24-Hour Water Supply

The Water and Sanitation Programis an international partnership forimproving water and sanitation sectorpolicies, practices, and capacitiesto serve poor people

Fifteenth Meeting ofthe Urban Think Tank

Sept. 23-24, 2003Hyderabad, IndiaNagariSouth Asia

24-hour Water Supply:Is this Goal Achievable?Drawing lessons from rapid distribution system diagnostic assessments in Indian cities

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BackgroundWith few exceptions, users of pipedwater distribution systems in Indiancities receive an intermittent supplyof water. Discontinuous supply ispracticed even though many citieshave sufficient water resources toprovide a continuously pressurizedsystem, operated 24 hours a day.Although the Indian Manual of WaterSupply and Treatment recommendsthat intermittent supply be discouraged,its practice has become so routine thatit is now considered the norm in India,rather a sub-standard exception.Some factors that have contributedto this practice of discontinuoussupply include:

● rapid growth in population andwater demand (and in some areas,shortage of water);

● inadequate water charges andbilling/collection mechanisms,leading to insufficient revenuesto repair, maintain, andreplace infrastructure;

● intermittent and poor qualityelectricity supply;

● inadequate human resourcedevelopment, including training inmodern utility operations; and

● inadequate demand-responsivenessand customer-orientation amongservice providers.

Why Convert to 24/7 Supply?

Discontinuous water supply gives riseto several deficiencies, including:

● serious risks to health, resultingfrom ingress of contaminatedgroundwater into thedistribution system;

ForewordFrom water-rich cities such asGuwahati and Delhi, to water-scarce towns in Rajasthan andMadhya Pradesh, the possibility of24-hour access to piped waterremains a mere dream for urbanhouseholds in India.

The concept of 24-hour watersupply, seven days a week (24/7),year round, has become so alien toour mindset, that even new supplysystems are designed for less thana continuous supply. This increasesthe size (and costs) of supplyinfrastructure, pushes highercoping costs on to consumers(in the form of storage tanks,pumps, water filters, bottled water,boiling of water, and in waiting forthe water to come), and isdissatisfying for both consumersand system operators.

The benefits of continuous watersupply are well-documented.However, much work is needed tounderstand the costs, and theoperating, management, andbehavioral changes, to transitionsuccessfully to a 24/7 supply system.

At the request of the Governmentof India’s Ministry of UrbanDevelopment (MoUD), and withfunding from Sweden’sInternational Development Agency(SIDA), the Water and SanitationProgram-South Asia (WSP-SA)initiated a program to assess whatit would take to move to a 24/7water supply system. Through

rapid technical assessments,draft strategies were developedfor Guwahati (Assam), Indore(Madhya Pradesh), and the Delhimetropolitan area. In parallel, theGovernment of Karnataka and theWorld Bank carried out distributionsystem diagnostics in three cities inKarnataka — Belgaum, Gulbarga,and Hubli-Dharwad. Results ofthese studies were discussed in anational workshop organized bythe Change Management Forum(led by the Administrative StaffCollege of India) and WSP-SA inHyderabad in September 2003.

I am pleased to note that the two-day workshop demonstrated thatconversion from discontinuoussupply to continuous supply isboth essential and achievable in theIndian context. It also amplyillustrated how this can only beachieved through carefullystructured strategies based onknown practical procedures andinvestment programs, tailored tothe individual needs of each city.The country has the capacity,resources, and talent required torun a 24-hour water supplysystem, it makes no sense to bestill discussing 24/7 as an option, itmust become the norm.

The proceedings and deliberationsof the workshop are documentedin this publication.

M. RajamaniJoint Secretary

(Ministry of Urban Development),Government of India

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● inability to practiceefficient supplymanagement;

● inability to practiceeffective demandmanagement;

● operationalinadequacies whichunduly weaken physicalinfrastructure; and

● customerinconvenience, whichfor many people,particularly the poor,results in:● a loss of household income or

productive time as at least onefamily member has to copewith securing water on adaily basis;

● limiting water usage tolevels below what isrequired for safehygiene; and

● an unwillingness to payfor a sub-standard service.

Water Kills

According to a UNICEF report,India loses an estimated 2,500children every day – close to onemillion annually – to diarrhea andother intestinal diseases caused bypolluted drinking water and lack ofsanitation. Diarrhea and relateddiseases are responsible for over25 percent of all deaths amongchildren in the 0-5 age group.

About 21 percent of allcommunicable diseases and over11 percent of all diseases in Indiaare water-borne. The most commonare typhoid, polio, hepatitis A and E,leptospirosis, and diarrhea andother intestinal diseases.

The Voluntary Health Association ofIndia estimates that the countryloses 73 million working-persondays because of illnesses causedby water-borne diseases whileUNICEF puts the same estimate at1,800 million work-days.

The objectives of the workshop and associated preparatory work were:

● to begin testing the hypothesis that, under the diverse conditions found inurban India, continuous water supply is feasible and practical, and also acost-effective and sustainable way of supplying water;

● to demonstrate that the strategies to transition to 24/7 supply aresufficiently flexible to accommodate a wide range of affordability and waterresource constraints; and

● to promote a discussion and exchange of ideas on 24/7 supplyamong participants.

Rapid diagnostic studies were carried out for the water distribution systemsof three cities – Delhi, Indore, and Guwahati – by consultants who have actuallyoperated and managed modern water utilities. They used recently-developedtechniques in leakage management to determine the measures needed tore-structure and convert these distribution systems to 24/7 operation.The results of these studies – and a case study on the transition ofPhnom Penh, the capital of Cambodia, to 24/7 – were shared and discussed atthe workshop.

Workshop Objectives and Preparatory Work

AWBs were prepared for both theexisting situation and for the future,assuming that the system had beenrestructured to operate under 24/7supply conditions. Clearly, withoutproper management, a systemoperated continuously would losemore water through leakage than oneoperated intermittently. For thepurposes of the study, it was assumedthat, in the future, the systems would beoperated at an average pressure of10 meters, that demand would bemanaged to restrict consumption to135 liters per person per day (it isactually much less than this at present),and that the networks would have beendivided into small, hydraulically discreteDistrict Metered Areas (DMAs).An AWB is not just a record of howwater produced by a utility dividesinto revenue-producing water and thevarious elements of non-revenuewater (NRW).

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A Report of ThreeCities: Delhi, Indore,and GuwahatiThe rapid diagnostic assessments were

conducted in cities representing a range

of climates, population sizes, and water

sources. All three cities have an

intermittent water supply.

