Amaravati water supply scheme
Physical and financial
Introduction
Amaravati water supply from Upper Wardha Dam as a source is in operation successfully since March 1994. As per audit report 1998-99 it was a finding that there was a hydraulic loss of 56% in the system, as a whole. At that time 6 no. of ESRs were under construction and not in operation. One by one these ESRs were put into operation. 56% losses in the overall system refer to the period before additional 5 ESRs were put into in operation. Every ESR has its own distribution system, which might have been additionally laid or contributed from the existing distribution system. This distribution system was to be laid for the equitable water supply to the city. During the process of phase of execution, continued efforts were being done to restrict the losses to the bear minimum. These efforts should go on continuously. Reported losses in 2003-04 are 21.82%, indicating substantial reduction by 34%.
Influence zones
Concept of influence zone of ESR has not been tried elsewhere on field. No reports are available of having efficient distribution by adding the no. of ESRs in the existing network. Amaravati has initially only Maltekadi as GSRs in two zones, working in the radious of 14 kms. After some years 4 new ESRs were put into operation. Apart from their storage capacity, their elevation decided the influence zone. In those days (1987-89) Whole City was dependent on ground water as a source. There was water shortage. Approximately, 65 LPCD water was distributed. System had much higher capacity.
From Maltekadi, when the water was let out to the system, system volume being much higher there was quick drop of level in the storage and also the system pressures. Improvement was seen, due to zonal ESRs, (VMV 15 lakh lit.,Nagpuri gate 20 lakh lit.). They were constructed at the rear end of the Maletekadi influence zone and tried to be fed from REOSA tube well water by laying separate rising mains. Overall quantity of water reaching to the City was the same and still the effect was seen positive in terms of increase of system pressures at the influence zones of new ESRs.
Subsequently, in the new sanctioned estimate for the Distribution system, additional 6 no. of ESRs were proposed to be constructed. 7 ESRs/GSRs were already existing. All these ESRs are at the periphery of the city. Total storage capacity of these ESRs is 120 lakhs.
Old Maltekadi 50 lakhs
50 lakhs
Badnera 12 lakhs
VMV, Nagpuri gate,
Bhimtekadi, Saturna 75 lakhs
Arjunnagar, Paradise colony
Mayanagar, Badnera New 80 lakhs
Wadali, Wadarpura 20 lakhs
Tapovan MBR 33 lakhs
Tapovan hsr 20 lakhs
Total 340 lakhs
For effective distribution Tapovan storages very near to the treatment plant are to be deducted. Available storage is (340-33-20) 287 lakh lit.
ESR duty
Population as per 2001 Census is 549500 souls. Prospective populations after 15 years will be approximately 860000 souls. Consumptive demand will be 120 ml/day. With losses at 15 % it will be 138 ml/day. For this purpose average ESR duty will be 1380/287 = 4.80. This figure is more than the design value. Hence, it is required to increase the storage to 460 lakh lit. This means that additional (460-287)173 lakh lit storage has to be increased in a phased manner. Or use of Tapovan GSRs can be made for direct distribution system. Irrespective of capacity of ESR, if the longer lengths are to be fed to the distribution system, losses in reaching the consumers will substantially reduce the pressures. This will give rise to the unsatisfactory service levels. This can be reflected financially also.
ESR duty up to 2.8 to 3 can be achieved by adding the additional outlets to the existing and newly constructed ESRs. Further, influence zone of ESRs shall be limited to encircled area of having a radius of 1.8 km.
Marking these influence zones on the distribution map, will reveal the location of new ESRs.
ESR capacity
ESR duty round about 3 in the ultimate stage, means that 3 fillings of ESR. For 20 lakhs capacity it is 60 lakhs lit. Assume, it corresponds to 50000 souls of population. In the zone of influnce,1.8 km is assumed as radius. For safety factor there should be 15% envelope area of adjoining zones. Area of influence zone comes to 1017 ha. Assuming 15 % envelope area this reduces to approximately 865 ha. If 50000 souls are getting accommodated in the influence zone, then the population density comes to about 55 persons per ha. This fairly matches with horizontally developing city areas of Vidarbha. Regarding capacity of ESR, it can be decided as following. Demand comes to 50000 * 120 =60 lakh lit. Ideal losses at 15 % in the distribution system can be added. Hence, demand comes to 72 lakh lit with 20 hr working and 3 as duty, appropriate ESR capacity comes to 25 lakhs. If the hector density is more the storage capacity shall change.
All these principles have not been tested in any city. Amaravati distrbution is developing since 1960.upto now more than 650 km of pipelines are laid in the town during various time periods.
Regulatory measures
Till the above factors do not tally, the losses will be maximum compared to the consumption. The revenue losses are based on the realized revenue. Billed quantity is identifiable in case of working meters. However, in the system % of working meters is always less. In case of Amaravati City working meter % is about 70%. In such cases billing is based on average consumption, minimum consumption or any amicable derivation not related to the actual supplied quantity of water. Hence, whatever is assessment; it is converted into hydraulic quantity. This is possible with the help of computerized data of consumer connections. This is rarely available in other cities. It has become unique feature of Amaravati water supply, as this data is available in Amaravati for last 15 years. Inadvertently, field staff supplied quantity of water, without any logical control. Naturally, supplied quantity was much more in comparison with the billed quantity. Meter reading staff was also not guided for the frequent checks that they are required to observe. Initially it was a task to discuss with the field and meter reading staff and tell them the logic to minimize the system losses.
