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Page 1: Water Loss Management Training Courseprowat2.pbworks.com/f/WS1+-+Water+loss+management+training+course.pdfWater Loss Management Training Course Rarotonga, Cook Islands, 12 th-16 March

Water Loss Management Training Course

Rarotonga, Cook Islands, 12th-16th March 2007

Mathias H. Kleppen, Adviser – Water Use Efficiency

SOPAC Secretariat

May 2007 SOPAC Training Report 123

L-R: Pank Mistry (WBWC), Ray Andresen (SIWA), Patrick Leaumoana (SWA), Mathias H. Kleppen (SOPAC), Sahara Anae (SWA), Matthew Tepai (DWW Rarotonga), Wilson Rani (DWW Rarotonga), Paul Maoate (DWW Rarotonga), Kelvin O’Halloran

(WBWC), Silas Talosui (SIWA), Ben Parakoti (Director DWW).

Funded by New Zealand’s International Aid & Development Agency

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[SOPAC Training Report 123 – Kleppen, Mathias H.]

Copies of this report can be obtained from the:

SOPAC Secretariat Private Mail Bag

GPO, Suva Fiji Islands

Phone: (679) 338 1377 Fax: (679) 337 0040

Website: http://www.sopac.org Cataloguing in Publication Data: Kleppen, Mathias H. Water Loss Management Training Course; Rarotonga, Cook Islands 12th – 16th March 2007/Mathias H. Kleppen. –Suva: SOPAC, 2007 64 p. : ill. Key words: 1. Water Demand Management 2. Water Loss Management 3. Leak Detection 4. Water Conservation 5. Pressure Management

I. SOPAC Training Report 123 II. Title

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[SOPAC Training Report 123 – Kleppen, Mathias H.]

TABLE OF CONTENTS ACKNOWLEDGEMENTS ............................................................................................................................................................................................4 LIST OF ACRONYMS AND ABBREVIATIONS ..........................................................................................................................................................4 1. ABSTRACT .......................................................................................................................................................................................................5 2. BACKGROUND .......................................................................................................................................................................................................5 2.1 Programme Objective...................................................................................................................................................................................5 2.2 Training Objective ........................................................................................................................................................................................5 2.3 Facilitators ....................................................................................................................................................................................................6 2.4 Note on Equipment.......................................................................................................................................................................................6 3. DESCRIPTION OF DAILY TRAINING ACTIVITIES 3.1 Pre-Training Activities ...............................................................................................................................................................................7 3.2 Monday 3.2.1 Presentation: Programme Overview...............................................................................................................................................7 3.2.2 Presentation: Economic and Social Benefits of Water Loss Management ....................................................................................7 3.2.3 Presentation: Real Loss Management............................................................................................................................................8 3.2.4 Fieldwork: Leak Detection-Awareness Rising-Meter and Flow Logger Introduction ......................................................................8 3.3 Tuesday 3.3.1 Field Trip to Water Intakes............................................................................................................................................................10 3.3.2 Presentation: Rarotonga Water Works .........................................................................................................................................10 3.3.3 Presentation: System Sectorisation and management.................................................................................................................10 3.4 Wednesday 3.4.1 Reservoir Drop Test......................................................................................................................................................................11 3.4.2 Zero Pressure Test .......................................................................................................................................................................12 3.4.3 Presentation: the Benefits of Pressure Management for Water Loss Reduction .........................................................................12 3.4.4 Presentation: Using a Water Balance to Create a System Loss Management Plan....................................................................12 3.4.5 Exercise: Development of Sectorisation Plan...............................................................................................................................12 3.4.6 Presentation: Developing a Communication Strategy to Accompany a Water Loss Management Plan .....................................13 3.5 Thursday 3.5.1 Water Conservation and Water Auditing ......................................................................................................................................13 3.5.2 Fieldwork: Water Audits at Aro Mango, Pacific Resort and the Rarotongan................................................................................14 3.5.3 Afternoon Session: Noise Logger Interpretation...........................................................................................................................14 3.6 Friday 3.6.1 Fieldwork: Operation of Noise Correlators....................................................................................................................................14 3.6.2 Main Session: Production of System Loss Management Plans ...................................................................................................15 3.6.3 Squeezing the Box........................................................................................................................................................................16 3.6.4 Pressure Management .................................................................................................................................................................16 3.6.5 Speed and Quality of Repairs.......................................................................................................................................................17 3.6.6 Active Leakage Control.................................................................................................................................................................17 3.6.7 Pipeline and Assets Management ................................................................................................................................................18 3.6.8 Afternoon Session: Wrap Up ........................................................................................................................................................18 4. FOLLOW UP 4.1 Recap – Goal, Objective and Outputs of WDM Programme......................................................................................................................19 4.2 Future Work................................................................................................................................................................................................19 4.3 PIC’s System Loss Management Plans .....................................................................................................................................................20 4.4 Mentoring of WDM Staff in Australia ..........................................................................................................................................................20 5. LITERATURE LIST ................................................................................................................................................................................................21 Figures 1 Sound Survey with Ground Microphone ..................................................................................................................................................9 2 Rarotonga WDM Class of 2007 ...............................................................................................................................................................9 3 Cook Islands News Interview...................................................................................................................................................................9 4 Installation of Flow Logger at the Pacific Resort ...................................................................................................................................10 5 & 6 Installation of Flow/Pressure Logger at the Rarotongan .......................................................................................................................11 7 Conceptual Model ..................................................................................................................................................................................15 ANNEXES A Water Loss Management Training Participants and Facilitators ...........................................................................................................22 B Template for Customer Information (South East Queensland Pressure and Leakage Management Programme)..............................23 C Power Point Presentations ....................................................................................................................................................................24

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ACKNOWLEDGEMENTS We acknowledge the New Zealand Agency for International Development (NZAID) as the sole funding agency for the Water Demand Management Programme for Pacific Island Countries 2006-2009 (WDM programme). A big vinaka vakalevu to:

• The CEO Tim Waldron and Executive Manager David Wiskar of Wide Bay Water Corporation (WBWC) for hosting the SOPAC Adviser in February 2007, and for their positive influence and partnership on the WDM programme.

