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Cover photo by Luke Duggleby Water Operator Partnership Facilitati Step 1 Identification - Profiling Operators Step 2 Introduction Matching WOP Partners Step 3 Establishment - Starting the WOP Step 4 Implementation ~ Advancing WOP Activities Step 5 Expansion ~ Supporting Scale-up and Replication Annexes Annex 1.1 Sample Questionnaire for Profile Annex 2.1 Sample Concept Note Annex 2.2 Sample Letter of Intent Annex 3.1 Sample Diagnostics Report ‘Annex 3.2 Sample Joint Work Plan, Annex 3.3 Sample Formal Partnership Agreement Annex 4.1 Sample Final Report ‘Annex 5.1. Sample Scale-up Action Plan 15 19 23 7 28 33 37 38 46 50 51 Water Operator Partnership Facilitation Guidelines Introduction Since its establishment in 2008, WaterLinks has facilitated more than 50 water operator partnerships (WOPS) in the Asia-Pacific region. Based on the lessons and experiences gained from these WOPs, the WaterLinks Secretariat has developed these Facilitation Guidelines for use by facilitators and partners to ensure that partnerships are effective in achieving their objectives of building capacities to improve operational efficiencies and expand access to urban water supply and sanitation services. n a five-step process, these guidelines presenta consistent but flexible approach for facilitating WOPs related to identifying, designing, establishing, implementing, and expanding Partnerships, The guidelines also include sample WOP preparation documents as annexes. The WaterLinks Secretariat will continue to improve these guidelines based on on-going and future partnerships under WaterLinks. The Secretariat will coordinate with the Global Water Operator Partnership Alliance (GWOPA) to support the application of these guidelines, whenever feasible, in other WOP initiatives outside of the Asia-Pacific region. The Secretariat also serves on the GWOPA Steering Committee representing Asia, The Secretariat is available to respond to queries about how to apply these guidelines and to facilitate WOPS (at info@waterlinks.orq). Key Activites Ney Activites + Identify potential operators + Introduce partners based on + Discuss preliminary interests matchmaking factors, incuding and pies priority development needs and + Greate operator profiles and upload interests, and capabilites to database + inode potential partners + Develop propose WO scope Outputs + Faaiitate agreement to partner + Operator profiles + Preliminary confimation ofintrest Outputs topariner + Proposed WOP scope concept note) + Partnership agreement (eter of intent) Key Activities + Cooitinateandimplement agnostics vist + Develop WOP joint workplan + Facitate work plan agrerent + Formalize WOP Outputs + Diagnosis report + Joint work plan incuding activites, milestones, resource contributions + Formal WOP agreement (MOU) Key Facilitation Steps ‘The WaterLinks WOP facilitation approach consists of five main steps: Identification Identify and profile water operators 2.Introduetion Match WOP partners 3. Establishment Start the WOP 4. Implementation ‘Advance WOP activities 5. Expansion Support replication and scale-up Key Activities Key Activities + Initiate and support work plan + Document and share WOP implementation achievements and lessons + Trackprogess and results + Falta development of scale-up + Factate regula communication and plication plans + Ite discussion on replication and + Hep seek technical and financial sale-up support for scale-up and replication Outputs Outputs + Progressrepors + Seale-up and/or repication plans + Callecion of WOP materia indding + Dissemination of WOP results training modules forreplation + WOP report on outcomes and impacts Water Operator Partnership Fat Glossary of Terms and Definitions Commonly used terminology includes: Development Partners ~ Donor institutions, international organizations, non-profits, foundations, national water associations and regional water utility networks that provide funding and technical support for WOPs. WOP Facilitators ~ Organizations that provide technical assistance and coordination support in facilitating the development and implementation of WOPs usually under contract or with funding assistance from a development partner. Facilitators typically help establish WOPs, and coordinate and monitor activity implementation, including developing Partnership agreements, work plans, and providing hands-on coordination and logistical support. WaterLinks Secretariat - Serves as the main coordinating body for WaterLinks that gathers and shares information on WaterLinks WOPs. With funding support from development partners, the Secretariat coordinates between WOP facilitators and development partners to help identify new WOF initiatives and to monitor and report on activities, The Secretariat also helps organize regional events such the annual WaterLinks Forum and manages the WaterLinks website. In some cases, the Secretariat serves as a WoP Facilitator, ‘Scale-Up — Expansion of the scope or coverage of a piloted initiative by ‘a water operator within its operating jurisdiction to impact a larger number of beneficiaries. Replication — Transfer of a model or good practice, policy or system froma water operator to another in a different geographic area, either within the same country or between countries. Mentors — Water and wastewater services providers that engage in a WaterLinks WOP by sharing good practices, policies or systems on an in- kind or cost share basis. Mentor services providers are also known as expert partners or resource partners. Recipients - Water and wastewater services providers that engage in a WaterLinks WOP with mentors on a cast-chara ar in-kind asic to adopt ond pilot good practices, policies or systems shared by the mentor. Recipients commit at the outset of the WOP to make best efforts to implement good practices. Recipients also make best efforts to mentor at some time in the future to help replicate the piloted good practice(s. Water Operator Partnership Facilitation Guidelines (continued) p Principles WaterLinks partners have developed the WaterLinks principles based on direct experience and lessons learned from implementing WOPs. The WaterLinks principles are in keeping with the guiding principles developed by the UN. through the Global Water Operators Partnerships Alliance. Waterlinks implement WOPS in line with these principles. Not-for-Profit \WOPs should operate on a non-profit basis. WOPs operate on a non- commercial, non-profit basis to strengthen operator capabilities to deliver efficient and equitable water services. Mentor operators ~ whether public cr private - share good practices and innovations with their recipient ‘counterparts in the spirit of collegiality. Through WOPs, mentor partners implement corporate social responsibility goals and programs. ‘Counterpart Exchange \WOPs should engage practitioners in direct exchange to facilitate the sharing of good practices, knowledge and information. Although varying in size and ‘organizational structure, water services operators in Asia often face common technical, institutional and financial challenges. Through WOPs, practitioners are able to share information and experience to help counterparts overcome specific challenges. By linking practitioners, WOPs not only ensure the transfer of expertise and practical knowledge, but also leverage the good will and enthusiasm of partners eager to share their lessons learned. Demand-Driven WOPs should be responsive to partner needs and interests. Operator partners and partnership facilitators design WOPs to address a specific priority in line with both partners’ needs and interests. Understanding these priorities and needs and possible solutions is crucial to the success of a WOP. Recipient operator needs typically focus on improvements in operations, management systems, financial arrangements and institutional capacity. Mentor operators may be interested in collaborating with specific countries or cities, of ‘exchanging information and good practices on a particular focus area, Reciprocal Benefits WOPs should be mutually beneficial for both operator partners. WOPs offer mutual, though not necessarily equal, benefits for both operators. Recipient ‘operators are better able to improve or expand service delivery by adopting new policies, practices and technologies. Mentor operators can achieve Corporate social responsibility goals, provide staff incentives, or identify new commercial opportunities. Results-Oriented WOPs should lead to measurable impact in terms of improved or expanded services delivery. WOPs should have clear and realistic outcomes in terms of improved or expanded service delivery specified in a joint work plan with well-defined objectives, activities and expected outcome. Achieving planned results, however, requires partner commitment and effective facilitation and project monitoring, Replication and Seale Up \WOPs should aim to promote adoption of effective policies, good practices and proven technologies. By design, WOPS facilitate replication of innovation between operators. WOPs enable the transfer of good practices, policies, and technologies between counterpart water operators within the region. Within country, national associations and networks can help promote further replication and scale up of WOP results Cost-Sharing Operator partners should contribute resources to the partnership, {as appropriate. To ensure ownership of a partnership, operators Contribute in-kind and financial resources, as appropriate, to support the implementation of a WOP. Development partners also provide financial support for implementation, results reporting and replication. Key Acivities + Ident potential operators + Dicuss preliminary interests and prints + orate operator poles and uooad todatabase Outputs + Operator pros + Preliminary confimation ofintrest topariner eee Coy General Water and wastewater services providers interested in WOPs have varying Priorities, interests, incentives, capabilities, and needs. To initiate a Partnership, the WOP Facilitator needs to identify: (1) the capacity building needs and priorities of prospective recipient water operators; (2) the capabilities, skill sets and incentives of candidate mentor operators; and (3) the willingness of both recipient and mentor operators to participate and contribute towards a meaningful and mutually beneficial relationship. In the process, the Facilitator consults not only with targeted water operators, but also with relevant government representatives and development partners. In some cases, the development partner supporting the WOP will specify operators or a target country in line with their development objectives or priorities. To help identify candidate WOP partners, the Facilitator needs to develop and manage information on interested water operators (recipients and. mentors, or collectively referred to as WOP partners), usually organized via a database, The database should consist of operator profiles (e.g, contact information, type and level of service, etc), priorities, capacity building needs, capabilities, and interest in participating in a WOP (eg, resource contribution). The WaterLinks Secretariat manages a database that may be accessed by the Facilitator in the operator identification of process as needed. Purpose The purpose of Step 1 is to identify candidate mentors and recipients for WOPs, Output Key output from Step 1 is alist of candidate WOP mentor and recipient partners including their profiles, priorities, capacity building needs, capabilities, and WOP interests. step? Identification - Profiling Operators (continued) Process 1.1. The Wo? Facilitator identifies potential WOP partners through direct consultations with relevant central and local government representatives, water operators, and selected development partners. In some cases, a development partner supporting the WOP will specify the mentor and/or recipient partners. 1.2.Following preliminary identification of potential WOP partners, the Facilitator works with the WOP partners to gather more detailed information on and understand their priorities, needs and interests through an online survey, email, or fax. Annex 1.1 provides a sample questionnaire for use in gathering information. 1.3. The Facilitator creates a profile for the target operators and populates its database with information from the survey/questlonnaire. On a routine basis, the Facilitator updates operator profiles. 1.4. Based on the collected information, the Facilitator verifies the willingness and availability of prospective partners to engage in a partnership. Once candidate partners confirm their willingness and availability, the matching process begins (Le. Step 2 Introduction ~ Matching WOP Pertners), Step 2 Introduction —- Matching WOP Partners Key Activities + Inoduce partners based on matching factors, induding ot development needs and interest, and panies + Ioduc potential partners + Develop proposed WOP scope + Falitate agreement to partner outputs + Proposed WOP scope (concept nate) + Partnership agreement (lter intent) Peery Pee General After identification, the WOP Facilitator helps to structure the partnership based on the defined recipient needs, mentor capabilities, and the overall pariners' interests. The Facilitator considers matchmaking factors (see 24 below) and seeks agreement on the terms of the partnership by both the mentor and recipient. For a partnership to remain focused and impact- oriented, it should be based on WaterLinks partiership principles [ace page 5). Based on the matchmaking factors, the Facilitator prepares @ concept note for consideration by candidate mentor/recipient operators and potential development partners involved in the WOP. The concept note outlines the WOP objective, benefits, targets, expected resource contributions and results, and anticipated duration. Candidate operators and development partners review and agree on the concept. To help reach agreement, the Facilitator when necessary organizes partner introductions. Upon agreement, the Facilitator formalizes the partnership through a jointly signed Letter of intent (LO!) or equivalent partnership agreement. The Facilitator also initiates discussions with relevant development partners, government and non-government organizations that may be interested in supporting the partnership, including future replication and scale-up of good practices emerging from the WOP. In WaterLinks each WOP should have the potential for replication/scale-up to expand the impact of improved operational efficiencies or access to services. Purpose The purpose of Step 2is to match a mentor with one or more recipients for a Wop. Outputs Key outputs) from Step 2 are: (1) a concept note detailing the WOP objectives, activities and outcomes; and (2) an expression of interest from both the mentor and recipient to initiate a WOP, formalized through a signed LO! or other written documents, as necessary. reed cre Process 2.1. Based in part on the profile information, the WOP Facilitator initiates the matchmaking process. 