quality
Would be funded by the municipality and possibly by external sources functions
for special projects, such as the provision of a SEED Advisor Decision-making bound by CTMM
Would facilitate access to funding for special projects to be decision-making cycle
implemented in line departments Required expertise may be expensive
Would be difficult to drive Knowledge
Management
5.3 LINKAGES
A sustainable organisation has diverse linkages which support its establishment and
continued smooth operation. These linkages are of several different natures:
Enabling
Functional
Normative
Diffuse
The required linkages for CTMMs SE/CC/AQM unit are described below from a
generic perspective. These can be described in more detail once the Governance
Model has been selected.
5.3.1 Enabling Linkages

Enabing linkages provide for the unit to become established and to operate as a
distinct organisation. The primary enabling linkages for such a unit would consist of a
Council decision on the establishment of the unit, as well as provision for funding for
the unit.
Funding for specific elements of the organisations functions could also be sourced
from the following:
National government (DME, DEAT, NDoT)
Development Finance Institutions (e.g. DBSA, IDC)
Multilateral and bilateral donors (e.g. World Bank, GEF, UNDP, DANIDA, GTZ)
Private sector financial institutions (e.g. Absa, RMB, private equity investors)
Such funding would have to be sourced and managed in accordance with the
provisions of the MFMA and PFMA, as well as any specific requirements of the funding
agency.
5.3.2 Functional Linkages

Functional linkages provide the means to achieve the goals of the organisation. In
particular, they are represented by an organisational structure indicating lines of
authority and function. Functional linkages also represent mechanisms for accessing
resources, such as Service Level Agreements (SLAs).
5.3.2.1 Resources
The resources needed for an organisation to be sustainable are grouped into three
main categories:
Material
Financial
Human
It should be noted that these resources need not belong to the proposed unit,
depending on how the functional linkages are set up.
Examples of material resources, which the proposed unit may need include, for
instance, the following:
Vehicles (may be shared with a common CTMM fleet)
Lab/test equipment (use of such equipment may be outsourced)
Computer hardware and software (may be shared with other functional units in
CTMM)
Library/reference material (may also be shared with other CTMM units)
Financial resource needs for the proposed unit would be addressed through CTMMs
annual budgeting cycle. Capex and opex needs for the upcoming three years would be
clearly identified in these budgeting exercises. The functions of the unit are of a nature
that lends itself to external as well as internal funding, which would be taken into
account in the structuring of the unit.
Human resource needs would primarily be determined through the proposed

organogram, however, certain resources may need to be borrowed temporarily or
assigned ongoing responsibilities from other departments within the Municipality.
Furthermore, for the establishment of the proposed unit, it is anticipated that externally-
sourced/supported expertise may form part of the initial human resources complement.
This could include, for instance, the continued support of a SEED Advisor.
5.3.2.2 Proposed Organisational Structures for CTMM SE/CC/AQM

The proposed organisational structure for the SE/CC/AQM unit under the external
Agency model is as illustrated in Figure 21. The proposed organisational structure for
the Core Group option, shown in Figure 22, is the same as for the Agency in terms of
technical staff requirements, although the management structure differs as illustrated in
the two figures.
The profiles of the key staff required under each model are provided in Chapter 5.3.2.3,
directly following the indicative organogram.
Should the internal model of high level strategic coordination be pursued, the
recommendations on organisational structure and responsibilities would be as
proposed in the Air Quality Management Plan, under which additional staff would be
required for Air Quality Management, but no additional staff would be hired to address
sustainable energy or climate change issues. These would be addressed under the
status quo, through a coordinating committee such as the Sustainable Energy
Tshwane (SET) Committee.
Figure 21 Proposed Organisational Structure of the Tshwane Sustainable Energy and Air Quality Agency
Municipal
TSHWANE
Manager
STRATEGIC TSHWANE
CENTRE SUSTAINABLE ENERGY/
OMM CEO CLIMATE CHANGE/
(Air AIR QUALITY
Quality AGENCY
Officer)
Secretarial/
CFO COO Support Staff
BTO COO CIO SCS CCO
Would receive a delegation of