• Pacific Water Association (PWA) for cooperation and sharing information on previous

WDM initiatives in the Pacific.

• Director Ben Parakoti and the whole WDM team of Department of Water Works in Rarotonga, Cook Islands for arranging venue and fieldwork, and for the preparation of water audits, and metering/flow logging exercises.

• The managers of Aro Mango, the Rarotongan and Pacific Resort for letting us do our

water audit exercise.

• The delegates from Solomon Islands Water Authority; Ray Andresen and Silas Talosui, the delegates from Samoa Water Authority; Sahara Anae and Patric Leaumoana and the whole WDM team of Rarotonga.

A special thanks to the trainers – Dr Kelvin O’Halloran, Water Research and Training Director WBWC, and Pankaj Mistry, Principal Officer WDM & Leakage Control WBWC. Your professional contribution in preparing, executing and performing the needed follow up on the Water Loss Management Training Course is highly appreciated. Appreciation also goes to all colleagues at Pacific Islands Applied Geoscience Commission (SOPAC) that assisted in preparing and arranging for this training.

LIST OF ACRONYMS AND ABBREVIATIONS ADB Asian Development Bank BABE Background and Burst Estimates CARL Current Annual Real Losses DMA District Metered Area DWW Department of Water Works ILI Infrastructure Leakage Index IWA International Water Association m3 Cubic metre (1,000 litres) ML Mega litre (1,000,000 litres) NZAID New Zealand Agency for International Development PIC Pacific Island Country PRV Pressure Reducing Valve PWA Pacific Water Association SLMP System Loss Management Plan SOPAC Pacific Islands Applied Geoscience Commission WBWC Wide Bay Water Corporation WDM Water Demand Management

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1. ABSTRACT During 12th to 16th of March 2007 the first water loss management training course under the NZAID-funded Water Demand Management Programme was held in Rarotonga, Cook Islands. This report provides information on the training attended by participants from the water utilities of Cook Islands, Samoa and the Solomon Islands. There are many aspects to water loss management and these were reflected in the training, which took the participants through a range of themes such as economic and social benefits of water loss management, sectorisation of the reticulated system, pressure management, leak detection, reservoir drop tests, flow/pressure logging, water auditing and different communication strategies. The training was to enable the participants to produce System Loss Management Plans (SLMP) for their own water supply system. “Metering Rarotonga’s Industrial Water Demand” is a pilot project that seeks to improve baseline data on consumption by Rarotonga’s two main industries – tourism and agriculture. The SOPAC WDM project officer developed the pilot project after a request from the Ministry of Works and the Department of Water Works in Cook Islands, and it was incorporated in the training course with the intention of knowledge transfer to the participating utilities. “To measure is to know”, and by getting good quality data the water utility will be in a better position to advise decision makers and influence consumer habits.

2. BACKGROUND In the past, development projects in the water supply sector have mainly concentrated on the upgrading or extension of existing water supply infrastructure. This supply driven approach has proven to be very costly for both the donor and the receiving country and has not led to a safe water supply even for the bigger urban centres in most of the Pacific Islands Countries (PICs). Many of the water supply systems in PICs have problems with water delivery to customers and one of the primary causes is the fact that these systems often lose more water through leakage and wastage than they actually deliver. With increased pressure on limited resources, many PICs have realised that the key towards sustainability lies not necessarily in costly infrastructure extension but rather in the sound management of existing water supply systems. This is the basis of a demand management approach where strategies are developed to improve and optimise existing water supply resources and infrastructure, and encourage customers to use water efficiently. Economic, environmental and social benefits are achievable with such an approach. One of three main outputs of the WDM programme are; “Water demand management teams established; trained; and functioning with increased capacity within each participating utility”. A major component of the programme is the development of skills and thus the need for training in different aspects of Water Loss Management. 2.1 Programme Objective Improved capacity for water demand management in Pacific urban water utilities. 2.2 Training Objective Train WDM Teams in different aspects of Water Loss Management (software and hardware, theory and practicals) to strengthen the capacity for WDM in PIC water utilities. See Annex A for the List of Participants at the training course.

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2.3 Facilitators Dr Kelvin O’Halloran Wide Bay Water, Director, Research & Training Kelvin has divided his professional career between University and the Water Industry. He received his PhD in Chemistry from the University of Queensland in 1991 and has undertaken research positions at both the University of Queensland and the University of New South Wales. Following this he has worked for both Gold Coast Water and Thames Water UK& Ireland, where he has been responsible for a variety of projects in water quality and treatment processes. In November 2005, he joined Wide Bay Water Corporation in his current position where he is responsible for a number of research and training projects in Water Demand Management, nutrient rich reuse applications and more recently business based catchment management. Mr Pankaj Mistry Wide Bay Water, Senior Demand Management Engineer Pankaj Mistry has more than 15 years experience in the field of Water Demand Management and Leakage Control. Pankaj developed his skills, knowledge and understanding of water demand management, leak detection and pressure control management through his work in the UK with North West Water, Welsh Water, Northumbria Water and Yorkshire Water Services. Now very well established in Australia, Pankaj is a key member of the Water Demand Management & Leakage Control team servicing water utilities in Australia and overseas. Most recently he has been the Principal Engineer for the Pressure and Leakage Management project for the Gold Coast in Queensland. This project has seen more than AU$10M in water loss management assets built into the Gold Coast distribution system and has yielded a saving of 10ML/day. Mr Mathias H. Kleppen SOPAC Adviser – Water Use Efficiency Mathias has been with SOPAC for one year where his main responsibility is managing the WDM programme, and providing advice on the wide range of water use efficiency options that exist for PIC water utilities. The WDM programme is part of the Pacific Regional Action Plan on Sustainable Water Management, and has an overarching goal of “sustainable access to safe drinking water for Pacific Island Countries”. Prior to this project he utilised his experience and expertise in emergency water supply for Medecins Sans Frontieres when he worked with refugee communities and technical experts in Darfur, Sudan and Northern Uganda for two years. 2.4 Note on Equipment In order to ensure as sustainable as possible training, special care was taken to provide appropriate equipment. Over the years, at least two examples can demonstrate where PICs have received assistance in leak detection that is unsustainable. Both the Cook Islands and Samoa were recipients of aid from donors that provided a leak detection expert from a European country. This aid involved the expert bringing the appropriate equipment out to the

