corporate plan 2009-2010

1

Corporate Plan2009-2014 Lilongwe Water Board

LILONGWE WATER BOARD, MADZI HOUSE,OFF LIKUNI ROAD

P.O. BOX 96 LILONGWE, MALAWI

List of Acronyms

AO

Administrative OfficerBoard

Lilongwe Water Board - Directors

B&WAD Byelaws and Water Audit DivisionCA

Catchment Area

CB

Clerk to the Board

DGM (TS)

Deputy General Manager (Technical Services)

DH Divisional Head

E&M Electrical and Mechanical

FC Financial Controller

FA Financial Accountant

GM

General Manager

GIS Geographical Information System

HRM TD Human Resources Management and Training

Division

HOD Head Of Division

IAD

Internal Audit Division

ICT

Information and Communication Technology

IPC Internal Procurement Committee

KD 1

Kamuzu Dam 1

KD 2

Kamuzu Dam 2

KMP

Kiosk Management Programme

KDCC

Kamuzu Dams Catchment Conservation

KEP

Kiosk Elimination Programme

KM Kiosk Manager

LWB

Lilongwe Water Board

Ml/day

Mega litres per day (1000m3 per day)MIS Management Information System

MA Management Accountant

NRW Non Revenue WaterNWDP II

National Water Development Project IIOZ Operational ZoneOD Operations Division

OSEC On Site Electrolytic Chlorination

PD Projects Division

PLD Planning Division

RA Revenue AccountantSCADA

Supervisor Control and Data AcquisitionSTI

Sexually Transmitted Infection(s)UFW

Unaccounted For Water

VCT

Voluntary Counselling and Testing

WQ&ED Water Quality and Environment Division WIP Work In Progress ZM

Zone Manager

Foreword

The Lilongwe Water Boards Corporate Plan is a strategic planning tool for the utility. The plan clearly defines the Boards mission, vision, long term goal, general and specific objectives and strategies that may be utilized in order to achieve the goal while fulfilling the mission. The Corporate plan identifies issues to be addressed over the planning period (2009 to 20014). It covers attributes of Lilongwe Water Board that need to be changed, like the financial position, and others that need to be sustained. The development of this plan is intended to coincide with existing strategies aimed at improving the supply of water to the City of Lilongwe and surrounding areas.

It is virtually important, though, to remember that this five- year Plan is a living document and, as such, will be continuously modified in line with developments or changes during its five year term to ensure that the information presented remains relevant and accurate.

Although Lilongwe Water Board has over the years invested considerable amounts of money in water supply services, new investments are still essential due to rapid population growth, large unmet needs, and a sizeable backlog of postponed maintenance expenditures. However, internal generation of funds by the Board is disappointingly low and consequently the pressure is on the Board to find finances to fund new projects through international lending institutions or grants. It is becoming obvious that needed levels of investment cannot be sustained over the long run if business continues as usual. One option that could bring immediate results would be the Public- Private sector Participation. The Lilongwe Water Board could retain ultimate control over some functions because water supply is an essential service. The advantages that are to be realized with the private sector participation are:

Availability of commercial funds for capital and improvement works shall be easier to obtain than government guaranteed loans

Specialized technical and managerial skills can be brought in to the benefit of the utility

Improved efficiencies of service that can be set as contractual obligations.

The plan is based on the 2008 Population and Housing Census Preliminary Report figures which were projected up to 2014. Considering how long this period is and the fact the development patterns tend to change a lot, there may be a need to review the projections over the planning horizon to reflect the actual demographic patterns on the ground.Table of ContentsviiiList of Acronyms

ivForeword

Error! Bookmark not defined.List of figures.ix

xExecutive Summary

1CHAPTER 1 INTRODUCTION

3CHAPTER 2 PURPOSE, STRENGTHS AND LIMITATIONS OF THE CORPORATE PLAN

32.0Purpose

32.1 Strength of the Corporate Plan

32.2 Measurement of Performance

32.3 Limitation of the Corporate Plan

42.4 Key Assumptions

5CHAPTER 3 OVERVIEW OF LILONGWE WATER BOARD

5Corporate Vision

5Mission Statement

5Core Values

7CHAPTER 4 GUIDING PRINCIPLES

8CHAPTER 5SITUATION ANALYSIS

85.0Existing Infrastructure and Systems

95.1Raw Water Sources and Dam Structures

125.2Water Treatment Facilities

135.3Raw Water Pump Sets

155.4Service Reservoirs

175.4.1Tsabango Reservoirs

185.4.2Ngwenya Reservoir

185.4.3Mwenda Reservoirs

195.4.4Area 9 Tower

195.4.5Mtunthama Reservoirs

205.4.6Chayamba Reservoir

205.4.7Kanengo Reservoirs

215.4.8Sandula Reservoir

215.4.9Lumbadzi Tower

225.5Transmission/Trunk Mains

235.5.1TW1 to Mwenda

245.5.2Mwenda to Tsabango

255.5.3Mwenda to Ngwenya

255.5.4TW2 to Mtunthama

265.5.5Mtunthama to Area 9

265.5.6TW2 to Chayamba

275.5.7NBS to Kanengo Trunk Mains

275.5.8Kanengo to Sandula

285.5.9Lumbadzi Booster to Lumbadzi Tower

295.6High Lift Pumping Stations

305.6.1TW 1 High Lift Station

315.6.2TW2 High Lift Station

315.6.3Mwenda Booster Station

325.6.4Mtunthama Booster Station

325.6.5Northern Booster Station

335.6.6Kanengo Booster Station

335.6.7Lumbadzi Booster Station

335.7Distribution System

345.7.1Facility Sizing

345.7.2Sizing Procedures

355.7.3Minimum Size

355.7.4Peak Hourly Demand (PHD)