2.2. When both a mentor and recipient initially agree to partner, the Facilitator considers a range of factors to evaluate the potential success of the proposed partnership: + Partner preferences or priorities to link with specific countries or water operators + Validation of key areas to be addressed + Ability of recipient to adopt and adapt expertise and systems offered by potential mentors + Ability of partners to communicate in English or other common language + Ability ofthe partners to contribute resources (either in kind or direct funding) + Similar physical conditions — i. climate, terrain, etc. + Similar scale of operations in terms of customer base, service area, staffing, ete 2.3. The Facilitator contacts prospective mentors to validate their interest to enter into a partnership with proposed recipients. The Facilitator provides the mentors with profiles of the proposed recipients and facilitates preliminary discussions on the WOP focus areas. 2A. The Facilitator repeats Step 2.2 with a number of proposed recipients if the potential mentor is interested in a range of potential partners. 2.5. The Facilitator also explores engagement with relevant development partners, and government and non-government organizations that could support potential replication and scale-up of good practices from the WOP (see also Step 5) 2.6. Based on the preliminary evaluation, the Facilitator prepares a detailed concept note or proposal for discussion and agreement with the prospective operators and development partners. The concept note includes: brief partner profiles; recipient needs (no more than two key focus areas); mentor expertise; proposed technical assistance and step 2 Introduction - Matching WOP Partners (continued! Pee esti training activities; WOP objectives; expected duration; expected results or ‘outcomes; and replication and/or scale-up approach. Annex 2.1 shows an example of a WOP concept note/proposal. 2.7. As necessary, the Facilitator introduces WOP partners tor (1) confirm 'WOP objectives and focus areas; (2) agree on mentor good practices that could be adopted by the recipient; and (3) verify willingness of partners to provide required resources (in kind support and direct funding for system Upgrades or other improvements). As part of the introduction process, the Facilitator may arrange a conference call, coordinate an initial face-to-face meeting at a WaterLinks or other regional event, or organize an initial field Visit by the recipient to the mentor. 28, After WOP partners agree on the overall concept, the Facilitator helps formalize and memorialize the WOP by the signing of a Letter of Intent (LO}) or equivalent preliminary partnership note of agreement. Annex 2.2 shows an example of a LOL. 2.9. The WOP establishment process begins following concept agreement and signing of an initial note of agreement (Le. Step 3 Establishment ~ Starting the WOP). reer Step 3 Establishment - Starting the WOP General WOP partners typically req assistance to begin the partnership Key Activites and further understand the priority challenges. To validate the WOP concept, + Coodinate and implement and better detail the WOP scope, the WOP Facilitator organizes a 3-5 day agnostics visit iagnostic visit by the mentor to the recipient. The visit’s purpose is to have + Develop WO® join work plan the mentor observe first-hand the recipient's local conditions and assess + Facitate workplan agreement overall capacity building needs per the identified focus areas. During the visit, + Fonmalze Wor 'WOP partners and the Facilitator discuss a joint work program that addresses priority needs, has realistic targets and milestones, and will achieve tangible Outputs results in terms of improved operational efficiencies and/or expanded access + Diagnostics report to services, WOP partners also verify that the work program aligns with the + Joint wor plan inuting acts, recipient's investment plans to ensure availability of adequate technical, milestones, resource contributions financial and human resources to support the WOP and reach WOP targets. + Formal WOP agreement (HOU) With support from the Facilitator, the partners draft a joint WOP work plan including activities related to replication and/or scale-up. Upon agreement on a joint work plan. WOP partners and the Facilitator sign a WOP agreement (e.g. Memorandum of Understanding, or MOU) that outlines principal activities, expected targets, notional timeline, partner responsibilities and financial support. The MOU references the WOP work planas the principal document defining program activities. Purpose ‘The purpose of Step 3 is to ensure both WOP partners have a common. understanding of the partnership objectives and develop a joint work plan ‘that sets out the goals, activities, timetable, milestones, expected results, and roles and responsibil Outputs Key outputs from Step 3 are: (1) a diagnostics report describing the operations, challenges and capacity building needs of the recipient; (2) joint work plan detailing the objectives, activities, timelines, milestones, expected results, roles and responsibilities; and (3) a partnership agreement (c.g. MOU). ad Expansion Peay ed step 3 Establishment - Starting the WOP (continued) 3.1. Following initial agreement to partner, the WOP Facilitator arranges 23-5 day diagnostic visit by the mentor to observe the recipient's operations to: (1) assess the capacity bullding needs and operational Challenges per identified key focus areas; and (2) understand existing Processes and systems that would require improvements, 3.2.In arranging the visit, the Facilitator coordinates with both WOP partners to develop an agenda/itinerary, identify participants, and provide travel ‘and accommodations support. ea ead cerca 3,3, The Facilitator participates in the visit to help coordinate activities and ‘enable the recipient to best demonstrate key constraints and challenges, and to support the mentor in capturing essential information about its partner's operations. 3.4.By the end of the visit, WOP partners will have identified and agreed on key capacity building needs and challenges, achievable targets, preliminary actions for moating the targets. and resource requirements, 3.5. Following the visit, the Facilitator assists the mentor partner in preparing ‘a diagnostic report that summarizes the observations, discussions, and recommendations for improvements. Annex 3.1 shows an example of a diagnostics report. 3.6, Based on the report conclusions, the Facilitator assists WOP partners in ‘preparing a mutually agreed joint work plan that lists activities, targets, time frame and resource inputs. Ownership of or responsibility forthe implementation of WOP activities remain with the WOP partners. Annex 3.2 provides an example of a joint work plan. 37. The Facilitator also helps partners to designate key contact persons ‘or coordinators from the recipient and the mentor partners who are responsible for supporting work plan preparation and implementation 3.8, When WOP partners agree on the joint work plan, the Facilitator helps to formalize the WOP by assisting with the preparation and signing of an MOU. The MOU briefly sets out the commitments and responsibilities of the WOP partners (and the Facilitator), including resource contributions, and references the work plan as the principal basis for cooperation. Annex 333 provides an example of an MOU. When necessary, the MOU may also include organization(s) that will promote the replication and/or the scale~ up of innovations from the WOP. 39, Implementation of WOP activities start after agreement of the joint ‘work plan and MOU signing (ie. Step 4 Implementation - Advancing Wop Activities) Identification roe ety Step4 Implementation - Advancing WOP Activ Key Activities + Init and support work plan implementation + Tack progress and results + Facitate regular communication + Intatedscasion on replication and scale-up Outputs + Progress reports + Collection of WOP materials including traning modules + WOPreport on outcomes and impacts General After agreeing on the joint work plan, WOP partners begin advancing activities. Per the joint work plan, the WOP Facilitator helps manage activity implementation and monitors activities and results, such as training visits by the montor site visit by the recipienit to the mentor to observe model Practices and systems, correspondence for practical advice and problem solving, technology demonstrations, workshops, and peer review of system improvement plans. Where appropriate, the Facilitator assists with materials reparation, activity coordination, logistical support, and progress updates As necessary, the Facilitator also helps evaluate each activity by verifying the effectiveness of knowledge transfer, identifying constraints inactivity implementation (e.g. issues in communications, changes in WOP partner staff, etc), and checking progress. Near or at the completion of WOP activities, the Facilitator supports WOP partners to prepare a report that summarizes each activity, results, lessons learned, and further needs for improvements or scale-up of {900d practices throughout the recipient’ service area, The WaterLinks Secretariat also maintains WOP reports in support of scale-up plans and overall WOP promotion. Purpose The purpose of Step 4 is to carry out the activities of the joint work plan to achieve WOP targets. Outputs Key outputs from Step 4 are progress reports (including collection of activity materials) and the final WOP report. ay Co Process 4.1. WOP partners conducting activities outlined in their joint work plan will typically require support from the WOP Facilitator in terms of coordination. preparation, and follow-up. 42. For technical visits (mentor to recipient and vice versa), workshops, and ‘technology demonstration activities, the Facilitator works with the WOP partners to prepare agendas that includes itinerary, objectives, targeted participants, and expected outcomes. 43, The Facilitator further assists by: ensuring that relevant participants (e.g, appropriate trainers and trainees) are available to attend meetings/ activities; identifying site visits, meeting and training venues; and making all other logistical arrangements. 44 As needed, the Facilitator guides the preparation and review of training materials and presentations in advance of the visits based on the requirements identified by WOP partners. In most cases, the Facilitator helps with preparation, collection and production of training materials. 45. When necessary, the Facilitator assists with translation of materials, interpretation, and other communication requirements, 46. To promote greater replication of good practices, the Facilitator ‘coordinates with the replication partner organizations to involve additional operators in selected training activities. 47. The Facilitator maintains regular communication between WOP partners following technical visits through e-mail, follow-up phone calls, etc. 10 promote on-going consultation, including technical review by a mentor of new systems planned or put in place by the recipient. Poca es Cay 48, In between key activities, the Facilitator maintains regular contact with the WOP partners to track progress and achievements per the joint work plan, and to assess additional support needs. 4.9, When needed, the Facilitator identifies and provides additional technical support. 4.10, Near or at the completion of WOP activities per the joint work plan, the Facilitator supports WOP partners in the preparation of a report that summarizes each activity, results, lessons learned and continuing challenges. Annex 4.1 shows a sample WOP final report. 4.11. The Facilitator also initiates discussions and helps prepare a strategy ‘or action plan for replication and scale-up of innovations and/or good practices emerging from the WOP (Le. Step 5 Expansion - Supporting Replication and Scale-up). Perey Tree Step 5 Expansion - Supporting Scale-up and Replication General : WaterLinks promotes replication of good practices or innovations between Key Activities services providers at the regional and national levels, and scale up of good + Document and sare WOP practices within a provider's service area. Based on the WOP final report, achievements and lessons WOP partners and the Facilitator develop a scale-up action plan to determine + Facitate development of cale-up activities that will enable the recipient to apply the lessons and innovations and replication plans introduced by the mentor throughout its service area, To assist with scale-up, + Hep seek echnical and financial the Facilitator explores opportunities to extend the WOP, enter into another support for scale-up and replication partnership agreement with anew mentor, or identify additional technical support. For replication, the Facilitator and WOP partners document and ‘outputs disseminate WOP achievements and lessons during selected national and + Scale-upand/or replication plans regional workshops to other water services operators who may be interested + Dissemination of WOP resus in adopting the good practices themselves. Both mentors and recipients can foc replication serve as mentors for their peers, and will be encouraged to jointly prepare a replication action plan with support from the Facilitator. To seek support for and implement the replication and/or scale-up activities, the Facilitator discusses and coordinates with relevant development partners, government and non-government organizations. The WaterLinks Secretariat also helps the Facilitator and WOP partners in garnering technical and financial support for implementing the scale-up and/or replication plan based on the WOP results Purpose The purpose of Step 5 isto achieve greater impact of WOP successes by promoting and supporting the replication of good practices by other operators and/or the scale-up by the recipient. Outputs Key outputs from Step 5 are: (1) scale-up action plan with new or extended WOP; and (2) dissemination of WOP achievements and lessons to promote replication at the national or sub-regional level. ey cay cy Process Scale-up 5.1, At the completion of a WOP, the Facilitator and WOP partners identify follow-up activities to help the recipient partner scale-up innovations introduced in the WOP within its service area. 5.2. The Facilitator then works with the recipient to prepare a scale-up action plan identifying additional technical support requirements, anticipated ‘timeline, and targets. The plan may also Include Investment requirements. ‘Annex 5.1 shows a sample scale-up action plan. 5.3. The Facilitator helps the recipient identify technical support for implementing the action plan. Ifthe existing mentor partner remains interested in providing continued assistance, then the Facilitator prepares an agreement to extend the WOP. Ifthe recipient seeks a new mentor partner, then the Facilitator helps with the identification process. 