authority from the OMM to carry
out the functions of the Air
Quality Officer, and in turn
Knowledge Sustainable Climate Air Quality
would delegate the Air Quality
Management Energy Change Specialist
Specialist to carry out the bulk
Specialist Specialists Specialists
of these functions, as permitted
under the Air Quality Act.
KEY
STRATEGIC CENTRE
Air Quality Public Senior Technician Senior Scientist
OMM: Office of the Municipal Manager
Liaison Officer
BTO: Budget and Treasury Office
COO: Chief Operating Officer
CIO: Chief Information Officer
SCS: Strategic Corporate Services Technician Atmospheric AP Practitioner
CCO: Chief Customer Care Officer Scientist
SUSTAINABLE ENERGY/CLIMATE
CHANGE/AIR QUALITY AGENCY
Technician Atmospheric AP Practitioner
Scientist
CEO: Chief Executive Officer
CFO: Chief Financial Officer
AP: Air Pollution
Figure 22 Proposed Organisational Structure of the Tshwane Sustainable Energy and Air Quality Core Group
Municipal
TSHWANE
Manager
STRATEGIC TSHWANE
CENTRE SUSTAINABLE ENERGY/
OMM CLIMATE CHANGE/
AIR QUALITY
CORE GROUP
SE/CC/AQ Programme
BTO COO CIO SCS CCO Secretarial/
Director and
Support Staff
Air Quality Officer
Would delegate the

Air Quality Specialist
to carry out the bulk
of the Air Quality Knowledge Sustainable Climate Air Quality
Officer functions, as Management Energy Change Specialist
permitted under the Specialist Specialists Specialists
Air Quality Act.
KEY
STRATEGIC CENTRE
Air Quality Public Senior Technician Senior Scientist
OMM: Office of the Municipal Manager
Liaison Officer
BTO: Budget and Treasury Office
CIO: Chief Information Officer
SCS: Strategic Corporate Services Technician Atmospheric AP Practitioner
CCO: Chief Customer Care Officer Scientist
SUSTAINABLE ENERGY/CLIMATE CHANGE/

AIR QUALITY CORE GROUP
Technician Atmospheric AP Practitioner
Scientist
CEO: Chief Executive Officer
CFO: Chief Financial Officer
SE/CC/AQ: Sustainable Energy/Climate Change/
Air Quality
AP: Air Pollution
5.3.2.3 Staff Profiles
The proposed SE/CC/AQM function would require the following key staff under the
three proposed models. Profiles are indicative only.
1. Agency External Option
Chief Executive Officer (CEO)