365.7.5Fire Suppression Flow

365.7.6Minimum Distribution System Pressure

375.7.7Maximum Velocity

375.7.8Excess Pressure

375.7.9Surge and Transient Control

385.7.10Computer Modelling

555.8Current State of Assets

575.9Summary of Critical Gaps/ Shortfalls according to State of Assets

58Raw Water Sources

58Treatment Plants

59Service Reservoirs

60Transmission Mains

61Pumping Stations

62Distribution Mains

62Other Shortfalls

635.10Stakeholder Analysis

675.11Market Characteristics and Customer Analysis

685.12Demand Projections

715.13Population Projections

735.14Tariff Structure

765.15Financial Status of Business for the Board

775.16General SWOT Analysis for the Business Environment

82CHAPTER 6 KEY OBJECTIVES IN FUNCTIONAL AREAS

826.1Water Quality

826.2Customer Satisfaction

826.3Operational Optimization

836.4Infrastructure Sustainability

836.5Financial Viability

836.6Operational Resiliency

846.7Employee and Leadership Development

846.8Community Sustainability

846.9Water Resource Adequacy

856.10Stakeholder Understanding and Support

86CHAPTER 7 ENHANCING PERFORMANCE IN KEY FUNCTIONAL AREAS

867.0General

867.1Water Source Management including Headworks

887.2Treatment Works

897.2.1Enhancing Performance Efficiency in Operation and Maintenance

937.2.2 Enhancing Performance Efficiency Related to Technology

957.2.3Enhancing Performance Efficiency Related to Organizational Constraints

967.3 Maintenance and Rehabilitation

967.3.1 Challenges in Maintenance and Rehabilitation Works

997.4Customer Service

1057.5Information and Control Systems Technologies

1107.6Creating an Energy Efficient Utility

113CHAPTER 8 CAPITAL INVESTMENT REQUIREMENTS

1138.0Proposed Capital Investment Program 2009 to 2014

1148.1Capital Projects Under National Water Development Programme No.2

1178.2Proposed Capital Projects Based On Identified Gaps and Shortfalls

1208.3Proposed Projects for Enhancing Performance in Key Functional Areas

1238.4Financing Plan

124CHAPTER 9 ASSETS MANAGEMENT

1249.1 What is Asset Management

1259.2Benefits of Asset Management

1269.3Core Components of Asset Management

1339.4Some Fixed Assets Management Measures within the Board

134CHAPTER 10 FINANCE, FINANCING AND CHARGES

13410.0General

13410.1Financial Objectives of the Board

13510.2Regulations and Procedures for Implementation of Tariff Adjustment

13510.3Loans and Debt Restructuring

13610.4Financial Performance 2009 to 2014

13910.5Financial Risks

141CHAPTER 11 SECTOR REFORMS

14111.0General

14311.1Restructuring

14411.2Sanitation Reforms

14511.3Government Role

14611.4Time Framework

14711.5Risks

149CHAPTER 12 CHALLENGES, OPPORTUNITIES AND FUTURE PRIORITIES

14912.0General

14912.1 Challenges

15212.2Future Opportunities

158CHAPTER 13 MONITORING, EVALUATION AND PERFORMANCE INDICATORS

15813.0General

16113.1Performance Indicators

17313.2WATER QUALITY STANDARDS BASED ON WORLD HEALTHORGANISATION GUIDE LINE VALUES

17313.2.2 Classification of Surface Water -Faecal Coliform guide level maximum numbers/100 ml

17313.2.3 World Health Organisation Standards of bacterial quality

173Compliance

17313.2.4Water leaving a water treatment works frequency of sampling

17413.3 Evaluation Strategies

175CHAPTER 14 RESOURCES REQUIRED

17514.0General

17514.1Human Resources: Present

17514.2The Board

17614.3Management

17614.4Staff

17814.5Human Resource Requirements: Future

17914.6Employee Relations

17914.7 Human Resources Development

18014.7.1 Strategic Human Resource Development Aims

18014.7.2 Human Resources Management

18014.7.3 Strategies for Human Resources Development

18114.8Managing Impact of HIV/AIDS

18114.9Financial and Other Requirements

183CHAPTER 15 NEW STRATEGIES

18315.0General

18315.1Integrated IT Management

18315.2Prepaid Metering

18415.3Water Demand Management

18615.4Sewerage and Sanitation System

18715.5Meter Testing Bench

18715.6Hand delivery of Bills

18815.7Job Evaluation and Grading

18915.8Risk Management and Contingency

18915.9Extension of Supply to Nanjiri, Dowa Turn Off and Chitedze

19015.10Twinning Arrangements

List of figures.ix

9Figure 1 Water Flow Outline

10Figure 2 Kamuzu Dam 2

12Figure 3 Treatment Works

15Figure 4 Storage Reservoirs

22Figure 5 Transmission Main

29Figure 6 TW1 Highlift Pump Station

55Figure 7 Kamuzu Dam 2-Water Source not adequate

56Figure 8 Pen Hall for TW2 Raw Water Pump after breakdown

57Figure 9 TW1 Pump sets under repairing process

60Figure 10 Kanengo Reservoir Leakage

68Figure 11 Distribution of Lilongwe Water Board Customers

69Figure 12 Demand Projection based on Production

70Figure 13 Peak Demand Projection

71Figure 14 Demand Projection based on Socio-economic Data

96Figure 15 Integrated Elements of Operations and maintenance

124Figure 16 Pump-one of the Board's Critical Assets

175Figure 17 Organizational Structure-Lilongwe Water Board

177Figure 18 Main Breakage Requires Work Force

178Figure 19 Maintenance Team at Work

Executive Summary

Lilongwe Water Board, a statutory corporation mandated by the Malawi Government through Waterworks Act No. 17 (1995) to supply water to the city of Lilongwe and surrounding areas. As at June 30th 2008 the Board had a supply coverage of about 400 km2. However, the water service area was extended officially from April 2008 to Dowa turn off in the North, to Nanjiri River in the South, to Chitedze Agriculture Research Station in the West and up to Chigwilizano Trading Centre in the South West and the water supply area has increased to about 550 km2. Lilongwe Water Board is expected to take over Likuni Zone which is currently under central Region water Board by 1st July 2009. This Zone already has some infrastructure in place even though there is need for improvement.With its design treatment capacity of 95,000 m3/d and approximately 30,000 metered connections (excluding those for Likuni Zone), the Board has a revenue collection ratio of 93% and its Non-Revenue Water (NRW)/Unaccounted For Water (UFW) stands at 31% of the total production. Through several projects implemented with the support of European Investment Bank (EIB) and the World Bank (WB) in the past years, the Board is currently able to provide a 24-hour supply to its customers.

The Board however faces a number of challenges in its operations to supply water which include increasing water demand due to population growth of the city which is currently estimated to be between 4 and 5%, increasing need to provide adequate water supply services to low-income areas, dilapidation of water facilities due to old age leading to low efficiencies and high operational costs, high levels of non-revenue water/ Unaccounted For Water, inefficient customer service and financial management systems, impact of HIV/AIDS pandemic resulting in loss of productive people and high welfare costs, etc.

Malawi Growth Development Strategy:In order to address the challenges and in an effort to achieve the Government of Malawis goals contained in the Malawi Development and Growth Strategy and the Millennium Development Goals, the Board has developed a five year Corporate Plan for 2009 to 2014. The Corporate Plan sets out short, medium and long term objectives and prepared a capital investment plan that presents a realistic level of investment to address key functional issues affecting the delivery of water supply and sanitation services in the planned, unplanned and per-urban areas of the city. The Corporate Plan takes recognisance of the Governments commitment to transform the Water Board through the Water Sector Reform process that has been initiated with the support of the World Bank. The reforms are an attempt to improve the financial and operational efficiency of the water sector in Malawi. The envisaged reforms would like to split the existing Water Board organisational set-ups in order to separate the roles in the provision of water services. It is expected that the Boards will be restructured into two entities: an Asset Holding Company responsible for asset development and management and Public Limited Operating Company responsible for operate the facilities. As part of the reforms, the Water Services Regulator will be created to regulate the water sector.

In view of this, the next five years will be a major transition period in the water sector in general and for LWB in particular. This will present LWB and Government of Malawi with new challenges and opportunities for the financial sustainability of the Board.

The Corporate Plan as a road map provides the necessary perspective for the Board on how it can improve on technical, financial development and management and has developed a five year investment plan. The investment plan developed for this Corporate Plan focuses on five priority areas of action that are designed to: revitalise the operational performance of the Board by rehabilitating key facilities, reduce non revenue water (NRW)/Unaccounted For Water (UFW) expand and improve services (water and sanitation) in the low income areas, support the introduction and contracting of efficient operators from the private sector and implement an effective HIV/AIDS impact reduction programme among the staff of the Board.

This Corporate Plan translated into a project, will primarily address safe and sustainable water supply and basic sanitation services to low-income areas in city of Lilongwe, by a combination of (a) physical investment in upgrading infrastructure (pipes, pumps, distribution network, etc), (b) institutional capacity development through contractual arrangements with private-sector service-providers, and (c) close cooperation with local organisations for distribution in the low-income areas. The project estimated at MK 2,773 million will have an objectively measurable impact on the living conditions by bringing safe and sustainable drinking water to 415,000 additional people and basic sanitation to 197,000 people in low income areas of the city of Lilongwe by 2013.

This will require an effective and committed support from the international community to achieve the specific aims of improved service provision, especially in the low income areas as this is in line with the Government of Malawis Poverty Reduction Strategy and the Millennium Development Goals that the international community is committed to support. The Government is fully committed on all aspects of water sector reforms to enhance operational and financial efficiency.

By 2014, the Corporate Plan therefore forecasts to at least achieve providing water and sanitation services to about 415,000 people in the low income areas, reduce NRW/UFW from 31% to 16%, improve revenue collection ratio from 72% to 97% by improving customer and financial management system. As part of the initiative, it is envisaged that the impact of HIV/AIDS on staff would be reduced.

The Corporate Plan also aims at achieving a sustainable recovery in financial and operational efficiency of the Board. It is focused that the operating ratio will decline from 103% to 80% by 2011, rate of return will improve from -4% to 3% by 2011. The expected net income after tax is expected to be MK291 million by 2011 from losses of MK94 million in 2005 with estimated water supply connections of over 80,000 by 2015.

CHAPTER 1

INTRODUCTION.

Apart from statutory requirement according to Section 68, sub-section (1) of the Public Finance Management Act (No.7 of 2003), that demands submission of the Performance and Management Plan at least three months before the end of each financial year to the Minister and Secretary to the Treasury, it is requisite for any successful business to formulate a clear goal that can be achieved over the planning period through master planning. Master Planning is the only real way to do long range forecasting for the needs and direction of Lilongwe Water Board. Without the master plan, it is most likely that the Board will end up making decisions from a reactionary point of view as opposed to taking a proactive approach. It is hoped that master planning (Corporate Planning) will help the Board to make each kwacha count when there is limited capital available.

The Corporate Plan outlines the long-term goal of the Board, general as well as specific objectives, strategies for achieving the same and setting proper mechanisms of monitoring and evaluation. For this to be done, objectively verifiable indicators must be formulated, means of verification must be drawn and measurable targets in terms of deliverables and dates of delivery must be set. This plan provides an outline of how Management of Lilongwe Water Board intends to conduct its operations and business over the five year planning period starting from 2009. The plan is also intended to serve in the following areas; To provide means of sharing information with employees, customers, government and potential investors, so that there is an agreement on the utilitys plans. To ensure that investment decisions take account of what customers want and are prepared to pay for.

To ensure that revenues are sufficient for full cost recovery i.e. the utility is financially sustainable.

To help the utility to monitor financial and technical performance.

To support performance-based contracts with employees or private sector where applicable by helping to identify and agree on performance targets.

To support activities needed for performance improvements, such as water quality monitoring, benchmarking and external audits.CHAPTER 2

PURPOSE, STRENGTHS AND LIMITATIONS OF THE CORPORATE PLAN

2.0PurposeThe Corporate Plan outlines the Boards goal, specific objectives, performance indicators including targets and strategies to be utilised to achieve the goal over the five year planning period .2.1 Strength of the Corporate Plan

The Corporate Plan is an authoritative document for all Departments of the Lilongwe Water Board. It represents the considered views and collective expertise of the Board and its Management. It therefore stands as a guideline to be followed when outlining annual business in order to achieve the long-term goal for the planning period.2.2 Measurement of Performance

The Corporate Plan is a central reference point for defining the Boards goal, specific objectives and targets that have to be achieved within the five year planning horizon.