5.4, When needed, the Facilitator seeks technical and financial support for scale-up from development partners, government and non-government organizations as appropriate, The WaterLinks Secretariat may also assist in this effort 5.5. With a new or extended WOP, the Facilitator completes Steps 2-4. With a new partner, the diagnostics visit could take place to help improve the action plan rather than to develop a new joint work plan, read Drea steps Expansion - Supporting Scale-up and Replication (continued) Replication 56 At the completion of a WOP, the Facilitator and WOP partners may organize a close-out workshop or participate in relevant regional or national events to disseminate WOP achievements and lessons with other interested service providers. The principal objective is to demonstrate how WOPs add value in strengthening operator capacities to result in improved operational efficiencies and/or expanded access to services. 5.7 The WaterLinks Secretariat and/or the Facilitator will also document WOP activities, achievements and lessons, and disseminate to showcase impacts resulting from WOPS in order to promote replication. Highlighting WOP results will trigger opportunities to expand the impact of improved services delivery through more WOPs, including with support from national or sub-regional associations or networks. 5.7 The Facilitator or the WaterLinks Secretariat will encourage recipient partners to assume the mentor role for their domestic peers, and will seek opportunities to engage national level development partners to support or develop domestic WOPs. 5.8 In structuring a domestic WOP, the Facilitator may follow Steps 1-4 {a5 appropriate. MAHARASHTRA JEEVAN PRADHIKARAN(K.R.) PROJECT DIVISION, AMBERNATH. Annexes Capacity Building Needs Survey Currently supported by the Asian Development Bank (ADB), International Water Association (WA) and the United States Agency for International Development (USAID), WaterLinks is a regional network that promotes Water Operator Partnerships (WOPs) between water and wastewater operators in Asia to enable improved or expanded access to safe water and sustainable sanitation in the Asia-Pacific region. WaterLinks supports three principal activities: 1) Establishing and facilitating water operator partnerships; (2) Building capacity through regional training and toolkit development, and; (3) Sharing knowledge and fostering networking, Capacity building initiatives presently focus on improving ‘operational efficiencies (e.g. NRW reduction; conversion to continuous water supply; customer relations development; water quality management; water service expansion to the urban poor; and sanitation/wastewater management services improvements) and could expand based on needs. Capacity building modalities under WaterLinks include: Partnerships: Pairing of a more advanced water operator (mentor) with an emerging operator (recipient) to help the latter improve its performance in 2 particular field (e.g., NAW reduction, water quality improvement) WOP activities usually take 9-18 months that involve technical assistance to develop and implement improved policies and practices, specialized on- the-job training, technology demonstrations and information exchange. + Training: reining programs tailored to local conditions and needs. + Knowledge Products: Provision of regional toolkits, manuals, and studies that highlight best practices in services delivery (e.g,, NRW management, awareness raising and promotion, septage management). While these knowledge products may be useful, you may prefer products in your own language and tailored to local conditions. + Communities of Practice (COP): Small groups of practitioners who are interested in sharing their knowledge and learn from others on a given topic (e.g., water quality, septage management). By joining a COP you would also get exposure to best practices from peers in other countries, To support and promote WOPS in XXXX, WaterLinks and XXXX are conducting the attached survey to map out the most suitable capacity building modalities. Information on operator priority needs and interests will enable WaterLinks and XXXX to identify appropriate linkages with potential mentor operators. f your organization is interested in engaging in capacity building initiatives, please complete the survey and return it to XXX. eee) Form Name of Organization Location (City, Country) Type 1 Public(eg. municipal provincial) 1 Private e.g. concessionaire) Contact Person Title Telephone Fax Email Population served (2 of total city/district/province population) Number of service connections Households ___ Commercial/Industrial Water source Surface water Groundwater © Natural spring water Water production capacity (m3/day) ‘Actual water volume produced (m3/day) ‘Actual water volume consumed (m3/day) Water availabilty hours/day) C 2shours/day CO <24hours/day Number of staff [Annual operating costs (USS/m3) Annual revenue (USS/m3) Average water taif(USS/m3) Wastewater treatment capacity (m3/dey) Wastewater volume treated (m3/day) ‘Annual operating costs for wastewater management (USS/m3) Annual revenue for wastewater management (USS/m3) ‘Annual wastewater services tariff (USS/m3) eee) We eee Please answer to the following questions in the matrix below: 3.1 Please mark ‘x’ the focus areas your organization is planning to improve in the next five years 3.2 Of all areas marked in 3.1, please rank 1 t0 4 by priovity/importance with 1 being most important 33 Please indicate if you have plans and resources allocated to address the ranked priority areas in the next year (Yes, No, ‘or Maybe) 3.4 Please indicate and rank 1 to 3 the capacity building initiatives that apply best to adaress your priority areas with 1 being ‘most important 34 ‘Type of Capacity Bulding Initiatives rosa 31 gay mele Focus Area fewest prong MawUmIE | orem |cpedes | ct] | Mamas [Pa sto _|\ Ging | Wo SOPs, ton (twinning) shOP Checklists In COP ‘Asset management Business planning/financial management Customer relations/outreach Energy efficiency and savings Mis/Process Control Systems (SCADA) Nor Revenue Water Management Project management. Promotion and public ro-poor services expansion Wastewater collection and treatment Water quality management Other: {your organization has excelled in selected focus areas above, please indicate the top three focus areas which you would share your best practices: Focus Area 1: Focus Arca 2: Focus Area3 no Opener cater seis 3 eee IF possible, please identity organizations with whom you would like to collaborate via a twinning arrangement on a specific ‘capacity building need, Please indicate which ofthe following technical assistance you would like to receive from a mentor partner (select all that apply): B Class-room training by mentor at your organization 1D On-the,job training by mentor at your organization 1D Short internships at mentor organization Study exchanges/visits to mentor organization 1 Manual, SOP, guidelines development by mentor 1B Virtual coaching by mentor through email 1 Peer review of existing materials by mentor 1 Other__ Of the types of technical assistance marked above, please identify the top two: Priority 1 Priosity 2: 21 Yate peat nan eae oe) Ged Partner contributions reflect readiness to participate in a WOP. In WOPs, both partners contribute to achieve their agreed. Targets to improve services delivery. Mentor organizations share theit know-how to their peers typically by providing expertise in-kind, such as their staff time. Recipient organizations receive new knowledge and information and typically contribute staff time, training venue, and financing to implement recommended actions from the mentor partner (such 5 capital investments for new or modification to current systems). The questions below will identify your organization's willingness and readiness to participate in a WOP. {your organization would lke to be a recipient of capacity building intlatives based on the two priorities listed in Question 4 please indicate whether your organization is (please checkall that apply): 1D Able to cat atido/roquect budgct to implement recommended actions 1D Willing and able to commit time and staff resources to work with mentor organization Willing and able to host visits by mentor organization 1D Willing and able to send staff to mentor organization for study visits/intemnships |Fyour organization would ike to be a mentor that provides expertise to your peers, plea ‘organization is (please check all that apply): Willing to share best practices for peer water operators through a national or domestic twinning program G Able to commit time and staff resources to work with and train recipient operator at their site 1D Able to accommodate recipient staff visits/study tours at your site Able to set aside budget to pay for some of your staf travel and related training expenses Coenen Does your organization currently receive technical and/or financial assistance from external supporting/donor agencies that ‘may integrate with a WOP or other types of cooperative engagement? 1 Yes (1 No dicate whether your yes, please check the focus areas that you currently receive support in: ‘Asset management Project management Business planning/financial management Promotion and public awareness Customer telations/outreach Pro-poor services expansion, Energy efficiency and savings Wastewater collection and treatment IMis/Pracess Control Systems (SCADA) Water quality management Non-Revenue Water Management Others: oocoooo0o000 Please provide details ofthe assistance that your organization is currently receiving: Development Partner Timeframe Draft Concept Note Partnership on Replicating Water Quality (and Energy) Management Practices in Vietnam Khanh Hoa Water Supply and Sewerage Company (Vietnam) and Macao Water Supply Company (PRC) in coordination with Vietnam Water Supply and Sewerage Association BACKROUND Based in Nha Trang, the capital of Khanh Hoa Province on the South Central Coast of Vietnam, the Khanh Hoa ‘Water Supply and Sewerage Company (KHWSSC) serves more than 80,000 customers (about 450,000 people or 90% of the city’s population) on a 24/7 basis. Being a Class 1 city, Nha Trang expects more than 50% urbanization {growth in the next 10 years and thus will raly on KHWSSC to continue providing water services. By August 2010, KHWSSC will become fully corporatized and thus will be increasingly compelled to improve its services delivery toits customers, Improving water quality management isa priority for KHWSSC in its corporate plan. In early 2010, KHWSSC completed its Water Safety Plan which helped it assess its current operations and identify public heath hazards and risks along water extraction, production and distribution systems, KHWSSC currently draws raw water from a nearby river and treats it through two facilites. Through the Plan, KHWSSC confirmed Its, needs to improve water quality monitoring (including proper sampling procedures and management/use ‘of sampling results) and water quality management inits distribution network as well as in its water production process. For example in selected service areas, the chlorine residual in the distribution network remains below the WHO/Vietnamese standards, leaving customers without adequate protection from pathogens. KHWSSC has also received customer complaints of turbid water in taps especialy during ‘meter replacement or installation works. KHWSSC seeks assistance to address these water quality issues. Energy savings is another priority. The Government of Vietnam has called on all industries to optimize eneray use, Faced with high energy use, KHWSSC is looking to develop and implement energy savings measures, including eneray audit approaches, Serving 550,000 residents in the Macao Peninsula, the Macao Water Supply Company Ltd (Macao 33. Wane Coenen can uns eee) Water) provides 24/7 water service and operates one treatment faci, including an !SO-certified water ‘quality laboratory. Macao Water draws its raw water from a river in mainland China, I outinely collects anc ‘analyzes water samples throughout the peninsula and publishes results forts customers on-line as well asin hard copy. Its residual chlorine ranges from 0.5-0.7 mg/l. effectively meeting WHO and European standards. Macao Water employs advanced water quality monitoring systems, and has optimized treatment operations to ensure drinking water quality. In addition, st has also undertaken intlatives to reduce its power consumption and energy use, through the adoption of energy efficient technologies. Macao Water has agreed to share its innovations and practices to help build the capacity of other water operators in the region as part ofits corporate social esponsibility efor Environmental Cooperation-Asia (ECO-Asia),a program of USAID, through its WaterLinks platform will facilitate ’ water operator partnership (WOP) between Macao Water and KHWSSC focusing primarily on improving water {quality management with a sub-activity on enabling energy savings. With ECO-Asia support, both partners «will develop and implement a 18 month partnership work plan that frames the WOP. During WOP activities, ECO-Asia will identify on scale-up needs and support for KHWSSC to ensure that water quality management improvements are sustainable and applicable for its entire service area PROMOTING REPLICATION OF INNOVATIONS While ECO-Asia support will focus on the Macao Water-KHWSSC WOP, ECO-Asia will also work with the Vietnam Water Supply and Sewerage Association (VWSA) to promote replication of innovations and good practices introduced in the WOP. VWSA’s two core activities for its members (.e all water companies in Vietnam) in the next year are supporting the development and implementation Water Safety Plans to warrant water quality improvements and promoting energy efficiency. Having organized numerous capacity building events and interest in promoting in-country WOPs, VWSA represents an excellent platform for disseminating innovations. ECO-Asia and VWSA will collaborate to (1) identify water companies (no more than three) surrounding Khanh Hoa province that have prioritized water quality management: (2) involve interested companies to participate in selected Macao Water KHWSSC WOP activities; and (3) organize administration of these selected WOP activities in Nha Trang, Potential participants around Khanh Hoa province are the Phu Yen WSSC, Binh Dinh WSSC, Dak Lak WS and Consteuction Investment Co, Lam Dong WSSC, Ninh Thuan WS Joint Stock Co,, and Binh Thuan WS Co, ECO-Asia (facilitate ECO-Asia and VWSA will also explore the possibility of KHIWSSC to take up @ mentoring role for other companies after completing the WOP. ‘OBJECTIVES The principle objectives of the 18 month WOP are to: + Bulld capacity of KHWVSSC to make sure safe water quality is maintained for its customers through improved water quality management and monitoring operations; + Have at least 25,000 people with improved water quality as initial pilot area followed by scale-up for all service areas, + Help KHWSSC reduce its energy use at least by 5% annually + Promote replication of innovations introduced through the WOP for atleast two other interested water companies in coordination with VWSA; and Introduce VWSA to the WOP development and implementation process. AREAS OF COLLABORATION AND PARTNER ROLES WOP activities will incorporate technical asistance and sharing of innovations and knowledge from Maceo Water to KHWSSC through remote consultations, classroom and on-the-job training, study visits, and Peer review of existing operations on producing and delivering safe water supply. These activities wil be incorporated in the joint work plan. Expected partner responsibilities ae: on ee Macao Water Develop WOP work plan with KHWSS + Prowide staff and materials (procedures guidelines ete) for WOP activities * Share innovations and knowledge + Host visits by KHWSSC * Contribute resources (staf time, local transportation travel) * Assist in preparing scale-up plans (including investment requirements) as necessary KHWSSC + Develop WOP work plan with Macao Water + Implement activities to improve services (inchiding sta motivation) + Adopt and adapt innovations according to local conditions > Host visits by Macao Water * Contribute resources (infrastructure investments, local transport, venue for selected activities) vwsa + Help identity adcitional water companies interested in participating in selected WOP activities * Co-organize selected WOP activities involving additional companies + Promote replication of WOP process + Support dissemination of materialsfinnovations developed in the WOP + Contribute resources (staff time) to administer selected WOP events ‘Additional water + Participate in selected WOP activities companies * Adopt and adapt innovations according to local conditions ECO-Asia + Faciitate work plan development + Fund and faciitate implementation of WOP activities per work plan + Monitor progress 235 nseGpat trent atin aie eee) Genes Eee) Key Activites a Dees Poly eal ANE Visit Macao, draft initial work plan and sign Letter oflntent (LO) to 0% (Aug 2010) XX x x partner List ofimereres ee | eae x x = tka (Aug 2010) Conduct preliminary assessment a sossment report ‘of water service levels/operations xx x x in NhaTrang by Macao Water Pt 2010) Prepare and finale joint WOrk ine work plan plan outlining detaled aces (62°. 