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islands, where the expert and the equipment demonstrated the value of leak detection. After several weeks, and the identification and possible repair of some leaks, the expert packed up the equipment and returned to Europe. Locating leaks without follow up to prove the effectiveness of a leakage detection survey is common, as repair crews cannot work fast enough to keep up with the consultant’s findings. Leakage reduction and control has to be a long-term activity and should be considered as part of good distribution management. Short bursts of activity are not likely to produce lasting results because of the inevitable system deterioration. For this reason, utilities require their own leak detection equipment as well as good initial and follow-up training. Appropriate leak detection equipment and lap top’s containing SLMP software, water utility communication tool kit and hardcopies of the “Managing and Reducing Losses from Water Distribution Systems” by WBWC were distributed to each WDM Team Leader to ensure continuous work with water loss management upon return to the home utility.

3. DESCRIPTION OF DAILY TRAINING ACTIVITIES 3.1 Pre-Training Activities

• Data collection for development of a System Loss Management Plan (SLMP) for all participating water utilities.

• Reservoir Drop Test/s – to establish baseline water usage in different network sections. • Background reading of SLMP software information and Water Loss Methodology

received per e-mail prior to the training. • Engagement with the relevant political and management leadership in the selected

countries. 3.2 Monday The Director of the Department Water Works, Ben Parakoti, opened the training course. 3.2.1 Presentation: Programme Overview (Kleppen)1 The framework for the workshop was established during this overview session, and included how this training in water loss management fits within the plan to strengthen PIC water utilities in WDM. Further it was outlined how the WDM programme assists and the way forward to finalising WDM plans for utilities. 3.2.2 Presentation: the Economic and Social Benefits of Water Loss Management (O’Halloran) Kelvin used data gathered from around the world on different projects to illustrate the economic and social benefits of undertaking water loss management programmes within a water distribution system.

1 See Annex C for copies of key presentations.

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3.2.3 Presentation: Benefits of Real Loss Management (Mistry) More efficient use of existing supplies, increased knowledge of the distribution system, financial improvement, reduced water losses, operating costs, health and safety improvements, increased knowledge, service improvements, improved public relations and environmental improvements are amongst the benefits of real loss management. 3.2.4 Fieldwork

Training in Leak Detection After the theory introduction by Pank Mistry the delegates went out to undertake a sight and sound survey of a section of Rarotonga’s distribution system. All participants where given ample time to be able to test the ground microphone and listening stick and learn about the possibilities and limitations before taking the equipment back to their own utility. The equipment proved to be useful for both beginners and the more experienced, probably owing to the very sensitive microphone that easily picks up leakage noise and the possibility of filtering out other background noises. The quality of an instrument can be judged by the transducer sensitivity and signal-to-noise ratio. The signal-to-noise ratio can be difficult to get from the instrument suppliers but the transducer sensitivity can be used to find the best equipment with respect to value for money. Operation and maintenance, guarantees and service obligations from the supplier should also be taken into account. Awareness rising Cook Islands TV News was invited as a part of customer relation building. It is important for PICs water utilities to be more visible for the public. PICs power utilities are generally more visible and they seem to have fewer problems getting people to pay their bills and accept any increase in charges etc. A couple of ideas were suggested to explain some of these differences, e.g. power lines are above ground while pipes are invisible in the ground or only visible when something is wrong; like a leakage; the power utility has to develop their product, while a water utility has an initially free product to supply to their customers. However, the infrastructure needed to supply potable water is very costly and herein lies some of the problems faced by the PICs water providers in terms of customer relations. Keeping the public informed about the work and the cost of operating will be one way of solving these challenges.

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Figure 1. Sound survey with Ground Microphone.

Figure 2. Rarotonga WDM Class of 2007.

Figure 3. Cook Island TV News Interview.

Meter and Flow/Pressure Logger Introduction For accurate monitoring and management of water distribution systems, district meter areas and pressure zones, it is important to record and collect flow and pressure data. The need to carry out logging is especially important, when establishing sectors. In doing this we can: • monitor the before and after effects of establishing sectors; • monitor pressure variations before and after; • monitor flow characteristics before and after; and • monitor real loss savings. There are many ways of collecting flow and pressure data. These include: • traditional manual reading and recording in notebooks; • old style chart recorders; • telemetry systems; and • portable data logging devices. For the purpose of establishing sectors, it is common practice to use portable data logging devices. These devices are self-powered units, which can be installed in many situations when the need to collect data is required.

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After this introduction a logger was installed at the Pacific Resort. The Rarotonga WDM Team had an extra session with Pank Mistry on the software needed to communicate with the logger, as they are to continue with the “Metering Rarotonga’s Industrial Demand” pilot project. Installing the logger at this resort was the first step to collect baseline consumption data on the tourism and agricultural activities on the island.