Base data was collected on the

distribution network length and pipe

materials, numbers of connections,

population, water production, and leak

repair and operational data. In addition,

flow and pressure measurements

were made on the networks

themselves while they were in service.

This data was used to prepare an

Annual Water Balance (AWB) for each

city using the Aqualibre Software.

The constituent elements of an AWB

as promoted by the International

Water Association can be seen below.

IWA Standard Water Balance

SystemSystemSystemSystemSystemInputInputInputInputInput

VolumeVolumeVolumeVolumeVolume

WaterWaterWaterWaterWaterLossesLossesLossesLossesLosses

AuthorizedAuthorizedAuthorizedAuthorizedAuthorizedConsumptionConsumptionConsumptionConsumptionConsumption

BilledBilledBilledBilledBilledAuthorizedAuthorizedAuthorizedAuthorizedAuthorized

ConsumptionConsumptionConsumptionConsumptionConsumption

UnbilledUnbilledUnbilledUnbilledUnbilledAuthorizedAuthorizedAuthorizedAuthorizedAuthorized

ConsumptionConsumptionConsumptionConsumptionConsumption

ApparentApparentApparentApparentApparentLossesLossesLossesLossesLosses

RealRealRealRealRealLossesLossesLossesLossesLosses

Billed Metered ConsumptionBilled Metered ConsumptionBilled Metered ConsumptionBilled Metered ConsumptionBilled Metered Consumption

Unbilled Metered ConsumptionUnbilled Metered ConsumptionUnbilled Metered ConsumptionUnbilled Metered ConsumptionUnbilled Metered Consumption

Unbilled UnmeteredUnbilled UnmeteredUnbilled UnmeteredUnbilled UnmeteredUnbilled UnmeteredConsumptionConsumptionConsumptionConsumptionConsumption

Unauthorized ConsumptionUnauthorized ConsumptionUnauthorized ConsumptionUnauthorized ConsumptionUnauthorized Consumption

Customer Meter InaccuraciesCustomer Meter InaccuraciesCustomer Meter InaccuraciesCustomer Meter InaccuraciesCustomer Meter Inaccuracies

Leakage and TLeakage and TLeakage and TLeakage and TLeakage and Transmission andransmission andransmission andransmission andransmission andDistribution MainsDistribution MainsDistribution MainsDistribution MainsDistribution Mains

Leakage on ServiceLeakage on ServiceLeakage on ServiceLeakage on ServiceLeakage on ServiceConnections up to Point ofConnections up to Point ofConnections up to Point ofConnections up to Point ofConnections up to Point of

Customer MeterCustomer MeterCustomer MeterCustomer MeterCustomer Meter

RevenueRevenueRevenueRevenueRevenueWaterWaterWaterWaterWater

Non-Non-Non-Non-Non-revenuerevenuerevenuerevenuerevenueWaterWaterWaterWaterWater

Billed Unmetered ConsumptionBilled Unmetered ConsumptionBilled Unmetered ConsumptionBilled Unmetered ConsumptionBilled Unmetered Consumption

Leakage and Overflows atLeakage and Overflows atLeakage and Overflows atLeakage and Overflows atLeakage and Overflows atStorage TStorage TStorage TStorage TStorage Tanksanksanksanksanks

Population suppliedPopulation suppliedPopulation suppliedPopulation suppliedPopulation supplied 10 million 1.8 million 250,000

Water sourceWater sourceWater sourceWater sourceWater source Rivers: within Narmada River: Brahmaputra Riverand outside transported 70 km on which city sitedsupply area with vertical lift

of 550 m

Distribution networkDistribution networkDistribution networkDistribution networkDistribution network 9,000 1,500 200length (km)length (km)length (km)length (km)length (km)

AuthorizedAuthorizedAuthorizedAuthorizedAuthorized 1.4 million 140,000 19,000connectionsconnectionsconnectionsconnectionsconnections

Water utilityWater utilityWater utilityWater utilityWater utility 29,000 350 300employeesemployeesemployeesemployeesemployees

DelhiDelhiDelhiDelhiDelhi IndoreIndoreIndoreIndoreIndore GuwahatiGuwahatiGuwahatiGuwahatiGuwahati(Municipal Area)(Municipal Area)(Municipal Area)(Municipal Area)(Municipal Area)

Data From Delhi, Indore, and Guwahati

When combined with appropriatemodern software, it is a planning toolthat allows the formulation of strategiesfor improving the efficiency andeffectiveness of supply systems.

Strategic Building Blocks for24/7 Implementation Strategy

Strategies for conversion fromintermittent to 24/7 supply will varybetween cities; however, essentialbuilding blocks will be common toall. These are:

● Credible data on bulk supply anddistribution infrastructure, andaccurate customer records.While this basic operational andmanagement data is necessary forsound operations and management,it is generally not available in credibleand usable forms in most Indiancities. Network plans shouldpreferably be prepared on a GISbase, one of the foundations formodern management.

● A hydraulic model of the supplysystem which would ensure thatbulk water fed into the system canbe distributed equitably to all partsof the urban area. The system wouldbe divided into operational zoneswhich may be defined on the basisof service reservoirs, main orbooster pumping stations, pressurezones or other operationalconsiderations. The operationalzones would then be furthersub-divided into DMAs, eachideally covering between 500and 1,000 connections (possiblymore in urban India).

● Installation of bulk meters at allcritical points on the transmission

system in order to monitor and controlsupply to the operational zones.

The division of a network into DMAsis the fundamental building block forconversion from intermittent to 24/7supply. Each DMA is a hydraulicallydiscrete portion of the network,isolatable from neighboring DMAsand preferably fed with water froma single point on its boundary.A meter chamber is built at theinlet to the DMA, and flow andpressure into the area is continuously

metered. A pressure control valveis installed.

It is important to upgrade customerconnections as 60 to 70 percent ofleakage appears to take place fromthese connections. Badly leakingcustomer connections should bereplaced using LDPE or MDPE pipe anda good quality saddle connection, andthe customer meter certified foraccuracy (or replaced if needed). Thisoperation should be supervised by thewater utility. Many customers have

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‘open-ended’ connections into theirhouse or a storage tank to cope withthe intermittency of supply. Taps willneed to be fitted – or ball-cock valves inthe case of storage tanks – to ensurewater is used only on demand.

Once established, the DMA provides fulloperational control to the water utilityfor the first time – as the water input tothe DMA and usage within the zone isknown. The difference between the twois the volume of NRW.

Leakage from within the DMA must bebrought down to tolerable levelsthrough a mix of measures whichinclude management of systempressure, repair of the backlog of pipebursts, replacement and rehabilitation ofthe worst parts of the distributionnetwork, and replacement of propertyconnections. An appropriate mix can bederived through use of modern leakage

management software. The DMA is nowready for continuously-pressurized,24/7 operation.