5910) x xx x xx land resource requirements Sign Memorandum of Understanding (MO) © PAINE Mo (Oc: 2010) a A me % and implement joint work plan activities Implement work plan activities Improved services in NnaTrang and as necessary delivery (TBD per XX dx a x iwolve additional companies work plan) support (technical assistance, facilitation) Nate: <= main responsibility EXPECTED RESULTS Outcome: + Improved access to safe water supply of atleast 25,000 people in Nha Trang. + Increased capacity for KHWSSC to manage and supply safe water to its customers. Adoption of procedures and other applicable solutions by KHWSSC and additional water ‘companies to deliver safe water supply services and reduce energy consumption, + Reduction of energy use by 5% annually, ‘Outputs: + Development of procedures/guidelines for water quality monitoring and management and energy reduction by KHWSSC, + Atleast 3 additional water companies participating in selected WOP activities. + Engagement of VWSA in supporting WOP activities and in promoting in-country WOPS (Go support replication) sem ooemerrarmeny facta Gvtinn 36 Letter of Intent ‘To Establish a Water Operator Partnership between Chia Nan University (Taiwan), Calamba Water District (Philippines), and Laguna Lake Development Authority (Philippines), with support from Environmental Cooperation-Asia (ECO-Asi ‘This Letter of intent between and among Chia Nan University of Pharmacy and Science (CNU), Calamba Water District (CWO), Laguna Lake Development Authority (LLDA), and Environmental Cooperation-Asia (ECO-Asia), a regional [rogram of the United States Agency for Intemational Development (USAID), affirms the intent ofthe four partes to establish a water operator partnership (WOP) to support CWD and LLDA in designing and implementing new wastewater treatment facilities that rely on natural teeatment technologies. ‘The Calamba Water Dictriet (CWD) seeks to construct a new zeptage treatment facility thet will ue constiucted Wetlands to treat sludge and wastewater. Through this partnership, CWD seeks to develop the capacity to 1) select a technology and draft a conceptual design; 2) draft the detalled designs for the facility; 3) manage the construction of the facility; and 4) operate the facility ‘The Laguna Lake Development Authority (LLDA) assists local governments in the Laguna Lake watershed in reducing wastewater pollution, among other environmental impacts, through technical assistance, financing through its ‘ongoing LISCOP Project, and knowledge dissemination, Through this partnership, LLDA seeks to build its own capacity and disseminate knowledge to local governments (tentatively Angono and Lucban that are interested in using natural treatment technologies to treat their wastewater. The R&D Center of Ecological Engineering and Technology at CNU has assisted many cities in designing and operating septage treatment and constructed wetlands facilites. thas developed significant experience inthis fie ands, eager to share is best practices with peers inthe region. ECO-Asia facilitates water operator partnerships between water services providers to enable the transfer of best practices, expertise and technology through peer-to-peer exchanges. ECO-Asia seeks to improve septage ‘management servicesin the Philippines, and to disseminate best practices from this partnership. ‘To achieve these objectives, the four partners will develop and implement a joint work plan of activities that Includes technical assistance, tudy visits, and on the job training an the design and operation of natural wastewater {weatment systems. ECO-Asia will provide facilitation support to gain financing and complete work plan activities, ECO-Asia will not cover any costs related to project construction, equipment, or chemicals. While this partnership may. lead to further cooperation between CWD, LLDA and CNU, ECO-Asia will only suppor the activities defined in the joint work plan. This Letter of intent, signed on August 25, 2010, signifies that CWD, LLDA, CNU and ECO-Asia will sgn a Memorandum (of Understanding (MOU) in the last quarter of 2010, or such a time as the parties may agree in writing, to commit to implement activities in the joint work plan that they will develop, The patties agree that this LOI is intended to be legally non-binding and the parties shall not be bound by the terms and conditions herein until they have entered into a formal aoreement. yo __ yo0 Sr 000K Director, R&D Centerof General Manager, Calamba General Manager, Laguna Team Leader Enviromental Ecological Engineering Water District Lake Development Cooperation-Asia ‘and Technology, Chia Nan Authority University 37 pt net ton Gates Report on the Field Visit Da Nang City, Vietnam PROPOSED TWINNING PROGRAM ‘Manila Water International Solutions (MWIS), Danang Water Suply Company (DAWACO) and Environmental Cooperation-Asia (ECO-Asia) November 17-18, 2008 Submitted by: ‘Manila Water Company, Inc wae pment cies 38 239 wom One Paep ian Gaia Table of Contents, Introduction 2. Brief Description of Project Area 3. Findings and Analysis 3.1 Raw Water Source 32 Treatment Plant 33 Distribution 3.4 Others 4. Conclusions/Recommendation 5. Moving Forward INTRODUCTION ‘The Environmental Cooperation-Asla (ECO-Asia), a project ofthe United States Agency for international Development (USAID) Regional Development Miccion/Acia (ROM/A) has initiated a Twinning Program, involving the Manila Water Company, Inc. (MVC!) a Utility Company in the Philippines that provides water and wastewater services to the East Zone of Metro Manila and Da Nang Water Supply Company (DAWACO), a {government corporation that provides water supply services to the city of Da Nang in Vietnam, The twinning program isa strategy of ECO-Asla wherein a utility partners with another utility to share its best practices, core skills and competencies with the objective of: (1) increasing access to safe drinking water and sanitation, and {2) promoting regional dialogue and cooperation to share and replicate best practices. ECO-Asia facilitates the ‘arrangement and transfer of best practices, expertise and technology through peer-to-peer exchanges. “The focus ofthe proposed Twinning Program between MWCl and DAWACO is on improving DAWACO's water ‘quolity management processes, ospcially on maintaining adequate chlorine residual levels in the water Supply distribution network, to safeguard against public health hazards for at least 2,000 household customers. DAWACO is planning to improve its water quality management program under the Water Safety Plan framework led by the World Health Organization (WHO). [Asa first step to the Twinning Program, ECO-Asia has scheduled afield visit of MWC! representatives to Da Nang in November 17-18 with the following objectives: 1. Introduce MWVCI to DAWACO operations and staff and vice versa) 2. Assess current DAWACO operations by MWC! to understand its water quality management constraints through field visits/discussions, ang 3, Begin discussions on MWCI-DAWACO partnerships to assist DAWACO in effectively managing water quality and safeguarding public health. “The succeeding report provides an account of the two-day visit to Da Nang City by representatives from MUNCI Since the visit was brief, this report will only provide a preliminary assessment on the current water supply. condition of DAWACO as observed, gathered and analyzed by the Manila Water representatives through Ciscussions with DAWACO and ECO-Asia’s counterpart team. Moreover, it wil focus particularly on the Cao Do ‘water supply facilities that include the raw water source, water treatment plant and its service area affected by ‘the water quality problem. BRIEF DESCRIPTION The Project Area. The city of Da Nang fs the 4th biggest city in Vietnam next to Ho Chi Min, Hanol and Halpong. itis located in the central region about 764km south of Hanoi and 964km south of Ho Chi Min. It has an area of 1,256km? and an estimated population of 804,000. The city is well-developed and commercialized and is composed of eight (8) districts. It has diverse geographical features - rivers, mountains, seas, ete. Main industries include seafood export, tourism, factories and manufacturing plants. infrastructure facilites comprise an international airport, port facilities, railways and road networks, ie omit Prenton aes 40 Cente) Water Supply Scanaria, DAWACO ic a government ‘company that provides water supply services to the city. lt supplies 60% of the total water demand through the ‘operation of three (3) water treatment plants (WTP) located In various areas of ts service area, The WTPs produce a treated volume of water at 120 million liters per day (mid) (F 120,000 cubic meters per day (M'/day), The current water source of the two (2) treatment plants is the Cam Le River while the other treatment plant utilizes the water source from a spring, The total served population is about 453,000 with an estimated total number of 108,000 service connections Consumption per capita as provided is at 150 lit day, which is comparable to Manila Water's average consumption in its service area, On the distribution side, DAWACO has more than 2,000 kilometers of pipes which are relatively new in some areas. Pipe sizes vary from 100mm diameter to 900mmO. The average 'Non-Kevenue Water (NRW) is at 35.5% for 2008 but latest figure shows a marked decrease and improvement at 31.3%. Average available pressure is at 15psi but differ in some areas. Generally, treated water is delivered to the distribution areas by gravity except in some areas with higher elevation Present Development. DAWACO is upgrading its water treatment plant at Cau Do using the same source at Cam Le River. From the current capacity of Omid, it aims to increase the production level toa capacity of 120mld scheduled to be operational this year The treatment process Is conventional OBSERVATIONS, FINDINGS AND ANALYSIS We would ike to commend the Management Team of DAWACO led by its Director, Engr. Nguyen Truong Anh, viho showed keen interest to Manila Water's success story in providing safe and potable water to its 5 million customers, Whilst we note that there are areas for improvement on, DAWACO’s water quality management processes, the ‘managers and key staf of the Cau Do Water Treatment Plant are adept in the specifics ofthe facilities. Despite the language barrier, the WTP Manager was receptive in imparting his knowledge and experience in the operation of the facilities, His inputs have helped us in coming up with our preliminary assessment on raw and treated water quality. LUkewise, the team from the Technical Planning Department is very flexible in terms of doing different functions Such as collecting and testing water samples in addition to the planning works. The team had also shown expertise and knowledge of the distribution system with respect to pipe sizes, lengths, supply areas, ete which are all necessary to further assess the quality of water on the distribution side. 41 memtoocarare nites : eS ae DAWACO’s current challenge ison its water quality management, specifically the amount of residual chlorine of the treated water distributed to its customers which Is higher than standards in some areas near the Water ‘Treatment Plant while lower than standards in some areas of the distribution system. Both conditions pose hazards to public health. This was the focus of the 2-day discussions and field visits, to assist OAWACO in addressing its Water Quality Management. ‘The succeeding paragraphs present our findings and observations during the actual field visits and water sampling. For a more defined presentation of our report, we have divided our findings into four (4) areas ~ Raw Water Source, Treatment, Distribution and Other Factors all of which, we believe contribute to improving the Water Quality Management process of DAWACO, Raw Water. The Cau Do Water Treatment Plant abstracts its raw ‘water source from the nearby Cam Le River through an intake structure and a pond that is directly connected to @ pumping station, where, raw water is conveyed to the WTP located a few meters away. + The raw water is turbid with a brownish color. We were told that the turbidity (measured as NTU) varies depending on the season but the highest so far recorded is 2000 NTU. We note however, the absence of established dally raw water sampling and monitoring at the upstream source which will determine inadvance the amount and type of chemicals that willbe used for treatment +The raw water abstraction point is close to the mouth of the bay, hence, when the seawater backflows during high tide, the saline water contaminates the fresh water from the river. This condition which is predominant during dry season may pose some problems on the water duality since the WTP was designed for fresh water and not for brackish water, in which case may require more complex treatment, ie. reverse osmosis. We suggest however, for a further assessment on the level of salinity of raw water for a more conclusive study in this aspect. + There are nv established raw water sampling tests for otliet parameters, Le