Figure 4. Installing flow logger at Pacific Resort, Rarotonga.

3.3 Tuesday 3.3.1 Field Trip Morning: Preparation of Noise Loggers in the office before going on a fieldtrip to Matavera and Tupapa water intakes. The idea of going to the water intakes was to let everyone have a visual of what later would be established as a District Metered Area (DMA’s) in order to conduct Reservoir Drop Test and a Zero Pressure Test for data collection. The Noise Loggers were deployed on the return from the intakes along one stretch of the Rarotonga sub-main. 3.3.2 Presentation – Rarotonga Water Works (Maoate) Paul Maoate, the WDM Team Leader in DWW, presented on Rarotonga’s water infrastructure. The Population of Rarotonga is 11,225 (1996 census), while the number of tourists they receive every year is 88,000, with an expected growth rate at 3-5% for the next 5-year period. The Cook Islands has 2,285 households and 123 commercial producers. Rarotonga is entirely gravity fed from 12 intakes in the mountains, and there are two operational reservoirs and one that is no longer in use due to elevation problems. The water supply system is under stress due to high demand and leakage problems throughout the system. A major upgrade of the system is currently taking place, with 70% of it already completed. Funding for the remaining 30% is a challenge that is being worked on at the time of writing. Water is provided at no cost to consumers in Rarotonga. 3.3.3 Presentation – System sectorisation and management (Mistry) To reduce losses in a system the following infrastructure management must be applied:

• Zone management • Boundary valve management • Zone Security • DMA, flow and pressure management • Pipe material management

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By dividing a system into discrete zones using boundary valving and identification of zone supplies, losses can be looked at later within that zone. This allows prioritisation of water loss strategies within zones. It also allows you to develop much better knowledge and water loss strategies for diverse networks. Strategies for efficient metering and sizing of Pressure Reducing Valves (PRV) were discussed on the grounds of different experiences amongst the delegates.

Figures 5 & 6. Installation of flow/pressure logger at The Rarotongan.

3.4 Wednesday Start at 02:00 to do more leak detection training, flow/pressure logger installation and the main task – reservoir drop test. 3.4.1 Reservoir drop tests One easy and efficient method for measurement of leakage in districts supplied from a service reservoir is to isolate the reservoir from supply and measure the change in level over a suitable time period. The methodology is as follows:

• During the quiet hours (normally in the night between 02:00 and 04:00) isolate the reservoir from supply by closing the inlet valve to the reservoir.

• Once the inlet valve has been shut it would be necessary to measure the top water level of the reservoir from a known point at the top of the reservoir. Record the measurement and time at this point.

• Once sufficient time has passed (30 to 60 minutes) measure the top water level of the reservoir again from the known point. Record the measurement and time at this point.

• After the test has been conducted re-open the inlet to the reservoir. • Calculate the difference of the top water level between the first measurement and the

second measurement; this will give the drop in water level. • Knowing the dimensions of the reservoir a volume can then be calculated which has

flowed though the outlet point (the night flow). • The volume can then be converted into litres/minute, litres/second etc using the period

of elapsed time, this will give you the minimum night flow.

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Special depth data loggers can also be used to measure the fall in water level within the reservoir. 3.4.2 Zero Pressure Test A zero pressure test is used to establish if an isolated section of the supply network, often referred to as a DMA, is indeed isolated. The methodology is to establish an area that can be isolated by closing supply and boundary valves. This is done by examining a supply network map. Again the test is undertaken between 02:00 and 04:00 to ensure that minimum night usage is in place. A point at which the pressure can be logged is chosen, such as a fire hydrant or a commercial tap, and a pressure logger is installed. Closing boundary valves and supply valves to the area isolates the selected zone. If the zone is secure, that is if the boundary valves are not passing water and the supply valve is not continuing to supply then the pressure should start dropping to zero at a rapid rate. If the pressure is not falling then either boundary or supply valves are passing or there is another source of supply into that zone. All valves are checked (by sounding with leak detection listening sticks) and the test is repeated once valve security is verified. The process is continued until the pressure drops to zero. Back to base 05:30. Transport to Aro Mango for meter and flow/pressure logger installation at 12:00. 3.4.3 Presentation: the Benefits of Pressure Management for Water Loss Reduction (Mistry) One of the most effective means to immediately reduce water loss across all water demand segments (industrial clients, residential clients, leakage etc) of the network is to reduce pressure. This session discussed the effectiveness of this strategy as it depends on the amount of pressure within the system and the relative robustness of the system and the ability to control pressure at critical points. 3.4.4 Presentation: Using a Water Balance to Create a System Loss Management Plan (Mistry) Conducting a water balance is the first step in any water loss management project. A water balance allows you to have an overview of where your water goes. The water balance will allow you to understand the key demands on your water, to separate the demands into authorised and unauthorised consumption and it will allow you to make high level predictions about the potential savings that can be made. 3.4.5 Practical Exercise Pank also revisited the theme of sectorisation sharing some of the main points when doing this kind of work:

• Split your system up into manageable areas. • Try if possible to have just one supply point into each sector. • Study the topography.

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• Minimise the number of valves you need to shut in order to create your area. • Check local knowledge. • Pick off the easiest first and work your way towards the more complicated area (usually

the city centre). • Highlight the different District Metered Areas (DMA) on your map.

