Non-revenue water (NRW) represents the water that is not billed and consequently does not generate revenue for the organization. It serves as a critical indicator of performance within water management entities, with high NRW levels reflecting poor performance and low NRW indicating efficient operations.
Achieving good NRW standards is dependent upon fostering a conducive organizational culture that prioritizes responsibility and collaboration. Effective NRW reduction hinges on organizational commitment, teamwork, meticulous planning, comprehensive data collection and analysis, technological integration, and the implementation of standardized operating procedures (SOPs). On the other hand, the causes of unacceptable NRW are deep-rooted in the type of organizational culture, accountability issues, lack of teamwork, inadequate planning, and the utilization of substandard materials by water utilities.
Measure to reduce NRW
Organizational Responsibility
For Meru Water, when it comes to the reduction of NRW, organizational responsibility, from top management scaled to all employees is paramount. The utility has put in place a dedicated department solely focused on NRW that spearheads initiatives aligned with the Water Services and Regulatory Board (WASREB). Such a dedicated team has been able to focus on capacity building, both financial and personnel, conduct staff sensitization spearheading culture change, and instilling a proactive approach when it comes to NRW Management.
Additionally, teamwork has been key in NRW reduction efforts. As such, there is a need for regular collaborative discussions to identify root causes, implement corrective measures, and foster informed decision-making processes. Strategic partnerships, particularly the Water and Sanitation Providers Association (WASPA), offer utilities access to invaluable resources such as NRW equipment which is leased at an affordable price, NRW reduction techniques, skills workshops, and industry expert guidance, facilitating continuous improvement in NRW reduction.
PDCA
The Plan-Do-Check-Act cycle serves as a fundamental framework for NRW reduction, guiding activities from planning and execution to ongoing evaluation and adaptation based on performance outcomes.
P-PLAN for Activities to be carried out for NRW reduction
D-DO carries out identified and prioritized activities
C-Check check for results of done activities continuously
A-Assessment-Assess the impact the above activities have had on NRW reduction.
R- Repeat the above cycle depending on the results of the capacity assessment
Quality Data Collection
Quality data collection and analysis form the bedrock of NRW management, encompassing daily bulk meter readings, consumer meter data, billing analysis, and leakage assessments to inform targeted interventions.
Adoption of Technologies
The adoption of technology entails incorporating various technological solutions into daily operations to enhance efficiency and effectiveness within water management systems. This includes leveraging Geographic Information System (GIS) maps, Integrated Management Systems (IMS), smartphones, and freely available resources. Staff capacity building is essential to ensure proficient use of these technologies, enabling personnel to leverage their full potential for improved service delivery. Additionally, the utilization of advanced leak detection equipment aids in identifying and addressing water losses promptly, contributing to enhanced network performance and resource conservation.
Adoption of DMAs
DMA is a hydraulically isolated and completely metered section of water distribution network used to subdivide areas of supply into smaller manageable areas. DMAs are created Based on: Network and assets knowledge, Water source, Ease of isolation, Topography, No of consumers-500-2500 and Physical expanse -not too big/Small. The adoption of District Metered Areas (DMAs) facilitates targeted management by subdividing supply networks into manageable sections, enabling faster results and commitment to NRW reduction through demonstrated success in smaller areas with reduced investment costs. DMAS lead to Faster results (in comparison to working with the complete network), Action –even when the company is not yet fully supportive of the approach, as a smaller investment and number of staff is needed and the creation of commitment to NRW management by showing quick results in a small area Less investment costs.
The MNF/STEP Test
The MNF/STEP Test serves as a method to assess water losses within a supply network by examining flow rates during periods of low demand, typically in the middle of the night. By measuring flow into a District Metered Area (DMA) during this time, which represents the baseline minimum flow, utilities can deduce the extent of physical losses within the network. This information aids in distinguishing between commercial losses (unbilled water due to meter inaccuracies or unauthorized consumption) and physical losses (leakage from the network infrastructure), thereby guiding distribution strategies and loss reduction efforts effectively.
Consumer meter management
Consumer meter management is essential for accurate billing and efficient water resource management. Establishing a robust metering policy enables utilities to collect attribute data effectively, reduce reliance on estimated billing, select appropriate metering technologies, conduct billing analyses, identify billing estimation trends, and ensure the timely replacement of faulty or aging meters. A well-implemented metering policy not only improves revenue collection accuracy but also enhances customer satisfaction through transparent billing practices.
Standard Operating Procedures
The adoption of Standard Operating Procedures (SOPs) plays a pivotal role in institutionalizing best practices within water service providers (WSPs). By identifying and formalizing procedures for various operational aspects, SOPs ensure consistency and efficiency in WSP operations. Key elements of SOP adoption include maintaining a 100% metering ratio, rigorously checking reported leakages, conducting daily quality bulk meter readings, minimizing estimations in consumer meter billing, and adhering to specific standards for materials used in network maintenance and repair. By standardizing procedures, WSPs can streamline operations, improve service delivery, and ultimately enhance overall performance and customer satisfaction.