chemical, heavy metals, ete \We believe that for planning purposes, monitoring the quality of raw water should be in place. This is most needed especially n cases where there is a marked deterioration of raw water quality and there are activities upstream of the river, e mining, agriculture, industries, etc. Such information will assist DAWACO in coming Lup with a plan to address the deterioration of the rawr water quality from the Cam Le River Water Treatment Plant, The Cau Do WTP and facilities are situated in an area near the raw water source. The water treatment plant, chlorine house and chemical house are located a few distances from each other. The WTP Uses a conventional treatment process. Following are our observations at the Cau Do WIP facilities. + We note that some equipment for testing and analyzing water quality performances in the laboratory is not sufficient. Complete set and well-maintained laboratory equipment is ideal to minimize errors in determining water quality results. + Absence of analysis for other parameters ie. heavy metals, fecal coliforms, etc. Bacteriological Analysis should be done on a daily basis to ‘measure potability of the supply being distributed Other water quality parameters for microbiological, biological, physical, chemical and radiological requirements also need to be checked at least once a year. Such results are necessary for a complete water quality evaluation and quick response to water quality deterioration ifthere's any. Oper tamenitiion tiny 42 Peet) + Obtaining the results is manually done, Existing on-line measurement for residual chlorine may not be reliable, We also observed the absence of a control equipment and devices for measuring other necessary parameters ike pH and turbidity. + Greenish water is entering the filter beds which, we suspected to be high in biological counts such as algae. Small and light flocs were also seen floating in the basins which, may result to easy clogging of filter beds and thus, more frequent backwashing. Some leaks were also noted at the filter bed water lines. We boliove that officlency of plant operation, le, backwashing and chemical dosing can still be improved. The quality of the settled and filtered water may be enhanced by addition of inter chlorination. + Field testing equipment like turbidimeter may need calibration. Blinking lights seen on the turbidimeter and inconsistency of results may indicate that the equipment needs to be checked and calibrated to ensure reliable data + Wealto note that there is no standby generator set in the WTP in case of power interruptions. The long davntime during outages may contribute to contamination both at the treatment plant and the distribution lines. Water Supply Network. + As claimed, chlorine residual in the distribution network falls below the necessary WHO standard to maintain adequate water disinfection for pathogens thus, endangering customers, Some areas far from the w treatment plant had records of low to 2er0 residual chlorine. Although the results during our field sampling shaw a high residual chlorine, the Incidence of low chlorine residual may stil recur and may givea positive Coliform test results thus; water is not safe to drink. frying supply-demand may also result o unstable levels of residual chlorine especially at the farthest end of the distribution lines. As confirmed by the DAWACO Engineer, the chlorine levels are much lower during non-peak demand while higher when demand is also high, We find the profile of network system a bit complex as pointed out in the map with different supply points, thus, isolation of a problem area maybe quite difficult + Itwas also observed that definite procedures on sample collection and reporting of results are not in place. During the actual sampling conducted on site, we noted that the procedures are not complying with the WHO standard. In addition, the water sample collected should be a representative of the water under examination. Contamination during collection and before examinations should be avoided. + Criteria for selection and the frequency of sampling and testing are ‘not yet established, Data showed that the number of sampling points versus the number of households is not sufficient based on standards. Generally, selection and frequency of sampling should take into account the size and complexity of the network lines the rate of records yielding unsatisfactory results and the risk of epidemic and the practice of disinfection, + Some existing water sampling points - plastic faucet near a kitchen, ’ water hose lying on the floor and leaking taps are not within the standards for collecting points. Taps where samples are collected should likewise be cleaned, free from attachments and fully opened to allow the water to run fora sufficient time to allow flushing/cleaning of the service lines. 43 Yocr Cpe temenhofaceten Gates Peete) + The method for testing residual chlorine in the distribution network can ‘also be upgraded for a more reliable and accurate results. + Flushing points and blow offs are not sufficient and not strategically located to address remedial actions in case of dirty water complaints. Other Factors. The following refer to other items observed and the organization’ linkages with other agencies to address water quality problome. 2 Good housekeeping such asin the laboratory o in critical areas where the chemicals are stored can stillbe improved such as putting signage and provisions for safety. + Weak approach on responding to reports of dirty water ‘CONCLUSIONS/RECOMMENDATIONS Based on our preliminary findings and observations, following are our recommendations. thas to be recognized that other observations and analysis presented may nat be conclusive therefore we proposed that this be further assessed during the duration of the program. We will classify our recommendations into Short-Term, Medium-Term ard Long-Term based on the implementation time-frame and the investment requirement. Short-Term. These are stopgap or interim measures that are crucial, thus, need urgent attention. + We propose that Flushing and Disinfection be immediately conducted in the affected line where the residual chlorine is low. This would entail determining the required chlorine based on the pipe's supply volume. Modern methads of flushing and disinfection can be used to reduce its impact to customers. Monitoring of residual chlorine level after flushing and disinfection should continue for a certain period to ‘assess whether the condition has improved or not. + The provision ofa chlorinator shal be done only if there are indications that the problem is not eliminated after flushing and disinfection, otherwise, this may not be needed. The chlorinator's usually installed at the injection point, water tank or reservoir prior to distribution. + Asanalternative and counterchecking of results, we propose to use other method for determining residual Chlorine such as DPD method or use of digital colorimeter to provide more accurate results Medium-Term. These are measures or solutions that should be done within 3 months to one year period, + Cleaning and disinfection of filter beds. 1 Need to establish policies and SOPs on flushing and disinfection of newly laid pipes, sample handling, testing, random sampling and sanitary survey based on the WHO standard. «+ Formulate policies and SOPs in cleaning and disinfection of reservoirs, ragular sampling and testing of water reservoirs and pumping stations. «Establish data for the creation of recommended chemical dosage tables for easy reference in case of abrupt change in raw water quality. ideally, the raw water data should be year-round to capture seasonal changes. + Set-up procedures on random sampling and sanitary survey to further assess the source of dirty water ‘quality complaints. + Set up internal standards and water quality alert levels. Define criteria for selection of regular sampling points. Through the use of a network map, the sampling points can be located as a representation of a certain distribution network. + Improve sampling collection and handling by training key staf on the proper procedures. Purchase monitoring equipment such as turbidimeter, tr-meter, etc. to check color, pH and turbidity + Calibration of field testing equipment to ensure accuracy of results ne OpenrRetompfactin Gites 4 Cees) Long-Term Measures. These are measures or solutions that should be done beyond the one-year period. + Acquisition of lab equipment, chemical reagents and sampling paraphernalia. + Process to be in place in analysis, ie. elimination, isolation, etc. + Incase of power outage, there is a need fora continuous supply. Power interruption may lead to dirty water in the district network. Thus, there i a need for an alternative power supply, for instance, a standby generator Set that will automaticaly switch an in case af power outage + Strengthen linkage and communication with the Ministry of Health, Han Preventive Center and other {government stakeholders, such as the City Government. *+ Creation ofa Drinking Water Quality Monitoring Committee composed of (i) ll other water utilities including awaco Gi) national water laboratories (ii) Lacal Government Units (or its equivalent) (iv) representative from the Ministry of Health, + Setting up of internal standards, e.g. KPls, TMS. + More proactive approach in responding to dirty water quality complaints by setting up a procedure in such cases. * Creation ofa separate group/department within the Dawaco organization apart from the Water Supply Department that wil be responsible for management, regulation and research of water quality data of all point sources, Per discussion, DAWACO has agreed to allocate the necessary funding for key recommendations to manage Safe water quality such as purchase of essential equipment, hardware, materials to maintain adequate chlorine residual in the distribution network, Next Steps and Expected Deadlines. + DAWACO has conveyed interest to partner with MWCI, MWC! needs to confirm by first week of December. Both partners to sign the Letter of Intent to twin by mid-December, + With &CO-Asia facilitation, MWC! and DAWACO wil develop a joint work plan from now until September 2009 incorporating the recommended actions noted above including clear roles, performance indicators, ‘and necessary resources. MWCI will provide the technical expertise and practical solutions to assist DAWACO, while DAWWACO will provide the required resources to undertake the activities. + Upon agreeing on the work plan, DAWACO and MWCI will sign a Memorandum of Understanding to implement the activities in the work plan and mobilize resources both in funding from DAWACO and in technical assistance from MWC Both partners wil sign the MoU by January 2008. + Preparatory activities will begin in December after LO! signing, which may include additional assessments of the DAWACO operations by MWCL + With ECO-Asia support both partners will implement the work plan activities until September 2009. Joint Work Plan Philippines Multiple-Recipient WOP on Replicating Best Practices in Septage Management Background The Philippine 2004 Clean Water Act requires local government units and water dstriets (WD) to provide their jursditions with new wastowater infrastructure, most commonly inthe form of septage management programs. To date, with te asistance of USAID Philippines Sanitation Alliance (PSA) and USAID Philippine ater Revolving Fund Support Program (PWRESP), a numberof LGUs and WDs have adopted ordinances requiring septage management, developed feasibility studies for infrastructure evelopment, sought funds for infastructure investment and conducted promotion campaigns to build wilingness to pay for tari \With these foundational elements in place, a number of water districts such a3 Beliwag Water District (BWD), Cabanatuan City Water District (CCWD), Metro-Cebu Water District (MCWD), Laguna Water District (LWD), and Calamba Water District (CWD), seek technical assistance to develop septage treatment and management, programs. In particular, they aim to strengthen theie capacities in understanding the basic components of ’ functional septage management system (including site surveying, database development, outsourcing to/managing private contractors); desludging operations; and treatment facility design, operations and ‘maintenance, bidding, and commissioning. The WDs seek to gain practical knowledge on septage management from peer wastewater operators in the region. Indah Water Konertium (IWK), Malaysia's wastewater/septage management operator with extensive experience In water operator partnerships (WOPs), is wiling and committed to help build the capacities of its counterparts in Asia. Having mentored the Halong Urban Environmental Company and the Hai Phong Sewerage and Drainage Company (both in Vietnam) on wastewater treatment optimization and septage management, respectively, WK would lke to continue its participation in WOPs. ECO-Asiais facilitating @ multiple-ecipient WOP between IWK and the five Philippine water districts with special attention to BWD and CCWD since they have demonstrated readiness to build a facility and implement a septage management program, In Phase | of their septage program, BWD will serve its own urban water Customers while in in Phase iit will expand its operations to nearby communities. CCWD, on the other hhand is also actively pursuing its plans to provide septage management services. thas also completed its feasibility study for a conventional desludging and septage treatment facility. BWO and CCWD would receive more intensive assistance from IW in the form af draft reviews, ongoing remote consultations, and on-site assessments while other participating WDs at similar stages of developing their septage programs would attend selected WOP activities and gain feedback on their progress ‘To further strengthen septage management systems and processes within the local context, ECO-Asia would also engage Maynilad Water Services Inc (MWS). With ECO-Asia coordination, MWSI would coordinate With IWK to provide targeted capacity building support, host activities at its facilities as necessary, and share its more contextualized experiences with its peers. MWSI's contribution is part of its corporate social responsibilty program. Duration: 18 months Key Activities ‘This WOP work plan consists of a WOP Implementation Phase and WOP Replication Phase. During the Implementation phase, the partners identified activities that included a combination of site assessments, training events, ordinance work, and other local activities. At the onset of the first phase, ECO-Asia facilitated 2 visit by the Philippine partners to IWK in Kuala Lumpur (Malaysia) in November 2010 for introductions and discussion on key WOP activities, In this visit, recipient partners observed various operating technologies ‘Annex 3.2 (continued) managed by IWK to handle septage and gained first-hand exposure to IWK's capabilities and programs, The visit also included mini-training on site and treatment conceptual design, ECO-Asia and WOP partners completed the joint work plan (see worksheet below) and signed a Memorandum af Understanding to implement the work plan on Januaty 28, 2017 The work plan consists of five taining events In the Philippines and two in Malaysia and will cover 10 topics on the general process of septage management program that include septage collection, septage treatment, and by-products disposal. Key topics are as follows: 1. Demand Projection, Capacity Computation, and Treatment Facility Sizing - computing how much septage is being produced within a service area and how much of this would be processed in an annual basis, Output: design process and the required footprint for the treatment plant. 