1

Photo 1 KEWI training in use of leak detector

1. Project Background and Challenges1.1 Importance of reducing NRW in Kenya

About 80% of the land in the Republic of Kenya(Kenya) is arid and semi-arid. There is a concern thatthe amount of available water per head will decline asthe population grows and demand for water is expectedto increase. For the effective use of water resources,the Government of Kenya has set reduction ofNon-Revenue Water (NRW) as a national priority.Furthermore, the Ministry of Water and Sanitation(MWS), in its National Water Services Strategy(2007-2015), set the target for reduction of the nationalaverage NRW ratio from 60% to 30%. With thetransition of Water Service Providers (WSPs) tofinancially independent public companies, many WSPshave voluntarily tackled NRW to increase theirfinancial viability. As a result, the national NRWaverage declined from 60% in 2010 to about 42% in2015 according to the annual report issued by theWater Service Regulatory Board (WASREB).However, achieving the long term national target of anNRW ratio lower than 20% by 2030 indicated inVision 2030 is not an easy task. Only 8 out of 84 WSPsmanaged to achieve an NRW ratio of less than 30%.The reduction of the NRW ratio at national level facesmany challenges.

Against this backdrop, the Government of Japanthrough JICA supported the “Project for Managementof Non-Revenue Water in Kenya (2010 to 2014) ”(hereafter, the previous project). The previous projectsupported the preparation of NRW reduction plans bypilot WSPs (Embu, Narok and Kapsabet), thedevelopment of Non-Revenue Water ManagementStandards by WASREB, and the establishment of ashort training course on NRW reduction at the KenyaWater Institute (KEWI). Through these activities, the

previous project aimed at building a basic supportmechanism for WSPs to formulate NRW reductionplans. However, challenges were observed. AlthoughWSPs were able to formulate NRW plans in theprevious project, the plans did not fully take intoaccount the WSPs implementation capacities,including the availability of financial and humanresources. Therefore, NRW reduction activities werenot adequately implemented.

To tackle these challenges, the “ Project forStrengthening Capacity in Non-Revenue WaterManagement” (hereafter, the Project) was launched inOctober 2016. Building on the achievements of theprevious project, the Project aims to strengthen theskills and capacity of WSPs to formulate andimplement viable NRW plans and build an enablingenvironment by strengthening the organizations thatsupport WSPs in NRW reduction.

2. Project Approach to Tackle theChallenges

2.1 Project Counterparts（C/P)

The counterparts of the Project are: MWSNon-Revenue Water Management Unit (NRW Unit),WASREB, KEWI, and the Kenya Water Service

：Second Group WSPs

Tana WSB

Northern WSB

Rift Valley (RV) WSB

Athi WSB

Tanathi WSB

Coast WSB

Lake Victoria South (LVS) WSB

Lake Victoria North (LVN) WSB

：Leading WSPs

：First Group WSPs

JICA PROJECT BRIEF NOTEKENYA (Ver.1) Jan. 2019

Project for Strengthening Capacity in Non-Revenue Water ManagementNon-revenue water management based on realistic NRW reduction plan andstrengthening of organizational capacity for expanding NRW reduction activities in Kenya

Figure 1. Location of project activities

2

Providers Association (WASPA: voluntary associationof WSPs and the private sector). The NRW Unit wasestablished in MWS in 2016 to support WSPs in theirefforts to reduce NRW. Nine pilot WSPs were selected.Meru and Embu WSPs, previously supported by JICA,were positioned as the Leading WSPs, and one WSPfrom each of the seven regions of the Water ServicesBoard (WSB) was selected from 15 candidate WSPsthat were recommended by MWS.

2.2 Project Framework and ImplementationStructure

Figure 2 shows the Project’s overall goal, purpose,outputs and C/P organizations. The Project will beconducted for 5 years from October 2016 to September

2021. It will be implemented in the following 3 phases:

Phase 1： October 2016 to September 2017

Phase 2： October 2017 to September 2019

Phase 3： October 2019 to September 2021

The Joint Coordination Committee (JCC) meetstwice a year. The JCC approves the project work plansand revision of the project schedule, and monitors theimplementation of activities and achievements. TheProject Implementation Committee (PIC) meets once amonth. Representatives of the C/P organizationsparticipate the PIC to report the progress of activitiesand discuss issues regarding project implementation.