First reaction is always negative and they may not understand the importance of control measures. Supplied water is a valuable commodity and it has to be distributed for the fruitful use and not for waste. Wastage of water is a financial loss. The water available is not unlimited. It should be supplied on some calculations and it has to be checked whether these calculations are correct to realize the revenue. Field staff was asked for controlling the incoming quantity of water to ESRs. It was against the normal trend and offered intrinsic resistance from the staff. But the views were to be canvassed frequently. It took about 4 to 5 years to come to an asymptotic behavior of the demand. Once this end has been seen to be approaching, system theoretically should run in the profit. Staff did co-operate further, as they could realize that they have contributed to the profit, by adopting more scientific view in the water supply management. For such quantity audit, a high profile proposal would have prepared by any external consultant, leaving the all-soft part to the staff and administration. Still the results would not have been so encouraging as in Amaravati. Another indicator is population to connection ratio. It should approach to 10. If it is maintained at that level, profits are assured. When it reaches to less than 7 it will completely refund loan.
Computerized billing process
Computerization of the billing process has been the plus point of the Amaravati water supply scheme. The software is most user friendly and has become intelligent, during continuous use, since last 12 years. In last 12 years it has faced, all receipt and expenditure audit. It has produced all sorts of accounts and information to the audit. It is capable of analyzing the performance of meter readers in their beats, since 1997. Various meetings were held of all concerned meter readers, counter clerks, fitters, section officers, to evaluate their performance with the help of computer data. They were guided to perform better. Targets were given and seen whether they have been achieved. With the computerization, there was better control over the billing cycle of all 55000consumers. For maximization of the revenue, the assessment should be raised.. Billing should be for all 6 bi-months in the year. Revenue from higher size connections were particularly watched in the meetings.
To make best use of the computerization already existing, following things are required,
* Prepare maps of the ESR zones. Give line Identification no. Branches may also be shown and be numbered.
* Consumer number may be modified based on the above data. It may be alphanumeric. such as " sa bc24 5 045678 "
* It reflects for Saturna ESR, line - bc, 24th branch, 5th connection.
* This unique number has to be entered in the bill process. immediately.
* Assign these numbers to the consumers.
* At any time location of the consumer is traced.
* Total number of bills in the ESR zone will be known to anybody
Exact demand on the zone can be estimated accurately.
* Control over the meter-readers will be increased.
* After allotting these numbers all other information can be fed to the computer by creating some additional fields to the database.
* Featural analysis can be available any time from the computers.
* Technical decision has to be guided through computer.
Energy saving
By keeping power factor at 0.99, a rebate can be availed from MSEB. For that purpose peak hour pumping is being avoided. This is rational. It is leading to energy saving and also economical. The efforts taken by mechanical wing are worth appreciating.
Regarding indirect saving in the water quantity not pumped to the city, is also energy saving criteria. But it is more conspicuous when the extra quantity, which otherwise would have been wasted, is conserved as a useful storage in the reservoir itself. Wasted water has production value of pure water. This whole water, if sold to the consumers, would have fetched lakhs of rupees. It has traveled to the doorsteps of the consumers but not billed, and as such unaccounted. Following table will give the idea of indirect saving.
Hence, it was a good step to come close to the actual water consumption of the consumers. Since 1999-00 to this date the efforts are on, to reduce the pumping from Simbhora. Even though, the water demand was increasing, day by day, population has been increasing and the connections are also increasing. Thereby the demand for water was also increasing. In the year 2002-03 more than 3000 connections were increased, Still, there is constant reduction in pumping, indicating the increasing efficiency of the system and that of the staff. It indicates that indirect saving would have been much more. Nobody can work in isolation to give the system efficiency improved. It is conscious, combined, elaborate and unidirected efforts put into to achieve the targets with full understanding. For canvassing this hourly levels and day to day supply, record has been generated and displayed the results in various meetings with the staff, so as to make them appraised of the fact that, things are going on the right track.
Effective control on the incoming water quantity has not affected the revenue; instead it has increased, year by year. Seeing the actual figures, contribution from staff was increased. A statement for supply on each day during years from 98 –99 to 2003-04 will give an idea of as to how the supply was matched with actual demand and ultimately effected in indirect saving. Total saving in ml/year and cost of water saved indirectly per year shown separately.
Financial status
Amaravati water supply scheme has been handed over for maintenance by Amaravati Municipal Corporation on 9-8-1983. Since then scheme has been under control of Maharashtra Jeevan Pradhikaran from source to consumer. At the time of handing over there were only 14000 connections out of which about 4000 connections were un-metered and in addition there were about 1000 standposts in the city. Scheme was running in loss. Expenditure on salary was much more. It was dependent on Pedhi, Purna river sources and the reliability of these sources had come down drastically. Moreover, 110 workers borne on the scheme were brought on CRT and sent to MJP along with the scheme. Old sources, Chatri Talao and Wadali Talao were handed over to MJP for M&R.
.
Systematic efforts were put in to reduce the expenses and to increase the revenue. For this purpose complete analysis of the distribution system was done based on the computer data. Demands from each area were analyzed and its trends were studied. Augmentation as well as improvement schemes were executed during this process. Augmentation scheme was complete by March 1994. Improvement to distribution was complete by 2001. Water was available from Upper Wardha Dam. Source was not a problem. Rational distribution was still a problem. To asses the new level of service, 100% house to house consumer survey was done and analyzed. Demands were reworked out and related to supply side for broader control at Old and New ESR points.
Statement of assessment, revenue and expenditure year wise will clarify the financial status. It can be seen that profit has not accrued till 2001-02 as compared to revenue. But since then, profit is the trend. Technological improvement has more concern to the profit in comparison to cutting expenditure by audit. Technology, sincerely applied goes long way. While rationalizing the supply it was aimed not to bring down the revenue. These efforts took four to five years to give the required results. As it was a soft part to train the meter readers, fitters, valvemen, supervisors and finally engineers. Consumers were also increasing in number and the demands also were increasing but still they were involved in the process by educating the meaning of the bylaws and rules for the billing process. For this purpose years computerization of the billing process helped to sort out the grievances of the consumers and redressels in the various forums. In last 25 years of management assessment, realization figures are increased 25 times, with profit peeing in after 20 years.