2, Site Identification and Selection ~ conducting an inventory of available land that will suit the required land area, Output:a technical description of the lot and a site development plan showing the layout of the various facilities in the lot plan. 3. Conceptual Design of Septage Management Process — finalizing the complete conceptual design starting from collection from point sources, hauling to treatment facility to disposing treated effluent and biosolids. Output:a description and a diagram of the entire program from collection to disposal. 4. Facility Detailed Desian and Environmental Impact Assessment - designing the treatment facility, Providing more details on sizes, material specications, quantities, flow direction, trafic and circulation, environmental impact mitigation measures. Output: a complete construction-grade design of the faclity ready for procurement, 5. Overall Planning and Scheduling of Desludging Works (including Record-keeping and Database Management) ~ formulating the desludging schedule while looking at the entire service area. Output: {esludging schedule including promotion, announcements, coordination, and evaluation ofthe service. 6. Operation and Maintenance of Facility and Tankers - operating and maintaining the facility and trucks. Output: a basic O&M guideline, « preventive maintenance schedule, and stocking lis. 7, Private Sector Partnership and Service Contract Management - managing and engaging the private sector through service contracting. Output: recommendations to decide and bid out contracts to the private sector 8, Testing and Commissioning of Newly Built Facilities - starting up the facilities and identifying needs to ‘engage customers and the general public in the program. Output: key steps to start-up the facility and trucks. 9. Sludge Management and Disposal Strategies - formulating schemes and strategies to manage biosolids, including other ways re-using the treated effluent and dried-up sludge. Output: strategies to manage the effiuent and biosolids. 10. Monitoring and Evaluation, Business Planning, Training and Certification - monitoring and evaluating the performance of the plant and truck operations, formulating shart-to-long term business plans, and planning for further training or certification of sub-contractors, service providers, vendors, and private contractors to. build capacity ‘At the end of the last training event, ECO-Asia will wrap up and support outreach to for the WOP replication phase. During this phase, ECO-Asia and WOP partners when necessary will work with PAWD to assist in developing a short module on septage management based on the materials and process used during the \WOP implementation. With concurrence from the PAWD board, this module will be disseminated and offered to 47 om cre rtm aes eC) member water districts to promote replication. Maynilad, BVYD, CCWO could also become mentors for theirpeers, Resource Contributions \WOP partners contribute to the work plan implementation either direct funds or in-kind contribution. IW and Maynilad will contribute their staff and specialists time, including senior management time, whenever required and suitable and also their facilities to demonstrate good practices to recipients, Primary recipient partners BWD_ and CCWD take turns in hosting training events, More importantly, BWD, CCWD, and the other recipient partners will secure funding over the 18-month period to secure land and infrastructure development (eg. treatment facilities, desludging trucks, and other equipment). ECO-Asia as facilitator will provide targeted financial assistance in support of logistical and travel requirements of both mentors and recipients. Key Targets at end of WOP) outcome «Increased capabilites ofthe Philippine WDs to design and implement septage management programs {including treatment, collection) «Startup of septage management program, for example through land acquisition, preparation of design documents oF initial constuction + PAWD strenathened to take up the replication facilitator + MWSI, BID or CCD becoming mentors for poer IDs in developing septage management programs ‘Mus streamiining participation int its corporate socal responsibilty program 1 ccontiuting te sustoinable develepmentin the rogion and gaining oxparianca in futher addressing septage management constraint in other countries Output + 45,000 people (9,000 households) in Ballwag and Cabanatuan to benefit from septage management program + Documented adoption of at east thrae new practices trom IWVK to the WOs: + At least 80 people involved in the training + Contribution by WOP partners exceeding $50,000 (in-kind or in cash) Memorandum of Understanding ‘To Implement a Water Operator Partnership between Ranhill Utilities Sdn Bhai (Malaysia) and POAM Tirta Khatulisitiwa (PDAM TK) (Indonesia) This Memorandum of Understanding (MoU) between Ranhil Utilities Sdn Bhd. Ranhill and POAM Tita Khaulstiwa [PDAM TR and Environmental Cooperation-Asia (ECO-Asia). regional program of the United States Agency for International Development (USAID}, affirms the commitment of Ranhill, PDAM TK and ECO-Asia to implement areivities under the agreed joint work plan developed through the RanhillPDAM TK collaborative water operator partnership (NOP) to help achieve PDAM TK's goals of providing safe water quality in Kota Pontianak, Indonesia [As the capital ofthe West Kalimantan province in Indonesia, Pontianak has a population of over 500,000 with round 62% receiving a tated water supply from the local water operator PDAM TK. Since PDAM TK manages the ‘Sbstraction treatment and supply of water through 3 treatment plants, iis responsible for ensuring safe water supply duality forts customers ond hos identifies the need to improve water quality management. PDAM TK currently faces wwater quality issues at the raw water source, treatment process, and within the distribution network, specifically in Yegard to water discoloration, sea water ingress (during the dry season, and low chlorine residuals. PDAM TK also plans to Implement and scale-up potable water service areas. PDAM TK seeks technical asistance from an established ater operator to help improve its water quality management operations and ensure safe water provision, Ranhil isa Malaysian water operator that has excelled in providing and managing safe water supply for nearly 3.2 hrllion residents in the state of Johor. Ranhill operates a renowned water quality management program that includes £850 sampling points and an ISO-cerified laboratory, consistently meeting national and WHO guidelines As the tly Asian water operator inthe Bonn Netwvork for Drinking Water, Ranhillhas completed the development and implementation ofthe Water Safety Plan (WSP], a WHO initiative for ensuring safe water quality provision through risk management. Rankill has participated in WOPs on water quality management improvements in Asia and is keen to Continue sharing its model practices and systems with peer operators. £CO-Asia facilitates WOPS to enable the transfer of best practices, expertise and technology through peer to-peet exchanges ECO-Asia also promotes scale-up and replication of knowledge transfer. Inthis atangement, ECO-Asia fe supporting a WOP between Ranh and POAM TK and seeks to Improve water supply quality for at least 15,000 esidents in Pontianak and surrounding provinces whenever possible in coordination with the Indonesian Water ‘Supply Association (PERPAMSI) by September 2011 To achieve the stated objectives, Ranhill and PDAM TK have developed a joint work plan that includes remote tGasultation, study visits, and on-the-job training for water treatment/distribution, quality management, and other ‘elated operational improvements. In implementing the work plan, Ranh, POAM TK and ECO-Asia will co-fund the vctivitice Ranhil will provide in-kind support through it technica services and administration of selected event. PDAM “Te wil fun any related capital investments and provide suppor in-kind for workshop venues, local transport and ‘aministration, ECO-Asia will provide facilitation support and targeted financial assistance to support the activities FCO-Asia will not cover any costs related to capital investment or equipment. While the linkage between Ranhilland PDAM TK may lead to further cooperative opportunities that benefit the two parties, ECO-Asia wl only support those activities defined inthe joint work plan “This MoU signifies the agreement to implement activities in the joint work plan. woo _ W000 x00 anhill Utities Sdn Bhd PDAM Tita Khatulisiwe Environmental Cooperation-Asia ope ae cto cin 30 FINAL REPORT on Implementing Twinning Partnerships to Enable Continuous Water Supply between Penang Water Supply Corporation (PDAPP) and PDAM Tirta Musi Kota Palembang (PDAM) in Indonesia under ECO-Asia/PBAPP Grant No. FY2010-03-W-10-05 Prepared for Environmental Cooperation-Asia (ECO-Asia) by Penang Water Supply Corporation 10th January 2011 51 Wate Opt Fat etn Gade, Table of Contents 1. Project Background and Overview 2, Brief Description 2.1 The Project Area 2.2 Water Supply Statistics and Project Site 23 PBAPP Profile and Structure 3. Tasks and Work Plan 3.1 Work Plan from the Diagnostic Visit 3.2 Tasks of the Twinning Partnership 3.3 Expected Results 3.4 Twinning Expenditure 4, Assessment of the Twinning 4.1 Implementation Plan 42 Pilot DMA - Cempaka Dalam 43 Water Pipelines Distribution Network - Cempaka Dalam 5, Summary of Visit and Activities 6. Conclusion 7. Recommendations 8, Lessons Learn from the Twinning Partnership nw oper eatin dies 52 1. Project Background and Overview The Environmental Cooperation-Asia (ECO-Asia),a project of the United States Agency for international Development (USAID) Regional Development Mision/Asia (RDMV/A) has initiated a Twinning Program involving Penang Water Supply Corporation (PBAPP), a Water Supply Company in Malaysia that provides water services and PAM Tita Mus! (PDAM), a corporation that provides water supply services to the city of Palembang in Indonesia, The twinning program isa strategy of ECO-Asia wherein a utility partners with another utility to shareits best Practices, core skills and competencies with the objective of (1) increasing access to safe drinking water and sanitation, and (2) promoting regional dialogue and cooperation to share and replicate best practices, ECO-Asia facilitates the arrangement and transfer of best practices, expertise and technology through peer-to-peer exchanges. ‘The focus ofthe proposed Twinning Program between PBAPP and PDAM is on improving PDAM's water supply Services delivery and alm to increase access to 95 percent by ensuring prime water supply quality, quantity and Continuity for at least 40,000 residents in Palembang by December 2010, ECO-Asia has supported this twinning program between PBAPP and PDAM by providing a grant to PBAPP for out-of pocket expenses of all parties, which includes among others, travel expenses, training expenses and other miscellaneous expenses associated with the implementation of twinning activities. The twinning agreement was signed on the 10th December 2008 for 13 months. In this arrangement, ECO-Asia seeks to improve water supply services forthe residents in Kota Palembang, Indonesia. Through WaterLinks, ECO-Asia will disseminate best practices and results emerging from this ‘winning arrangement. 2. Brief Description 2.1 Project Area POAM Tirta Musi Kota Palembang (PDAM) provides water supply to about 1.2 million residents. Drawing water from the Musi River, the PDAM channels the raw water ‘through six waterworks. Kota Palembang geographically is almost flat and the majority of the population works {and resides mainly n the city centre, With 133,542 connections, 6 water treatment plants and ? customer service Centres, PDAM manages to maintain the operation smoothly with dedicated staff and visionary management PDAM plans to enhance its operational efficiencies by addressing water quality issues and enabling continuous water supply. It experiences intermittent water supply in its service areas, thus contributing to greater infrastructure wear and tear leading to water ‘quality hazards, In the past several years, the PDAM has undertaken major improvements to enhance its services delivery and bby 2012 aims o increase access to 95 percent by ensuring prime water supply quality, quantity and continuity (of wihich currently nearly 95,000 customers have intermittent supply, PDAM plans to enable continuous water Supply starting in Cempaka Dalam where customers were used to receive intermittent supply for 12 hours per day before the twinning partnership begins. PDAM is planning to upgrade water quality management by strengthening monitoring, to rehabilitate the distribution network, optimize distribution processes and redice water losses in order to achieve {33 scm Oper Pett ation aes 2.2 Water Supply Statistics and Project Site 00.654 Ae fons I divided into | borough and105 vilage-units Population numbers PDAM Water Supply Sta 009 Installed capacity 3570 ltelsecand Production capacity 2730 ltrelsecond 2 Lengh af Tranemission/cisbibution pipe 2429 km 4 Number of custo 33542 HC © Level of NRW 432 4 Level of service coverage 80% 4 Average water production cost (US§0.29 f m 4 Average selng price (USBO34/ m’ 4 Number of empioyee 4447 people 44 Employment ratio per 1000 customers 334 PDAM Woter Supply Intake, Water Treatment Plant and Distribution Centres tom Qpevehmenho fein Cid 54 eee) PDAM Water Supply Service Coverage and Expansion Plan am Year 2003 (43185) Wm Yes 2004 1 Yer 2005, Wi Yer 2006 2.3 PBAPP Profile and Structures PBAPP sa private limited company established under the Company Act 1965. wholly-owned subsidiary of PBA Holdings Bhd, PBAPP was granted an operating license pursuant to Section 16 ofthe Water Supply Enactment 1988 to operate as water supplierin the state of Penang, PBAPP produces and supplies 100% coverage in urban areas and up to 99.5% of Penang's rural population, To cater to the growing needs of the people of Penang, PBAPP operates a 24 hours cal center to attend to complaints and enquiries by the customers. It also has nine Customer Care Centers located in various areas on the Island and Seberang Pera In 2009, Perbadanan Bekalan Air Pulau Pinang Sdn Bhd (PBAPP) produced 333,262,673 cubic meter (cum) of treated water to meet all the water supply needs of the state of Penang, As at December 2009, PBAPP served a total of 493,234 registered water consumers in the state of Penang, of whom 432,422 were domestic consumers and 60,812 were trade consumers (including multinational corporations, international hotels and government department or agencies) Among our significant achievements are the establishment of a blueprint for the corporatization of PBAPP; the listing of PBAHB; and underlining the Key performance Indicators (KPIs) for a well-run water supply company. Our approach also highlighted the continuous improvements in our system such as being able to maintain ‘our business performance, as well as providing the people with what they deserve through Customer Care, 55. oop Pe on Gane eee) International Certified Management System (150), Non Revenue Water (NRW), Integrated Revenue Management System (iRMS) AND Geographic Information System (GIS). PBAPP has received the following Quality Management Certifications: + 150.901.2000 Quality Certificate (Treatment and Supply of Water with Provision of Customer Services) in 2003 by 56S. «ISO 14001:2004 (management and Treatment of Raw Water Supply of Potable Water FOR Batu Feringghi PBA Water Treatment Plant and Teluk Bahang Dam in 2005 by 36S. = OHSAS 18001:1999(Treatment and Supply of Water with Provision of Customer Services) in 2006 by SGS. 1 50 14001:2004 (Management and Treatment of Raw Water Supply of Potable Water for Waterfall Treatment Plant) in 2007 by SGS. + MS ISO/IEC 17025 (Competent Testing and Calibration Laboratories) in 2009 by Standards Malaysia. 