Although less service reservoir capacityis needed in a continuous supplysituation than for intermittent supply,there may be a need for additionalreservoirs to ensure an equitable supplyto all zones and DMAs.

In cases where the system is fed bypumping stations, rather than fromservice reservoirs, the pumps may needto be modified for 24/7 supply assupply should match the demandpattern. This may necessitate theintroduction of variable speed motorsor the provision of pumps with a rangeof pumping capacities.

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Water Supply System Division of Distribution Systeminto District Metered Areas

Service Reservoir/TService Reservoir/TService Reservoir/TService Reservoir/TService Reservoir/Towerowerowerowerower

TTTTTrrrrreatment Weatment Weatment Weatment Weatment Worksorksorksorksorks

SourceSourceSourceSourceSource

Service Reservoir/TService Reservoir/TService Reservoir/TService Reservoir/TService Reservoir/Towerowerowerowerower

Zonal MetersZonal MetersZonal MetersZonal MetersZonal Meters

District MetersDistrict MetersDistrict MetersDistrict MetersDistrict Meters

DMA BoundaryDMA BoundaryDMA BoundaryDMA BoundaryDMA Boundary

Closed ValvesClosed ValvesClosed ValvesClosed ValvesClosed ValvesDistrict MetersDistrict MetersDistrict MetersDistrict MetersDistrict Meters

Closed ValvesClosed ValvesClosed ValvesClosed ValvesClosed Valves

Zone BoundaryZone BoundaryZone BoundaryZone BoundaryZone Boundary

Basic Ingredients to Achieve 24/7Supply District Metered Area

Flow and PressureFlow and PressureFlow and PressureFlow and PressureFlow and PressureMeter and PressureMeter and PressureMeter and PressureMeter and PressureMeter and Pressure

Control Valve ChamberControl Valve ChamberControl Valve ChamberControl Valve ChamberControl Valve Chamber

Unique ZoneUnique ZoneUnique ZoneUnique ZoneUnique ZoneFeed PipeFeed PipeFeed PipeFeed PipeFeed Pipe

Boundary ValvesBoundary ValvesBoundary ValvesBoundary ValvesBoundary Valves(Normally Closed)(Normally Closed)(Normally Closed)(Normally Closed)(Normally Closed)

Customer Connections (MeterCustomer Connections (MeterCustomer Connections (MeterCustomer Connections (MeterCustomer Connections (Meterand Ball-cock/Tand Ball-cock/Tand Ball-cock/Tand Ball-cock/Tand Ball-cock/Tap Contrap Contrap Contrap Contrap Control)ol)ol)ol)ol)

DistributionDistributionDistributionDistributionDistributionNetworkNetworkNetworkNetworkNetwork

‘Watertight’‘Watertight’‘Watertight’‘Watertight’‘Watertight’Zone BoundaryZone BoundaryZone BoundaryZone BoundaryZone Boundary

Matters of the City:Strategy for 24/7A four-step approach to a strategy forconversion to 24/7 supply wasproposed at the workshop. Thisapproach is inherently suitable for astep-by-step or area-by-area approach.In this way, the pace of conversion canbe tailored to local circumstances,particularly access to financial andwater resources.

Recognizing that little credible datamay be available on which toprepare the 24/7 strategy, an initialimplementation phase coveringa few small distribution areas hasbeen proposed for India(Delhi and Karnataka).

Data from these initial works will beused to refine the strategies and costestimates for a full-scale program.For Delhi, two Delhi Jal Board (DJB)operational zones, totalling a coverageof about 13 percent of the city’sconnections, have been chosen for thefirst phase.

Each step includes thefollowing activities:

Step 1Preparing the Strategy

● collect data – bulk supply andtransmission and distributioninfrastructure, customer database,demand estimates, etc;

● define levels of service and draw upwater balance;

● prepare hydraulic model and systemrestructuring plan – zoning andDMA definition;

● choose representative pilot zones;● prepare, and estimate the costs of

a prioritized roll-out plan;● prepare tariff transition plan – tariffs

structured to manage demand andcover costs;

● carry out a customer awarenessand information program; and

● train staff in modern operationaltechniques, for example,leak detection andpressure management.

Step 2Pilot DMAs

● create pilot DMAs, legitimizingunauthorized connections;

● convert to 24/7 supply and operatefor at least 12 months in asustainable way;

● introduce volumetric charging;

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● collect construction andoperations data; and

● monitor changes in customerattitudes and behavior (includingcoping strategies).

Step 3Confirming Strategy

● use pilot trial data to refine designsand strategy;

● re-visit key decisions in thestrategy; and

● check costs and financingplan based on testedconsumption patterns andwillingness-to-pay.

Step 4Implementing the Strategy

● roll-out full-scale 24/7conversion program.

Roadmap to 24/7 Supplies

Decision onDecision onDecision onDecision onDecision onKey IssuesKey IssuesKey IssuesKey IssuesKey Issues

BenefitsBenefitsBenefitsBenefitsBenefits• social• social• social• social• social• economic• economic• economic• economic• economic• environmental• environmental• environmental• environmental• environmental

Input to DecisionInput to DecisionInput to DecisionInput to DecisionInput to Decision

Preparing the StrategyPreparing the StrategyPreparing the StrategyPreparing the StrategyPreparing the Strategy

Confirming the StrategyConfirming the StrategyConfirming the StrategyConfirming the StrategyConfirming the Strategy

Implementing the StrategyImplementing the StrategyImplementing the StrategyImplementing the StrategyImplementing the Strategy

11111

22222

44444

55555

33333

Pilot AreasPilot AreasPilot AreasPilot AreasPilot Areas

Roll-out ZoneRoll-out ZoneRoll-out ZoneRoll-out ZoneRoll-out Zoneby Zoneby Zoneby Zoneby Zoneby Zone

Tell Me HowThe workshop responded to a numberof frequently-asked questions on24/7 supply:

“Is an investment in 24/7worth making?”An increasing proportion of urbanconsumers are already making theirown investments to simulate 24/7supply at the household level –borewells, surface and overheadstorage, booster pumps, tankersuppliers, etc. These investmentsare supplemented with waterpurification methods such as filtrationand boiling.

While it is difficult to estimate the fulleconomic (including environmental andhealth) costs of these householdmechanisms to cope with intermittentwater supply, the workshop concludedthat they are economically inefficient(as they reduce savings which couldbe invested more productively), areunaffordable to the poor who sufferdisproportionately, and are notsustainable for reasons discussedin other parts of this report.