It can be revealed that to reduce the expenditure it is required to concentrate on energy cost. Separate attention was given to study the measures to reduce the expenditure. Major concentration was to reduce the pumping head so as to increase the discharge keeping the pumps as installed originally in the year 1993.Discharge was really increased.
With the adaptation of two measures there is a reduction in the head to the minimum of 20 m and the discharge was increased by about 35000 lit per hour for single pump application. System is always run for 24 hours. Naturally it was possible to plan for pumping at night hours more to get the benefit of subsidized rate per unit consumption.
Institutional efficiency
It is required to compile the hour to hour levels recorded for the various ESRs in the city. Total day's supply is also compiled. Comparison of the days supply with the supply made to the city in the earlier year. This comparison can be made for 4 years before. It can be seen that attempts are continuous to get the control over the supply year by year. Till the time when the supply remains constant or at par with the previous years’ supply, there is always a scope to improve. Results can be seen. Deciding the influence zones of the ESRs in the city, it was possible to identify the population served on the particular ESR. The demand and duty assigned to the ESR can be ascertained. For all the section officers the task was given to control the outgoing from ESR to be matching with demand from the relevant population. For want of better instrumentation, this was done from the previous data, and application was done manually. It took lot of time to stabilize the demands and duties of all the ESRs in the city. When the system was stabilized confidence level of the field staff was increased. Reporting and control management was improved. During the periodical meetings this exercise was discussed with field staff and they were shown the results in the saving in quantity of water. They were encouraged to suggest their own methods for further improvement. They were assessed and upheld. Due recognition was given to the field staff in the various functions for their good contribution in the process. From valve operator to section officer, all were “level conscious” as far the ESRs is concerned.
Before this indicator was in force there was no control over the water supply to the city. Day by day the demand is increasing and still the supply is getting reduced, is indicator to reduce the hydraulic losses.
Assessment increase measures
Increase in the assessment is mainly due to finding out the unauthorized stand post connections taken by Municipal Corporation. Corporation normally denies that they have taken the connections but still they exist. They are not on the record. Hence, it is not billed. Thereby it is a loss of revenue. Corporation may suggest that Pradhikaran can disconnect the connection. But, it is the user authority who is required to take the action, by giving notice to the local people surrounding the stand post area. Pradhikaran may take action after corporation has taken necessary steps. When unauthorized stand posts are taken on record the revenue will go on increasing. The bills are given with retrospective effect. These arrears are to be included in the basic records of corporation.
It is in the interest of the corporation to disconnect the stand posts, which are very less used but being charged at the constant rate by Pradhikaran. Disconnection shall be with the alternative that all nearby users can have the house connections given by the Pradhikaran. in that case the bills are being paid by the users and not by the Corporation. Hence, the Corporation, as well as, Pradhikaran is benefited. Statement of disconnected stand posts and recording unauthorized stand posts is enclosed and how the assessment has effected.
Professionals, doctors, etc., have been identified to be applied with non-domestic rates. House to house survey had been conducted. This survey had been conducted, by the staff of Pradhikaran. Irregular connections have been identified. In the survey level of service was recorded. In some cases 24 hour water was identified and in some cases, one hour supply was seen. For having equitable distribution necessary planning has been made. Irregular connections have been tried to be regularized. With all this, assessment has been increased substantially. Statement for such efforts is enclosed.
Efficiency increase tools
"Who pays" analysis from the computer has been very interesting. It was observed that normal regular payers are from the low income groups. In case of higher size connections, either the meters were out of order or the meters were not in position. Bills are found to be going on lower averages which recorded long back when the supplies were inadequate. This analysis also gives the inefficient meter readers, who were slack in delivering the bills. It results into less revenue. A sample statement is enclosed herewith.
Monthly receipts are tallied with the cash book figures. With 50000 connections of the scheme support from the computers is a must. This gives a cross check. Receipts are mainly through co-op. Bank. Similarly, assessment is given meter-reader wise. Computer gives an abstract of the status of the meters. The area in which nonworking meters are functioning, it has to be watched closely. It is very likely that consumers are happy with paying, at the flat rates, that is indicating higher supply area and more wastage. Line valves are required to be adjusted. A sample can be given to illustrate this point.
Cross checking by the totally different staff by directly contacting the consumers and asking their reactions, keeps a better control over the meter-readers. Changing areas or beats of the meter readers also becomes effective but there is a large proportion of resistance from the staff.
External contribution
Pradhikaran has allowed using the services of Co-op. bank for collection of revenue. It has five branches in the city. For 50000 consumers and 6 bills per consumer, in a year, maximum charges are Rs.300000/- per year. For computerization of bills it is rs.720000/- per year. Hence, total services taken externally are required to be paid up to Rs. 1020000/- per year. Expenditure on both these items is revenue expenditure. In terms of percentage it is hardly 1% of the revenue. Lot of thinking man days have been put into. It has not emerged into software as readymade. It is a customized software. Over a period it has become most utilizable and the intelligent software. Our staff means the same staff from the subdivision who is involved in the billing process. It is always better that the third agency is involved in the process so that there is always a countercheck on the happenings on the billing process. These counterchecks have been introduced in the software. The officer concerned, should make use of capabilities of software. There are other software in the field, but to get the equivalent transparency they need a long voyage. This software has been tested by every receipt audit. It has given all records. Software which was previously only used for billing is working at the same rates for receipts also. Naturally, it has the capability for developing the consumer wise, area wise, beat wise, month wise, abstracts and can create annual reports. Manually it is possible but considering the huge number of connections, it is always lagging. Vertical totals are sparingly correct. It is understood that these accounts should be kept manually. But it should be appreciated that earned revenue of crores of Rs. is entitled to have the computer cross check. Expenditure on the ledger creation will be only Rs.40,000/-. It is just .04% of the revenue. It will update everything. It will support the working of staff. All staff are not equal. Any fraudulent tendency can be curbed through cross check. For last such incidences, computer had come to the help and used by office to crystallize the extent of such activity. It had been the practice to tally the monthly receipt account with the cash book. Audit may think of keeping the process online. Install computers in the Subdivision, Division. It may cost something, but it is relevant to push the things ahead.