2.3 Limitation of the Corporate Plan

The Plan is based on the best information and factors available at the time of preparation. However, these factors, be they internal or external are subject to change. Some factors may also emerge or evolve during the planning period and this may necessitate some changes in the framework of the Plan. It is because of the same reasons that the Board requires a periodic review of certain objectives, policies and targets. It is also obvious that the objectives and policies are dependent on the influence of key stakeholders and the prevailing economic parameters. Changes in key stakeholders and economic conditions automatically necessitate the review of the Corporate Plan2.4 Key Assumptions

Some of the Key assumptions used in developing this Corporate Plan were:

Improvements in the macro-economic environment will continue to the extent that:

1. Interest will be equal to or less than 16%;2. Average Inflation Rate shall be equal to or less than 10%;

3. The exchange rates will be equal to or less than:

1.0 US$ = MK149.00

1.0 Euro = MK180.00

Government will fulfil its promise and commitment to restructure the Boards Balance Sheet;

The average tariff will increase by approximately 12% annually. Climatic conditions will be will continue to be good over the planning period. Accounts receivables will reduce to minimal over the planning period. Financing institutions will be identified to fund the Boards efficiency Improvement programmes over the planning period.CHAPTER 3

OVERVIEW OF LILONGWE WATER BOARD

Lilongwe Water Board as a Utility, was established in 1947 and constituted as a Statutory Corporation mandated to serve the City of Lilongwe and its surrounding peri-urban water areas as prescribed (from time to time) by the the Malawi Government in accordance with the provisions of the Waterworks Act No. 17 of 1995.

It is a Corporate Body with perpetual succession and Common Seal, and as a Corporate Body, it is separate and distinct from any sponsoring Body, Ministry or organ of Government.

The Boards core business is the provision of water, either treated or untreated, by way of bulk supply or distribution system to the consumers; and the provision of waste water collection, treatment and disposal facilities within the urban and peri-urban areas within the City of Lilongwe. According to the Act, Lilongwe Water Board is supposed to be operated and managed as a full commercial entity. This therefore entails that the Board is supposed to charge full cost recovery rates for the services rendered; thereby ensuring financial sustainability.Corporate Vision

To become a World Class, customer focused, financially viable Water Utility Mission Statement

To provide adequate supply of wholesome water and quality services to all its customers in an efficient and effective manner, while being environmentally conscious and friendly

Core Values

Lilongwe Water Board realizes that the success of its business is hinged on satisfying customer needs. It also realizes that public health aspects of water supply are matters of life and death. Accordingly, water is a public good that whether supplied by a private or public entity, it is the ultimate responsibility of the community. Ensuring the safety of drinking water and the reliability of the communitys supply are serious matters of public trust that the utility vigilantly and conscientiously implements. This critical obligation of the utility must be supported by the Government, scrupulously honoured by our staff, and well known and trusted by our customers. In order to uphold this philosophy Lilongwe Water Board believes that:Members of Staff should be Quality and Result driven in a bid to exceed customer expectations. Adopting the Concept of Empowerment and Engagement, Members of Staff will work to a set of Core Values that will underpin our Mission to achieve our Corporate Vision. These values will among others include: Integrity, Mutual Respect, Trust, Fairness, Innovation, Pro-activity Teamwork.

CHAPTER 4

GUIDING PRINCIPLES

In line with the demands of the National Water Resources Management Policy and Strategies Report, (compiled and adopted by Government in May 1994), water is supposed to be managed not only as a social good, but also as an economic good. The need to manage the utility as a commercial entity and treat water not only as a social good, but also an economic good, has meant that Lilongwe Water Board has had to determine its proper strategic direction and put in place developmental agenda which would enable it, on behalf of the Government, provide the much needed potable water supply and sanitation services in the most efficient and cost effective manner. This realization has necessitated Lilongwe Water Board to formulate Corporate and Business Plans as tools for allocating scarce resources amongst their competing demands in an efficient, reliable and sustainable manner at the same time allow the Board to continue with its core processes and service delivery.

Lilongwe Water Board also realizes that it faces so many forces that necessitate change in the planning approach. Globalisation of business enterprises means that Lilongwe Water Board must compete both at local and international scene for it to secure funding for projects that cannot be implemented internally.CHAPTER 5SITUATION ANALYSIS5.0Existing Infrastructure and SystemsIt is important to analyse the existing facilities in order to determine the operational gap that need remedial measures for operational indicators to meet required targets and standards.

The Lilongwe Water Board gets its water from Lilongwe River. There are two impounding reservoirs upstream of the abstraction point namely Kamuzu Dam I and Kamuzu Dam II. Kamuzu Dam I is located about 25km from the abstraction point. It was constructed in 1966. Several interventions were undertaken to ensure that the stability and integrity of the dam were kept in order.

Kamuzu Dam II was rehabilitated and raised in 1999 to increase its storage capacity to meet water suppyly up to and beyond 2005. Water is abstracted and treatment about 25km from the dams at Lilongwe Water Board Treatments Works in Likuni. There are two Treatment Works namely Treatment Works 1 and Treatment Works 2. TW I was progressively constructed from 1966 and has a design capacity of 35,000 m3 per day. It consists of four production lines i.e. lines A to D. It has undergone rehabilitation several times before. Treatment Works 2 constructed in 1992 and extended in 2000 has a design capacity of 60,000m3 giving the total design capacity of the plants at 95,000m3 per day.

From the treatment plants water is pumped using high-lift pumps to service reservoirs. In cases where service reservoirs are so far or so high that the head from the high lift pumps cannot suffice, booster stations have been put in place to provide additional head for water to reach the target areas. There are 5 Booster and Pumping Stations namely Mwenda; Mtunthama; Northern Booster Station; Kanengo; Lumbadzi .

The Board also operates a small water treatment plant at Kamuzu Dam 2 with a capacity of 800m3/day to cater for Bunda College of Agriculture.

From the service reservoirs water flows by gravity into the distribution networks. The distribution networks is designed to carry enough water to meet the demand of target areas. It is also designed to withstand total head from the service reservoirs.

Figure 1 Water Flow Outline5.1Raw Water Sources and Dam StructuresThe two reservoirs upstream of the intake works act as storage for the dry season during which the flow from Lilongwe River cannot sustain production. At highest regulated water level Kamuzu Dam 1 was designed to have a storage volume of 4.5 million cubic meters and Kamuzu Dam 2 was designed to have a storage volume of 19.8 million cubic meters. Neglecting the influence of reservoir sedimentation, the two Dams collectively were designed to provide a total storage volume of 24.3 million cubic meters. However, this capacity is reducing on an annual basis at a rate of approximately 66,760m3 per year. The real degradation rate is not known. Approximations closer to reality can be achieved using real time modeling.

Figure 2 Kamuzu Dam 2Based on the operational data of the two dams from the year 2000 between January and July, the dam outlets are closed and , the spillage from the dams including downstream recharge, flows from Likuni and Lisungwi tributaries suffice adequate water for production. The dam outlets are opened between August and December.

From 2008, the Board shall require an average raw water abstraction of 92,439m3 per day rising up to 120,763m3 in 2013. According to the assessment, the actual water available for abstraction is enough to last for 4.9 months in 2008 and dropping down to 3.7 months in 2013. Considering that on average there are 5 months when water from the dams is used, there is critical need to develop a new source to cater for the deficit. This would not be a problem in a wet year as the raw water abstraction would be complemented by recharge from Lilongwe River itself and flows from its tributaries. However, the situation would be critical in a dry year which would necessitate use of the dam water for over 5 months in which case rationing would have to be imposed. There is need to carry out real time inflow modeling for the two reservoirs to ascertain the prediction of available water. Besides inflow modeling there is need to evaluate water losses from the system be it by evapo-transpiration or any other consumptive use. This will lead to a reliable water balance equation that can be utilized to indicate the availability of water at any point within the system and indeed support any measure for the conservation of the ecosystem. There is need to carry out real time sediment modeling in the two reservoirs to ascertain the availability of volume for live storage of water.Previous studies indicated that the dam structures were in good condition in as far as structural integrity is concerned. However, most instruments for monitoring seepage and dam movements are not in good condition. While big earthquakes are rare in this environment, differential settlement of the embankment is a possibility. So far no instrument has been noted for recording the same. Records indicating the monitoring of differential settlement and loss of freeboard do not exist. The same is true for records indicating internal and external deformations. There were some piezometers for monitoring pore-water pressure uplift but these instruments are either buried or they no longer function. The V-notches for monitoring seepage need inspection otherwise it is difficult to comment with certainty about their functionality. It is also unknown whether stress-strain meters are available in both dams.It is highly recommended to reinstall instruments that do not function and to read them consistently. Dam surveillance is equally recommended to ensure that the structures are maintained in a safe and operational efficient state.It has also been noted that dam safety regulations are not strict in Malawi. As a result little or no attention is paid to mitigating risks associated with dam breach. However, it is important to realize that dams are hazardous structures that can cause catastrophic incidents once dam breach occurs. It is therefore recommended that Lilongwe Water Board develop an emergency plan for the two dams which should precisely indicate areas and properties that may be affected by the dam breach including cost estimates.5.2Water Treatment Facilities Figure 3 Treatment Works

The utility has two treatment plants with a combined design capacity of 95,000m3 a day. Treatment Works 1 (TW1) has a nominal design capacity of 35,000m3 per day. Treatment Works (TW2) has a nominal design capacity of 60,000m3 per day. It is considered at the moment that TW2 is able to operate up 95% of its design capacity. TW1 on the other hand, based on the flow measurements from the installed flow meters at the station, is able to produce only up 1150m3 per hour translating into 27,600m3 per day of the design capacity of 35,000m3 a day. This represents 78.86% of total capacity.It can thus be concluded that the current combined capacity of the two plants at present is around 84,600m3 each day.