Direct costs and benefits of transitioningfrom intermittent supply will becity-specific, depending uponconditions of the distribution networkand investments in the main trunkinfrastructure to ensure reliable watersupply to all parts of the city.

Diagnostic work carried out inKarnataka has estimated thatconversion to 24/7 supply will costbetween Rs. 7,500 and 11,000(US$ 165-245) per connection.

Cost estimates for Delhi are expectedto be available by early-2005. Thesecosts will be used in the economicanalysis of converting to 24/7 watersupply by comparing incremental costsand benefits against scenarios of‘business as usual’ or alternative

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approaches a city may be consideringfor meeting the demand.

Leakage reduction is the most directbenefit of moving to 24/7. Otherbenefits are likely to include a longer lifeof distribution assets and a consequent

Delhi: Demand vs Capacity

Production Capacity

Intermittent Supply:Existing Situation

24/7 Supply: UnrestrictedDemand and Losses

24/7 Supply: ManagedDemand and Losses

Capacity or Demand (Million m3/year)500 1,000 1,500 2,000

Production Capacity: Existing PlannedBilled Water Non-revenue Water

Indore: Demand vs Capacity

Production Capacity




Capacity or Demand (Million m3/year)50 100 150 200


reduction in capital costs (on accountof a steady pressure in the systemrather than short-term high pressureshocks), improved energy efficiency,reduction in water-borne diseases, anda reduction in other consumer-levelcoping costs.

“Is there enough waterfor 24/7 supply?”This is the most common doubtconcerning introduction of 24/7 supply.Under intermittent supply, consumersaccept that they tend to waste aconsiderable amount of water.

Taps are left on – resulting in overflow ofstorage systems – and ‘stale’ water isdumped when fresh supply arrives.On the supply side, service providersaccept that intermittent supply resultsin higher levels of leakage, mainly dueto undiscovered bursts and the highsystem pressures needed to ‘punch’large volumes of water through thesystem in a short period.

Operating a continuously-pressurizedsystem managed through a system ofsmall DMAs brings a number ofoperational advantages:

● As flow rates are lower, systempressure can be lower.

● As the system is always full,leaks can be detected usingtraditional or modern soundingtechniques

● Unauthorized use can be equatedto a leak and can also be detected.

In effect, leakage can be reduced andconverted to water supplied to customersfrom which revenue may be recovered.

The studies looked at prevailing supply-demand imbalances and simulated whatwould happen if the three cities switchedover to 24-supply with and without a‘managed’ approach.

In the case of Delhi with a productioncapacity of just under three million litersper day (mld) – all of which goes into

supply but only 40 percent of which isbilled – only about 2.7 mld would needto be produced under a managed 24/7supply system to deliver 135 liters perperson per day, with NRW reduced fromabout 55 percent to 40 percent.

However, without a properly managed24/7 system, about 5.6 mld would needto be produced to deliver the samelevel of 135 lpcd!

Similar comparisons for Indore (which isalready in the process of doubling itswater production capacity) andGuwahati are reproduced here.

“Why does system pressurehave to be controlled with24/7 supply?”Controlling pressure is one of thefundamental requirements for efficientand effective management of distributionsystems operating under 24/7 supply.

System pressure can be a double-edged sword. It allows effectivemetering, leakage detection, etc.However, more pressure than is neededhas adverse effects.

Leakage from most systems is nowknown to be approximatelyproportional to pressure, that is, asystem normally operated at an averagepressure of 10 meters would lose twiceas much water if pressure is notcontrolled and rises to 20 meters.

The actual relationship for a particularsystem depends upon the proportionsof rigid and flexible pipe materials usedand the number of breaks at the joints –the greater the proportion of flexiblepipes and broken joints, the greater therate of leakage for a given pressure.

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Guwahati: Demand vs Capacity

Production Capacity




Capacity or Demand (Million m3/year)5 10 15 20


Recent international research has shownthat the frequency with which pipebursts are experienced in a networkrises approximately in proportion to thecube of the pressure change.

Thus, doubling the pressure from10 to 20 meters would result in eighttimes the bursts that would have beenexperienced at the lower pressure.

Pressure in a distribution systemnormally rises when leaking and weakpipelines are replaced.

It follows that if pipes are replacedwithout controlling pressure, it willcreate new bursts, negating all or a partof the benefit that would have beenderived from the investment.

There are always undetectable leakagesin every system. Controlling pressure isthe only way to control the volume ofwater from such leaks.

Thus, every 24/7 supply projectshould incorporate pressuremanagement systems.

“Can we afford thepumping energy neededfor 24/7 supply?”It is a myth to consider that a systemsupplying water 24 hours a dayuses more power than an intermittentsupply. At worst, no more powerwould be consumed with 24/7 supplybut, in fact, under many conditions,power consumption would be less.

With appropriate demand management,no more water needs be pumped undercontinuous supply than would be thecase with intermittent supply. Further,with suitably designed secondary

storage reservoirs and recourse tocheaper off-peak rates for electricity(as these become available), waterutilities could reduce pumpingcosts significantly.

Finally, as power consumption is relatedto system pressure and duration ofpumping, energy consumptionfor increased pumping durationwould likely be offset by a loweringof the high pressures needed totransmit water through the systemunder intermittent supply.

“Won’t people be satisfied ifsupply just increases from2 to 10 hours a day?”It is likely that few customers:

● will have known 24/7 supply orknow of its benefits;

● know just how high is the health riskposed by intermittent supply; and

● realize the possible economic benefitto themselves of 24/7 supply.

While awareness-building amongcustomers will need to be part of any24/7 supply strategy, moving tocontinuous supply will be worthwhile tothe service provider in any case for thereasons discussed above (reducedleakage, increased revenue water, etc).If there is an obligation to provide pipedwater service for even one hour a day,it is likely to be in the interest ofthe supplier to move to a managed24/7 system.

“What if people consumemore than the 135 lpcd normused in the studies andillegal consumptioncontinues unabated?”

In water scarce regions or seasons,uncontrolled consumption bycustomers who begin to receivecontinuous supply will neither besustainable nor equitable.

In addition to reducing significantly theleakages in the supply system, 24/7water supply will permit accuratemetering and billing of consumption,thereby allowing water tariffs andmetering to become instruments ofeffective demand management.

Tariffs can be set to ensure that poorpeople can afford at least a basiclevel of service necessary for healthand hygiene (‘lifeline’ tariff for a basicamount of consumption) and higherlevels of consumption can bepriced to prevent wasteful andunaffordable consumption.