Internal economy
Over a period number of consumers has been increased substantially. For 56000 consumers and bimonthly billing 25 meter readers are required. But without appointing any external persons the job has been carried out by drafting equivalent trade wokers as meter readers. These were working as counter clerks, karkoons etc. they were released from their assignment as receipts were given to co-op. Bank. Extra expenditure was saved. It has the capacity to handle even more increase in the consumers. New tender now includes the condition that agency can further update the software into oracle, if required, to handle still better. Expenditure on establishment is given year wise and the trend may be noted.
It has started with the issue of system losses. They had compared the incoming water quantity to the billed quantity. This quantity was by computer by calculating reverse from the rate at which they were billed. Hydraulic quantity was compared with quantity derived from financial bills. Basically, these two are separate entities. Still, this was taken as a task. It took 3 years to get some positive results but now the trend is set. Following table will clarify the point.
Year Pumped Supplied % loss Remarks
1997-98 20.04 mcum 11.70 mcum 41.62 % loss
1998-99 22.00 mcum 11.70 mcum 46.82 % loss
1999-00 20.94 mcum 11.47 mcum 45.22 % loss
2000-01 23.37 mcum 10.28 mcum 56.01 % loss Maximum
2001-02 21.33 mcum 14.53 mcum 32.04 % loss Reduction 23.97 %
2002-03 21.28 mcum 16.18 mcum 23.97 % loss Reduction 32.04 %
2003-04 16.43 mcum 12.95 mcum 21.82 % loss Reduction34.19 %
Whole exercise was to improve the efficiency of the system. It has elaborated the answer for the improvement gateway. The lead has been taken to find out the root cause with the help of same available staff and guided them to go ahead on positive way, which is techno economical and professional too. Adding some more ESRs in the system has rationalized the system supply and has contributed in reducing the losses.
Immediate plans
Four new ESRs have been proposed and they are under construction with some addition of distribution system. Effect of which can be seen in coming two years. Methods have been logically imparted to all the field staff and that is the main success of the exercise.
24X7
When the losses have been controlled, it is a good base to take up the 24x7 water supply. It is not possible to apply to whole of the city as in old areas stand post supply still prevails. In this area 24x7 supply means the increase in the wastage. Hence, selection of new area has been done. In Arjunnagar area water supply is mainly on connections. In this area also trial is being taken on one outlet at the first instance. The details of the area are given below in the table.
DETAILS OF OUTLETS OF ARJUN NAGAR ZONE
As on 15.10.2007
S.No. Particulars Outlet No.1 Outlet No.2
24 Hrs Suppty Daily 3.00 Hr Supply
1 Diameter of pipe
Physical and financial
Introduction
Amaravati water supply from Upper Wardha Dam as a source is in operation successfully since March 1994. As per audit report 1998-99 it was a finding that there was a hydraulic loss of 56% in the system, as a whole. At that time 6 no. of ESRs were under construction and not in operation. One by one these ESRs were put into operation. 56% losses in the overall system refer to the period before additional 5 ESRs were put into in operation. Every ESR has its own distribution system, which might have been additionally laid or contributed from the existing distribution system. This distribution system was to be laid for the equitable water supply to the city. During the process of phase of execution, continued efforts were being done to restrict the losses to the bear minimum. These efforts should go on continuously. Reported losses in 2003-04 are 21.82%, indicating substantial reduction by 34%.
Influence zones
Concept of influence zone of ESR has not been tried elsewhere on field. No reports are available of having efficient distribution by adding the no. of ESRs in the existing network. Amaravati has initially only Maltekadi as GSRs in two zones, working in the radious of 14 kms. After some years 4 new ESRs were put into operation. Apart from their storage capacity, their elevation decided the influence zone. In those days (1987-89) Whole City was dependent on ground water as a source. There was water shortage. Approximately, 65 LPCD water was distributed. System had much higher capacity.
From Maltekadi, when the water was let out to the system, system volume being much higher there was quick drop of level in the storage and also the system pressures. Improvement was seen, due to zonal ESRs, (VMV 15 lakh lit.,Nagpuri gate 20 lakh lit.). They were constructed at the rear end of the Maletekadi influence zone and tried to be fed from REOSA tube well water by laying separate rising mains. Overall quantity of water reaching to the City was the same and still the effect was seen positive in terms of increase of system pressures at the influence zones of new ESRs.
Subsequently, in the new sanctioned estimate for the Distribution system, additional 6 no. of ESRs were proposed to be constructed. 7 ESRs/GSRs were already existing. All these ESRs are at the periphery of the city. Total storage capacity of these ESRs is 120 lakhs.
Old Maltekadi 50 lakhs
50 lakhs
Badnera 12 lakhs
VMV, Nagpuri gate,
Bhimtekadi, Saturna 75 lakhs
Arjunnagar, Paradise colony
Mayanagar, Badnera New 80 lakhs
Wadali, Wadarpura 20 lakhs
Tapovan MBR 33 lakhs
Tapovan hsr 20 lakhs
Total 340 lakhs
For effective distribution Tapovan storages very near to the treatment plant are to be deducted. Available storage is (340-33-20) 287 lakh lit.