In this practical exercise we used a network plan of Rarotonga with the objective of developing a sectorisation plan using World’s Best Practise established by the IWA International Water Loss Task Force. The exercise took into consideration different aspects of the network like topography, customer densities, reservoir feeds, etc to make it as close to actual work tasks as possible. 3.4.6 Presentation: Developing a Communication Strategy to Accompany a Water Loss Management Plan (O’Halloran) Any water loss management activity will have an impact on all the key stakeholders in a water business, from Political Leaders, to Residential and Industrial Customers. Therefore it is important to consider the communication strategy that will accompany any planned project and how to help win over these stakeholders. Serving as an example, and also given out as software, was the South East Queensland Pressure and Leakage Management Programme’s “Council Communication Plan and Toolkit”. The Kit, finalised in February 2007 is a very up to date toolkit for customer communication and several of the templates, fact sheets and supporting messages can easily be transformed to fit any PIC water utility. An example of a template for domestic customers is given in Annex B. 3.5 Thursday 3.5.1 Water Conservation and Water Auditing Globally, water conservation means limiting or modifying the use of water by human beings, so that our use of water does not cause fluctuations of water quantity or water quality within any cycle beyond those fluctuations caused by natural events within the time-scale of human history. The definition applies to both global and local water cycles, to sources, reservoirs and sinks. This very general definition can be simplified in concrete situations and is often relaxed in its requirements. Water conservation in a local setting often means reducing the volume of water used for a single purpose or for complex systems of purposes (Sturman et al. 2004). The aim in the “Metering Rarotonga’s Industrial Demand” pilot project is to find out where the water goes after it enters the intakes. Part of the answer will be known by installing flow meters and flow loggers at a variety of different commercial customers. But these consumers will also have a water audit undertaken to see what kind of appliances is in use, which uses what amount of water at what time etc. Based upon the results of the audit, strategies for more efficient water use will be discussed. Water use efficiency is still not a major positive consideration for consumers. People are wary of low water use items, which are assumed to be worthy, but of low performance (Butler and Fayyaz (Eds.) 2006). In order to introduce a change of attitude, answers to some common questions were explained by the facilitators – Does reduced water consumption mean reduced performance and hygiene? Are water efficiency measures cost efficient? How do these efficiency measures compare with recycling and rainwater harvesting? It is important for water utility personnel to be aware of these things when they are approached by the public. There is a tendency to concentrate on the bigger infrastructural issues rather

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than the individual consumer, which might have a significant impact on the water supply system. Water auditing is the discipline concerned with quantifying water usage. It provides the means to develop precision in schemes for water conservation, water use efficiency and water resources management regardless of scale, though boundaries were created around single human-made establishments like tourist resorts in this training. 3.5.2 Fieldwork: Water Audits at Aro Mango, Pacific Resort and The Rarotongan Water audits were conducted at Aro Mango Backpackers, the Pacific Resort and the Rarotongan. An example of a simple excel spreadsheet was developed by Kelvin O’Halloran while at Aro Mango to show how data collection via shower flow, toilet type, washing practises, amount of clients etc. can immediately produce a rough overview over consumptive use. Further this data can be matched with pre-established criteria (what deviates from the criteria is what is interesting). Through the audit we then see what is wrong or what is right. Conducting the water audit is the second phase in the process after the initial preparation. Developing a water management strategy and producing a final audit report were outside the scope of this exercise, but support will be given the WDM Team of Rarotonga to finalise this, as well as any other WDM programme participating water utility. An example of a simple water audit undertaken at Wollongong Hospital in Australia was copied onto all the WDM Team Leaders’ laptops for future reference. 3.5.3 Afternoon session: Noise Logger Interpretation Members of the Rarotonga WDM Team had earlier in the day collected the Noise Loggers that were deployed two days before, and Pank Mistry led the session going through tapping information and interpretation of the results. The session showed how noise loggers record levels of noise over a period of time. It is best to use such devices during the ‘quiet times’ that is between 02:00 and 04:00 when road noises in particular are at a minimum. Also at this time the system pressures are at their greatest and the leak will be generating maximum noise. The noise loggers record all noise heard and if the noise level is over a predetermined threshold the loggers, when interrogated by the software, will suggest that they have heard a noise which could be a leak. By setting up several noise loggers in a grid formation we are able to identify areas where potential leaks are. This would serve to activate a more direct leak detection investigation using the listening stick and ground microphone. 3.6 Friday 3.6.1 Fieldwork: Operation of Noise Correlators Noise correlators are paired fixed noise loggers. By situating the noise loggers either side of a leak (or suspected leak) we are able to determine with good confidence the distance from each noise that have the ability to provide correlation or in other words suggest a distance along the pipe between detectors where the leak is. This is done using known rates at which noise from a leak travels through different pipe material. The exercise consisted of placing the noise correlators directly on to accessible parts of the pipe system, in this case directly onto valves. In between the valves was a tap which when opened produced a noise similar to a leak.

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Using the correlator software it was shown how the leak could be pinpointed with some accuracy. Following the exercise the pros and cons were discussed. In particular the expense associated with the correlators versus digging in the wrong areas for leaks, which can happen when correlation is not used. 3.6.2 Main Session: Production of a System Loss Management Plan for the Cook Islands, Samoa and Solomon Islands urban utilities (Kleppen, Mistry, O’Halloran) Each of the Team Leaders from the participating countries was given a laptop containing software for determining the system losses within their water distribution systems. During this session the delegates had to build on the knowledge gained in the previous day’s classroom sessions and practical exercises, and also using the data gathered about their system prior to the training course. The delegates went through the SLMP process and produced a plan that calculates the amount of water that is currently unaccounted for and suggests the most economic strategies for recovery of these losses, using World’s Best Practises established by the IWA International Water Loss Task Force. A key component of a water balance and SLMP is the Infrastructure Leakage Index (ILI). The ILI provides guidance as to how well real losses are being managed (in terms of repairs, active leakage control and infrastructure management) at the current operating pressure. The following explains the four basic management activities required for effective control of real losses, and served as the background to discussion during the session.

Figure 7. Conceptual model of the four basic management activities required for effective control of real losses. (Information obtained from SLMP Workbook version 2a, SOPAC licence).