Illegal consumption will also needto be brought under control.Several cities (Bangalore, Hyderabad)have already taken effective strides inthis area by legitimizing water supply toillegal settlements, thereby permittingmetering and the charging of tariffs.

The emerging view is that most peoplewould much rather receive water legally,and pay a fair price for it, than steal it orreceive it from an intermediary whomay have stolen it.

“Benchmarking leakage — isthere a uniform way ofcomparing performance?”The success of a project to convertfrom intermittency to 24/7 supply ishighly dependent upon performancein controlling losses of waterfrom the system.

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In the past, leakagemanagement performance hasbeen measured as ‘waterlosses as a percentage ofproduction’. This criterion isnow seen as inadequate forcomparing performance as itdoes not capture the quality ofservice – duration or pressure– both of which will impactleakage levels.

A task force of leakagemanagement specialists fromaround the world, establishedby the International WaterAssociation (IWA), hasrecommended a number ofmore rational criteria formeasuring and comparingperformance.

For most urban situationsin India, the appropriate performancemeasure for real or physical losses(leakage) is likely to be: Litersper service connection per day permeter of system pressure.

However, as this measure assumes thatthe system is pressurized 24 hours aday, for comparison purposes, presentlosses would need to be adjustedupwards to represent a notional24-hour loss.

In the UK, through tightened regulation,loss performance of the 24 companiesranges between 80 and 220 litersper service connection per day which,given the national average systempressure of 45 meters, equates to1.78 and 4.8 liters per serviceconnection per day per meter ofsystem pressure.

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PhiladelphiaPhiladelphiaPhiladelphiaPhiladelphiaPhiladelphia

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International Leakage IndexInternational Leakage IndexInternational Leakage IndexInternational Leakage IndexInternational Leakage Index

Comparing InternationalLeakage Index to Percentages

Key Actions to Reduce Water Losses

PressurePressurePressurePressurePressureManagementManagementManagementManagementManagement

UnavoidableUnavoidableUnavoidableUnavoidableUnavoidableAnnual RealAnnual RealAnnual RealAnnual RealAnnual Real

LossesLossesLossesLossesLosses

PotentiallyPotentiallyPotentiallyPotentiallyPotentiallyRecoverableRecoverableRecoverableRecoverableRecoverableReal LossesReal LossesReal LossesReal LossesReal Losses

Pipleline andPipleline andPipleline andPipleline andPipleline andAssetsAssetsAssetsAssetsAssets

ManagementManagementManagementManagementManagement

SelectionSelectionSelectionSelectionSelectionInstallationInstallationInstallationInstallationInstallation

MaintenanceMaintenanceMaintenanceMaintenanceMaintenanceRehabilitationRehabilitationRehabilitationRehabilitationRehabilitationReplacementReplacementReplacementReplacementReplacement

Speed andSpeed andSpeed andSpeed andSpeed andQuality ofQuality ofQuality ofQuality ofQuality ofRepairsRepairsRepairsRepairsRepairs

Active LeakageActive LeakageActive LeakageActive LeakageActive LeakageControlControlControlControlControl

Current AnnualCurrent AnnualCurrent AnnualCurrent AnnualCurrent AnnualReal LossesReal LossesReal LossesReal LossesReal Losses

(CARL)(CARL)(CARL)(CARL)(CARL)

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A newer comparison of performance –also endorsed by the IWA – isa ratio which relates UnavoidableAnnual Real Losses (UARL) toCurrent Annual Real Losses (CARL).The UARL is the economic levelof real losses below which it wouldcost more to reduce loss than thevalue placed on that loss. Software isnow available to estimate UARL. Theratio is termed the International LeakageIndex (ILI). An ILI of two or less isconsidered excellent.

ILIs for about 25 companies conductedby the IWA are presented here.ILIs were estimated in the courseof the studies carried out for theworkshop. In Delhi, one of the bestareas studied was the Rohini district ofDelhi – its ILI was estimated at 44.However, the ILI for Guwahati wasestimated to be 208.

While thedistributionsysteminfrastructure inIndia needs muchimprovement,ILIs can bereduced in aphased manner.In Delhi, the ILIfor the Rohiniarea may wellbe reducedsignificantly withlittle interventionother thanpressuremanagementand repairingof the backlogof bursts.

The Heart ofthe Matter24/7 Supply in the Context ofBroader Institutional Reforms

Throughout India today, due to thedifficult circumstances under whichmost water service providersoperate, the quality of water serviceprovision falls far short of internationalstandards.The unquestionedacceptance of intermittent watersupply is one symptom ofsystemic problems.

A key problem is the inability of theservice to charge cost recoverytariffs, enforce payment of these lowtariffs and, above all, put in placethe incentives to provide demand-responsive services in an efficient andsustainable manner.

From the customer’s point of view, it isnot unreasonable to resist payment asthe service remains unsatisfactory.From the service provider’s point ofview, intermittent supply does notencourage efficiency, demand-responsiveness or training of staff inmodern utility management.

Introduction of 24/7 provides theenvironment in which management ofthe service can be radically improved –by providing a better quality service andbreaking the vicious, downward spiral.

However, other institutional reformswould need to be introduced in parallel,such as:

● re-orientation from supply-basedoperation to a customer(demand)-based service;

● modern financial andtechnical management

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processes, systems, and techniques;● upgrading of management

information systems;● policies and incentives to reward

service providers for goodperformance;

● cost recovery tariffs, structured tomanage demand and provide asafety net for the poor andvulnerable;

● re-deployment and re-training ofstaff to work with the new systemsand techniques; and

● effective regulation, includingmonitoring service performanceand setting tariffs.

downward, deterioratingdownward, deterioratingdownward, deterioratingdownward, deterioratingdownward, deteriorating‘vicious spiral’‘vicious spiral’‘vicious spiral’‘vicious spiral’‘vicious spiral’

into aninto aninto aninto aninto an

The Vision: 24/7Supply for UrbanIndia by 2015The workshop attempted todemonstrate – through the casestudies presented and lessons drawnfrom them – that, with the possibleexception of chronically ‘water-starved’areas, conversion from intermittentsupply to a continuous, 24/7 serviceis beneficial, desirable, achievable,and affordable.