ESR duty
Population as per 2001 Census is 549500 souls. Prospective populations after 15 years will be approximately 860000 souls. Consumptive demand will be 120 ml/day. With losses at 15 % it will be 138 ml/day. For this purpose average ESR duty will be 1380/287 = 4.80. This figure is more than the design value. Hence, it is required to increase the storage to 460 lakh lit. This means that additional (460-287)173 lakh lit storage has to be increased in a phased manner. Or use of Tapovan GSRs can be made for direct distribution system. Irrespective of capacity of ESR, if the longer lengths are to be fed to the distribution system, losses in reaching the consumers will substantially reduce the pressures. This will give rise to the unsatisfactory service levels. This can be reflected financially also.
ESR duty up to 2.8 to 3 can be achieved by adding the additional outlets to the existing and newly constructed ESRs. Further, influence zone of ESRs shall be limited to encircled area of having a radius of 1.8 km.
Marking these influence zones on the distribution map, will reveal the location of new ESRs.
ESR capacity
ESR duty round about 3 in the ultimate stage, means that 3 fillings of ESR. For 20 lakhs capacity it is 60 lakhs lit. Assume, it corresponds to 50000 souls of population. In the zone of influnce,1.8 km is assumed as radius. For safety factor there should be 15% envelope area of adjoining zones. Area of influence zone comes to 1017 ha. Assuming 15 % envelope area this reduces to approximately 865 ha. If 50000 souls are getting accommodated in the influence zone, then the population density comes to about 55 persons per ha. This fairly matches with horizontally developing city areas of Vidarbha. Regarding capacity of ESR, it can be decided as following. Demand comes to 50000 * 120 =60 lakh lit. Ideal losses at 15 % in the distribution system can be added. Hence, demand comes to 72 lakh lit with 20 hr working and 3 as duty, appropriate ESR capacity comes to 25 lakhs. If the hector density is more the storage capacity shall change.
All these principles have not been tested in any city. Amaravati distrbution is developing since 1960.upto now more than 650 km of pipelines are laid in the town during various time periods.
Regulatory measures
Till the above factors do not tally, the losses will be maximum compared to the consumption. The revenue losses are based on the realized revenue. Billed quantity is identifiable in case of working meters. However, in the system % of working meters is always less. In case of Amaravati City working meter % is about 70%. In such cases billing is based on average consumption, minimum consumption or any amicable derivation not related to the actual supplied quantity of water. Hence, whatever is assessment; it is converted into hydraulic quantity. This is possible with the help of computerized data of consumer connections. This is rarely available in other cities. It has become unique feature of Amaravati water supply, as this data is available in Amaravati for last 15 years. Inadvertently, field staff supplied quantity of water, without any logical control. Naturally, supplied quantity was much more in comparison with the billed quantity. Meter reading staff was also not guided for the frequent checks that they are required to observe. Initially it was a task to discuss with the field and meter reading staff and tell them the logic to minimize the system losses.
First reaction is always negative and they may not understand the importance of control measures. Supplied water is a valuable commodity and it has to be distributed for the fruitful use and not for waste. Wastage of water is a financial loss. The water available is not unlimited. It should be supplied on some calculations and it has to be checked whether these calculations are correct to realize the revenue. Field staff was asked for controlling the incoming quantity of water to ESRs. It was against the normal trend and offered intrinsic resistance from the staff. But the views were to be canvassed frequently. It took about 4 to 5 years to come to an asymptotic behavior of the demand. Once this end has been seen to be approaching, system theoretically should run in the profit. Staff did co-operate further, as they could realize that they have contributed to the profit, by adopting more scientific view in the water supply management. For such quantity audit, a high profile proposal would have prepared by any external consultant, leaving the all-soft part to the staff and administration. Still the results would not have been so encouraging as in Amaravati. Another indicator is population to connection ratio. It should approach to 10. If it is maintained at that level, profits are assured. When it reaches to less than 7 it will completely refund loan.
Computerized billing process
Computerization of the billing process has been the plus point of the Amaravati water supply scheme. The software is most user friendly and has become intelligent, during continuous use, since last 12 years. In last 12 years it has faced, all receipt and expenditure audit. It has produced all sorts of accounts and information to the audit. It is capable of analyzing the performance of meter readers in their beats, since 1997. Various meetings were held of all concerned meter readers, counter clerks, fitters, section officers, to evaluate their performance with the help of computer data. They were guided to perform better. Targets were given and seen whether they have been achieved. With the computerization, there was better control over the billing cycle of all 55000consumers. For maximization of the revenue, the assessment should be raised.. Billing should be for all 6 bi-months in the year. Revenue from higher size connections were particularly watched in the meetings.
To make best use of the computerization already existing, following things are required,
* Prepare maps of the ESR zones. Give line Identification no. Branches may also be shown and be numbered.
* Consumer number may be modified based on the above data. It may be alphanumeric. such as " sa bc24 5 045678 "
* It reflects for Saturna ESR, line - bc, 24th branch, 5th connection.
* This unique number has to be entered in the bill process. immediately.
* Assign these numbers to the consumers.
* At any time location of the consumer is traced.
* Total number of bills in the ESR zone will be known to anybody
Exact demand on the zone can be estimated accurately.
* Control over the meter-readers will be increased.
* After allotting these numbers all other information can be fed to the computer by creating some additional fields to the database.
* Featural analysis can be available any time from the computers.
* Technical decision has to be guided through computer.