実施機関

WSP支援チームMWS NRW Unit

【Output 1】 Capacity to promote and coordinate NRW reduction activities by MWS NRW Unit is strengthened

KEWI

【Output3】NRW related training capacity of KEWI is strengthened

WASREB

【Output 2】Use of NRW Management Standards is promoted by WASREB

【Output 4】NRW planning and implementation capacity of Pilot WSPs is enhanced

9 Pilot WSPs

Strengthening NRW reduction capacity of Pilot WSPs

Strenthening the support system for NRW reduction of WSPs

【Overall Goal】 Under NRW Reduction Support Mechanism, WSPs Enhance NRW Reduction Activities

【Project Purpose】 A NRW Reduction Support Mechanism is Established for WSPs to Implement NRW Reduction Activities

【Output 5】 Experiences and knowledge of NRW reduction activities are shared among WSPs.

WASPA and WSPs in 47 Counties

The JICAExperts

2.3 Identification of Challenges and ProjectApproach through Baseline Survey

To understand the challenges faced by the C/Ps andset the starting point of the Project, a baseline surveywas conducted at the beginning of Phase 1. Based onthe results of the baseline survey, the Project selected 9pilot WSPs for the target in Output 4 and thechallenges facing the WSPs and the activities toachieve the outputs were determined.

Phase when theactivity starts

Pilot WSP

Phase 1 & 2 Meru, Embu

Phase 2 Kisumu, Nakuru, Nyahururu,Ruiru-Juja

Phase 3 Eldred, Kilify-Mariakani, Mavoko

Figure 2 Project purpose, Outputs and Counterparts

Table1 Pilot WSPs and phases in which their activities areconducted

The identified challenges and activities to tackle thechallenges for each output are shown below.

2.3.1 NRW Unit, MWS (Output1)

Challenge: The NRW Unit has a mandate toformulate policy related to NRW reduction andimplement sensitization of NRW reduction nationwide.As the NRW Unit was established in Feb. 2016 as anew unit, the tasks and roles of the officers and theactivities of the Unit have not been clearly defined.Many of the staff were transferred from other sectionsand have no experience in conducting sensitizationactivities.

Solution: The Unit needs to accumulate experiencesby establishing an organizational structure andplanning and implementing its activities so that it canfulfill its mandate and contribute to the reduction ofNRW. The Project aims to build the capacity of theUnit to lead NRW reduction activities at national levelthrough the planning and implementation ofsensitization of NRW reduction, and monitoring of theinstitutions/organizations that support NRW reduction.

2.3.2 WASREB (Output2)

Challenge: In 2014, as a part of the activities of theprevious project, WASREB issued the NRWManagement Standards (4 publications: Guidelines,Manual, Handbook, and Case Studies) and distributedthem to the WSPs. The results of the baseline studyindicated that many activities recommended in theNRW Standards required major investment. Formedium and small WSPs who often struggle withoperation and maintenance costs, the activities in theStandards may not be easy to implement. An extensiveuser survey on the usage of the NRW Standards has notbeen done and there were not any information onwhether the NRW Standards are fully used by WSPs.In the Project, WASREB will conduct a user survey ofthe NRW Standards with a view to revising them.Based on the survey results, WASREB will discuss andimplement revision of the Standards in Phase 2 and therevised Standards will be distributed in Phase 3.

2.3.3 KEWI (Output3)

Challenge: KEWI is the only public training institutethat specializes in water and sewage services and waterresource management in Kenya. KEWI ’ s long termcourses offer a diploma and a certificate in these areas.

The previous course developed a short course inKenya. It specializes NRW management for waterservice practitioners. The results of the baseline studyindicated that the current short course was centered ontheory and the opportunity to learn practical skills waslimited to demonstrations and site visits. Thus thecourse does not cater to the WSPs’ needs to acquiremore practical skills.

Approach: KEWI will review the current NRW shortcourse and formulate an NRW practical course. It alsoaims at improving the teaching materials and teachingmethods. KEWI will collaborate with the LeadingEmbu and Meru WSPs to conduct the training on thesite and incorporate practical skills and technologies.After the training, teaching materials will be produced.Lecturers at KEWI who do not have field experiencewill participate in the training at WSPs so that they canimprove their teaching skills. The training will beevaluated by the practitioners who participated in thecourse and the teaching materials and methods will bereviewed. The results of the reviews will be reflectedin the next training by incorporating the PDCA cycle(Plan, Do, Check, and Action) into KEWI activities.