3. Tasks and Work Plan 3.1 Work Plan from the Diagnostic Visit to include: '3) Awareness training on Holistic Non Revenue Water for Top Management and key personnel b) Hydraulic modeling for Zone C (Kota Lama) covering the areas such as system familiarization, field test, design plan, model building, model calibration etc; Design the Pilot District Metering Areas (DMA) for Zone CS (Bombaru district) to facilitate analysis, monitoring ‘and scheduling of active leakage control for NRW reduction; 4) Geographic Information System (GIS) for Zone C covering the activities such as updating the plan for new and existing mains, itings, hydrants, generate of accurate maps and plans, data integrity check and verification work; ¢) Asset Management- Identify and locating of positions of the assets such as valves. pipelines, hydrants, air valve etc: £) Billing System ~ Benchmarking with PBAPP in meter reading activities and system implementation 3.2 Tasks of the Twinning Partnership Task I: Support PDAM Tirta Musi in improving operational efficiencies such as managing water quality and ‘enabling continuous water supply in Palembang e preparing materials and sharing them for capacity building as well as for adoption by PDAM (e.g. training modules, operating procedures, guidelines, forms, design specifications, ete) through training and distant ‘consultations such a © Water sampling procedures/sampling recording in production and distribution processes as well as water ‘sampling analysis and use of results for improving operations: + Overview of risk management of water supply provision; + Overview of identifying and preventing public health hazards in water supply provision: 2 Optimizing water treatment and distribution processes to protect against potential public health hazards due to turbidity, suspended solids, total coliform, low residual chlorine, leakages, etc NAW management techniques for supporting continuous supply such district metering area design and implementation, leakage detection and reduction, pressure/flovr control + Others as required to Improve water quality management optimize treatment system operations and ensure continuous supply in Palembang + Implementing activities per established joint work plan to include: + At least four visits to Palembang to conduct training and activities mentioned above, to monitor/ensure progress, and to assist with operations troubleshooting; «+ Host at least one visit and/or short internships ifrequited (4 days max) of PDAM staff in PBAPP Penang operations as part of capacity building activities, + With ECO-Asia and PDAM, capturing and verifying partnership results in Palembang. + Completing regular and final reporting as specified in the work plan and grant requirements to ECO-Asia on Goat Frm cnan sat $6 rae Task 2; Participate in regional events to share best practices/train other water supply service providers in ‘improving operational efficiencies and in promoting water operators partnerships (WOPs) PBAPP serves as a resource to promote the benefits and importance of twinning arrangements in view of PRAPP's technical expertise in managing water quality and in ensuring 24/7 continuous supply of which Position PBAPP as a model for WOP promotion events or regional training on water supply service delivery improvements planned by ECO-Asla, ADB or IWA under WaterLinks. In this task, PBAPP will * Provide one resource person to share best practices on water utility operations (e.g. training) and fon experiences of partnership in no more than two regional events including workshops, taining, conferences, etc Participate in and help facilitate discussions on topics related to improving utility operational efficiencies and twinning partnerships during regional events. 3.3 Fupected Results + Improved water services delivery for atleast 40,000 urban residents in Palembang; * Adoption and replication of at least two best practices each by PDAM to improve their operational efficiencies in providing safe and continuous water supply services; best practices could be on water sampling procedures, system optimization, pressure management, chemical dosing operations etc; + Increased capacities for atleast 25 PDAM staff to improve operational efficiencies; + Increased promotion of water operator partnerships/twinning arrangements through facilitated regional ‘workshops and seminars; and/or + Increased capacity of at least 15 service provider staf in the region to improve operational efficiencies. 3.4 Twinning Expenditure ECO-Asia has supported this twinning program between PBAPP and PDAM by providing a grant ta pay for out- of pocket expenses of all parties, which includes among others, travel expenses, training expenses and other miscellaneous expenses. The spending from grant funds is $24,910 with a cost-share from PBAPP amounting t0 $20,680. 4. Assessment of the Twinning 4.1 Implementation Plan Toachieve the objectives, ECO-Asia facilitated a partnership between the PDAM and PBAPP. As a holistic ‘water operator in the state of Penang with 24/7 service, PBAPP has improved its water supply distribution by efficient management of Non-Revenue Water and enhance efficiency as well as productivity The partnership implementation plan is to enable continuous supply in Palembang using NRW management (including asset management) techniques. In Palembang, PBAPP GIS engineer has installed for PDAM two (2) STRUMAP GIS Licenses & software to carry ‘out a familiarization study of their GIS system and help with the digitization as well as compilation of the data. PBAPP has condlucted training on the GIS system for PDAM officers in Palembang of which has enlightened them on how they can replicate this GIS work to other areas in their distribution network in Palembang, PBAPP thas also inspected seven meter positions in Cempaka Dalam for the setting up of DMA in order to ascertain the NRW control measures and enable continuous supply, The activities aso involved a few modules of training, technical assistance on the design and operations of pressure monitoring zones and pressure control and distribution, 4.1.1 The phase 1 program during the visit to PDAM in January 2010 as follows: GIS System Training & Building Hydraulic Modeling + Initial feedback & suggestions for improvement on current set up. + Setting up of Gis System by using STRUMAP, a water based GIS. + Conduct GIs introduction Training including verification of GIS asset data. + Conduct GIS technical training by using STRUMAP. + Overview & Data Collection on Hydraulic Modeling, 57 Wie Oot Patri atin Caen ee) + Sharing of Standard Operating Procedure. Conversion of existing data (asset and base map data received from PDAM) to sbf format. + PDAM to prepare Schematic Drawing for DMA Cempaka Dalam by using M'soft Visio (to include all water asset instalation, valve status and flow direction) + Conducted field test for flow and pressure readings from all the 5 inlet points. + Verification of data and schematic drawing from PDAM 4.1.2 The phase 2 program during visit to PDAM in May 2010 as follows: Set Up of Pilot DMA + Setting up of DMA and selection of inlet point into the DMA with one (1) inlet. 1 Simulation test to sustain pressure in the DMA with at least 1.0 bar at the remote/highest point. 2 Sustain 24 hours supply instead of normal intermittent supply + Replacement of water meters on scheduled basis + Determine size and type of pipes and distances in the reticulation system + Registering actual meter readings + Tackling illegal connection + Recording of initial NRW + Target Number of Customer (1000 ~ 3000) + Visible Leakages repaired and recorded Established register for type of pipe defects and repairs + Monitoring and recording of maximum/minimum night flow reading via loggers + Step Testing to determine area with high night flows. + Active Leakage Control activity Using noise loggers + Using leak noise correlator + Using ground microphone POAM staffs were also demonstrated on the usage of ground microphones to detect leak points on the ground by a vendor from Jakarta, They were also being briefed and demonstrated on the various equipment used for active leakage control by a vendor namely noise loggers, leak noise correlator and ground microphone. PRAPP has inspected a set owned by PDAM carrying Siemen brand but the equipment has not active for 5 years ‘and has recommended them to service and make full use of the equipment as POAM were mainly conducted passive control. PBAPP had advised them that Active Leakage Control is a must to complete the process of DMA monttoring. PBAPP has visited several other sites proposed as new DMAs. PBAPP held briefing and discussion session with PDAM Unit Heads on thelr proposal and the current water supply. erence) 4.2 Pilot DMA ~ Cempaka Dalam 52 ma Opteron ies Coen) Summary of Visits and Activities Date of Visit January 17-22. 2010 (Palembang) (6 Site visit to the Pilot DMA — Cempaka Dalam site to check out the progress incoming su 4 Presentation on Water Loss Awareness — the Bigger Picture. Touched on the need to look out for materia quality, collecUon of data for pipe bursts-ype & cause of bursts, asset management (mapping. location of pipes and maine —size & length). Setting of targets and del the construction of the meter positions. There are S and encouraged two way ly pipes into this DMA, ‘communication and exchange of 4 Discussion and presentation on Active Leakage Control — pressure management, equipment use (Noise loggers, LNCsete) and meter management. here was a healthy exchange of information with the floor which included the Direktor Teknik (Pak Stephanus) and his KepalaBahagian and KepalaSeksi throughout the session 6 Site visit to Cempaka Dalam with Pak Avie (Eco-Asia coordinator) ane the PDAM Tirtams's operation team to check out the plot DMA ste. There are 1344 household connections in CempakaDalam; the plot LOMA is about km x 2km in ize. The NRW figure for this area roughly computed (but yet to be confirmed) was 55% to 60% 4 From the walk about till pm, there were numerous leaks for the PVC pipes and meter positions, instances of water theft, legal connections, buried meters, communication pipes exposed across the roads and etc, Sorne houscholes even had small pump eats which they Used previously when the water pressure was low The max and min pressures recorded were 20m and 8mm respectively {8 Avisng from the mornings site vist, a meeting was arranged to 4 Setting of targets and deliverables discuss on the work plan and schedule for the activities to be ewecuted and encouraged two way. in the Pilot DMA of Cempaka Dalam before the arrival of the next communication and exchange of team from PBAPP to monitor the progress and equipment vendors opinions. for demo session. The work plan touched on the need to repair ll the visible leaks, re-taying Some communication pipes (badly leaking). replacing meters more than 5 years old (about 300) as well as, disconnecting an existing old AC pipe. Also visited the Bahagian PKA to ‘check on the 5 data loggers and Primayer software to be used for the pressure and flow logging ‘ Continued with the briefing on quality control on pipe testing (PVC 4 Best practices and procedures on pipes) ~ slow crack growth propagation and elevated temperature water management and maintenance pressure testing valve qualty check to BS 5163EPDM testing on rubber 4s well as quality control were also rings and gaskets (polymer content.type and file) and pressure and briefly explained and dissed. leakage testing on new pipes. 4 Setting of targets and deliverables. {6 Conducted GIS training for 10 participants 4 System Famiinrization for the GIS model and transferring of 2 GIS Licenses to PDAM, or oratarreni Fata eines em Cor) Date of Vist May 23-27, 2010 (Palembang) 46 Fieldwork and Site vst on the pilot DMA at Ci Palembang. Checked the area, metering, p repair actities etc. The followings have been noticed: + Managed to supply 24 hours from 8 hours originally + One inlet only, which originally was seven, * Number of regstered customers have increased due to disconnection to ilegal connection (1490 customers) + Repair works are on going + Pressure at inlet is at 2.0 bar + Number of customers is 1490. npakaDalam, 6 Demonstratio on how to carry out step testing at OMA, (CempakaDalam after ricnight which PDAM has divided the DMA into. sub-areas to check which sub-areas gives the highest flow. 4 Griefed on the Standard Operations Procedure in setting up District Metering Areas (DMA) and the selection of DMAS. Joint study on the reticulation system of the proposed CempalaDalam DMA and the various factors to be considered before DMA can be identified and put in place such as: + No.of customers * No.of inlets to the area * Supply durations * Supply pressure ‘= Type of actutties inthe area * Type and size of pipeline ‘Total consumption + Age of meters + Any illegal connection + Type of breakages 61 dpe Preteen Gees re recorders installation 4 Setting of targets and delverables as wel as Best practices and procedures. 