The capacity of the treatment plants is compared to the projected demand over the next five years to assess adequacy.

Average Demand (m3/day)7 day Peak Demand (m3/day)Yield (m3/day)Combined Capacity TW1 and 2 (m3/day)Remarks

200873,25683,5129186384600Inadequate

200977,52388,3779721484600Inadequate

201081,99493,47310282084600Inadequate

201186,47398,57910843784600Inadequate

20129102510376911414684600Inadequate

20139565210904411994884600Inadequate

5.3Raw Water Pump Sets

The utility has 2 raw water pumping stations. TW1 Raw water pumping station has 3 sections namely Section A with three pumpsets, Section B with 3 pump sets, Section C with 4 pump sets. TW2 Raw water section has 4 pump sets. Below is the inventory of raw water pumpsets with their design pumping capacities.

Raw Water Station/SectionName of PumpDesign Capacity (m3/hour)

TW1Section ARA1280

RA2280

RA3331

SectionBRB1280

RB2280

RB3331

Section CRC1245

RC2245

RC3245

RC4245

TW2RE11616

RE21616

RE31616

RE41616

The design capacities indicated above need to be assessed in respect to projected demand and the performance of the treatment works including the capacity and functionality of the raw water reservoirsAverage Demand (m3/day)7 day Peak Demand (m3/day)Yield (m3/day)Required flow (m3/hr)Capacity(TW1 and TW2 Raw Water Stations)Total No of Units on StandbyStandby Capacity (m3/hr)Remarks

200873,71584035979854083466941586Adequate

200978,015889371037004321466941586Adequate

201082,521940741096904570466941586Adequate

201187,039992241156954821466941586Inadequate

201291,6311044601218005075466941586Inadequate

201396,3021097841280085334466941586Inadequate

It can be seen from the table above that the design capacity for raw water pumpsets will become inadequate by 2011.The other important point to note about these pumpsets is that the ones operating in TW1 were installed in 1966. Most of electromechanical facilities have a design life of 15 to 25 years. These pumps have been in use for 42 years which is more than their design life. Apart from the design life, it is equally important to note that these pumps have very high operational costs in terms of down time and maintenance costs. At the same time spare parts are no longer available because of technological change. This means that maintenance is almost impossible. Where possible the responsible personnel improvise certain parts of the pumps to make sure that they are put back to operations but definitely at very low efficiency levels. Finally, it should be noted that these pumps are operating on old principles which cannot achieve modern efficiency levels. 5.4Service Reservoirs

Figure 4 Storage ReservoirsThe Board has 16 service reservoirs in different parts of the City. The reservoirs serve the following purposes:

Equalizing supply and demand. Increasing operating convenience Leveling out pumping requirements Decreasing power costs Providing water during power source or pump failure. Providing large quantities of water to meet fire demand Providing surge relief. Increasing detention times Blending water sources. Maintaining non degraded water quality Providing reliable operation Allow easy maintenanceIt is important that demand is met at all times even during peaks during the entire planning period. The water supply system should be able to satisfy maximum anticipated water demand which normally occurs on a hot, dry , summer days when larger than normal amounts of water are used for personal purposes, washing vehicles, equipment , cooling machines and watering gardens. This normally happens between October and November for Lilongwe Water Board. This therefore means that each reservoir should not be drained below the minimum level enough to maintain minimum pressures in the distribution system at peak flows during the entire operational life of the reservoir.

Literature recommends at least a storage time of 24 hours but indicates that times will differ depending on utilities financial constraints and acceptance that when storage time is lower accept the risk of having to cut or curtail supplies temporarily in emergency.

The criteria adopted in the assessment of reservoirs is that storage for each reservoir should be not less than 50% of the peak day demand (i.e. not less than 12 hours).

At present, the exact number of customers or people that are supplied from a particular reservoir is not known and as such it is important that LWB carries out an exercise to map out the exact reservoirs where each area is supplied from and set out boundary valves which should be kept under lock and key. This would also prove important in the analysis of UFW. Table 3.4 presents the detailed inventory of the Boards reservoirs.

NoReservoirAreas suppliedYear of ConstructionCapacity (m3)

1Mtunthama 1Area 3, 4, 5, 6, 13,14,15,18,20,32,33,40,19662272

2Mtunthama 2Ditto19729090

3Mtunthama 3Ditto19784545

4Mwenda 1Area 1, 2, part of Area 7, Area 8,

19662272

5Mwenda 2Ditto19912000

6NgwenyaArea 24, Area 36

20071500

7TsabangoPart of Area 7, Area 17, Area 21, 22, part of 23, 35

19784545

8Area 23 TowerPart of Area 231991650

9Area 9 TowerArea 9, part of Area 3, Part of Area 47, Mchinji Road1991650

10ChayambaPart of Area 10, 11, 12200012000

NoReservoirAreas suppliedYear of ConstructionCapacity (m3)

11Kanengo 1Part of Area 25, 26, 27, 28, 29, 30, 43, part of Area 10, 44, 49,50, 51, 5619722272

12Kanengo 2Ditto19784545



15Sandula Part of Area 53, 52, 54, 55, part of area 2519784545

16Lumbadzi TowerPart of Area 531980950

5.4.1 Tsabango Reservoirs

There are two reservoirs under Tsabango supply zone. Tsabango Reservoir has capacity 4545m3 and Area 23 Tower 650m3 giving a total of storage of 5195m3 for the zone. The information available at present is that the reservoirs serve areas 7, 22, 22, 23, 24,36 and part of 35. It seems that Ngwenya reservoir commissioned late last year is also supplying some of the areas mentioned above. This explains the importance for LWB as mentioned above to carry our zoning.

As can be noted, current storage is about 34% reducing further to 26% by 2013.

Average Demand

(m3/day)7 day Peak Demand (m3)Yield (m3/day)Present Capacity of Reservoir (m3)% of storageAcceptable StorageRemarksProposed Capacity of Reservoir to meet up to 2013 (m3)

200812314140381544151953450%Additional Storage Required





201315808180211982351952650%Additional Storage Required9911

5.4.2 Ngwenya Reservoir

Ngwenya Zone currently supplies Areas 24, 36 and areas 38. Ngwenya reservoir has storage capacity of 1500m3. Just as the case with Tsabango zone, the actual areas that are supplied from the zone need to be mapped out and boundaries set. There is also information indicating that the zone could also be serving some areas under Area 23 and 22.

Storage is about 28% reducing to 17% by 2013Average Demand








5.4.3 Mwenda Reservoirs

Mwenda has two storage reservoirs, one of capacity 2000m3 and the other one 2272m3. The tanks are interconnected such that the levels in the two tanks balance. The total storage is 4272m3.

The reservoirs supply areas 1, 2, 8 and 37. Some information seems also to indicate that parts of area 7 and 36 are supplied from Mwenda but this needs to be verified. The reservoirs also serve as suction for the Mwenda pumping station pumping to Ngwenya and Tsabango zone. Thus Mwenda reservoirs have to satisfy demand for areas under Tsabango, Ngwenya zones and the demand for areas under Mwenda zone itself.

Present storage is only 15% and reduces to 11% by 2013.

Average Demand








5.4.4 Area 9 Tower

Area 9 Tower is of capacity 650m3. The tower serves the areas surrounding the tower in area 9, Area 47 sector 5 and some areas in Area 3. Proper boundaries needs to be established in order to establish the right loading for the tower. Present storage is 16% reducing to 12% by year 2013.

Average Demand








5.4.5 Mtunthama Reservoirs

Mtunthama has 3 reservoirs. Tank 1 is of capacity 2272m3, Tank two 9090m3 and Tank three 4545m3. The total storage at Mtunthama is 15907m3. Reservoir 3 serves as suction for pumping to Area 9 Tower. The reservoirs serve the following areas: parts of area 3, 4, 5, 6, part of 11, part 12, 13, 14, 15, 18, 32, 33,45,46, part of 47, 57 (Likuni) and 58(Chigwirizano). Areas 57 and 58 at the moment are still under Central Region Water Board. The reservoirs at Mtunthama must satisfy demand under the area 9 zone as well areas under Mtunthama zone.

Storage time is above 50% for the entire period of assessment therefore adequate.

Average Demand

(m3/day)7 day Peak Demand (m3)Yield (m3/day)Present Capacity of Reservoir (m3)% of storageAcceptable StorageRemarks

2008163501863924535159076550%Adequate

2009171231952025728159076250%Adequate

2010179282043826964159075950%Adequate

2011187122133228180159075650%Adequate

2012195242225729435159075450%Adequate

2013203412318930711159075250%Adequate

5.4.6 Chayamba Reservoir

Chayamba reservoir is of capacity 12000m3. The reservoir supplies the following areas; part of 10, 11, and 12. The reservoir also acts as suction for the pumping to Kanengo. So the storage at Chayamba must meet demand at Kanengo and the demand under the Chayamba Zone.