2.3.4 Pilot Water Service Providers (Output 4)

In terms of WSPs’ NRW reduction, the followingchallenges and issues were identified.

Challenge 1：NRW Reduction PlanThe results of the baseline study showed that the

targeted WSPs either have not established NRWreduction plans or had plans but they were unrealisticand could not be implemented. The plans were alsolimited to single year plans. Establishment of zoning ofthe water distribution system or more detailed districtmetered areas (DMAs), and replacement of aged pipesrequire medium to long term plans or visions and thesewere lacking in WSPs’ NRW plans.

Challenge 2：Geographic Information System (GIS)The study observed that the existence of GIS data

varied among the WSPs. Either WSPs had establishedno GIS database, or if there was a GIS database, layerssuch as key structures had not been installed in thedatabase. Many of the WSPs did not know about theavailability of free or low-cost GIS software that canbe used to establish baseline mapping. Especially inthe case of medium or small WSPs, they tended tobelieve that establishing a GIS database involved high

Figure3 4 NRW Management Standard publications

cost so it was a difficult activity. As Project activities,it is suggested to establish a GIS database bymaximizing the use of software that is easy to obtainand to use mobile GIS in field activities. Even therewere many WSPs that had a GIS database but were notusing the database for NRW reduction activities.

Photo 2 Discussion during the baseline study

Challenge 3：Zoning of Water Distribution SystemFrom the results of the study, it is suggested that all

the targeted WSPs should review or establish zoningfor the purpose of monitoring the water distributionsystem.

Challenge 4：Strategies for Reduction of CommercialLosses

None of the WSPs studied maintain meter accuracyor take enough preventative measures against watertheft by large water consumers. Furthermore, it was aserious situation that many consumers were notregistered in the customer database or werecontinuously receiving water bills based on estimates(bills were issued not based on actual readings). It isnecessary to enhance the accuracy of the customerdatabase and bill collection based on accurate waterbilling by prioritizing large consumers.

Challenge 5：Strategies to Reduce Physical LossesMany WSPs did not have the necessary equipment

such as ultrasonic flow meters (UFM), listening sticksand leak detection equipment for reduction of waterlosses. On the other hand, many WSPs had advancedequipment like correlators but there were no staff whocould use them. In addition, most of the WSPs need toenhance skills and knowledge in prioritizing the areaswith frequent occurrence of leakages by conductingleakage detection using the Step Test and/or listeningsticks. Regarding the pressure control of thedistribution pipes, many WSPs need to enhance thetechnical skills to measure and analyze the waterpressure at many points of the distribution system,conduct hydraulic analysis and install appropriatepressure reducing valves where necessary. Therefore,the Project needs to enhance the capacity to narrowdown the areas with frequent occurrence of leakagesusing basic equipment such as UFMs and listeningsticks, and to regulate the pressure by analyzing the

data from wide-area pressure measurements.

To tackle the above challenges, the activities inOutput 4 aim to improve the daily implementation ofNRW reduction in the 3 strategic areas shown below.

Strategy 1：NRW reduction activities will start fromeasy but effective activities with current capacity ofWSPs. Large infrastructural changes and investmentswill be considered as mid-term or long-termchallenges, and initial activities will be simpleactivities such as enhancing leakage recordmanagement or changing the meters of largeconsumers.

Strategy 2： The Project will introduce activities thatcan be widely used in WSPs ’ daily operation. Forexample, calibrated buckets to test the accuracy ofcustomer meters in distribution areas and zones, andleakage detection by using listening sticks will beintroduced.

Strategy 3：The Project aims to incorporate basicNRW reduction activities into WSP’s daily operationsby improving the workflow (reporting lines, sharingand storing of data/information among relatedsections/departments). For instance, the project willassist establishing a workflow of continuouslyrecording leakage points in the GIS database so that itcan be used for designing new distribution lines.

2.3.5 WASPA and all WSPs（Output 5）

The key activities in Output 5 are to share lessonsleant and NRW reduction activities of pilot WSPs andother donors with other WSPs so that NRW reductionactivities can be expand in all over Kenya. WASPA hasa membership of more than 60 WSPs including pilotWSPs. It holds bi-monthly meetings attended by themanaging directors of WSPs. Sharing of informationand Project achievements at WASPA meetings isconsidered as an effective way of sharing information.