Energy saving
By keeping power factor at 0.99, a rebate can be availed from MSEB. For that purpose peak hour pumping is being avoided. This is rational. It is leading to energy saving and also economical. The efforts taken by mechanical wing are worth appreciating.
Regarding indirect saving in the water quantity not pumped to the city, is also energy saving criteria. But it is more conspicuous when the extra quantity, which otherwise would have been wasted, is conserved as a useful storage in the reservoir itself. Wasted water has production value of pure water. This whole water, if sold to the consumers, would have fetched lakhs of rupees. It has traveled to the doorsteps of the consumers but not billed, and as such unaccounted. Following table will give the idea of indirect saving.
Hence, it was a good step to come close to the actual water consumption of the consumers. Since 1999-00 to this date the efforts are on, to reduce the pumping from Simbhora. Even though, the water demand was increasing, day by day, population has been increasing and the connections are also increasing. Thereby the demand for water was also increasing. In the year 2002-03 more than 3000 connections were increased, Still, there is constant reduction in pumping, indicating the increasing efficiency of the system and that of the staff. It indicates that indirect saving would have been much more. Nobody can work in isolation to give the system efficiency improved. It is conscious, combined, elaborate and unidirected efforts put into to achieve the targets with full understanding. For canvassing this hourly levels and day to day supply, record has been generated and displayed the results in various meetings with the staff, so as to make them appraised of the fact that, things are going on the right track.
Effective control on the incoming water quantity has not affected the revenue; instead it has increased, year by year. Seeing the actual figures, contribution from staff was increased. A statement for supply on each day during years from 98 –99 to 2003-04 will give an idea of as to how the supply was matched with actual demand and ultimately effected in indirect saving. Total saving in ml/year and cost of water saved indirectly per year shown separately.
Financial status
Amaravati water supply scheme has been handed over for maintenance by Amaravati Municipal Corporation on 9-8-1983. Since then scheme has been under control of Maharashtra Jeevan Pradhikaran from source to consumer. At the time of handing over there were only 14000 connections out of which about 4000 connections were un-metered and in addition there were about 1000 standposts in the city. Scheme was running in loss. Expenditure on salary was much more. It was dependent on Pedhi, Purna river sources and the reliability of these sources had come down drastically. Moreover, 110 workers borne on the scheme were brought on CRT and sent to MJP along with the scheme. Old sources, Chatri Talao and Wadali Talao were handed over to MJP for M&R.
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Systematic efforts were put in to reduce the expenses and to increase the revenue. For this purpose complete analysis of the distribution system was done based on the computer data. Demands from each area were analyzed and its trends were studied. Augmentation as well as improvement schemes were executed during this process. Augmentation scheme was complete by March 1994. Improvement to distribution was complete by 2001. Water was available from Upper Wardha Dam. Source was not a problem. Rational distribution was still a problem. To asses the new level of service, 100% house to house consumer survey was done and analyzed. Demands were reworked out and related to supply side for broader control at Old and New ESR points.
Statement of assessment, revenue and expenditure year wise will clarify the financial status. It can be seen that profit has not accrued till 2001-02 as compared to revenue. But since then, profit is the trend. Technological improvement has more concern to the profit in comparison to cutting expenditure by audit. Technology, sincerely applied goes long way. While rationalizing the supply it was aimed not to bring down the revenue. These efforts took four to five years to give the required results. As it was a soft part to train the meter readers, fitters, valvemen, supervisors and finally engineers. Consumers were also increasing in number and the demands also were increasing but still they were involved in the process by educating the meaning of the bylaws and rules for the billing process. For this purpose years computerization of the billing process helped to sort out the grievances of the consumers and redressels in the various forums. In last 25 years of management assessment, realization figures are increased 25 times, with profit peeing in after 20 years.
It can be revealed that to reduce the expenditure it is required to concentrate on energy cost. Separate attention was given to study the measures to reduce the expenditure. Major concentration was to reduce the pumping head so as to increase the discharge keeping the pumps as installed originally in the year 1993.Discharge was really increased.
With the adaptation of two measures there is a reduction in the head to the minimum of 20 m and the discharge was increased by about 35000 lit per hour for single pump application. System is always run for 24 hours. Naturally it was possible to plan for pumping at night hours more to get the benefit of subsidized rate per unit consumption.
Institutional efficiency
It is required to compile the hour to hour levels recorded for the various ESRs in the city. Total day's supply is also compiled. Comparison of the days supply with the supply made to the city in the earlier year. This comparison can be made for 4 years before. It can be seen that attempts are continuous to get the control over the supply year by year. Till the time when the supply remains constant or at par with the previous years’ supply, there is always a scope to improve. Results can be seen. Deciding the influence zones of the ESRs in the city, it was possible to identify the population served on the particular ESR. The demand and duty assigned to the ESR can be ascertained. For all the section officers the task was given to control the outgoing from ESR to be matching with demand from the relevant population. For want of better instrumentation, this was done from the previous data, and application was done manually. It took lot of time to stabilize the demands and duties of all the ESRs in the city. When the system was stabilized confidence level of the field staff was increased. Reporting and control management was improved. During the periodical meetings this exercise was discussed with field staff and they were shown the results in the saving in quantity of water. They were encouraged to suggest their own methods for further improvement. They were assessed and upheld. Due recognition was given to the field staff in the various functions for their good contribution in the process. From valve operator to section officer, all were “level conscious” as far the ESRs is concerned.
Before this indicator was in force there was no control over the water supply to the city. Day by day the demand is increasing and still the supply is getting reduced, is indicator to reduce the hydraulic losses.
