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8/6/2019 D3 Haiphong
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1
The views expressed in this paper/presentation are the views of the author and
do not necessarily reflect the views or policies of the Asian Development Bank
(ADB), or its Board of Governors, or the governments they represent. ADB does
not guarantee the accuracy of the data included in this paper and accepts no
responsibility for any consequence of their use. Terminology used may not
necessarily be consistent with ADB official terms.
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HAIPHONG WATERSUPPLY ONE MEMBER
LTD. COMPANY
HOW TO SUSTAIN THE NRWMANAGEMENT STRATEGY
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Overview – NRW have been reduced
year by year
– Bold NRW reduction strategy implemented byHP water utility
– Two internationally loaned projects for water
service improvement in the past ten years – Significant successes
– 100% metered consumption
– After significant gains, NRW was rising againin old network ( rehabilitated 1994-1997)
– One of the company has the lowest NRW in
Viet Nam
0
10
20
30
40
50
0 01 02 03 04 05 06 07 08 09
year
planned achieved
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Haiphong city’s context
– 7 urban districts and 7 rural areas.
– 1.8 million people. – An industrial-commercial city
– Rapid urbanization in past 5 years
– Mixed pipes network
– Hydrogeology: alkaline soil
– >450.000 USD for 1% of NRW reduction inperiod of 2003-2008
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Some statistics
• Supplies 215.000 domestic, commercial and industrial
customers ( 69% of the total is for domestic use and 21%for other uses)
• Serves 920.000 inhabitants
• Employee: 1015
• Service coverage of 90%
• 7 served areas
• one DBL model
• one water supply joint-stock company
category of use
other
uses
31%
domesticuse
69%
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§ I T H
¸ I B × N H
Mixed network
NRW 16,6%
5/35 wards need torehabilitate in 2009
Old network; NRW
22,7%
Finished on May 2009
Expected NRW 20.7%
New networkNRW 6.6%
Served areas
New networkNRW 17%
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Benefits learnt from the1st course
• Establish a water balance more accurately
• Financial Perfomance Indicators: – Volume of NWR in % system input was 21,6 % and
– Value of NWR in % annual operating cost was 23 %
• Technical Perfomance Indicators:
– ILI was 5,1; and
– l/conn./day was 148• NRW self assessmant was B
• More credible action plan for 2009
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Water balance for 2008
System input
Volume53.473.280
Error margin
+/-0.4%
Authorized
Consumption
42.099.000
+/-0.0
Water loss
11.374.280
+/- 1.8%
Billed Authorized
Consumption
41.888.000
Billed metered consum.
41.888.000
Billed unmetered
Consumption: 0
Unbilled Au.
Consumption
211.000+/-2.5%
Unbill.metered con.
11.000
Unbilled unmete. con.200.000, +/- 5%
Commercial
Losses1.269.312
+/-1%
Unauthorized Consump.