Before the Project, there was no formal establishedrelationship between WASPA and MWS. The Projectsupported the signing of a Framework of Cooperationbetween them regarding activities including knowledgesharing through WASPA meetings.

3. Results of Project Approach

The results of the baseline study were presented andapproved at the second JCC meeting in June 2017 andthe Project activities were commenced based on that.The status of activities as of the end of December 2018is as follows.

3.1 Output 1：Strengthening the Capacity of NRWUnit

1) Sensitization of NRW reductiona) Sensitization for county governments

Due to decentralization of the administrative systemand revision of the Water Act 2016 in Kenya, CountyGovernments became responsible for monitoring thewater service sector. Therefore, it is important todeepen County Government officials ’ understandingof NRW reduction. As part of sensitization for CountyGovernments, in March 2018, the First Kenya WaterSummit was co-organized by MWS and the Council ofGovernors, the secretariat of the counties. At theSummit, the Project Director (Water Secretary, MWS)presented the current status of NRW in Kenya, and apanel discussion on NRW was held with panelistsincluding Embu WSP and a JICA representative. TheSummit was attended by 37 county representativeswho were informed about the core issues of NRWreduction.

During the Summit, the Minister of Water andSanitation and the representative of the CountyGovernments signed the IntergovernmentalCooperation Framework to establish a framework ofcooperation by the central and county governments onwater sector development.

b) Sensitization activities for citizensSince none of the NRW Unit staff have experience in

conducting sensitization activities, as a first stepactivity the Project introduced, a poster exhibitionthemed on NRW reduction was introduced. The firstposter exhibition was planned at World Water Day on18th March 2018. However, the budget for World WaterDay was not disbursed before the event and thatdiscouraged the Unit staff. They thought that withouta budget, the activities could not be implemented.Although the budget was limited, the staff wereencouraged to make the exhibition posters withavailable materials. These sensitization posters werelater used at official MWS events and at the NairobiInternational Trade Show (October 1 to 7, 2018) whichis the largest trade show in Kenya.

Photo 3 NRW panels at Nairobi International Trade Show

During the Nairobi Show, the Unit co-organizedparticipatory events such as an NRW quiz and acoloring activity for children together with the NairobiCity Water & Sewerage Company. For the preparationof the event, the Unit staff came up with NRWreduction slogans, thus enhancing the ownership of theactivities.

c) Sensitization activities of WSPs (Primary schoolstudent visits to water treatment plants)

As NRW sensitization activities, Embu and MeruWSPs invited primary school students to their watertreatment plants. Through these visits, the studentslearned about water treatment processes and facilities.They also learned about the cost of producing safedrinking water using chemicals and the efforts ofWSPs which operate the plants 24 hours a day. Bylearning about the efforts of the water companies, thestudents realized the importance of conserving water.WSPs chose to invite schools from areas with frequentwater thefts and students were taught about theimportance of reporting water leakages and thefts toWSPs. They were also encouraged to discuss whatthey learned from the visits and the importance ofwater conservation at home with their parents andfriends.

Prior to the students’ visits, Embu and Meru WTPsalready received visitors, but the visitors were onlytaught about the water processes. During the students’visits, staff at the WTPs explained how waterconsumers such as the students themselves could helpwater companies by conserving water and reportingwater leakages. Through the students, the messagewould be conveyed to their parents and relatives,indirectly influencing those adults. Embu WSP hasdecided to continue these activities.

Photo 4. Students visit Meru WSP water treatment plant

2）Production of NRW Annual ReportThe production of the NRW Annual Report will help

the NRW Unit to sensitize the general public aboutNRW reduction. The contents of the report include thedefinition of NRW, the current NRW status in Kenya,and NRW reduction activities by stakeholdersincluding donors. The first report (2017-2018) will be

published in Feb. 2019.

3.2 Output 2 ： Revision of NRW ManagementStandards

WASREB conducted a study on the status of NRWreduction by 9 WSPs. The Editorial Committee for therevision of NRW Management Standards was formedin June 2018. Based on the results of the NRW studyand questionnaires to the WSPs on the usage of theNRW management Standards, the Committee willdetermine how to use the NRW managementStandards.