4 Serting of targets and deliverables 2a well 92 Be procedures practices ant 4 Best practices and procedures on setting up DMA were explained and discussed ere) Date of Visit July 4-8, 2010 (Penany ‘Presented to 4 delegates from PDAM on NRW management covering #Notes and PBAPP's SOPs as the following topics references with discussion to adapt + Speed of pipe repairs to PDAM environment, + Quality of pipe repairs ve Leakage Control + Supervisory Controls of Staff + Supervisory Functions Other topics involve are the logistic processes in repair works from extracting of repair orders until repair jobs are resolved systematically 4 The delegates went for a field Vist to observe repair works on main) @ Notes and PBAPPs SOPs as pipe and communication pipe. Given practical usage of NRW equipment. references with discussion to adapt such as noise loggers, leak noise correlator and ground microphone at_to PDAM environment. PBAPP NRW training grou ¢ Visited one of PBAPP DMA site namely Cheeseman Road at night and demonstrated how a step testing being carried out and what are the data required to be recorded during the test. {4 Briefed on how to analyze the data and to idertfy the sub-areas # Notes and PBAPPs SOPs as vith high night flows, which reflect high tendency of underground leaks. references with discussion to adapt Briefed them on the importance of active leakage cont ‘to PDAM environment 6 Ticld weit to PRAPP construction cite to witness pine repairs work. 16 Briefing session at the operation centre on best practices on asset management with focus on meter management. { Discussion session on establishing SOPs for material quality control in the procurement process with area of concems on specifications and standard review of Indonesia Standard (SNI) on pVC pipes and valves 14 Provided Lectures/ Workshops (Includes guidelines for) ‘+ NRW Management + Asset Management + Material Quality Contro! Opt rrmemnptaaen cues 62 Date of Visit: October |-3, 2010 (Palembang) ‘4 Presented and discussion on quality control for materials used in the @ Setting of targets and deliverables water industry as well as material specications should be drafted and as well as best practices and set up procedures. @ Discussion and briefing on the update of the progress of work at the pilot DMA — Cempaka Dalam & the other 15 DMAs being set up. ¢ Discussion on the partnership activities which involved 6 Setting of tag + Review of partnership objectives of the partnership. + Identification of key topics and activities for the continuation of ‘the partnership + Determination of resources required + Mitestones * Replication plans and deliverables Briefing by PDAM on the status of PDAM's hydraulic modeling and GIS System, ¢ Site visits to DMAs in Seberanglilu, Rambutan, KM4, 3 lirand 4 Best practices and procedures on KarangAnyar to check on the site conditions and issues on giving 24 setting up DMA were explained and hours continuous supply discussed, @ Site vst to the pilot DMA ~ CempakaDalam for visible leak detection and check on pipe replacement work. 4 Discussion on the work plan for the extension ofthe partnership of which the target were set as folows: + more DMAs to be completed by Jun 2011 + Additional 6000 HC to receive 24 hours supply + NRW to be reduced to 208 forall OMAs (8 er opel arene cen Ge Perec of Visit December | 2.2010 (Penang) following Notes and PBAPP's SOPs as main topics: ‘ferences with di What a Categorize? PDAM environment. + Water Operator's Infrastructure Assets sion to adapt to «= Ways Asset Management helps water of + Seven (7) principles af Asset management * Develop Asset Management Pian + Asset Management Program + Current Stock of Assets + Level of Service + Critical Assets tor Sustain Performance + Best Minimum Life Cycle Cost + Best Long-Term Financing Strategy + Best Practices in Asset Manag + Challenges Briefed PDAM on the meter reading process upload, download and those estimated cases to be resolved. Hands out the meter reading equipment 6 Training session on establishing and maintaining 2 sustainable NRW program. {6 Discussion session an establishing SOPs for a holistic NRW’ program. eee) Date of Visit: December 16-17, 2010 (Palembang) Training session and briefing for PDAM the Purchasing Policy and @ Notes and PBAPP!s SOPs as Procedures which covers the topics: references with discussion to adapt to + Personnel Responsibilities PDAM environment, + Normal Purchase + Emergency Purchase * Stock replenishment * Special procedure *+ Contractual Supply of goods and services *+ Capital Expenditures + Best Practices in Procurement Policy * Challenges They were also shown on the various process flows for all type of # Notes and PBAPPs SOPs as purchases references with discussion to adapt to Briefed on the Store Operating Procedures whic PDAM environment topics * Scope Personnel & Responsibilities + Purchase Requisition * Purchase Order & Delivery Order * Store Issue Note & Ship List + Store Credit + Main Store & Mobile * Stock item in Main Store + Storage of Stock Iterns + Item Master Creation + Receipt + Stac + Write off Stock iter + Sales of write off tem: + Physical Stock Take * Inventory Period End Closing vers the following tock Iterns Issuance & Retur ¢ Briefed on Standard Operating Procedures for Handi Of Materials including good housekeeping which meet all requirement and easy retrieval of materials from the store/pipe yard Ensure the quality ofthe materials is not disturbed during handing with proper consideration on the surrounding Visited their Rambutan Store, which need heavy revamp, as there is no proper storage of materials with limited access to the materials Poor housekeeping, Advised to look into it ¢ Discussed on the additional fiteen (5) DMA set by the Various Unit Heads with several comments made to ensure with scheduled monitoring as set in the SOP (65 oeropeuterFoiesfuen teins 6.Conclusion aecont the program has ven an opportunity forall the parties concemed to learn From a number of challenges encountered during the period of implementation. ithas also been an exceptionally revealing Chperience because it gave PBAPP a venue to validate the effectiveness of ts DMAs SOP, ‘and establishing 2 sustainable NRW program. poaM has ts own way of resolving issues and problems with their available resources technology and funding aol anprove tei operations, system and capacity building development capability. t's mpor ere tea ANNe ctr’ and determination to adress and solve the root cause or main source ofthe robin 10 idressing NRW a: well as having a continuous water supply in resolving ther pipe infiasvuchre network Paap? conducted four training Visits to Palembang in undertaking the staged approach and in non 00 Frogress, About 6 PBAPP staf participated in these vss. PBAPP has also organized Two sees of technical visits By ADAM Palembang to Malaysia. Te purpose ofthe visits was to observe and expose to "BAPE Spee Fee: ofthe wists inclucle PBAPP operations; Customer Services; Operation Centre; Workshop Cone Tis Department, PRV Operation; Distict Metering Area; Water Meter Section: Auto Sensor Purnia NRW Seo ee navies geared toward ensuring continuous water supply in Palembang using NRW and asset management approaches. 7. Recommendations ciecoang and establishing a sustainable water supply management, a holistic approach nee 0 be eoarrrsten ia enhancing its operational efficiencies of supplying quality water and enabling continuous water supply tothe city of Palembang as follows: sr aprovementin Procurement and Material Handling SOPs in ensuring quality contol on materials 2s well as material monitoring system. «proved on NAW Reduction program is ultimately the best solution fora sustainable and good water {quality regime. «Focus on the capacity building development in enhancing competency of the workforce. See chant ofa comprehensive SOP on DMA and DNIZ towards a sustainable NRW program and ultimately provision of continuous water supply. Lessons Learned from the Twinning Partnership eles important to define objectives, inputs and outputs in an agreed action plan Tree fng up and implementing the action plan, both PBAPP and PDAM need to ensure that the action tian ic agreed with define objectives inputs and outputs, being the bass fr the partnership and helped the cement to manage the complication. Challenges at PDAM wil prove a benchmark for PBAPP to expand its horizon with a holistic view in improving efficiencies and a better governance, + Partnership should be demand driven Pa NOP chews how a structured partnership comprising specific technical assistance can be arranged when senator operator actively searching for mentoring partner. This partnership arrangement demonstrates the aeaee ce the Introductory phase where PDAM has the possibilty to lean much more about each other and aon exsablish a deeper partnership arrangement, PBAPP mentoring effort in establishing anew working Culture for POAM will trengthen PBAPP's persistence towards being a better company. + Comprehensive WOP creates sustainable results The cellaboration and partnership of PBAPP and PDAM, based on a close relationship and muta) Te cestanding, has Improved the chances for success and is vetysttong option to be compared with the ane forms of external support after taken into consideration that PDAM sin need of strengthening its operational efficiencies and establishment of SOPs, «Commitment by the partners is needed and the partnership is a mutual process Caen wiingness to work of PBAPP and PDAM has tobe strong, The partnerships part ofa epee crsive programme of water sector reforms where the commitment atalllevels of FOAM and PBAPP sorrereared though there were constraints in PBAPP on allocating technical expertise due to commitment ne Oper Prvei fasten ine $6 Fg ah level of demand from the existing wor, ited avalabity of ime and the tum around mein implementing work pian by POAM due to lack of resources, * Capacity Building Development and Performance Indicotors {2baeity building development program with an appropriate environment fr PDAM has improved the SRseRy and working mind set of theis human capital as wellas with new performance necreo Tae ehee have motivated the employees. PDAM has also clearly identify the ne fon nerfor ane focus teense the most appropriate ones based on the shared sense f urgency of which hes helped focus the project partners when directing their efforts and help make the WO seccscae PBAPP in establishing networking among the water operators regionally will continue to support WOP as part of, Uitich we belie che rr witha focus to share and promate our capacly building development poor cor which we believe the future need of the water industry. + Challenges ofthe ewinning partnership 2 Lack of enforcement on tackling illegal connections and water theft; ieee iceround time to repair leaks is stow due to administrative issues with loca authority, UD Financial constraint to implement pipe replacement programipipe rehabilitationy ‘The Piping network system isnot properly plan which resulted in pressure problem, exposed Sgmmunication pipes across the road, buried meters and data not being updated; ¥) Slow implementation of work plan by PDAM; and ‘iNet having 2 dedicated team to entity leaks and manage NRW a wells not equip witha proper equipment & technology. + What has PBAPP learned from the twinning partnership? 1) The need of a comprehensive and updated planning on the distribution network; tthe impertance of having a high availabilty data base on distribution network, pipe repairs & maintenance, ressures & flows and geographical information systems; and MTHS peed to establish 9 performance management system based on competency model and good reward scheme for the skilled personnel 87 acs me trp tan kines ACTIVITY PLAN Scaling Up of Continuous Water Service in Maharashtra, India BACKGROUND, | 2009 Maharashtra Jeevan Pradhikaran (NUP), a state water services provider in india, successfully enabled continuous water supply in Badlapur, a town of 190,000 located northeast of Mumbai. Half of Badiapur ‘now enjoy a 24/7 water supply due to Improved water distribution and loss management. Environmental Cooperation Asia [ECO-Asia), a program of USAID, supported MJP's by partnering It with Ranhill Uultes, Malaysian utlity recognized for its success in managing water losses and ensuring 24/7 continuous water supply inthe state of Johor. In this water operator partnership (WOP), Ranhil provided technical on-the-job training for MJP in Badlapur, hosted numerous field visits by MUP in Malaysia, and provided remote consultations on practical know-how in managing water losses or non-revenue water (NRW). Through the WOP, MIP gained hands-on knowledge to manage and sustain continuous supply using NRW reduction techniques. 1 2010, following the success of Badlapur, MJP obtained additional funding from the state government to scale- Up the implesnentetion of continuous water zupply to other towns inchuding Amravati and Yavatmal. Although NUP had begun to replicate the successes from Badlapur in Amravati, it recognized the need for additional technical support for new staff in the new towns to undertake the conversion process. To support MUP on its scale-up initiatives in Amravati and Yavatmal, ECO-Asta will provide targeted technical assistance from Ranhill and a dedicated practitioner with hands-on knowledge during the conversion process in Badlapur. PROPOSED ACTIVITIES “The 12-month scale up activities wil focus on the preparation and implementation of zones in the two towns and the conversion from intermittent to continuous supply by applying proven NRW reduction approaches. ‘Actviues will build on the previous WOP topics and activities undertaken by MUP with Ranhill assistance, They include technical support by a practitioner, site visits to operations in Badlapur and Johor (Malaysia), training on key techniques and development of procedures to further promote scale-up. All partners will contribute in the process: ee * Develop and implement scale-up work plan «Fund capital invactmante and etaff support for eanversion to continuous supply MP + Provide venue, local transport during selected actvties + Coordinate visits between Badlapur Amravati and Yavatmal and by Rarhill and ECO-Asia + Adopt suitable practices shared by Ranhill + Provide training on NRW reduction and continuous water service management Ranhill + Host visits by MJP + Contrbutelocal transport, venue, staff time for selected WOP activities + Facilitate work plan development ECO.Asa 7 Fuel sitate implementation of work pln actives inducing provision of techial support + Monitor progress + Coordinate with development partners to promote replication ‘wom OpetrPveifacnon Gaens 68 EXPECTED OUTPUTS Expected impacts and outcomes ofthe scale-up activities include: (1) atleast 10,000 households with continuous supply in Amravati and Yavatmal; 2) increased capacity by MJP to manage water losses and support Continuous supply; and (3) development and institutionalization of conversion techniques within MIP. 9 and implement seale-up work plan * Fund capita investments and staff support for conversion to continuous supply Mp + Provide venus, local transport during selected activities + Coordinate visits between Beclapur Amravati an! Yavatmal an + Adopt suitable practices shared by Rarhil Rankill and ECO-Asia * Provide taining on NRW reduction and continuous water service management Rannit + Host vsts by MIP + Contributeloca transport, venue, staff time for selected WOP activities itate work plan development Fundfacitate implementation of work plan activities ding provision of technical support ‘OAS. Monitor progress * Coordinate with development partners to promote replication