o Link between Board of Directors and shareholder
o Assumes overall responsibility for the business and operations of the
Agency
o Must have demonstrated capabilities in public sector management,
external promotion and experience in dealing with the public
o Must also have experience in raising funds
o Would need to drive coordination of SE/CC/AQM activities between
CTMM and DEAT, DME and NDoT
Chief Financial Officer (CFO)
o Responsible for financial management of the Agency
Chief Operating Officer (COO)
o Extension of the CEO for company operational purposes
o Would receive a delegation from the Air Quality Officer within CTMM
o Manages the Sustainable Energy, Climate Change and Air Quality
Specialists (latter through the delegation from the OMM)
o Must have a scientific/engineering or economic/financial background
with a demonstrated capability to manage multidisciplinary technical
teams
o Must also have a demonstrated capability in external promotion and
experience in dealing with the public
Knowledge Management Specialist
o Responsible for specifying, procuring and operating the Knowledge
Management System
o Liaises and coordinates with other CTMM departments with relevant
GIS systems and databases
o Minimum qualifications: degree in IT and 5 years relevant experience
Sustainable Energy Specialist Transport/Liquid Fuels
o Technical degree and 5 years experience involving transport policy and
planning preferable
o Responsible for implementing selected action plans, LEAP modelling,
updating the energy balance
o Must liaise with transportation planning and operations departments in
CTMM, and interact with e.g. Gautrans and SANRAL on Gauteng Toll
Strategy
o Must have an understanding of:
Travel Demand Management (TDM) measures
Functioning of a transport model (rudimentary background
knowledge)
Transport liquid fuels sector
o Would also be responsible for certain action plans in the industrial and
commercial sectors
o Must have solid professional standing
Have sufficient authority to influence the fleet management of
CTMM
Participate in associations such as the Automobile
Manufacturers association/body in order to stay abreast of
technology developments
Sustainable Energy Specialist Household/RE/EE/DSM
o Technical degree and 5 years experience involving preferable
Household, industrial and commercial energy use in the
Tshwane context
electricity, stationary liquid fuels, coal, gas and RE markets
o Must have solid professional standing:
Ability to deal with donors and funding agencies
Participation in professional associations, conferences, etc.
1 Climate Change Specialist
o responsible for implementing selected action plans
o thorough understanding of climate change and the CDM
Air Quality staff as described in the Air Quality Management Plan
2. Core Group Internal Option
1 Programme Director for SE/CC/AQM Air Quality Officer

o Manages the Sustainable Energy, Climate Change, Air Quality and
Knowledge Management Specialists
o In terms of the Air Quality Act, coordinates AQM function
o Delegates his/her AQM function to the Air Quality Specialist
Knowledge Management Specialist
o Responsible for specifying, procuring and operating the Knowledge
Management System
o Liaises and coordinates with other CTMM departments with relevant
GIS systems and databases
o Minimum qualifications: degree in IT and 5 years relevant experience
Sustainable Energy Specialist Transport/Liquid Fuels
o Technical degree and 5 years experience involving transport policy and
planning preferable
o Must liaise with transportation planning and operations departments in
CTMM, and interact with Gautrans and SANRAL on Gauteng Toll
Strategy
Travel Demand Management (TDM) measures

Functioning of a transport model (rudimentary background
knowledge)
Transport liquid fuels sector
o Would also be responsible for certain action plans in the industrial and
commercial sectors
Have sufficient authority to influence the fleet management of
CTMM
Participate in associations such as the Automobile
Manufacturers association/body in order to stay abreast of
technology developments
Sustainable Energy Specialist Household/RE/EE/DSM
Household, industrial and commercial energy use in the
Tshwane context
electricity, stationary liquid fuels, coal, gas and RE markets
o Must have solid professional standing:
1 Climate Change Specialist
o responsible for implementing selected action plans
o thorough understanding of climate change and the CDM
Air Quality staff as described in the Air Quality Management Plan
It should be noted that the Programme Director would have to carry the title of
Air Quality Officer explicitly in order for CTMM to meet the requirements of the
Air Quality Act. This raises the likelihood of the SE/CC functions becoming
subordinate to Air Quality Management, with a resultant potential impact on visibility of
the activities and access to funding.
5.3.3 Normative Linkages

Normative linkages represent the legal and regulatory framework within which the
organisation is established and functions. These linkages have been extensively dealt
with in Chapter 3.2.2.
5.3.4 Diffuse Linkages

Although diffuse linkages, by their nature, are difficult to clearly categorise, they often
make or break the sustainability of an organisation. They represent relationships with
organisations and institutions outside the Municipal structures, which are neither
enabling, functional nor diffuse, yet, still support the sustainable operation of the
proposed organisation.
In the context of the proposed SE/CC/AQM unit, diffuse linkages with the following
categories of groups/institutions would likely contribute to the units sustainability:
CBOs/NGOs
Print and electronic media
International technical associations
Research organisations
Departments within CTMM
5.4 KNOWLEDGE MANAGEMENT