3.3 Output 3：NRW Practical Training

The results of the baseline study suggested thatexisting KEWI ’s NRW short course was centered ontheory and did not reflect the needs of WSPs. Based onthis result, KEWI designed a new NRW practical shortcourse with Embu and Meru WSPs. In this NRWpractical course, lectures on theory are offered atKEWI (1 week) and skills and field trainings areconducted at Embu or Meru WSP (1 week). The firstpractical course was conducted in June 2017. By Nov.2018, the practical course had been conducted 4 times.(A total of six courses was planned during the Projectimplementation.

Table 2 shows a comparison of the training contentof the NRW short course before the Project and thefirst practical course. The previous short course wasdesigned mainly around lectures on NRW and waterlosses. In the practical course, the content coversimportant subjects in NRW management. In the fieldtraining, students acquire practical skills in leakagedetection and meter accuracy testing, whereas theprevious course only offered site visits anddemonstrations.

Photo 5 Learning how to operate equipment at KEWI

Table 2 Comparison of previous short course and practicalcourse of the Project

Furthermore, in the previous course, the teachingmaterials consisted of extracts of literatures and theNRW Standards. While in this course, the lecturerscreated their own teaching materials. For the practicalcourse, a field training manual was created incooperation with Embu and Meru WSPs and wasdistributed to the course participants before the courseso that the participants could use the knowledge andskills learned from the training in their daily operations.

As a result of review of the second training,textbooks for lectures were produced. From the 4th

training, discussion and exercises using case studieswere incorporated to enhance the understanding of theparticipants. Also, textbooks were distributed to theparticipants. In the 4th training, the lecturers producedteaching plans and clarified the important content, thusthe lecturers’ performance also gradually improved. Interms of review of the training, previously a simplesatisfaction survey was conducted. In the practicalcourse, small tests were conducted before and after thetraining along with a satisfaction survey, so as toexamine the progress of the students. Furthermore,third party evaluations were conducted by peopleoutside of KEWI. In addition, training reviews wereheld which were attended by the NRW Unit. Based onthe reviews, the content of the training was updatedbased on the PDCA cycle.

Previous Course First Practical CourseTrainingPeriod

5 days (Theory 4 daysand 1 field day at WSPnear KEWI)

11days (Theory 5 daysand 6 day fieldtraining at Embu orMeru WSP）

TeachingMaterial

Extracts from existingreports and NRWStandards. Nohandouts

Teaching materialswere produced bylecturers and handedout on the last day

FieldTrainingmaterial

No handouts orpresentations

Field training manualproduced by theProject

Lecturecontent

NRW Basics and leakdetection

Key subjects of NRWreduction

FieldTrainingcontents

Mainly site visit anddemonstration

Skills training in leakdetection and meteraccuracy testing

Evaluationmethod

Satisfaction survey Simple quiz beforeand after the training

3.4 Output 4 ： Realistic NRW reduction planscorresponding to the current situation of WSPs andimplementation of the plans

Output 4 activities are divided into four groups (A toD) as shown in Figure 4. In August 2017, the projectactivities were started by the Leading Embu and MeruWSPs. Below are the achievements of the activities sofar.

Group A：Formulation of implementable NRWplans and application of PDCA cycle to theimplementation

The Activities of Group A are aimed at formulatingNRW reduction mid-term and annual plans based onself-assessment by the Pilot WSPs. One of thechallenges of formulating plans was the lack ofdecision-making authority of the NRW unit of WSPwhich is the key unit for NRW reduction. It could notlead the formation process, so progress was slow. Tobreakthrough this situation, the JICA experts advisedWSP management to promote the NRW unit to anNRW section. In Embu WSP, the NRW unit wasupgraded from an ad-hoc unit to a permanent NRWsection and additional staff were appointed. This raisedthe morale of the NRW staff. As of the end ofNovember 2018, all the Pilot WSPs had completed areview of NRW activities in the previous year and 7WSPs had formulated mid-term and annual NRWreduction plans.