Assessment increase measures
Increase in the assessment is mainly due to finding out the unauthorized stand post connections taken by Municipal Corporation. Corporation normally denies that they have taken the connections but still they exist. They are not on the record. Hence, it is not billed. Thereby it is a loss of revenue. Corporation may suggest that Pradhikaran can disconnect the connection. But, it is the user authority who is required to take the action, by giving notice to the local people surrounding the stand post area. Pradhikaran may take action after corporation has taken necessary steps. When unauthorized stand posts are taken on record the revenue will go on increasing. The bills are given with retrospective effect. These arrears are to be included in the basic records of corporation.
It is in the interest of the corporation to disconnect the stand posts, which are very less used but being charged at the constant rate by Pradhikaran. Disconnection shall be with the alternative that all nearby users can have the house connections given by the Pradhikaran. in that case the bills are being paid by the users and not by the Corporation. Hence, the Corporation, as well as, Pradhikaran is benefited. Statement of disconnected stand posts and recording unauthorized stand posts is enclosed and how the assessment has effected.
Professionals, doctors, etc., have been identified to be applied with non-domestic rates. House to house survey had been conducted. This survey had been conducted, by the staff of Pradhikaran. Irregular connections have been identified. In the survey level of service was recorded. In some cases 24 hour water was identified and in some cases, one hour supply was seen. For having equitable distribution necessary planning has been made. Irregular connections have been tried to be regularized. With all this, assessment has been increased substantially. Statement for such efforts is enclosed.
Efficiency increase tools
"Who pays" analysis from the computer has been very interesting. It was observed that normal regular payers are from the low income groups. In case of higher size connections, either the meters were out of order or the meters were not in position. Bills are found to be going on lower averages which recorded long back when the supplies were inadequate. This analysis also gives the inefficient meter readers, who were slack in delivering the bills. It results into less revenue. A sample statement is enclosed herewith.
Monthly receipts are tallied with the cash book figures. With 50000 connections of the scheme support from the computers is a must. This gives a cross check. Receipts are mainly through co-op. Bank. Similarly, assessment is given meter-reader wise. Computer gives an abstract of the status of the meters. The area in which nonworking meters are functioning, it has to be watched closely. It is very likely that consumers are happy with paying, at the flat rates, that is indicating higher supply area and more wastage. Line valves are required to be adjusted. A sample can be given to illustrate this point.
Cross checking by the totally different staff by directly contacting the consumers and asking their reactions, keeps a better control over the meter-readers. Changing areas or beats of the meter readers also becomes effective but there is a large proportion of resistance from the staff.
External contribution
Pradhikaran has allowed using the services of Co-op. bank for collection of revenue. It has five branches in the city. For 50000 consumers and 6 bills per consumer, in a year, maximum charges are Rs.300000/- per year. For computerization of bills it is rs.720000/- per year. Hence, total services taken externally are required to be paid up to Rs. 1020000/- per year. Expenditure on both these items is revenue expenditure. In terms of percentage it is hardly 1% of the revenue. Lot of thinking man days have been put into. It has not emerged into software as readymade. It is a customized software. Over a period it has become most utilizable and the intelligent software. Our staff means the same staff from the subdivision who is involved in the billing process. It is always better that the third agency is involved in the process so that there is always a countercheck on the happenings on the billing process. These counterchecks have been introduced in the software. The officer concerned, should make use of capabilities of software. There are other software in the field, but to get the equivalent transparency they need a long voyage. This software has been tested by every receipt audit. It has given all records. Software which was previously only used for billing is working at the same rates for receipts also. Naturally, it has the capability for developing the consumer wise, area wise, beat wise, month wise, abstracts and can create annual reports. Manually it is possible but considering the huge number of connections, it is always lagging. Vertical totals are sparingly correct. It is understood that these accounts should be kept manually. But it should be appreciated that earned revenue of crores of Rs. is entitled to have the computer cross check. Expenditure on the ledger creation will be only Rs.40,000/-. It is just .04% of the revenue. It will update everything. It will support the working of staff. All staff are not equal. Any fraudulent tendency can be curbed through cross check. For last such incidences, computer had come to the help and used by office to crystallize the extent of such activity. It had been the practice to tally the monthly receipt account with the cash book. Audit may think of keeping the process online. Install computers in the Subdivision, Division. It may cost something, but it is relevant to push the things ahead.
Internal economy
Over a period number of consumers has been increased substantially. For 56000 consumers and bimonthly billing 25 meter readers are required. But without appointing any external persons the job has been carried out by drafting equivalent trade wokers as meter readers. These were working as counter clerks, karkoons etc. they were released from their assignment as receipts were given to co-op. Bank. Extra expenditure was saved. It has the capacity to handle even more increase in the consumers. New tender now includes the condition that agency can further update the software into oracle, if required, to handle still better. Expenditure on establishment is given year wise and the trend may be noted.
It has started with the issue of system losses. They had compared the incoming water quantity to the billed quantity. This quantity was by computer by calculating reverse from the rate at which they were billed. Hydraulic quantity was compared with quantity derived from financial bills. Basically, these two are separate entities. Still, this was taken as a task. It took 3 years to get some positive results but now the trend is set. Following table will clarify the point.
Year Pumped Supplied % loss Remarks
1997-98 20.04 mcum 11.70 mcum 41.62 % loss
1998-99 22.00 mcum 11.70 mcum 46.82 % loss
1999-00 20.94 mcum 11.47 mcum 45.22 % loss
2000-01 23.37 mcum 10.28 mcum 56.01 % loss Maximum
2001-02 21.33 mcum 14.53 mcum 32.04 % loss Reduction 23.97 %
2002-03 21.28 mcum 16.18 mcum 23.97 % loss Reduction 32.04 %
2003-04 16.43 mcum 12.95 mcum 21.82 % loss Reduction34.19 %
Whole exercise was to improve the efficiency of the system. It has elaborated the answer for the improvement gateway. The lead has been taken to find out the root cause with the help of same available staff and guided them to go ahead on positive way, which is techno economical and professional too. Adding some more ESRs in the system has rationalized the system supply and has contributed in reducing the losses.