It is essential that India reverses thedownward spiral in the quality of itsurban water service and that it movesprogressively towards the goal ofcontinuous supply. There is no otherreasonable option. A chronically sub-standard service will never generate therevenue needed for investment toachieve a service that meets the bestinternational standards. The currentinadequate service imposes an ever-present risk to health and acts as abrake on economic growth. It needsto be recognized, at both governmentand operational levels, that:

● there is no acceptable optionbut to progressively convertto continuous supply;

● conversion to 24/7 supply willrequire investments in physicalassets and human resources;

● the pace at which conversion willproceed will depend upon the costof the necessary work, customers’capacity and willingness to pay,willingness to charge reasonabletariffs, and access to financing;

● there would be dramaticimprovements in serviceas zones are converted to24/7; however, in large cities,it may take 10 to 20 yearsto complete the process; and

● structured approaches and newtechnologies can help formulatestrategies and investment prioritiesto achieve the objective ofcontinuous water supply.

The vision of 24/7 supply in all urbanIndia by 2015 is within the technicaland financial capability of India. However,can India summon the will to convertthe downward, deteriorating ‘viciousspiral’ into an upward, improving‘virtuous spiral’?

upward, improvingupward, improvingupward, improvingupward, improvingupward, improving‘virtuous spiral’?‘virtuous spiral’?‘virtuous spiral’?‘virtuous spiral’?‘virtuous spiral’?

Can India summon the will to convert the:

14

The Pnomh Penh Water Supply Authority has successfully completed a campaign to move from intermittent to continuoussupply over a period of eight years. In this time, piped supply coverage has increased from 50 percent to 99 percent of theurban area, now serving approximately one million persons, NRW has been reduced from 60 percent to 25 percent. How thiswas achieved, under difficult social and economic circumstances, was presented at the workshop.

The per capita GDP of Cambodia is about 50 percent of that of India and serves as an illustration that continuous supply doesnot depend upon the economic status of a country.

Rehabilitation work began on the outdated and almost defunct Phnom Penh water utility in 1995. The utility had virtuallyceased functioning during the years of civil war, between 1975 and 1979. At the time the reform implementation process wasinitiated, in 1995, NRW was estimated to be as much as 61 percent, with only 40 percent of the city’s residents connected.

The reform process began with the government setting out goals and announcing a change in policy, advocating full costrecovery for services and full autonomy for the service provider. The Phnom Penh Water Supply Authority announced supportfor changes in managerial culture, including measures that would enhance autonomy, regulation, restructuring and streamliningjob responsibility and, above all, initiated measures to boost motivation and discipline among management and other staff.

A water loss control team was set up to monitor loss and NRW supply within a designated pilot zone, comprising 2,000household connections, with a ‘water-tight boundary’. Staff were trained in such activities as valve operations, locating leakageand detecting unauthorized connections. Only HDPE pipe was permitted for customer connections. Zoning and leakdetection was progressively introduced throughout the city, as was 24/7 supply, over a period of eight years.

Billing of the full cost of the water service was introduced, a major step in a country that had been used to subsidized and verypoor quality, intermittent water supply.

Some of the notable achievements of the program have been:

● Payment for water usage introduced in 1996, for the first time in the country.● Full autonomy granted to the utility in 1997.● Virtually no unauthorized connections were in existence by end-1997.● Increase in new unauthorized connections fell from 300 per year to three per year.● Physical loss due to leakage reduced to 23 percent by end-2001 (though the target had

been 35 percent) and to 20 percent by June 2002 (though the target was 25 percent by end-2003).● Savings from control of losses (arising from both physical leakage and NRW) estimated at

22 US cents per m3.● Tariffs raised in December 2000 (after credibility of the service established).● All of Phnom Penh’s inner city and 60 percent of its suburbs today received metered

piped water.

Dr-Ing. Chea Visoth, PPWSA Assistant General Director, while making the presentation said,“Technical and financial expertise and support are not enough…the most crucial elementis commitment.”

Kampuchea Shows the Way

15

Conclusions andthe Way ForwardThe workshop was attended by arange of stakeholders in the urbanwater supply service sector – state andcity administrators, operators,engineers, and political representatives.The main conclusions drawn frompresentations made at the workshopand the plenary and break-out groupdiscussion sessions were:

● conversion from intermittent tocontinuous (24/7) water supply inIndia is both achievable andaffordable – and essential toimproved sector performance;

● the technical process for convertingto 24/7 supply is not complicated;it is well-suited to phasedimplementation but requires carefulpreparation and planning;

● sufficient bulk water is available for24/7 supply in much of urban India;some countries in Africa on 24/7supply have only 40 to 50 liters perperson per day;

● only when a distribution system iscontinuously pressurized can● continual risk of in-pipe

contamination of water suppliesbe eliminated;

● normal customer metersfunction with any accuracy;

● routine leak detection bepracticed; and

● modern supply and demandcontrol techniques be exercised.

● conversion to 24/7 supply shouldform the cornerstone of a generalupgrading of water serviceperformance, providing the

foundation for improved efficiency,effectiveness, and customerresponsiveness;

● 24/7 supply should lead toincreased customer satisfactionand willingness to pay;

● a volumetric tariff should be appliedin areas with 24/7 supply; theaverage tariff should recover the full,reasonable costs of supplyingwater; the tariff structure shouldensure that the poor can afford atleast a basic level of service andprovide strong incentives fordemand management;

● increased revenue can fund theextension of piped supply to thepoor, further improvements andincreased maintenance of waterservice infrastructure; and

● the conversion process should beaccompanied by a communicationprogram to inform customers onwater use and user charges under24/7 supply conditions.

Support and Incentivesfor 24/7 Initiatives

If 24/7 supply is to be transformedfrom a vision to reality, ‘champions’of water distribution reform will beneeded at federal, state, and citylevels. These ‘champions’ will needto build acceptance of the conceptand benefits of 24/7 supply and actas the prime movers of all activitiesneeded to support and implement24/7 supply.

Federal and state governments,as well as the internationalagencies, need to provide supportand incentives.

Federal Government

● ‘Seed’ financial supportfor start-ups.

● Develop a manual of distributionmanagement and operations.

● Draft support legislation – drinkingwater standards and enforcementmechanisms.

● Monitor and publish serviceproviders’ performance.

State Governments

● Water policy to include 24/7 asobjective with realistic timeframes.

● Training programs for managers andoperational staff.

● Assistance in formulating.● Re-structuring water service

and departments.● Customer communication programs.● Standards for domestic plumbing.

International Agencies

● Support to central and stategovernments to formulate policyand support the implementation of24/7 supply and associated reforms.

WSP MISSIONTo help the poor gain sustainedaccess to improved water andsanitation services.

WSP FUNDING PARTNERSThe Governments of Australia, Austria,Belgium, Canada, Denmark,Germany, Italy, Japan, Luxembourg,the Netherlands, Norway, Sweden,Switzerland, and the United Kingdom, theUnited Nations Development Programme,and the World Bank.