Group B：Activities concerning customer metersThe activities of Group B focused on issues

regarding customer meters and customer data such as

meter reading, water billing, increasing the accuracy ofcustomer meters, and leakage and water theftprevention. The Project conducted an analysis of meterreading and the billing data of all the customers(estimated for approx. the past 12 months) of eachWSP. The data was categorized by water consumption,meter reading frequency, and number of billings basedon estimated readings (not actual readings). The resultsof the analysis indicated that all WSPs issued morethan 50% of billings based on estimation every month.In some cases, billings based on actual readings onlyaccounted for 9% of total billings (Ruiru-Juja WSP).(Table3)

Table 3 Average billing amount and frequency ofestimated billing (Ruiru-Juja WSP)

Figure 4 Grouping of NRW Activities of Pilot WSPs

From the results of the analysis, it was apparent thatWSPs had not managed the accuracy of the meters ofeven large consumers who bring potentially highincome. The results of the analysis were presented toWSP management and the staff of the commercialsection. As a result, many WSPs started to check theaccuracy of large consumer meters and replace faultymeters. For instance, Embu WSP replaced orfine-tuned some of the meters of large customerswhose bills were issued based on estimates. As a result,the billing amount increased about 240%, and for someconsumers the billing ratio increased ten-fold. Throughthe Project, WSPs are plotting the locations of largecustomers in GIS using GIS software (MAPinr). Thedata is shared via smartphone so staff can check themeter accuracy and existence of water theft effectively.(Figure 5)

Many WSPs did not check the accuracy ofcustomer meters because they did not have a meter testbench.

They checked the meters when they were requestedby the customers. The Project developed meterchecking devices using industrial UFMs or calibratedbuckets, and handmade meter test units and promotedaccurate meter testing. (Photo 6)

For example, Nyahururu WSP did not have a meter

test bench and they did not check meter accuracy.Currently, they are checking meters by using calibratedbuckets. This method requires only a few staffmembers and there is no need to remove the meters asthe meters are checked on site. Out of 18,000 customermeters, they have checked 3,000 meters and replacedbroken or faulty meters. Nyahururu WSP is continuingto check meters in this way.

The activities of Group B involve not only theNRW section but other WSP sections too. To enhancethe effectiveness of coordination and informationsharing, the Project introduced the use of field datacollection software such as Open Data Kit (ODK) andKOBO Toolbox. With these tools, the Project isestablishing a system for checking and confirming theaccuracy of customer data and information (name,meter number, meter type, size, and installation year).

The data collection software can be used on asmartphone, an ICT tool widely available in Kenya.The data collected by smartphone is stored in an onlinedatabase and shared among managers and staff in realtime. (Figure 6)

For instance, when a faulty meter is discovered, thelocation of the customer and information about themeter is shared among staff so that the time required toreplace the meter can be shortened, thus increasing the

【1】Collection of Information on Site(Including Aided Calculation ofMeter Accuracy)

【3】Confirmation ofSubmitted Data

on a CloudSever

【2】Submission of Collected Data

Software for CollectingInformation

（GeoODK Collect）

Software for Aggregating Collected Data（ODK Aggregate）

Submit

Download

Figure 6 Flow of data collection on site by electrical form,and submission, sharing & use of the data on a cloud server

Enter Customer Number, Name, etc.

Customer Classification byFrequency of Estimating Water

Consumption〇 : None１ : 1 Time２ : 2 Times☓ : 3 Times or More

Customer Classification byAverage Billed Water

Consumption

Main Functions other than Searching1) Display of Customer Info. as Labels2) Display of Water Supply Facilities, Roads,

Elevation Contours, etc.3) Display & Tracking of Current Position

and Recording of Faculty Locations, etc.4) Road Navigation to a Selected Customer

or Facility with Google Map

Figure 5 Example of mobile software for customer search

Photo 6 Meter accuracy testing using calibratedbucket

Photo 7 Meter test unit using industrial UFM

Leak ReductionClose to Zero

LeakReduction by

40%

Leak Reduction byHalf

LeakReduction

by 80%In total, successfulleak reduction byaround 60% (16m3/h) from 27 m3/hto 11 m3/h in thetotal MNF at the 3measurement points

Minimum NightFlow (MNF)

MeasurementPoint 1

MNFMeasurement

Point 3

MNF MeasurementPoint 2

Leak Reduction by 60%

Figure 8 Successful example of leak reduction

efficiency of operation. ICT is used to collect facilityinformation such as records of pipe bursts and leakagepoints. Meru, Nakuru and Kisumu WSPs are usingforms introduced by the Project by incorporating theminto the existing electronic data forms to increase theefficiency of NRW reduction operations.