Immediate plans
Four new ESRs have been proposed and they are under construction with some addition of distribution system. Effect of which can be seen in coming two years. Methods have been logically imparted to all the field staff and that is the main success of the exercise.
24X7
When the losses have been controlled, it is a good base to take up the 24x7 water supply. It is not possible to apply to whole of the city as in old areas stand post supply still prevails. In this area 24x7 supply means the increase in the wastage. Hence, selection of new area has been done. In Arjunnagar area water supply is mainly on connections. In this area also trial is being taken on one outlet at the first instance. The details of the area are given below in the table.
DETAILS OF OUTLETS OF ARJUN NAGAR ZONE
As on 15.10.2007
S.No. Particulars Outlet No.1 Outlet No.2
24 Hrs Suppty Daily 3.00 Hr Supply
1 Diameter of pipe
350 mm 250 mm
2 Supply Hours
2 Supply Hours
24 Hrs. 7.30 to 9.45
3 Area covered
3 Area covered
Vinayak Nagar
Shegaon Gaothan MSEB ,
Arjun Nagar Coloney
Shrihari Nagar
Shriram Nagar
Rahatgaon
Sonal Coloney
4 Total Population 12879 9353
5Population served 8100 6150
6No. of Connections ( Exisiting ) 632 950
7Proposed new Connections 795 624
8Daily Requirement at 135 LPCD 1738665 1262655
9Present water supply in Ltrs. 950000 760000
( Actual supplied Qty )
10Actual Assessed Quantity 817500 610000
11Per capita Supply 117 124
12Loss of Water - % 13.94% 19.73%
13Peak Factor 3 4.5
14Total Length of Pipeline 9.51 Km 7.20 Km
15Proposed Pipelines6.20 Km5.40 Km
16Assessment per Year 28.08 Lakh 22.65 Lakhs
17Annual Recovery 23.75 Lakhs 17.32 Lakhs
18% of Recovery 84.60% 76.50%
19Per connection paid bill Average Rs. per Annum.
3758 1823
Water supply control has two fold effects. Apart from the reduction of losses main aim is to get more revenue. Use of water in case of 24x7 is expected to increase. It is always seen initially. However, if the billing efficiency is good then the revenue is comparatively increased. Per connection average payment per annum will be increased. For purpose of comparison the supply on the second outlet is available. The data is noted for the second outlet and it can be found out that first outlet has supplied less per capita supply in comparison with the second outlet and further it is to note that losses are less in this 24x7system. Thus 24x7 supply is no doubt effective and it is encouraging to improve the system by extending the concept of 24x7 water supply to larger area. On one side it educates the people to use less water as they shall have to pay for it and at the same time it has the facility to use water as and when required. It builds up confidence in the minds of the users.
STATUS OF WATER METERS OF ARJUN NAGAR ZONE - OUTLET NO.1 ( 24 X 7 )
As On 15.10.2007
Sr. No. Status Diameter Total % 100
15 mm N/D D N/D D
1Meters Working 103 605 609 99.19%
2Meters Non Working 000 18 18 2.93%
3Disconnection 1 4 5 0.81%
The status of the working meters in the outlet no. 1 area shows positive trend about the working meters. All consumers have meters and about 99% are working. This is a good sign of efficient management.
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Shrihari Nagar
Shriram Nagar
Rahatgaon
Sonal Coloney
4 Total Population 12879 9353
5Population served 8100 6150
6No. of Connections ( Exisiting ) 632 950
7Proposed new Connections 795 624
8Daily Requirement at 135 LPCD 1738665 1262655
9Present water supply in Ltrs. 950000 760000
( Actual supplied Qty )
10Actual Assessed Quantity 817500 610000
11Per capita Supply 117 124
12Loss of Water - % 13.94% 19.73%
13Peak Factor 3 4.5
14Total Length of Pipeline 9.51 Km 7.20 Km
15Proposed Pipelines6.20 Km5.40 Km
16Assessment per Year 28.08 Lakh 22.65 Lakhs
17Annual Recovery 23.75 Lakhs 17.32 Lakhs
18% of Recovery 84.60% 76.50%
19Per connection paid bill Average Rs. per Annum.
3758 1823
Water supply control has two fold effects. Apart from the reduction of losses main aim is to get more revenue. Use of water in case of 24x7 is expected to increase. It is always seen initially. However, if the billing efficiency is good then the revenue is comparatively increased. Per connection average payment per annum will be increased. For purpose of comparison the supply on the second outlet is available. The data is noted for the second outlet and it can be found out that first outlet has supplied less per capita supply in comparison with the second outlet and further it is to note that losses are less in this 24x7system. Thus 24x7 supply is no doubt effective and it is encouraging to improve the system by extending the concept of 24x7 water supply to larger area. On one side it educates the people to use less water as they shall have to pay for it and at the same time it has the facility to use water as and when required. It builds up confidence in the minds of the users.
STATUS OF WATER METERS OF ARJUN NAGAR ZONE - OUTLET NO.1 ( 24 X 7 )
As On 15.10.2007
Sr. No. Status Diameter Total % 100
15 mm N/D D N/D D
1Meters Working 103 605 609 99.19%
2Meters Non Working 000 18 18 2.93%
3Disconnection 1 4 5 0.81%
The status of the working meters in the outlet no. 1 area shows positive trend about the working meters. All consumers have meters and about 99% are working. This is a good sign of efficient management.
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