Non-Revenue Water (NRW) is the difference between the cubic meters of water that are distributed into the water distribution network and the cubic meters that are invoiced with the customer. It includes real losses (physical losses, such as leakages), apparent losses (commercial losses, such as illegal water connections) and unbilled authorized consumption (such as water lost at hydrants, washouts)
Developing a Non-Revenue Water (NRW) management plan is very critical especially in developing urban centers. NRW if not properly managed can pose great financial loss as the operational costs for pumping, treating as well as managing the water supply system becomes high over time in comparison to the revenues generated. Considering the fact that the likes of Gulu city has suffered from effects of climatic changes in the past which led to drying of the main water source at the time, Oyitino Dam, it’s very important that water is preserved by reducing on the water loss.
In the Northern region, the population is rapidly growing implying that the demand for water is also growing and so there is great need to preserve the little water if the corporation is to keep its promise of “Water for All”.
Here are some of the strategies adopted by the region to battled Non-Revenue Water;
Ensuring real-time response to operational hiccups e.g. leaks/burst, when they occur. Quick assessment and repair of damaged pipes is paramount and can be very effective if he stores are adequately stocked with operations and maintenance fittings to avoid any delays.
Monitoring system input volumes by ensuring all transmission mains and storage reservoirs are metered. The meters’ performance should be monitored regularly to identify any form of irregularities. This helps to ensure that a correct volume of water supplied is recorded. Water being
used for treatment plant operations should also be properly metered.
Ensuring right readings are captured by meter operators thus Marketing assistants and Plant attendants.
Real-time monitoring of consumer consumption trends and assess suspicious accounts.
Frequent replacement of low pressure pipes identified from the previous operator in phases.
Ensuring losses due to human error e.g. reservoir overflows, are negated by stringent supervision of plant staff everyday.
Carrying out raids ion suspicious accounts to curb down water theft. These are to be done at unsuspecting hours say; late night, very early in the morning and on Sundays too.
The region has embraced the House to House program during which the teams have identified a number of anomalies in consumer meter performance as well as some field inefficiencies and data handling. With this, the team intends to capture all anomalies that arise from House to House raids and ensure reported cases e.g. cloudy/defective meters are either serviced for continued serviceability, and those deemed un-serviceable replaced as soon as possible.
Ensuring that all fire hydrants are metered and their consumption monitored regularly to curb any form of misuse.
Zoning the distribution network into district metering areas. These meters are monitored on monthly basis and their consumptions compared with water sales in the area. This helps to easily identify any case of water theft or hidden leakage.
Illegal water use squads attached to all Area teams headed by security officers, are well empowered and facilitated to handle water theft issues.
The communities are regularly sensitized through local media channels as well as through social media to report any cases of pipe damages and leakages. Each Area in the region has a WhatsApp group for customers through which feedback is shared by the customers (concerns and complements).
Ensuring all new connections and Mains extension works are of standard quality both trench depth as well as the quality of materials used which in the long run helps avoid leakages and bursts. Identifying and deepening sections of pipes exposed to the surface due to erosion is also another way to go about maintenance of the pipes.
There is also a plan to replace a total of 10 defective meters on monthly basis. This process is well guided by the respective billing officers who happen to be tasked with making reports on improvements.
Compiled by; (Keneth Rukundo, Vincent Jakuma, Ijuka Norman, Brian Otim and, George Nsubuga)