PARTNERSHIPSThis Think Tank was organized by theWater and Sanitation Program-South Asia(WSP-SA) in partnership with the Ministryof Urban Development (MoUD),Government of India, the AdministrativeStaff College of India (ASCI), and theChange Management Forum (CMF).The workshop was supported bySweden’s International DevelopmentAgency (SIDA).

ACKNOWLEDGMENTSText prepared by Stephen Myers

Photographs by: Indo-USAID FIRE-D Project and WSP-SA

Created by: Write Media

Printed at: Thomson Press

The Urban Think Tank

The Urban Think Tank is aparticipatory forum which enablesexperts and practitioners toaddress issues related to theservice delivery of water supplyand sanitation services to thepoorest sectors of the community.The Think Tank is also intended tospark policy-level debate andprovide a forum where the issuesand concerns of municipalmanagers can be brought forward.Regular meetings have beenhosted by the Water and SanitationProgram-South Asia (WSP-SA)since December 1994.

The 15th Urban Think Tankwhich was held in Hyderabad onSeptember 23-24, 2003,discussed the issue of 24-hourwater supply for urban India. Theparticipants debated whether thisessential goal was achievable ornot. They drew lessons from rapiddistribution system diagnosticassessments held in Delhi, Indore,and Guwahati. The objective of the

workshop, which was consultativein nature, was to improve theunderstanding of the factors leadingto 24/7 water supply distributionthe year round.

Through the publication ofNagari, the proceedings and keyissues of meetings aredisseminated to municipalities allover India. The purpose of thisinformation note is to share lessonslearnt, highlight emerging issues,illustrate examples of best practice,and provide a link betweenmunicipalities and otherstakeholders to foster abetter operating environment inthe sector of water supply andsanitation services. We wouldwelcome your ideas on any of theissues discussed and feedbackforms are enclosed for thispurpose. Please also write to uswith any comments andsuggestions on topics that you feelare important for managers of localurban bodies.

Water and Sanitation Program-

South AsiaWorld Bank55 Lodi EstateNew Delhi 110 003

India

Phone: (91-11) 24690488-89Fax: (91-11) 24628250E-mail: [email protected]

Fifteenth Urban Think Tank: Agenda and List of Participants

‘24-hour Water Supply: Is This Achievable?’September 23-24, 2003, Hyderabad, India

Tuesday, September 23: Session 1

MorningRegistration (08.30 – 09.15)

Welcome and Introductory Notes (09.15 – 09.45)Dr E A S Sarma, Principal, ASCI/CMF, Professor V Chary, ASCI

Straw Poll Session 1 (09.45 – 09.55)‘Do you consider 24/7 supply possible in India?’ Salman Zaheer, WSP-SA

Keynote Presentation Stephen Myers, Consultant, WSP-SA (09.55 – 10.25)Tea/Coffee Break (10.25 – 10.45)

DELHI, GUWAHATI AND INDORE STUDIES (10.45 – 13.00)1. ‘Background to the Studies’ Andreas Stoisits, Bristol Water Services2. ‘Strategic Building Blocks’ Richard Pilcher, Halcrow Water Services3. ‘Strategies – A Road Map’ Susan West, Halcrow Group LimitedQ & A – Discussion Session

Lunch (13.00 – 13.45)

Session 2

Afternoon‘Intermittent to Continuous Supply’ Video from Phnom Penh, Cambodia (13.45 – 14.25)Dr Chea Visoth, Phnom Penh WS Authority and Rick Kamionko, Bristol Water Services

SYSTEM MANAGEMENT – KEY ELEMENTS (14.25 – 15.35)1. ‘Making the Most of What You Have’ Roland Liemberger, Bristol Water Services (Consultant)2. ‘Economics of Distribution System Management’ Stephen Martin, Halcrow Water ServicesBreak-out Group Session (15.35 – 16.40)Plenary Session Discussion (16.40 – 17.40)

Dinner 19.30

Wednesday, September 24: Session 3

Synopsis of Day 1 Proceedings (09.00 – 09.20)Stephen Myers, Consultant, WSP-SA

PRACTICE AND STRATEGY (09.20 – 10.30)1. ‘The Importance of Pressure Management’ Richard Pilcher, Halcrow Water Services2. ‘24/7 Supply Strategies – Casebook Recipes’ Roland Liemberger, Bristol Water Services

Break-out Group Session (10.30 – 11.30)

Plenary Session Discussion (11.30 – 12.30)

Straw Poll Session 2 (12.30 – 12.45)‘Do you consider 24/7 supply possible in India?’ Salman Zaheer, WSP-SA

Lunch (12.45 – 13.45)

Session 4

‘Implementing 24/7 Supply – Principal Issues and Next Steps’ Stephen Myers, Consultant, WSP-SA (13.45 to 14.45)

Workshop Summary (14.45 to 15.15)(including results of straw polls) Junaid Ahmad, WSP-SA

Concluding Remarks (15.15 to 15.45)Ministry of Urban Development/Change Management Forum

Tea/Coffee

AGENDA

LIST OF PARTICIPANTSCOMMISSIONERS AND MACOMMISSIONERS AND MACOMMISSIONERS AND MACOMMISSIONERS AND MACOMMISSIONERS AND MAYORSYORSYORSYORSYORS

MrMrMrMrMr. G. Ramnarayana Reddy . G. Ramnarayana Reddy . G. Ramnarayana Reddy . G. Ramnarayana Reddy . G. Ramnarayana Reddy I.A.S.CommissionerMunicipal CorporationGuntur 522003, Andhra PradeshTel: 0863-224882/224202E-mail: [email protected]

MrMrMrMrMr. Ch. Y. Ch. Y. Ch. Y. Ch. Y. Ch. YesuratnamesuratnamesuratnamesuratnamesuratnamMayorGuntur Municipal CorporationGuntur 522 033, Andhra PradeshTel: 0863-323731E-mail: [email protected]

DrDrDrDrDr. T. T. T. T. T. Rajeshwara Rao. Rajeshwara Rao. Rajeshwara Rao. Rajeshwara Rao. Rajeshwara RaoMayorWarangal Municipal Corporation7-1-44, BalasamudramHanamkonda, Warangal, Andhra PradeshTel: 577282/577235

MrMrMrMrMr. N. V. N. V. N. V. N. V. N. V. Patel. Patel. Patel. Patel. PatelMayorVadodara Municipal CorporationRajmahal Road, Vadodara, Gujarat

MrMrMrMrMr. Somarapu Satyanarayana. Somarapu Satyanarayana. Somarapu Satyanarayana. Somarapu Satyanarayana. Somarapu SatyanarayanaChairpersonMunicipal CouncilRamagundam, Karimnagar, Andhra PradeshTel: 08728-44572 (D), 44674