Present storage time is about 31% and reduces to 23 % by 2013. Average Demand








5.4.7 Kanengo Reservoirs

Kanengo has 4 reservoirs . Tank 1 is of capacity 2272m3, tank number two 4545m3, tank number three 7500m3 and tank number four 10600m3. The total storage at Kanengo is 24917m3. Tank number 1 and number 2 are maily supplied through the DN350 main and are used for distribution to areas under the Kanengo Zone whilst tank number 3 and 4 are maily supplied through the DN500 main and are mainly used for suction for pumping to Sandula. There is a possibility of allowing the 500 line to supply tank number 1 and 2 and also to balance the storage from reservoir 3 and 4 with that of 1 and 2.

The storage at Kanengo must satisy the demand within Kanengo Zone, the Sandula zone as well as Lumbadzi tower Zone.

Present storage is above 50% during the entire assessment period.

Average Demand


2008201302294832642249177650%Adequate

2009216652469835047249177150%Adequate

2010232722653037568249176650%Adequate

2011248532833340035249176250%Adequate

2012264463014842497249175950%Adequate

2013280473197444952249175550%Adequate

5.4.8 Sandula Reservoir

Sandula reservoir is of capacity 4545m3. The reservoir serves part of area 25 and part of area 53 and Area 55. Additionally the reservoir provides suction for pumping into the two storage for reservoirs belonging to Airport Developments LTD (Area 52) and the Lumbadzi Tower. Therefore storage at Sandula must satify demand under the Lumbadzi Tower and Sandula Zone and the demand at the airport.Present storage is above 50% but drops below 50% by 2012.

Average Demand

(m3/day)7 day Peak Demand (m3)Yield (m3/day)Present Capacity of Reservoir (m3)% of storageAcceptable StorageRemarksAverage Demand

(m3/day)

200854226181739945456150%Adequate

200957726580787945455850%Adequate

201061417001838445455450%Adequate

201164917399886945455150%Adequate

201268237778933445454950%Inadequate

201371378136978145454650%Inadequate4891

5.4.9 Lumbadzi Tower

Lumbadzi Tower is of capacity 950m3. The reservoir serves a small part of area 53. Present storage time is about 158% since the area serves a smaller area than intended in the design.

Average Demand


200847854560095015850%Adequate

200951158264195014850%Adequate

201054562268495013950%Adequate

201158266473095013050%Adequate

201262170877995012250%Adequate

201366375583195011450%Adequate

5.5Transmission/Trunk Mains

Figure 5 Transmission MainTransmission/trunk mains convey water in bulk from pumping stations to service reservoirs. Trunk mains must carry the daily water quantity required in each service reservoir. Although flow rates in trunk mains are relatively constant due to the fact that variations in supply are met by the service reservoirs trunk mains are designed to carry the 7 days peak demand to be able to cope up with demand during the peak week.

The transmission mains between various pumping stations and service reservoirs were assessed to check their adequacy in carrying out projected flows to each service reservoir for the next 5 years. Each transmission main line was assessed to check whether with the change in flows due to increasing demand affects the velocity in the pipelines. Maximum allowable velocity in the transmission should not exceed 1m/s. Where the velocity exceeds the maximum allowable upgrade of the main is proposed.

Table below is an inventory of the trunk mains for Lilongwe Water Board.

No.DescriptionSizeMaterial

1TW1 to Mwenda225

AC

350

AC

400

AC

2Mwenda to Tsabango350AC

3Mwenda to Ngwenya250PVC

4TW2 to Chayamba800DI

5NBS to Kanengo350

AC

525

AC

6Kanengo to Sandula300AC

7Lumbadzi Booster to Tower200AC

8TW2 to Mtunthama525AC

9Mtunthama to Area 9300AC

5.5.1 TW1 to Mwenda

There are two pumping mains originating from TW1 to Mwenda one of which if DN 225 and the other one DN350. Another main of DN 400 branches off from the 350 main. At some points the DN 225 has been uprooted. The equivalent diameter of the three mains is 578mm.

earAverage Demand

(m3)7 day Peak Demand (m3)Yield

(m3)flow/hr

(m3)Equivalent carrying Capacity of the 3 mains

(400+350+225) (m3/hr)RemarksRecommended size (mm)Recommended Size to suffice to 2013(mm)

20082263025799283791182942In adequate647

20092392927279300071250942In adequate665

20102530328845317301322942In adequate684

20112674430489335371397942In adequate703

20122823032182354001475942In adequate722

20132977933948373431556942In adequate742800

The maximum carrying capacity of the 3 mains based on the allowable velocity of 1m3/s is 942m3/ hour. The required flow is calculated to be 1182m3/hour in 2008 and will rise to 1556m3/hour by 2013. This presents a bottleneck.

5.5.2 Mwenda to Tsabango

The pumping main from Mwenda to Tsabango is of DN300mm. The main conveys water to both Area 23 Tower and Tsabango reservoir. The main is of Asbestos Cement material.

YearAverage Demand


(m3)flow/hr

(m3)Carrying Capacity of the DN350 main

(m3/hr)RemarksRecommended size (mm)Recommended Size to suffice to 2013(mm)

2008123141403815441643346In adequate477

2009129771479316273678346In adequate490

2010136631557617133714346In adequate502

2011143621637318010750346In adequate515

2012150771718818907788346In adequate528

2013158081802119828826346In adequate540600

The maximum carrying capacity of the DN 350 main based on the allowable velocity of 1m3/s is 346m3/ hour. The required flow is calculated to be 643m3/hour in 2008 and will rise to 826m3/hour by 2013.

5.5.3 Mwenda to Ngwenya

The pumping main between Mwenda and Ngwenya is of diameter 250mm and is made up of PVC.

YearAverage Demand


(m3)flow/hr

(m3)Carrying Capacity of the DN 250 main


2008429448955384224177In adequate282

2009473653985938247177In adequate296

2010522259546549273177In adequate311

2011575865647221301177In adequate326

2012631772017921330177In adequate342

2013691878878675361177In adequate358400

The maximum carrying capacity of the DN 250 main based on the allowable velocity of 1m3/s is 177m3/ hour. The required flow is calculated to be 224m3/hour in 2008 and will rise to 361m3/hour by 2013. This presents a serious bottleneck.

5.5.4 TW2 to Mtunthama

Mtunthama reservoirs are fed supplied through the DN525 pumping main from TW2 which branches off from the DN800 to Chayamba. There are also two mains from T1 that convey water to Mtunthama (350 and 275) but most of the time are shut off allowing production from TW1 to entirely go towards the Mwenda Zone. YearAverage Demand


(m3)flow/hr

(m3)Carrying Capacity of the DN 525 main (m3/hr)RemarksRecommended size (mm)Recommended Size to suffice to 2013(mm)

20081956622305245351022707In adequate601

20092051723389257281072707In adequate616

20102150224513269641124707In adequate630

20112247225618281801174707In adequate644

20122347326759294351226707In adequate659

20132449027919307101280707In adequate673700

The maximum carrying capacity of the DN 525 main based on the allowable velocity of 1m3/s is 707m3/ hour. The required flow is calculated to be1022m3/hour in 2008 and will rise to 1280m3/hour by 2013. This presents a serious bottleneck.

5.5.5 Mtunthama to Area 9

The pumping main between Mtunthama and Area 9 Tower is of diameter 300mm of Asbestos Cement material.

YearAverage Demand


(m3)flow/hr



2008321636664032,276168254adequate244

2009339438694255,712177254adequate250

2010357540754482,533187254adequate257

2011375942864714,29196254adequate264

2012395045024952,714206254adequate270

2013414947305202,82217254adequate277

The maximum carrying capacity of the DN 300 main based on the allowable velocity of 1m3/s is 254m3/ hour. The required flow is calculated to be168m3/hour in 2008 and will rise to 217m3/hour by 2013. This main does not present a bottleneck.

5.5.6 TW2 to Chayamba

The pumping main between TW2 and Chayamba is of diameter 800mm and comprises of Ductile Iron material.

YearAverage Demand


(m3)flow/hr



200831220355903914916311810adequate760

200933078377094147917281810adequate782

201035188401154412618391810In adequate806

201137257424734672019471810In adequate830

201239323448284931020551810In adequate852

201341383471765189421621810In adequate874900

The maximum carrying capacity of the DN 800 main based on the allowable velocity of 1m3/s is 1810m3/ hour. The required flow is calculated to be 1631m3/hour in 2008 and will rise to 2162m3/hour by 2013. This main presents a bottleneck from 2010.

5.5.7 NBS to Kanengo Trunk MainsThe are two pumping mains from Northern Booster Pumping Station to Kanengo. The mains are of DN 525 and DN 350 and both of AC material. The two mains run in parallel and are interconnected at different points. The equivalent diameter for the two mains is 632mm. YearAverage Demand


(m3)flow/hr

(m3)Equivalent carrying Capacity of the 2 mains

(525+350) (m3/hr)RemarksRecommended size (mm)Recommended Size to suffice to 2013(mm)

2008261902985632841,8713681053Inadequate696

2009279483186135047,0714601053Inadequate719

2010299583415337567,9415651053In adequate744

2011319263639640035,2816681053In adequate768

2012338903863442497,4517711053In adequate791

2013358474086544951,9118731053In adequate814800

The maximum carrying capacity of the DN 525 and DN 350 mains based on the allowable velocity of 1m3/s is 1053m3/ hour. The required flow is calculated to be 1368m3/hour in 2008 and will rise to 1873m3/hour by 2013. This main presents a bottleneck.

5.5.8 Kanengo to Sandula

The pumping main between Kanengo and Sandula is of diameter 300mm and made of Asbestos Cement material.