Unavoidable Annual Real

Losses (UARL) Speed & quality

of repairs

Pipeline &

assets management

Active

leakage control

Pressure

management

Current annual

real losses

CARL

Potentially Recoverable Real Losses

= CARL – UARL

= (ILI)

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Real Losses consist of leakage and overflows from transmission and distribution systems up to the point of customer metering or consumption. Figure 7 summarises the 'best practice' principles of managing real losses. Suppose the large red box in the figure represents the Current Annual volume of Real Losses (CARL) for a system, calculated from a standard IWA annual water balance. Real Losses tend to increase as systems grow older, but can be kept in check by an appropriate combination of all four of the leakage management activities shown as block arrows:

• Speed and quality of repairs: to minimise the run-time of all leaks and breaks. • Pressure management: to reduce the numbers of new breaks and all leak flow rates. • Active leakage control: to find and fix unreported leaks and breaks. • Pipeline and assets management: selection, installation, maintenance, renewal,

replacement. It is not possible to completely eliminate Real Losses. The green box represents the lowest technically achievable Real Losses, or 'Unavoidable Annual Real Losses' (UARL), for well managed systems with reasonably good infrastructure. The UARL can be calculated on a system-specific basis, as a volume per day or year, based on mains length, number of service connections, customer meter location (relative to property line) and average pressure. The difference in volume between the Current Annual Real Losses (CARL: red box) and the Unavoidable Annual Real Losses (UARL: green box) represents the Potentially Recoverable Real Losses. The ratio of CARL/UARL is known as the Infrastructure Leakage Index (ILI). The Economic Level of Real Losses usually lies somewhere between the CARL and the UARL. 3.6.3 Squeezing the Box Leakage management, in its simplest terms, consists of two basic activities – trying to minimise the number of new leaks and bursts, which occur each year, and minimising the run-time of the leaks and bursts that do occur. It is not a 'one-off' exercise, but an ongoing undertaking for as long as the system exists. So it is necessary for each Water Service Provider to make a commitment to undertake all four of the activities shown as arrows in Figure 7. However, economics also obviously plays an important part in this. The economic level of leakage can be defined as 'the level of leakage at which any further reduction would incur costs in excess of the benefits derived from the savings'. The technique known as 'squeezing the box' consists of identifying payback periods of individual leakage management initiatives, and implementing those with the fastest payback on a priority basis. International experience shows that the shortest payback periods (or lowest $ spent per ML saved) usually arose from leakage management initiatives associated with speed and quality of repairs, pressure management and active leakage control. As these initiatives are implemented, the Annual Real Losses should gradually reduce (over a period of 3 to 5 years), and when no further cost-effective initiatives can be identified, the Infrastructure Leakage Index should stabilise at a value that reflects the inherent condition of the distribution infrastructure. 3.6.4 Pressure Management – to reduce the flow rates of existing leaks, and the numbers of new leaks and breaks occurring in the future Effective leakage management cannot be achieved without effective pressure management. Some countries – notably the United Kingdom and Japan – have been aware of the benefits of pressure management for many years. Reduction of excess pressure and surges (transients) not only reduces the flow rate of all existing leaks, but can also reduce (often dramatically) the

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number of new leaks and bursts occurring each year. This in turn influences the speed and quality of repairs (reducing average leak run times and repair backlog) and the economic frequency of active leakage control. Reduction in new burst frequencies also extends infrastructure life, and will reduce annual infrastructure replacement costs for systems where the replacement policies are based on 'X' repairs on 'Y' km of mains in 'Z' years. The effects of pressure management on some elements of pressure-related consumption, and the effect on metered income, can also be predicted if required. Hunter Water Board (1989) describes a pilot trial of pressure reduction for leakage control in their area of operation. Wilkins (1989) states 'This is the first such use of pressure control in Australia to the Author's knowledge. The trial reduced maximum pressure by 7 m to 11 m, which resulted in a reduction in leakage of about 50%. There was also a significant reduction in the incidence of water main breaks. The cost of the trial was found to be economically justified and it has shown that pressure control is technically feasible in Australia'. Despite this example, pressure management did not really start to 'take off' in Australia until around 2004, when an increasing number of utilities were encouraged to try it by Wide Bay Water. 3.6.5 Speed and Quality of Repairs – to minimise the run-time of all leaks and breaks Most Australian Utilities have a good reputation for ensuring that 'reported' mains breaks are promptly repaired. However, many are not aware that such events usually account for only a small part (typically 15% or less) of the Current Annual Real Losses volume. The majority of Annual Real Losses volume consists of:

• background leakage (small hidden undetectable leaks at joints and fittings, running continuously), which are sensitive to pressure;

• unreported leaks and breaks (see 'Active Leakage Control') below; and • known leaks which are not repaired for various reasons (often because of their low

flow rates). Consider the relative influence on known un-repaired small leaks on annual Real Losses volume. An un-repaired small leak running at 0.25 m3/hr for 1 year will lose around 2200 m3, or almost 5 times the volume of a reported mains break running at 20 m3/hour for 1 day (480 m3 lost). It is not only the flow rate of an individual leak that matters, but also the run-time. Speed and quality of repair of ALL detectable leaks – reported and unreported – is a prerequisite for effective leakage management. 3.6.6 Active Leakage Control – to find and fix unreported leaks and breaks There are very few distribution systems that do not experience unreported leaks, to a greater or lesser extent. The leaking water flows into drains, permeable ground or underlying fractured rocks, without causing any immediate problem. Active Leakage Control is the activity of identifying the presence of such events, and going out to locate them (intervention), so as to control their average run time. The economic frequency of intervention depends on the value of the lost water ($/m3), the cost of intervention ($/km of mains or $/service connection), and the average 'rate of rise' of unreported leakage from one year to the next. Rate of Rise varies widely for different systems and sub-systems, but it can be assessed from annual water balances, night flow measurements, or numbers and types of leaks found in successive interventions. The economic frequency of intervention, and an appropriate annual budget for commencing active leakage control, can then be quickly calculated (Lambert and Lalonde 2005).

