06/14/22 1 Non-Revenue Water Management : The Case Non-Revenue Water Management : The Case of Entebbe , Uganda of Entebbe , Uganda Presented by Presented by Harrison Mutikanga Harrison Mutikanga At At The SWITCH PILOT TRAINING The SWITCH PILOT TRAINING Capital Inn - Entebbe, Uganda Capital Inn - Entebbe, Uganda 29 29 th th July 2010 July 2010
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Non-Revenue Water Management : The Case of Entebbe , Uganda Presented by Harrison Mutikanga At
Non-Revenue Water Management : The Case of Entebbe , Uganda Presented by Harrison Mutikanga At The SWITCH PILOT TRAINING Capital Inn - Entebbe, Uganda 29 th July 2010. Presentation Outline. Definitions, Terminologies & Problem Identification IWA Water Balance Methodology - PowerPoint PPT Presentation
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04/21/23 1
Non-Revenue Water Management : The Non-Revenue Water Management : The Case of Entebbe , UgandaCase of Entebbe , Uganda
Presented byPresented by
Harrison MutikangaHarrison Mutikanga
At At
The SWITCH PILOT TRAININGThe SWITCH PILOT TRAINING
Capital Inn - Entebbe, UgandaCapital Inn - Entebbe, Uganda
2929thth July 2010 July 2010
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Presentation OutlinePresentation Outline
i. Definitions, Terminologies & Problem Identification
It is the 3rd largest town out of the 22 towns operated by NWSC,
Started operations in 1950
Estimated area population 215,000
Service coverage is about 70%
Performance History
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Network Performance
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System Characteristics
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Water Balance – 2003 (m3/year)
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Water Balance – 2007 (m3/year)
NRW Performance Indicators
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Commercial & Physical Loss PIs
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Leakage Component Analysis
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Reasons for NRW Improvement
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Reasons for NRW Improvement
Developed a compressive 5 yr action plan - using a participatory approach & with clear time bound objectives & strategies – (reduce NRW from 32% to 15 % by 2008)
Established a GIS system & carried out comprehensive documentation & mapping the whole network area
Shared experience & information with sister utilities on the challenges & initiatives of NRW reduction – e.g WUP & WEDC forum
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Undertook pilot studies of the distribution network & technically isolate 3 discrete zones
Set up of three DMAs – with demarcated customer accounts,
Aligned the organization structure to the Zones and allocated staff & other resources for accountability enhancement (Territorial Management Concept)
Appointed Zonal leaders accountable for the Zones performance
Aligned the billing system with the Zones for easy monitoring
Set targets for each Zone & established an incentive mechanism to drive performance
Carried out regular performance monitoring of the Zones
Reasons for NRW Improvement
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Reasons for NRW Improvement
Entebbe Area – District Meter Areas (DMAs)
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Reasons for NRW Improvement
Organization Structure focused on NRW reductions
Initiatives to address Leakage
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Established a standby 24 hrs leak management unit – speed and quality of repairs –leakage handling efficiency (identified leaks repaired in < 6hrs)
Trained staff on effective leak detection, repair & monitoring (in house & external training) & equipped them with newly acquired leak detection equipments
Established a more pro-active leak detection & repair programme
Sensitized & encouraged the public to vigorously report water leaks/bursts – attached a reward ($1.5 -3) for @ case reported
Computerised the leaks reporting register for easy
tracking & monitoring
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Initiatives to address Leakage
Routine inspection & servicing of valves & fire hydrants
Leak clustering for better monitoring of network condition thus planning for replacement.
Developed a medium term investment plan – replacement of old
pipelines of the water distribution network
12.4 Km of worn out pipes were replaced
more than 60% of the network is currently
less than 5 Years old
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Initiatives to address CL
Carried out investigations to detect & cut–off illegal connections from the mains
Declared Monday an illegal connection day – investigating cases of suspected illegal connections
Worked closely with local communities to identify illegal cases & meter vandalism
Offered incentives/rewards to informers of illegal users – ($32 for commercial, UGX $20 for domestic & $3 to staff)
Established fines/ penalties for illegal connections – $305 + 2 yrs estimated consumption
Established amnesty programmes to woo back illegal consumers
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Initiatives to address CL
Regular spot checks on large customers & construction sites
Spot checks and auditing of meter readings + rotation of meter readers (every 6 months)
Meter testing in the laboratory and replacing meters that under-register consumption
Universal metering of customer accounts - (all accounts metered & over 70% of the meters are less 6 yrs old)
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Initiatives to address CL
Prompt updating of customer database –NCs updated within 2 days
Effective disconnection for non-payment - some customers disconnected from the main
Right sizing of meters based on customer demand profiles for effective recording of consumption esp. bulk meters
Introduced New Connection Policy – NWSC procures & install all water pipes & fitting and also maintains the service line – standardization of pipes & fittings - quality
Costs and Benefits
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Reduced NRW from 32% to 17% – reducing operating costs & saved more water for sales
Strengthened staff capacity in water loss reduction
Enhanced public awareness & improved corporate image
Challenges
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Sustaining and improving performance further (Economic levels of leakage –ELL and Economic levels of apparent losses – ELAL).
Improving the accuracy of the individual components of the water balance for clear prioritisation of actions and investments
Re-zoning the network into hydraulic zones & DMAs
Accurate data for GIS and constructing network hydraulic models
Elimination of Illegal connections – dynamic problem
Appropriate NRW indicators to promote utility benchmarking
Lessons Learned
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Reducing NRW is an on-going activity and not a one-off exercise
NRW is expensive and needs investment to be reduced - is self financing in the long run.
Combating commercial losses requires less investments but high mgt commitment, community support & appropriate incentives
Pilot area projects are recommended for testing new techniques and quantifying costs and benefits of NRW reduction
Staff involvement & ownership is critical for successful reduction of NRW
Utility performance benchmarking is a powerful tool for reducing NRW.
Network Assets
Service Levels
Revenue Collection
Investment Strategy
Year 3
Treatment Works
Shareholders
Sustainable Water Services
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Conclusions
NRW is a problem for most Utilities worldwide
The water balance & PIs are effective tools for assessment of NRW and for performance benchmarking
The Entebbe case study demonstrates that significant water savings can be made even in developing countries with appropriate technical support and training