There are many cases in which consumers whoseconnections were terminated due to non-payment ofwater bills were connected illegally and used waterwithout payment. In Meru, it is estimated that 70% ofsuch consumers were illegally connected and usingwater. The JICA experts recommended managing thoseconsumers as a priority activity. As a result, the WSPsare taking measures such as protecting the customermeter joints with plastic seals to ensure illegalconsumers cannot be reconnected. Newly employedmeter readers were trained using the meter readingmanual of Tokyo Waterworks.

Group C ： Zoning and NRW Monitoring ofDistribution System.As for the activities of Group C, the Project supports

the establishment of zoning of the distribution sectionscovering the entire distribution line (includinginstallation of bulk meters, and separation and zoningof the distribution system) and an NRW monitoringsystem (including adding an NRW monitoring systemto the existing water billing system).

For zoning, the Project supported the insertion ofdata on the distribution pipes into GIS and studied thestructure of the existing system and confirmed thelocation and accuracy of bulk meters.

For the monitoring system to be functional at zonelevel, the Project promoted all customer locations to beplotted in GIS and recommended improving the zoningsystem in Meru, Embu, Nyahururu and Kisumu WSPs.Figure 7 shows the example of Embu.

JICA experts are teaching WSP staff to use, edit andshare monitoring templates on Google Sheet in the

cloud server so that the volume and ratio of NRW ineach DMA and distribution area can be calculated anddaily readings of bulk meters can be checked to detectany irregularities in water distribution.

There are, however, challenges. In Embu WSP, abulk meter for measuring the water produced at thetreatment plant has air bubbles, so the NRW ratiocannot be measured accurately. It is taking a lot of timeto solve this problem and Embu WSP is facing achallenge to establish an NRW monitoring system.

Group D ： Leakage Reduction in Distribution

SystemThe activities of Group D are aimed at increasing

skills in identifying locations where frequent leakagesoccur in a pilot area by conducting a modified step testusing data from the minimum night flow measurement(MNF). After conducting the step test in the pilot area,Nakuru WSP narrowed down the locations to severalsmaller areas where frequent leakages were occurring.Then they conducted targeted leakage detection andpipe repair. Within about 2 weeks, the MNF record wasreduced by about 60% in the pilot area. In some areas,leakages went down to zero. (Figure 8)

Based on this result, Nakuru is expanding MNF andstep tests to other locations and has achieved similarpositive results, so now they are continuing to expandthe detection further.

The Project also conducted activities to formulateplans to install pressure reducing valves and measurethe water pressure in a wider area using a simpleanalogue pressure gauge to record the maximumpressure in Embu, Meru and Nyahururu WPSs whichhave a high variation in altitude. Hydraulic analysis ofdistribution lines was conducted in Meru to improvewater pressure management by dividing areas withdifferent altitudes upstream and downstream.

Also, the Project is building a data storage system onpipe bursts, leakage points and magnitudes, andhighest water pressure using tools such as ODK.

 

Close-up of Area

DMAs in Kangaru 12”Rural Dist. Zone (DZ)DMAs in Kangaru 12”Urban DZDMAs in Kangaru 4”DZDMAs in Kangaru 9”DZDMAs in Kanyuambora DZDMAs in Mukang DZ

Figure 7 Planned zoning of water distribution system in

3.5 Output 5：Sharing Project Achievements andCase Studies through WASPA

At the beginning of the activities in Output 5, MWSand WASPA signed a Framework of Cooperation inMay 2017. WASPA holds bi-monthly meetings that areattended by the managing directors of member WSPs,and benchmarking workshops in thematic areas such asNRW, customer service, finance and pro-poor services4 times a year.

The activities for Output 4 have been presentedtwice in the NRW thematic group in benchmarkingworkshops. In October 2018, the JICA expertdemonstrated leakage detection in WASPA training inEmbu, sharing the skills and case studies with WSPsother than the Pilot WSPs.

The Project aims to share the skills and technologiesdeveloped or used in Output 4 by making a short videoon topics such as customer meter accuracy testingusing calibrated buckets to share widely with WSPs inKenya.