YearAverage Demand


(m3)flow/hr



2008606069087599317254Inadequate335

2009628371637879328254Inadequate341

2010668676228384349254In adequate352

2011707380638869370254In adequate362

2012744484869334389254In adequate371

2013780088929781408254In adequate380400

The maximum carrying capacity of the DN 300 main based on the allowable velocity of 1m3/s is 254m3/ hour. The required flow is calculated to be 317m3/hour in 2008 and will rise to 408m3/hour by 2013. This main presents a bottleneck.

5.5.9 Lumbadzi Booster to Lumbadzi Tower

The pumping main from Lumbadzi Booster Station to Lumbadzi Tower is of 200mm diameter comprising of AC material.

YearAverage Demand


(m3)flow/hr

(m3)Carrying Capacity of the main

(200) (m3/hr)RemarksRecommended size (mm)Recommended Size to suffice to 2013(mm)

200847854560025113adequate94

200951158264126113adequate97

201054562268428113adequate100

201158266473030113adequate104

201262170877932113adequate107

201366375583135113adequate111

The maximum carrying capacity of the DN 200 main based on the allowable velocity of 1m3/s is 113m3/ hour. The required flow is calculated to be 25m3/hour in 2008 and will rise to 35m3/hour by 2013. This main does not presents a bottleneck.

5.6High Lift Pumping Stations

Figure 6 TW1 Highlift Pump StationThe Board has 3 primary high lift pumping stations i.e. TW1, TW2 and Bunda. These primary highlift stations pump either directly to service reservoirs or to intermediate booster stations. There are 5 booster stations namely Mtunthama, Northern Booster, Kanengo, Lumbadzi and Mwenda.

Below is the inventory of Lilongwe Water Boards pumping stations and the associated pumping units.High Lift Station

Name of PumpDesign Capacity (m3/hr)

TW1Section AHA396

SectionBHB1245

HB2550

HB3550

Section CHC1274

HC2274

HC3274

HC4274

TW2HE11147

HE21147

HE31147

HE41147

MwendaMwenda 1248

Mwenda 2248

Mwenda 3248

Mwenda 4243

MtunthamaMtunthama 1248

Mtunthama 2248

Mtunthama 3396

NBSSection BB1245

B2245

Section CC11213

C21213

C31213

KanengoKanengo 1364

Kanengo 2364

LumbadziLumbadzi 1115

Lumbadzi 2115

BundaBunda 150

Bunda 250

At each pumping station there is a need to ensure that each pump is working efficiently and that the station is able to cope up with required water demand. There is also need at each station to have adequate standby capacity to allow continuity of supply at times when some of the pumping units have to be isolated from the system for repairs.

Recommended standby is at least 50% of the required pumping capacity. Pumps should be able to fill reservoirs in 22 hours (Q22). The current capacity of each pumping station was assessed against the projected water demand up to 2013 to check whether the recommended requirements are satisfied. 5.6.1 TW 1 High Lift Station

TW1 High lift station pumps water to Mwenda (the Southern part of Lilongwe City). The Station comprises of pump sets in three sections A, B and C with different capacities. For the detailed current pumping capacities and different combinations refer to table as appended.Average Demand7 day Peak DemandYieldflow/hrCapacity(2 Pumps Section B and 2 pumps Section C)No of Units on StandbyStandby CapacityRemarks

2008226302579828379118214032557Adequate

2009239292727930007125014032557Adequate

2010253032884531730132214032557Adequate

2011267443048933537139714032557Adequate

2012282303218235400147514032557Inadequate

2013297793394837343155614032557Inadequate

5.6.2 TW2 High Lift Station

TW2 High lift Station pumps water simultaneously both to Mtunthama and Chayamba. The station comprises of 4 No. High lift pump sets each with a design capacity of 1147m3/hour. Three pumps can be run simultaneously with one pump serving as standby. The maximum achievable flow for the three pumps is 2937m3/hour.

Average Demand

M3/day7 day Peak Demand

M3/dayYield

M3/dayFlow m3/hrCapacity(3 Pumps duty )No of Units on StandbyStandby CapacityRemarks

20084559651979571772382293711124Adequate

20094846555250607752532293711124Adequate

20105146158666645322688293711124Adequate

20115439862014682152842293711124Adequate

20125736365393719332997293711124Inadequate

20136033768784756633152293711124Inadequate

5.6.3 Mwenda Booster Station

Mwenda booster station pumps water to Tsabango low level reservoir, Area 23 Tower as well as the newly constructed Ngwenya reservoir. There are four pump sets , 2 pumps are used for pumping to Tsabango and Area 23 Tower whilst the other pump serve Ngwenya. One pump set serve as stand by for both Ngwenya and Tsabango.

At the moment, it is not possible to run three pumps silmutaneously because of the cabling and fuse capacity as a result there are intermittent shortfalls in water supply in Tsabango and Ngwenya zones. Average Demand7 day Peak DemandYieldflow/hrCapacity(2 Pumps Section B and 2 pumps Section C)No of Units on StandbyStandby CapacityRemarks

20081660718933208268685701218Inadequate

20091771220192222119255701218Inadequate

20101888621529236829875701218Inadequate

201120121229382523110515701218Inadequate

201221394243892682811175701218Inadequate

201322726259072849811875701218Inadequate

5.6.4 Mtunthama Booster Station

Mtunthama Booster station comprises of 3 pump sets. There is one big pump with a design flow of 396m3/hr and Head 54m and two identical smaller pumps with a design flow of 248m3/hr and Head 54m. The mode of operation is such that 2 pumps are on duty whilst one is on stand by.Average Demand7 day Peak DemandYieldflow/hrCapacity(400,350,225)No of Units on StandbyStandby CapacityRemarks

20083216366640321685141232Adequate

20093394386942561775141232Adequate

20103575407544831875141232Adequate

20113759428647141965141232Adequate

20123950450249532065141232Adequate

20134149473052032175141232Adequate

5.6.5 Northern Booster Station

Northern Booster Station comprises of two sections. Section B which is quite old has 2 pumps sets whilst section C which is relatively new, has 3 pump sets. The mode of operation is such that 2 pumps are on duty in section C whilst one is on standby and one pump is on duty in section B whilst one is on standby. Section B pumps through the 350mm main whilst Section through the 525mm main.

Average Demand7 day Peak DemandYieldflow/hrCapacity(2 Pumps Section B and 2 pumps Section C)No of Units on Standby (1 pump section B and 1 pump Section C)Standby CapacityRemarks

20082603029674326421360218821195Adequate

20092794831861350471460218821195Adequate

20102995834153375681565218821195Adequate

20113192636396400351668218821195Adequate

20123389038634424971771218821195Adequate

20133584740865449521873218821195Adequate

5.6.6 Kanengo Booster Station

Kanengo Booster station comprises of 2 pump sets of identical size. The mode of operation is such that 1 pump is on duty whilst the other one is on standby.Average Demand7 day Peak DemandYieldflow/hrCapacity(1 pump)No of Units on StandbyStandby CapacityRemarks

20085900672673993083311324Adequate

20096283716378793283311324Adequate

20106686762283843493311324Inadequate

20117073806388693703311324Inadequate

20127444848693343893311324Inadequate

20137800889297814083311324Inadequate

5.6.7 Lumbadzi Booster Station

Lumbadzi Booster station comprises two pumps of identical size. The mode of operation is such that 1 pump is on duty whilst the other one is on standby.

Average Demand7 day Peak DemandYieldflow/hrCapacity(1 pump)No of Units on StandbyStandby CapacityRemarks

2008478545,4613600,007425,0003174174Adequate

2009511582,4735640,720926,696774174Adequate

2010545621,7172683,888928,4953774174Adequate

2011582663,5249729,877430,4115674174Adequate

2012621708,0255778,828132,4511774174Adequate

2013663755,3193830,851234,618874174Adequate

5.7Distribution SystemTransmission mains and distribution mains normally represent the largest portion of the initial cost of a water system and are basically unseen upon completion, so good design and construction of these facilities is paramount to delivering a safe, adequate, reliable supply as economically as possible. The major design factors are the size, type of materials, and location of the facilities with respect to meeting the demands of the customers within the service area.

Some Definitions

A transmission main (usually larger diameter pipe) is used to convey the majority of flow from source, treatment, and/or storage facilities to the distribution system. A transmission main, although it may have a small number of service connections on it, is intended to deliver water to the distribution mains where the majority of service connections are located. A distribution main is the delivery system to individual customer service lines and provides water for fire protection through fire hydrants, if applicable.

5.7.1Facility SizingWater system main sizing should consider a number of factors including pumping costs, system demand, land use, friction losses, and flow velocities. These factors are interrelated and their relative influences in the selection of optimum piping arrangements should be recognized. As a whole, transmission lines, distribution facilities, water sources, pumping facilities, and storage facilities must be designed so that, in combination, they will optimize the water system and, at a minimum, provide for the demand conditions at pressures established in water supply standards, anticipated at any given time in all parts of the system.