The implementation of a robust web-based knowledge management system driven by
a credible specialist in the field will be critical to the success of the SE/CC/AQM unit.
The performance of such a system could be specified in more detail at a later stage,
however, the key elements would be:
Accessibility to the community to information on programmes and initiatives in
SE/CC/AQM in CTMM and elsewhere (through links to other programmes)
Online access to certain databases
Accuracy and credibility of information provided
Password-based access for CTMM staff and other authorised persons
(differential levels of access to e.g. databases)
Interactivity
5.5 IMPLEMENTATION PROCESS

To be confirmed once the preferred Governance Model and action plans have been
confirmed.
CHAPTER 6. CONCLUSIONS AND RECOMMENDATIONS
6.1 CONCLUSIONS
CTMM is well placed to be a national and continental leader in the integrated
management of Sustainable Energy, Climate Change and Air Quality.
The industry/construction, household and transport sectors are significant
contributors to GHG emissions.
The proposed Energy Strategy is complex and its implementation will require strong
internal leadership
o In general, the management of Sustainable Energy, Climate Change
and Air Quality is complex and requires multidisciplinary technical
leadership
o The issues to be dealt with are global and cross-cutting, and still not
well-known or understood within municipal management
o Those involved in these three fields may interact with the same
resources within CTMM (e.g. the SET Committee), who are already
working together on these issues
o The field is constantly evolving on technical, financial, economic and
political levels.
Independence of the SE/CC/AQ management, with strong linkages to all line units
within CTMM will be essential as will high level implementation authority
There is strong support from DEAT, but little evidence as yet that DME and NDoT
have engaged with South African municipalities on development and rollout of their
energy strategies and associated climate change and air quality management
activities
Knowledge management will be critical
There are few cities which have developed and implemented energy strategies
worldwide, meaning that CTMM is also well placed to become a continental and
world leader in managing sustainable energy, climate change and air quality.
Climate change is no joke
6.2 RECOMMENDATIONS
Sustainable Energy, Climate Change and Air Quality should be managed under the
same organisational structure in order to derive benefits from the synergies
between the three fields.
The following three sectors should be targeted for priority projects, given their
current contribution to GHG emissions:
o Industry/construction
o Households
o Transport
CTMM should use the 2010 Soccer World Cup tournament as a macro target/driver
for achieving desired objectives under the Strategy.
Implementation process, timeframe and approximate budget are to be the subject
of further study, once the Governance Model has been selected and the action
plans have been agreed in principle.
A high level coordination committee, consisting of senior representatives of DEAT,
DME and NDoT and CTMM, should be established to oversee rollout of the
Strategy. Should the Agency model be adopted, Board positions could be
assigned to critical national and provincial government departments.
o The transport sector, both within Tshwane and at national level, should
be engaged in the rollout of the Strategy with immediate effect.
CTMM should clearly identify the niche under which SE/CC/AQ will be managed,
and engage all levels of municipal management in the establishment of the unit to
manage these functions. Innovation and Smart Energy should be the
cornerstones of the niche.
The Agency structure is the preferred Governance Model at this stage of analysis.
However, should it be pursued, an assessment in terms of Section 78 of the
Municipal Systems Act must be carried out. This would assess:
o Whether the service to be delivered would be optimally delivered
through an external or an internal service delivery mechanism
o The optimal internal mechanism to deliver the service (department,
business unit or other mechanism)
o The optimal external mechanism to deliver the service
If the Agency option is adopted, the Board of Directors should include members
from DEAT, DME and NDoT.
CTMM should consider outsourcing the process of establishing the SE/CC/AQM
unit.
CTMM should consider significant investment in either developing or procuring a
Knowledge Management system.
The Agency or Core Group should be branded. The three focus areas of
sustainable energy, climate change and air quality management are distinct, yet
linked and in many respects overlapping. The unit should have a name, a logo and
a slogan or motto, preferably building on the phrase Smart Energy and clearly
implying innovation in the nations capital.
The implementation of the Strategy could set an example as a global case study to
be presented at the Commission for Sustainable Development in New York in 2007.
CTMM should engage the private sector in partnerships to roll out the Strategy.

