The Ingenieur Vol 59 July-Sept 2014 The Ingenieur Vo. 59, July-Sept 2014 | Page 77

‟ Arguably, financial limitations are the biggest hurdle faced by any organisation in implementing an NRW strategy. Creating the infrastructure for NRW enabling works requires a hefty amount of upfront investment. The operations and maintenance of the distribution system and network also have to be more efficient to ensure reduced level of water losses within the system. This induces the team to work more systematically round the clock. Losses can occur within the trunk mains, reservoirs and within the DMAs. By being more sensitive to the status and conditions of the system, the NRW level is kept within control. Periodical replacement of customer meters is essential to reduce commercial losses and ensure optimum revenues to the water operator. In addition, the billing system has to be improved to ensure efficient billing to customers. Controlled level of leakage also means that water supply pressure is consistent, ensuring good supply to customers and promote customer satisfaction. All in all, a holistic approach to NRW management has proven to be successful and achievable. CHALLENGES As in any other quest for success, NRW reduction effort does not come without challenges. The challenges vary from one organisation to another, depending on many factors. The real effort begins with instilling the importance of NRW among the staff in a water operator’s organisation. The management team has to demonstrate real commitment to drive the NRW programme before the same commitment can be achieved from the rest of the staff. Some staff members would have been in the industry for so long they might resist changes brought in by the management. The situation poses challenges even before any NRW strategy can be implemented. Getting the co-operation of all staff can take years and in some circumstances, staff have to be replaced to ensure the management’s objectives are supported and met. To ensure a sound NRW reduction implementation, an NRW reduction strategy has to be in place to provide the organisation with a guide on the direction of the NRW programme. The NRW strategy largely depends on the status and condition of the organisation and is only realistically achievable over time. This requires the organisation to understand its own capabilities and limitations before planning the way forward. This exercise can be highly challenging even before a final strategy can be formulated. One of the purposes of drafting an NRW strategy is to formulate a business plan to enable the required budget to be estimated. Arguably, financial limitations are the biggest hurdle faced by any organisation in implementing an NRW strategy. Creating the infrastructure for NRW enabling works requires a hefty amount of upfront investment. The infrastructure works include, among others, the establishment of DMAs, installation of DMA meters and PRVs, production meters, bulk meters, reservoir monitoring systems, telemetry systems and NRW management software. This level of investment enables NRW control exercise to be managed efficiently. However, due to financial constraints faced by water operators, the preparation of NRW enabling infrastructure is often stunted, hindering an effective NRW monitoring exercise. Many water operators depend on their revenue collection for their operations and in most cases, these organizations do not have surplus for capital expenditure or to pay down loans. 75 ingenieur 2014-July-FA.indd 75 7/9/14 10:38 AM