5.7.2Sizing ProceduresProcedures for sizing distribution and transmission lines for water systems have been established in many engineering textbooks, reference books, and design manuals. However, knowing that Lilongwe Water Boards distribution systems are complex, ie there are normally more than two loops in any given area, it is recommended to use computer modelling facilities in the design. There are many common computer software packages available to readily aid in the design of complex systems. It is expected that the design procedures used will be consistent with those applied and accepted by the professional civil engineering discipline as good engineering practice. The available software in Lilongwe Water Board is Picolo. It should be pointed out that the way Picolo was installed lacks integrity of modelling since it only allows extension of the existing network. There is no facility of save as to anlyse the effect of the concerned or proposed extension only.5.7.3Minimum SizeIt is a common practice to determine the minimum size for a transmission or distribution main by a hydraulic analysis. The hydraulic analysis needs to address the parameters related to pressure head and demand. Mains are generally sized with the ability to provide flow rates required to serve the anticipated land use in that vicinity of the system as characterized in the water system plan and the local land use plan. The minimum diameter of all distribution mains is normally 63mm, unless justified by a hydraulic analysis. Any pipeline designed to provide fire flow must be at least 150mm for AC pipe and 160mm for PVC and PE in diameter.Sizing mains using a hydraulic analysis must, at a minimum, consider two demand scenarios. First, the system must be capable of delivering the peak hourly demand (PHD) at the required pressure of 40m head at every existing and proposed service connection. If fire flow is to be provided, the distribution pipelines must also be capable of delivering the maximum day demand (MDD) rate, in addition to the fire flow, at the required pressure of 30m head throughout the distribution system. The required size for mains is the largest determined by analyses of the two demand scenarios.

5.7.4Peak Hourly Demand (PHD)

Distribution pipelines must be able to sufficiently deliver water to meet peak customer demands (commonly defined as peak hourly demand) at 40m head at every existing and proposed service connection. (Note: This was termed maximum instantaneous demand (MID). The peak hourly demand (PHD) is the maximum rate of water use, excluding fire flow that can be expected to occur within a defined service area over a continuous sixty minute time period. If more than one pressure zone exists, each PHD value needs to be calculated separately for each zone and analyzed appropriately.

5.7.5Fire Suppression Flow

Fire flow rate and duration requirements are determined by the local fire control authority or the Public Water System Coordination Act, for systems within the boundaries of a designated Critical Water Supply Service Area. However, there are explicitly defined laws governing this at present. There is need to work hand in hand with the city assembly to determine the governing standards. The obvious thing is that fire needs for an industrial area is different from a residential area. 5.7.6Minimum Distribution System Pressure

The water system must be able to provide PHD at no less than 40m head at all service connections throughout the distribution system (measured at all existing and proposed service water meters or along property lines adjacent to mains if no meter exists), except during fire flow conditions. To address fire suppression events, the system must be able to provide 30m head minimum pressure at ground level at all points along the pipeline throughout the distribution system under fire flow conditions plus the maximum day demand rate (MDD-rate). The MDD is determined for the area served by those particular mains and converted to a flow rate (the MDD-rate) in litres per second or cubic metres per minute. (The maximum daily demand divided by 1440 minutes will give the MDD-rate.) Transmission mains with no service connections must be designed to maintain greater than or equal to 10m head except when directly adjacent to storage tanks.

Individual service booster pumps may be used as an interim solution for providing minimum design pressure but are not considered to be acceptable as a permanent design feature.

5.7.7Maximum Velocity

The Water Distribution Handbook recommends that the design of distribution mains not exceed a maximum velocity of 2.5m per second under PHD conditions, unless otherwise specified by the pipe manufacturer. Maximum velocities of greater than 2.5m per second may occur under fire flow conditions, for short sections of mains, or for piping within pump and valve station facilities. Long sections of mains with higher velocities should be checked for transient (water hammer) conditions. .

5.7.8Excess Pressure

The type of pipe used and the pressure needs of the system are significant factors to take into consideration when designing a water main. Excessive pressure in a system can lead to wasted water by customers and increase the risk of pipe failure. Pressure in the distribution system should not exceed 150m head, unless the design engineer can justify the need for the excessive pressure (reduce pumping costs, fire flow reliability, etc.), and verify that the pipe material is appropriate for this use.

5.7.9Surge and Transient Control

Hydraulic surges and transients (water hammer) are dependent on a number of factors, including main size, length, profile and materials of construction. Analysis of pressure transients should be incorporated in the design of the distribution system .Pipe pressure tests and thrust restraint should be based on the maximum transient conditions, including an appropriate factor of safety.

There are a variety of ways to provide surge control. Methods include open surge tanks, pressurized surge tanks, surge anticipator valves, vacuum relief valves, regulated air release valves, optimizing main size and alignment, electric soft start/stop and variable speed drives for pumps, electric interlocks to prevent more than one pump from starting at the same time, slow opening and closing valves, and increasing the polar moment of inertia of the rotating pump/motor assembly. Reliability of the surge protection facility is important. Where appropriate, redundancy should be provided for essential equipment such as vacuum relief valves. Adequate alarms should be provided on surge tanks and similar components to give operators early warning. Consideration should be given to preventing the pumping system from operating if the surge protection facilities are not operable.

5.7.10Computer ModellingA computer model is not necessarily an exact representation of all pipes in the distribution system. For large systems in particular, simplification of the system is important for reducing time needed to obtain and code data, and run the hydraulic analysis. Furthermore, some computer models are capable of only handling a maximum number of pipes. Methods of reducing the size of the system to model include:

1.Consider only pipes above a certain size;

2.Eliminate tree type pipe regions in the system;

3.Replace series and parallel pipes with single equivalent pipes; and

4.Analyze distinct separate pressure zones separately.

In all cases, the demands to the regions not modeled can be shown at nodes (junctions) leading to the region eliminated.

5.7.11 Inventory of Lilongwe Water Boards Distribution System

The table below indicates the distribution system in different areas grouped according to zones.Name of ZoneName of AreaPipe DiscriptionLength in (m)Date of