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3.6.7 Pipeline and Asset Management – selection, installation, maintenance, renewal and replacement Pipeline and asset management is also fundamental to the process of leakage management, but replacement of mains and services tends to be much more expensive (in $ spent per ML saved) than the other three options described above. The increasing evidence that pressure management can substantially reduce new break frequencies is also the most relevant. Internationally, many water utilities have tried to reduce their leakage by relying on a high rate of mains replacement; this usually has little effect because in well-managed systems, only a minority of annual real losses occurs from reported mains burst (in some cases the real losses increase because other leakage management activities are not being done). Component analysis of annual real losses, using BABE (Lambert 1994) consistently shows that, in most distribution systems, the majority of Annual Real Losses volume is associated with leaks (background, reported and unreported) on service connections. 3.6.8 Afternoon Session: Wrap Up After finishing the discussions and work around SLMP’s, Cook Islands News came for the 2nd time and interviewed participants and facilitators about their experiences throughout the week. The delegates were also given the task of writing up a short feedback report upon return to their own utilities. This will be lessons learned for the facilitators to take into consideration when planning the next PIC water utilities training programme. Mr Ata Herman, Secretary of Ministry of Works in Cook Islands, and Mr Latu Kupa of Kew Consult heading a delegation from a new ADB infrastructure project, both praised the training initiative in their speeches during the evening BBQ (where everybody filled the role as steakholders). With the main message being – this kind of knowledge transfer and support will clearly strengthen the in-country capacity for WDM in Pacific Island water utilities.

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4. FOLLOW UP 4.1 Recap – Goal, Objective and Outputs of WDM Programme

Objective Outputs

Improved capacity for water demand management in Pacific urban water utilities

1. Water demand management teams established,

trained and functioning with increased capacity within each participating utility

2. Water demand management plans for individual utilities developed and implemented

3. Experience of successful water demand management initiatives promoted and shared between utilities

The programme aims to improve the management of water supply systems by Pacific urban water utilities by strengthening their capabilities in water demand management. Meeting this aim will contribute towards the overarching goal of sustainable access to safe drinking water for communities in Pacific Island countries and help progress towards meeting the millennium development goal of halving by 2015, the proportion of people without sustainable access to safe drinking water and basic sanitation. There are 3 components to the programme:

1. Development of local staff to implement an effective water demand management programme.

2. Development and Implementation of Water Demand Management (WDM) Plans. 3. Promotion of water demand management regionally.

4.2 Future Work The following will show how the above components are incorporated in practice to meet the programme objective.

1. Stronger focus on measuring and data collection, meaning in practice installation of meters and loggers at a sufficient amount of target points.

2. WDM Teams to receive more training in the fields of pressure management and leak detection.

3. WDM Teams to produce System Loss Management Plans (SLMP) for their utilities, the end product of a Water Demand Management plan will have a SLMP core.

4. Support in purchase of the needed equipment to make the water utilities self sufficient in WDM activities.

5. True Capacity Building. Any eligible WDM Team Leader might get the chance to work with Wide Bay Water Corporation for a month and returning with skills enough to take on all water loss management in their own utility.

6. Improve routines and stronger follow up by project officer on “means of verification” of the logframe’s indicators.

7. Project Officer on longer-term in-country missions to ensure the production of WDM plans.

8. Arrange workshop for North Pacific – i.e. Marshall Islands and possibly Federated States of Micronesia.

OVERARCHING GOAL

Sustainable access to safe drinking water for communities in Pacific Island countries

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4.3 PIC's System Loss Management Plans SLMP’s were emphasised throughout the training and it is suggested to pursue this in the time to come with the hope that this can be a good base to further construct WDM plans. Here are some ideas in the words of Dr Kelvin O’Halloran (WBWC): We (WBWC) would undertake to oversee the preparation of SLMP's for all the PIC communities. We believe that an SLMP for all communities can be done so long as there is a centralised water distribution point, i.e. a reservoir and the system is pressurised as least some of the time. We can then calculate a minimum night flow and deduce a system loss, and the cost/benefit of such a Plan for the communities can then be evaluated. Such a collection of SLMP's would be of great value to the PICs as they would serve as a road map for Water Loss Management for the future as well as allowing us to conduct a comparison of the status of PICs with other developing countries in the World. They would also allow SOPAC to set a Water Loss Benchmark, based upon either a median water loss result from a collection of PIC's or the result from a PIC that is selected as a standard. 4.4 Mentoring of WDM Staff in Australia It was also stated as part of the newly established partnership between SOPAC Water Services Office and Wide Bay Water Corporation that WBWC would be pleased to host selected staff from Pacific Island nations to work with the team at the Brisbane Office for one-month periods. During this time they would work with us on our Water Loss Management Projects in the South East Queensland region. In the region we have a number of projects ranging from early stage planning projects to whole systems being pressure and leak managed. We feel this is the next logical step for knowledge transfer as the trainee would work with us on a day to day basis and be involved in all aspects of the water loss management from the office to the field. In effect we would see the exercise as preparing the trainee to project manage similar work in their home country (K. O’Halloran, pers. comm. April 2007).

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5. LITERATURE LIST Butler, D. and Fayyaz M., Eds (2006): Water Demand Management. IWA Publishing, London. Farley, M. (2001): Leakage management and control: A best practice training manual.

WHO/sDE/WSH/01.1. World Health Organization, Geneva. Hunter Water Board (1989). Leakage Management - assessing the Effect of Pressure Reduction

on Losses from Water Distribution Systems. Report No 10/3, Urban Water Research Association of Australia, September 1989.