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CITY OF TSHWANE

Africon Engineering International (Pty) Ltd City of Tshwane Metropolitan Municipality

SUSTAINABLE ENERGY AFRICA

CHAPTER 2. KEY ENERGY ISSUES IDENTIFIED IN STATE OF ENERGY

2.2 PRINCIPAL FINDINGS OF STATE OF ENERGY REPORT ................................. 9

CHAPTER 3. INSTITUTIONAL FRAMEWORK .....................................................27

CHAPTER 4. STRATEGIC PILLARS AND ACTION PLANS................................31

4.2 PROPOSED ENERGY STRATEGY .................................................................... 34

4.3 INPUTS FROM THE STRATEGY INTO THE INTEGRATED TRANSPORT

CHAPTER 5. POTENTIAL IMPLEMENTATION FRAMEWORKS ........................41

5.2 MANAGEMENT STRUCTURE ............................................................................ 41

5.4 KNOWLEDGE MANAGEMENT........................................................................... 50

CHAPTER 6. CONCLUSIONS AND RECOMMENDATIONS................................51

Figure 1 Population Densities in CTMM .............................................................................. 2

Table 1 Typical Low Income Household Energy Use ....................................................... 17

BFP Basic Fuel Price

MDGs Millennium Development Goals

The City of Tshwane Metropolitan Municipality (CTMM) has participated in the

From an implementation perspective, the resulting recommendations focus on a

1.2 TSHWANE METROPOLITAN MUNICIPALITY PROFILE

Covers an area of 2 198 km2, divided into 76 wards

Population 1 985 970 (2001 census)

Figure 1 Population Densities in CTMM

Figure 1 shows the population density distribution throughout CTMM.

1.3 CTMM ENERGY DECLARATION, 2004 AND ALIGNMENT WITH NATIONAL

The Constitution, which states that

Air Quality Act

1.3.1 Air Quality Act, 2004

A number of projects have been executed under the Sustainable Energy/Climate

CTMM has begun monitoring air quality at key locations.

CHAPTER 2. KEY ENERGY ISSUES IDENTIFIED IN STATE

2.1 OVERVIEW OF TSHWANE ENERGY ISSUES

ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES

2.1.2 Industry and Commerce

ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES

There is significant funding available through Eskom Demand Side Management

ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES

2.1.4 Electricity Generation and Distribution

ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES

2.1.5 Renewables and Energy Efficiency

ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES

2.1.6 Other Municipal Services

ISSUE POTENTIAL SUPPORT MEASURES/INITIATIVES

2.2 PRINCIPAL FINDINGS OF STATE OF ENERGY REPORT

2.2.1 Total Demand

This compares to energy consumption within Ekurhuleni Metropolitan Municipality

2.2.2 Total Supply

Supply by Energy Carrier in Tshwane

Figure 3 Tshwane Bulk Electricity and Gas Supply

Pretoria West chimneys on the main plant

Tshwane purchases about 90 % of its power requirement from ESKOM, on the

Solar Water Heater school project in Balebogeng

Provision of bottled LPG under the DME-Tshwane project in Winterveldt to provide

2.2.3 Demand by Sector and Carrier

2.2.3.1 Top 3 Demand Sectors

Figure 4 Energy Demand by Sector in CTMM

Figure 5 Demand by Energy Carrier in CTMM

% of Demand Supplied by Energy Carrier in

Figure 6 Demand for Liquid Fuels

Liquid Fuels Sales in Pretoria Magisterial

Figure 7 Industry/Construction Demand by Energy Carrier

Industry/Construction Demand by Energy

Sasol gas Electricity