12.228, +/-0.6%Meter inaccuracies &
data handing errors
1.257.084, +/-1%
Physical losses10.104.968
+/- 2%
Revenue water
41.888.000
NRW
11.585.280
+/- 1.8%
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Noticeable inputs (1)
Meter's
life >=D20 % Total consumption
<=5 913 52,7% 6.854.689
6 - 8 598 34,5% 4.487.415
9-10 222 12,8% 1.664.896
1733 13.007.000
48% (<=5
years old)
41% ( 6 - 8
years old)
11% (8-10
years old)
52% (<=5
years old)35%( 6 - 8
years old )
13% (8-10
years old )
Meter's
life D15 % total consumption
<=5 88504 48% 13.961.280
6 - 8 76172 41% 11.925.260
9-10 19455 11% 3.199.460
184131 29.086.000
Classification according to meter’s life
Meter sizes : 20-100mm, other uses
Classification according to meter’s life
Meter sizes : 15mm, domestic use
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Noticeable inputs (2)
• Commercial losses almost depends on
meter accuracy• Meter accuracy has relation with meter’s
life. – ≤ 5 years old: +/-1%
– 6-8 years old: - 4 %
– ≥ 9 years old: - 7%
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Quoted some of goals in 2009
• NRW of the whole city ~ 16,7%
– NRW of rehabilitated DMA≤
10% – Aver. water loss on trunk mains 6,5%
– Quickly react to areas that have NRW over 25%
– Reduce unbilled metered consumption to ≤ 2,5%of total customer
• Proposed water tariff increase
– Critical importance of a comprehensive strategy
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Revealed different kind of NRW
Whole city
NRW 19,4%
PLPI: 148 l/conn./day
87 % of PL related to leakage ondistribution lines
DBL modelFirst successful DBL model in
viet nam
NRW 17%
CLPI: 90 l/conn./day
95% of losses were commerciallosses related to unauthorizedconsumption’
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An action plan for physical
loss reduction (1)
• Concentrate to find leaks in high water loss DMA above 20%
• Continue to develope DMA ( restore or install branch valves )
• Network upgrading and renewal
– Replace old galvanized pipes over 12 years old( approx. 50km of pipes )
– Allocated budget: 488.000 USD
• Finish the Kien An water project loaned by WB on time
– Improved water services – Expect to reduce NWR in those areas from 42% to approx. 20%
14,7%16,3% 15,6%
12,9% 12,3%10,7%
10,0%
0
100
200300
400
500
600
2002 2003 2004 2005 2006 2007 2008
year
N o o f b l o c k m e t e r s
0%
5%
10%
15%
20%
N R W
( * )
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An action plan for physical
loss reduction (2)• Search leakages 20-22 nights
per month
– Aver. 49 leaks/month found
• Analyze weekly readings of
DMA’ flow to
– Analyze any fluctuation
– Quickly react
• Improved accountability on
high NRW.
0
20
40
60
80
5 / 0 8
6 / 0 8
7 / 0 8
8 / 0 8
9 / 0 8
1 0 / 0 8
1 1 / 0 8
1 2 / 0 8
1 / 0 9
2 / 0 9
3 / 0 9
4 / 0 9
5 / 0 9
month
l e
a
k
s
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An action plan for
commercial loss reduction
• 2,5-3,5% of total customers have been rechecked at random after periodical reading;
– Approx. 4000 customers per month
• Check unbilled metered customers: 2500-3000 customers per month
• Replace 7000 old meters
• Recalibration of 6220 meters• Resize meters for large users ( 35% revenue)
• Allocated budget 190.000 USD
• Clean 33 km of main pipes and flush 1600 km of distribution pipes.
49%
9%
2%
2%
29%
<+5
(-1-5)
(-6-12)
(-13 -26
(-27-54)
(-55-100
Test of 273 WMs after 9
years at 150l/h
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Why to replace old water meters
Actual meter error curve after
9 years installation
c?p A
Velocity meter
error
Volumetric
meter error
Accepted error
area
60.mp4
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Meter replacement efficiency
60.mp4
60.mp4
DMA 1 DMA 2
Return of investment achieved within 8 years
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Exchange experience on
effective NRW managementwith local water utilities
Twinning programe
Water meter calibration
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Motivative programe
• Set up a monthly target of NRW for some units that concerning tonetwork management
• Over the target: salary decreased
• Below the target: salary increased
• Example: the monthly salary fund for the water meter enterprise iscalculated as follow:
W = actual revenue/ planned revenue x K loss (K loss = actual NRW /
planned NRW)• Set up a quarterly target of NRW for the whole company:• Decrease NRW by 1% as compared to the target, bonus is 2000
USD x 3 months and on the contrary
• Leak detector’s income is more 1,4 times than other
• Leak repairer’s income depends on number of leak repaired
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Challenges
• Meter stopped with fine sand
– Negligence by contractor – Long existence in distribution network
– One metering point is a flushing point
• Incorporated suburban water plants toHPWSCo
– Poor management skill; – Lack of technically experienced staff;
– High NRW
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