Lambert, A.O. Accounting for Losses – the Bursts and Background Estimates Concepts. Journal

of the Institution of Water and Environmental Management, 1994, Volume 8 (2): 205-214. Lambert, A. and A. Lalonde (2005): Using practical predictions of Economic Intervention

Frequency to calculate Short-Run Economic Leakage Level, with or without Pressure Management. Proceedings of IWA Special Conferences 'Leakage 2005', Halifax, Nova Scotia, Canada.

[Queensland Environmental Protection Agency and Wide Bay Water (2004)]: Managing and

Reducing Losses from Water Distribution Systems (2004). A series of 10 manuals: 1. Introduction 2. Water Audits 3. The Economics of Water Loss Management 4. Establishing Pressure Management Zones and District Metered Areas: The Toolkit 5. Advanced Pressure Management and PRV Selection 6. Real Loss Management 7. Managing Apparent Losses 8. Case Studies in Water Loss Management 9. Rural Water Loss Management 10. Executive summary

Contact [email protected] for further information Sturman, J., Ho, G. and K. Matthew (2004): Water Auditing and Water Conservation. IWA

Publishing, London. UNESCAP (2003): Guide to preparing urban water-use efficiency plans. Water Resources Series

No. 83. United Nations, New York. White, S., Ed. (1998): Wise Water Management: A Demand Management Manual for Water

Utilities, (WSAA Research Report No. 86), Water Services Association of Australia, Sydney, November 1998.

Wilkins, D.P. (1989). Position paper on Leakage Control in Australia. Urban Water Demand

Management Seminar, October 1989. AWWA and Institution of Engineers, Australia.

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ANNEX A

Water Loss Management Training Participants and Facilitators

NAME

ORGANISATION/ADDRESS CONTACT

Director DWW Ben Parakoti

Department of Water Works Ministry of Works P O Box 102 Rarotonga Cook Islands

Phone: +682 20 034 Fax: +682 21 134 [email protected]

WDM Team Leader Paul Maoate

[email protected]

Hydrology Technician Wilson Rani

[email protected]

Assistant Technician Matthew Tepai

Divisional Manager Engineering Services WDM Team Leader Ray Andresen

Solomon Islands Water Authority P.O Box 1407 Mendana Avenue Honiara, Solomon Islands

Ph Office: (677) 23985 Fax: (677) 20723 [email protected]

Engineer Province Silas Talosui

Ph Office: (677) 23985 Fax: (677) 20723 [email protected]

Assets Engineer Sahara Sesega Anae

Samoa Water Authority PO Box 245 Apia, Samoa

Ph Office: (685) 22 752 ext:59 Fax: (685) 21298 [email protected]

Assets Technician Patric Leaumoana

Ph Office: (685) 22 752 Fax: (685) 21298 [email protected]

Director Dr. Kelvin O’Halloran

Wide Bay Water Corporation PO Box 5499 Hervey Bay, QLD, Australia 4655

Ph: +61741947745 Fax: +61741255118 [email protected]

Principal WDM Officer Pank Mistry

Wide Bay Water Corporation Brisbane Office PO Box 1862 Sunnybank Hills, QLD Australia 4109

Ph: +61732725144 Fax: +61732725844 [email protected]

Adviser Water Use Efficiency Mathias H. Kleppen

SOPAC Secretariat, PMB, GPO, Mead Road, Suva Fiji Islands

Ph: (679) 3381377 ext 232 Fax: (679) 3370040 [email protected]

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ANNEX B

Template for Customer Information [From South East Queensland Pressure and Leakage Management Programme “Council Communication Plan and Toolkit”]

Templates Letter 1: Domestic Customers – Notice of Interruption Date: Author: Location: Phone: Our Ref: PLMP – <ZONE NAME/NUMBER> Dear Resident INTERRUPTION TO WATER SUPPLY PRESSURE & LEAKAGE MANAGEMENT INITIATIVE South East Queensland is in the grip of the worst drought in 100 years. Dam storage levels are extremely low, and the whole community is being asked to work together to conserve our dwindling supply. <COUNCIL/WATER> is committed to this objective, and has joined with 17 other councils in South East Queensland to take part in a regional program to minimise water losses from our water supply network. The SEQ Pressure and Leakage Management Project is a priority project under the Drought Management Strategy, and has the potential to save 60 million litres of water every day across the region (that’s about 24 Olympic swimming pools of water daily). As part of this project, <COUNCIL/WATER> will soon be undertaking work in your suburb to identify and repair leaks, and manage excess pressures in the network. The first phase of this work will begin on <DATE>. During this phase it will be necessary to temporarily shutdown water supply for a short period of up to 60 minutes. To limit inconvenience to customers this will occur between 12.30am and 4am on <DATE 1>, <DATE 2> and/or <DATE 3>, weather permitting. Should the weather not allow us to proceed with the shutdown on one of the dates above, it will occur on <ALT DATE>. Should we require to shutdown your water supply for any period of time other than that mentioned above, you will receive separate notification at least 48 hours in advance. The attached fact sheet provides information about the work being undertaken, and what to do if you encounter any problems with your water supply after the work is finished. We trust you will appreciate the value of the steps being taken to reduce leaks, conserve water and ensure the security of uninterrupted water supply in your area. Kind regards <NAME> <POSITION> …/2 Annex XX

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ANNEX C

Power Point Presentations WDM and IWRM at Rarotonga Workshop March 2007

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The Economic and Social Benefits of Water Loss Management

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Introduction to Leakage Control

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Active Leakage Control

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Pressure Management

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System Sectorisation & Management: The Toolkit

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Communication Strategy to Accompany a Water Loss Management Plan

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Water Balance

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Notes:

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