Diameter(mm)Material TypeClassinstallation

Northern ZoneArea 2525GI 780.00 1/1/1984

50GI 1,126.00 1/1/1984

63PVC6 18,661.70 1/1/1984

90PVC6 2,020.00 1/1/1984

100ACB 24,086.00 1/1/1984

110PVC12 12,763.50 1/1/1984

150ACB 6,818.00 1/1/1984

160PVC12 12,011.00 1/1/1984

200ACC 4,331.00 1/1/1977

250ACB 992.00 1/1/1984

63PVC10 38,789.40 1/1/2007

110PVC10 18,761.93 1/1/2007

160PVC10 4,238.70 1/1/2007

Subtotal for Area 25 144,599.23

Area 2625GINA 99.00 1/1/1969

50GINA 1,304.00 1/1/1969

63PVC6 124.00 1/1/1969

100ACB 5,159.00 1/1/1969


Sub total for Area 27 1,708.00

Name of ZoneName of AreaPipe DiscriptionLength in (m)Date of


Area 28100ACB 3,719.00 1/1/1972

110PVC12 6,499.00 1/1/1994

150ACC 561.00 1/1/1972


Area 2925GINA 602.00

63PVC6 102.00

100ACB 3,381.00

110PVC12 770.00

150AC12 8,654.00

200ACC 3,261.00

300ACC 31.00

400ACD 962.00


Area 3020GI 19.00 1/1/1984

50GI 2,745.00 1/1/1984

63PVC6 1,139.00 1/1/1984

100ACB 9,488.00 1/1/1984


Area 39 awaiting field surveyN/AN/AN/A N/A N/A

Area 48 awaiting field surveyN/AN/AN/A N/A N/A

Area 4925GI 135.00 1/1/2001

63PVC10 4,792.11 1/1/1984

63PVC10 1,628.80 1/1/2007

100ACB 12,538.24 1/1/1990

110PVC10 1,694.70 1/12007



150ACB 3,437.25 1/1/1984

63PVC10 913.95 1/1/2008

160PVC10 650.81 1/1/2008


Area 5032PVC6 3,566.42 1/1/2006

63PVC10 4,527.29 1/1/2006

110PVC10 667.71 1/1/2006

160PVC12 6,232.50 1/1/2006


Area 5190PVC10 338.57 1/1/2005

100ACB 924.43 1/1/2005


Area 5250GI 3,638.50 1/1/1980

150ACB 61.00 1/1/1980

200ACC 5,343.05 1/1/1980

250ACC 13,408.15 1/1/1980


Area 5325GI 444.00 1/1/1980

32PVC6 1,600.43 1/1/1980

40GI 49.00 1/1/1980

50GI 49.10 1/1/1980

63PVC6 24,189.95 1/1/1980

110PVC12 24,571.76 1/1/1980

150ACB 354.20 1/1/1980

160PVC12 7,454.21 1/1/1984

200ACC 1,346.00 1/1/1980

63PVC10 855.10 1/1/2007

90PVC10 37.00 1/1/2007

110PVC10 1,226.50 1/1/2007

200PVC10 3,107.79 1/1/2007




Area 54N/AN/AN/A N/A N/A

Area 55110PVC12 1,859.00 1/1/2003

Area 5632HDPE6 3,650.84 1/1/1994

63PVC10 12,053.55 1/1/1994

110PVC10 6,044.22 1/1/1994

160PVC10 5,769.11 1/1/1994


Grand total for NZ 343,579.03

Central ZoneArea 325GI 87.00 1/1/1972

50GI 3,009.00 1/1/1972

63PVC6 1,098.00 1/1/1980

100ACB 6,342.00 1/1/1977

110PVC12 117.40 1/1/2004

150ACB 1,007.00 1/1/1960

63PVC10 1,763.87 1/1/2007

110PVC10 1,140.60 1/1/2007




Area 450GI 1,906.00 1/1/1980

63PVC6 94.60 1/1/1980

100ACB 4,469.00 1/1/1980

110PVC10 3,326.00 1/1/1980

150ACB 767.00 1/1/1980


Area 550GI 21.50 1/1/1995

63PVC10 477.00 1/1/1995

63PVC10 1,498.81 1/1/2006

110PVC10 1,963.16 1/1/2004

100ACB 375.10 1/1/2003

110PVC10 740.80 1/1/2004

110PVC10 180.70 1/1/2007


25GI 150.40 1/1/1995

Area 650GI 334.22 1/1/1993

63PVC10 7,867.10 1/1/1990

110PVC10 1,890.62 1/1/1997

100ACB 1,310.96 1/1/1990

160PVC10 1,650.11 1/1/1997


Area 963PVC6 9,160.00 1/1/1987

75ACB 1,566.00 1/1/1987

100ACB 5,889.00 1/1/1987

110PVC12 2,351.00 1/1/1987

150ACB 6,078.00 1/1/1987



160PVC16 1,240.00 1/1/1987

200ACB 119.50 1/1/1987

300ACC 74.00 1/1/1987


Area 1063PVC6 152.00 1/1/1984

100ACB 542.00 1/1/1984

110PVC12 14,386.00 1/1/1984

150ACB 2,677.00 1/1/1970

160PVC16 4,516.00 1/1/1970

200ACC 836.00 1/1/1970

315PVCC 1,943.00 1/1/1970

500ACD 1,000.00 1/1/1970


Area 1132PVC6 91.00 1/1/1972

63PVC6 1,566.00 1/1/1972

100ACB 1,017.00 1/1/1972

110PVC10 3,048.00 1/1/1984

150ACB 177.00 1/1/1984

160PVC10 110.00 1/1/1984

160PVC10 1,753.90


Area 1232PVC6 75.00 1/1/1972

50GI 252.00 1/1/1972

100ACB 10,325.00 1/1/1972

110PVC12 614.00 1/1/1972

150ACB 5,266.00 1/1/1972



160PVC12 3,217.00 1/1/1972

225PVC16 339.00 1/1/1972


Additional measured Length 7,116.00

TOTAL 27,204.00

Area 1325GI 775.00 1/1/1975

50GI 275.00 1/1/1975

63PVC10 164.00 1/1/1975

100ACB 2,662.00 1/1/1975

110PVC12 460.00 1/1/1975

150ACB 1,383.00 1/1/1975

200ACC 1,130.00 1/1/1975

225PVC16 282.00 1/1/1975


Area 1450GI 56.00 1/1/1990

63PVC10 2,499.00 1/1/1990

100ACB 688.00 1/1/1990

110PVC12 5,517.00 1/1/1990

225PVC16 928.00 1/1/1989


Area 15100ACB 5,980.00 1/1/1972

150ACB 162.00 1/1/1972

300ACC 31.00 1/1/1972




Area 1663PVC10 75.00 1/1/1975

100ACB 1,930.00 1/1/1975

150ACB 88.00 1/1/1975


Area 1832PVC6 256.00 1/1/1984

63PVC10 17,095.00 1/1/1984

90PVC10 881.00 1/1/1984

100ACB 9,171.00 1/1/1984

110PVC12 794.00 1/1/1984

150ACB 6,874.00 1/1/1984

160PVC12 1,771.00 1/1/1984

200ACC 78.00 1/1/1984

315PVC16 31.00 1/1/1984


Area 19100ACB 891.00 1/1/1975

150ACB 1,327.00 1/1/1975

200ACC 106.00 1/1/1975

225PVC12 546.00 1/1/1975


Area 2050GI 267.00 1/1/1972

63PVC10 171.00 1/1/1972

75ACB 111.00 1/1/1972

100ACB 372.00 1/1/1972

110AC12 47.00 1/1/1972

150ACB 1,294.00 1/1/1972

160PVC12 305.00 1/1/1972

315PVC16 18.00 1/1/1972

500ACD 67.00 1/1/1972



800DI 30.00 1/1/1972


Area 3250GI 12.00 1/1/1990

63PVC10 839.00 1/1/1990

90PVC10 335.00 1/1/1990

110PVC12 1,190.00 1/1/1990

150ACB 1,000.00 1/1/1995


Area 3325GI 330.55 1/1/1985

40GI 100.06 1/1/1985

50GI 16.05 1/1/1985

63PVC10 1,700.91 1/1/1985

100ACB 17.25 1/1/1969

110PVC12 2,394.25 1/1/1985

150ACB 935.54 1/1/1985

160PVC16 1,130.32 1/1/1985


Area 4050GI 200.00 1/1/1975

63PVC6 70.00 1/1/1975

100ACB 3,739.00 1/1/1995

110PVC12 167.00 1/1/2003

150ACB 29.00 1/1/1990

200ACB 339.00 1/1/1975

225PVC12 369.00 1/1/2000

500ACD 1,748.00 1/1/2000




Area 4132HDPE 2,448.50 1/1/2005

63PVC10 1,798.39 1/1/2005

90PVC10 402.06 1/1/2005

110PVC10 1,897.19 1/1/2002

160PVC10 2,215.54 1/1/2002


Area 43100ACB 5,755.00 1/1/1980

110PVC10 4,436.00 1/1/1980

150ACB 4,038.00 1/1/1997

160PVC10 1,539.00 1/1/1997

63PVC10 3,585.40 1/1/2008

110PVC10 2,070.20 1/1/2008


Area 4620GI 65.00 1/1/1977

25GI 2,944.00 1/1/1977

32PVC10 3,013.00 1/1/1977

40GI 439.00 1/1/1977

50GI 860.00 1/1/1993

63PVC10 15,356.00 1/1/1993

100ACB 904.00 1/1/1977

110PVC12 1,026.00 1/1/2002

160PVC12 25,878.00 1/1/1993

300ACC 1,220.00 1/1/1977

90PVC10 2,174.00 1/1/2006

160PVC10 1,460.10 1/1/2006




Area 4732PVC6 55.00 1/1/1973

63PVC10 622.00 1/1/1984

100ACB 6,966.00 1/1/1985

110PVC12 17,201.00 1/1/1984

150ACB 6,985.00 1/1/1984

160PVC12 4,227.00 1/1/1993

200ACB 980.00 1/1/1984

63PVC10 3,389.30 1/1/2007

110PVC10 3,009.10 1/1/2007

210PVC10 112.00 1/1/2007


Grand total for Central Zone 333,676.43

Southern ZoneArea 120GI 539.00 1/1/1955

25GI 889.00 1/1/1955

32PVC6 183.00 1/1/1955

40GI 392.00 1/1/1963

50GI 4,634.00 1/1/1958

63PVC10 5,924.00 1/1/1990

100ACB 7,803.00 1/1/1955

110PVC12 5,266.00 1/1/1987

150ACB 2,632.00 1/1/1982

160PVC12 600.00 1/1/2004

200ACB 350.00 1/1/1972

225PVC12 752.00 1/1/1972

250ACB 2,056.00 1/1/1963


Additional total for Area 1 1,900.00

33,920.00



Area 263PVC 165.60 1/1/2005

110PVC 1,093.69 1/1/2005

160PVC 597.83 1/1/2005

50GI 1,625.00 1/1/1963

63PVC10 1,690.00 1/1/1968

75ACB 2,560.00 1/1/1955

100ACB 5,439.00 1/1/1963

110PVC12 2,981.00 1/1/1986

150ACB 5,028.00 1/1/1986

110PVC10 1,756.60 1/1/2008


Area 720GI 274.00 1/1/1984

25GI 324.00 1/1/1984

40GI 57.00 1/1/1984

50GI 8.00 1/1/1984

63PVC10 4,032.00 1/1/1984

75ACB 1,056.00 1/1/1984

100ACB 12,664.00 1/1/1984

110PVC12 1,485.00 1/1/1984

150ACB 2,353.00 1/1/1985

200ACB 6,106.00 1/1/1984

220PVCC 1,471.00 1/1/1984

63PVC10 2,076.80 1/1/2008


Area 825GI 304.00 1/1/1978

32PVC6 56.00 1/1/1978

50GI 317.00 1/1/1978

63PVC10 5,317.00 1/1/1978

75ACB 1,486.00 1/1/1978



100ACB 7,336.00 1/1/1978

110PVC12 983.00 1/1/1978

150ACB 3,255.00 1/1/1978

160PVC12 2,490.00 1/1/1978

200ACB 2,408.00 1/1/1978

350ACC 323.00 1/1/1978


Area 1750GI 29.00 1/1/1978

Area 2125GI 1,581.00 1/1/1977

32PVC6 625.00 1/1/1977

50GI 634.00 1/1/1977

63PVC10 1,959.00 1/1/1977

100ACB 13,211.00 1/1/1977

110PVC12 1,327.00 1/1/1977

150ACB 2,414.00 1/1/1977

160PVC12 1,986.00 1/1/1977

200ACB 811.00 1/1/1977

300ACC 159.00 1/1/1977


Additional length for Area 21 27,514.00

Total Area for Area 21 52,221.00

Area 2225GI 584.00 1/1/1984

40GI

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