Measures to reduce NRW; A case study of Meru Water and Sewerage Services Ltd
Non-revenue water (NRW) represents the water that is not billed and consequently does not generate revenue for the organization. It serves as a critical indicator of performance within water management entities, with high NRW levels reflecting poor performance and low NRW indicating efficient operations.
Achieving good NRW standards is dependent upon fostering a conducive organizational culture that prioritizes responsibility and collaboration. Effective NRW reduction hinges on organizational commitment, teamwork, meticulous planning, comprehensive data collection and analysis, technological integration, and the implementation of standardized operating procedures (SOPs). On the other hand, the causes of unacceptable NRW are deep-rooted in the type of organizational culture, accountability issues, lack of teamwork, inadequate planning, and the utilization of substandard materials by water utilities.
Measure to reduce NRW
Organizational Responsibility
For Meru Water, when it comes to the reduction of NRW, organizational responsibility, from top management scaled to all employees is paramount. The utility has put in place a dedicated department solely focused on NRW that spearheads initiatives aligned with the Water Services and Regulatory Board (WASREB). Such a dedicated team has been able to focus on capacity building, both financial and personnel, conduct staff sensitization spearheading culture change, and instilling a proactive approach when it comes to NRW Management.
Additionally, teamwork has been key in NRW reduction efforts. As such, there is a need for regular collaborative discussions to identify root causes, implement corrective measures, and foster informed decision-making processes. Strategic partnerships, particularly the Water and Sanitation Providers Association (WASPA), offer utilities access to invaluable resources such as NRW equipment which is leased at an affordable price, NRW reduction techniques, skills workshops, and industry expert guidance, facilitating continuous improvement in NRW reduction.
PDCA
The Plan-Do-Check-Act cycle serves as a fundamental framework for NRW reduction, guiding activities from planning and execution to ongoing evaluation and adaptation based on performance outcomes.
P-PLAN for Activities to be carried out for NRW reduction
D-DO carries out identified and prioritized activities
C-Check check for results of done activities continuously
A-Assessment-Assess the impact the above activities have had on NRW reduction.
R- Repeat the above cycle depending on the results of the capacity assessment
Quality Data Collection
Quality data collection and analysis form the bedrock of NRW management, encompassing daily bulk meter readings, consumer meter data, billing analysis, and leakage assessments to inform targeted interventions.
Adoption of Technologies
The adoption of technology entails incorporating various technological solutions into daily operations to enhance efficiency and effectiveness within water management systems. This includes leveraging Geographic Information System (GIS) maps, Integrated Management Systems (IMS), smartphones, and freely available resources. Staff capacity building is essential to ensure proficient use of these technologies, enabling personnel to leverage their full potential for improved service delivery. Additionally, the utilization of advanced leak detection equipment aids in identifying and addressing water losses promptly, contributing to enhanced network performance and resource conservation.
Adoption of DMAs
DMA is a hydraulically isolated and completely metered section of water distribution network used to subdivide areas of supply into smaller manageable areas. DMAs are created Based on: Network and assets knowledge, Water source, Ease of isolation, Topography, No of consumers-500-2500 and Physical expanse -not too big/Small. The adoption of District Metered Areas (DMAs) facilitates targeted management by subdividing supply networks into manageable sections, enabling faster results and commitment to NRW reduction through demonstrated success in smaller areas with reduced investment costs. DMAS lead to Faster results (in comparison to working with the complete network), Action –even when the company is not yet fully supportive of the approach, as a smaller investment and number of staff is needed and the creation of commitment to NRW management by showing quick results in a small area Less investment costs.
The MNF/STEP Test
The MNF/STEP Test serves as a method to assess water losses within a supply network by examining flow rates during periods of low demand, typically in the middle of the night. By measuring flow into a District Metered Area (DMA) during this time, which represents the baseline minimum flow, utilities can deduce the extent of physical losses within the network. This information aids in distinguishing between commercial losses (unbilled water due to meter inaccuracies or unauthorized consumption) and physical losses (leakage from the network infrastructure), thereby guiding distribution strategies and loss reduction efforts effectively.
Consumer meter management
Consumer meter management is essential for accurate billing and efficient water resource management. Establishing a robust metering policy enables utilities to collect attribute data effectively, reduce reliance on estimated billing, select appropriate metering technologies, conduct billing analyses, identify billing estimation trends, and ensure the timely replacement of faulty or aging meters. A well-implemented metering policy not only improves revenue collection accuracy but also enhances customer satisfaction through transparent billing practices.
Standard Operating Procedures
The adoption of Standard Operating Procedures (SOPs) plays a pivotal role in institutionalizing best practices within water service providers (WSPs). By identifying and formalizing procedures for various operational aspects, SOPs ensure consistency and efficiency in WSP operations. Key elements of SOP adoption include maintaining a 100% metering ratio, rigorously checking reported leakages, conducting daily quality bulk meter readings, minimizing estimations in consumer meter billing, and adhering to specific standards for materials used in network maintenance and repair. By standardizing procedures, WSPs can streamline operations, improve service delivery, and ultimately enhance overall performance and customer satisfaction.
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