4. Lessons and Innovations of ProjectImplementation

4.1 Establishing a Support Mechanism for NRWReduction in Water Service Sector

This Project aims to establish a mechanism for NRWreduction in Kenya ’ s water service sector. (Figure 9)The JICA experts support strengthening the capacity ofthe Pilot WSPs in NRW reduction planning andimplementation (Output 4). The results of Output 4, itsprocess and case studies will be incorporated into therevision of the NRW Standards (Output 2). Theimproved NRW practical course at KEWI will provideopportunities for WSP staff to gain practical skills inNRW reduction (Output 3). MWS will play a role incoordinating the support organizations for NRWreduction (actors), formulate policies and prepare anddistribute budgets. MWS will conduct sensitizationactivities and release an NRW management reportwhich includes cross-cutting information from variousactors. (Output 1)

The Project objective is considered achieved whenWSPs continue formulating realistic NRW reductionplans and implement them, and the capacities ofsupporting organizations for NRW reduction areenhanced.

At this point, the results of project activities are onan Output basis.

Already the activities of Output 4 such as analysis ofthe use of estimation for billing has been used byWSPs other than the Pilot WSPs. When each Output isachieved, the aggregate results of the Outputs are

expected to lead to the achievement of the Projectpurpose.

4.2 Visualization and activities to increase motivation

In Output 4, the results of analysis of the past year’s meter reading and billing data of all the customersand categorization by frequency of billing byestimation were visualized and presented to the WSPmanagements and customer service departments. Untilthen, the customer service staff viewed the cause ofNRW as water leakages. The presentation of the resultsmade the commercial and customer service sectionsrealize that their involvement is also important for thereduction of NRW.

Prioritizing activities such as meter accuracychecks and replacement of meters targeted at largeconsumers brought visible results and enhanced themotivation of staff to reduce NRW.

As for leakage detection, introduction of the steptest and repair of leakages demonstrated the effects ofleakage reduction activities in Nakuru WSP, so theWSP decided to continue and expand the activitiesvoluntarily. Experiencing the positive results of theiractions motivated the staff to continue the activities.

4.3. Increasing effectiveness through the use of ICTIn Output 4, smartphone or low-cost applications are

used to collect and share information. Using mobileGIS software which can be used with smartphoneshelps to prioritize where activities should take place(e.g. areas, customers, pipelines, etc.) in a flexible wayso it is not limited only to pilot areas but it can beexpanded to all service areas. Also, the collected datais continuously stored in the cloud server and shared.

Mutual learning

Output 1: Strengthening Promotion and Coordination of Supporting Organizations (MWS)

Output 3: Strengtheing

training capacity and improved

contents (KEWI)

Output 5: Knowledge sharing

(WSPs)

Providing realistic formulation of

NRW plans, skills to manage NRW

Providing NRW related trainings

Policy formulation, sensitization, coordination of actors, NRW reports

Output 2: Revision of NRW

Guideline (WASREB)

Output 4: Strengthening planning and

implementation capacity (WSPs)

Establishing Support Mechanism for NRW

Figure 9 Establishing a support mechanism in the waterservice sector

When the need to replace a meter is identified, itslocation is shared so that the staff in charge ofreplacement can act on it immediately. This willincrease the efficiency of operations.

4.4. Promoting activities that can be implementedwith a low budget

Lack of an adequate budget affects the motivation ofMWS or WSP staff. In Kenya, the organizations do notalways receive full allocation or disbursement of thenecessary budget for their activities. NRW Unit stafftend to be discouraged from taking action when thereis no budget. To counter this attitude, the Project isencouraging activities that can be conducted with littleor no budget, such as making NRW posters bythemselves. By using calibrated buckets or a meter testunit using industrial UFM, WSPs with no meter testbench can easily test meter accuracy. Free mobile GISsoftware or field data collection tools such as ODK andKobo Toolbox can change the mindset of WSP staffwho believe that introducing GIS involves high cost.

4.5 Obtaining skills required for expanding NRWactivities

Until now, WSPs conducted leakage detection atDMA level but did not extend it outside of DMA.Through the activities of the Project, WSPs learnedfield-based activities such as step tests and gainedpositive results as with the example of Nakuru WSP(Figure 8) that now has the ability to narrow downlocations with frequent leakages from a relatively widearea and strategize their leakage detection activitiesthemselves.

(Project period: Oct. 2016 – Sep. 2021)