MrMrMrMrMr. M. V. M. V. M. V. M. V. M. VenkateswarluenkateswarluenkateswarluenkateswarluenkateswarluCommissionerTirupathi Municipality, Tirupathi 517 501Tel: 08574-2227208, 2220233

MrMrMrMrMr. M. G. V. M. G. V. M. G. V. M. G. V. M. G. V. K. Bhanu . K. Bhanu . K. Bhanu . K. Bhanu . K. Bhanu I.A.S.Commissioner and SecretaryGuwahati Metropolitan Development AuthorityBhangagarh, GuwahatiTel: 0361-2262704

MrMrMrMrMr. Sanjay Lohia . Sanjay Lohia . Sanjay Lohia . Sanjay Lohia . Sanjay Lohia I.A.S.CommissionerGauhati Municipal CorporationPan Bazaar, GuwahatiDistrict: Kamrup, Assam 781 001Tel: 0361-540525

MrMrMrMrMr. Lokes. Lokes. Lokes. Lokes. Lokeshwar Sahuhwar Sahuhwar Sahuhwar Sahuhwar SahuCommissionerAmbikapur Municipal CorporationChattisgarh

MrMrMrMrMr. R. K. T. R. K. T. R. K. T. R. K. T. R. K. Tripatiripatiripatiripatiripati I.A.SMunicipal CommissionerAhmedabad Municipal CorporationSardar Patel Bhavan, DanapithAhmedabad 380 001Tel: +91-79-5391811-1831E-mail: [email protected]

MrMrMrMrMr. Sambargi Patil. Sambargi Patil. Sambargi Patil. Sambargi Patil. Sambargi PatilMayorCorporation of the City of BelgaumRisaldar Galli, Belgaum 590 001Tel: 083-2462580

MrMrMrMrMr. D. L. Narayana . D. L. Narayana . D. L. Narayana . D. L. Narayana . D. L. Narayana K.M.A.S.Municipal CommissionerMunicipal Corporation of GulbargaGulbarga, KarnatakaTel: 08472-420053

MrMrMrMrMr. Shivayogi Kalsad. Shivayogi Kalsad. Shivayogi Kalsad. Shivayogi Kalsad. Shivayogi KalsadCommissionerCorporation of the City of Belgaum, Risaldar GalliBelgaum 590 001Tel: 0831-2462580E-mail: [email protected]

MrMrMrMrMr. S. G. Biradar. S. G. Biradar. S. G. Biradar. S. G. Biradar. S. G. BiradarCommissionerHubli-Dharwad Municipal CorporationHubli-Dharwad 580 020, KarnatakaTel: 0836 2213800 (O)

MrMrMrMrMr. Sovan Chhaterjee. Sovan Chhaterjee. Sovan Chhaterjee. Sovan Chhaterjee. Sovan ChhaterjeeMember, Mayor-in-CouncilCalcutta Municipal Corporation5, S N Banerjee Road, Kolkata 700 013West BengalTel: 033-2445004

MrMrMrMrMr. R. Sai Bharathi. R. Sai Bharathi. R. Sai Bharathi. R. Sai Bharathi. R. Sai BharathiChairmanAlundur MunicipalityNo. 18, 29th Street, Thillai Ganga NagarNanganallur, Chennai 61, Tamil NaduTel: 044-2344511 (O)E-mail: [email protected]

MrMrMrMrMr. R. P. R. P. R. P. R. P. R. P. Singh. Singh. Singh. Singh. SinghCommissionerMunicipal Corporation, JagdalpurChhattisgarhFax: 91-0778224702

MrMrMrMrMr. V. V. V. V. VenkateswaruluenkateswaruluenkateswaruluenkateswaruluenkateswaruluCommissionerTirupathi Municipality, TirupathiTel: 0877-2262994

MrMrMrMrMr. Ashok K. Patil. Ashok K. Patil. Ashok K. Patil. Ashok K. Patil. Ashok K. PatilCorporator (Chairman, Water Supply – 2002}Ward No 46, Belgaum Corporation, BelgaumRisaldar Galli, BelgaumRes: 422, Cross, Sadashiv Nagar, BelgaumTel: 462052, 461351

MINISTRMINISTRMINISTRMINISTRMINISTRYYYYY

DrDrDrDrDr. V. V. V. V. V. B. Rama Prasad. B. Rama Prasad. B. Rama Prasad. B. Rama Prasad. B. Rama PrasadAdviser (PHE)CPHEEOMinistry of Urban Development and Poverty AlleviationGovernment of IndiaRoom No. 658, A-Wing, Nirman BhavanNew Delhi 110 011Tel: 23017482E-mail: [email protected]

MrMrMrMrMr. Sumit Chatterjee. Sumit Chatterjee. Sumit Chatterjee. Sumit Chatterjee. Sumit ChatterjeeUnder Secretary (PHEII)MUD & PANew Delhi 110 011Tel: 23018558

ENGINEERSENGINEERSENGINEERSENGINEERSENGINEERS

MrMrMrMrMr. B. M. Desai. B. M. Desai. B. M. Desai. B. M. Desai. B. M. DesaiCity EngineerSurat Municipal CorporationMuglisara, Surat 395 003, GujaratTel: 0261-7422244 (D), 7422285/87

MrMrMrMrMr. Prabhas Sankle. Prabhas Sankle. Prabhas Sankle. Prabhas Sankle. Prabhas SankleSuperintending EngineerNarmada ProjectIndore Municipal CorporationNear Krishna Pura BridgeIndore 452 001Tel: 073-9826049217

MrMrMrMrMr. Z. Z. Z. Z. ZoliansangaoliansangaoliansangaoliansangaoliansangaExecutive EngineerChief Engineers PHE OfficeAizwal 769 001, MizoramTel: 0389-323663

MrMrMrMrMr. Ajit Dattatreya Deshmukh. Ajit Dattatreya Deshmukh. Ajit Dattatreya Deshmukh. Ajit Dattatreya Deshmukh. Ajit Dattatreya DeshmukhChief Engineer (Water Supply Project)Municipal Corporation of Greater MumbaiMumbai, MaharashtraTel: 022-2262096

DrDrDrDrDr. P. P. P. P. P. Panduranga Rao. Panduranga Rao. Panduranga Rao. Panduranga Rao. Panduranga RaoSuperintending Engineer (WS&S)TSR Water WorksVisakhapatnam Municipal CorporationTelefax: 0891-2746309, Mobile: 9848308842E-mail: [email protected]

MrMrMrMrMr. Ashok B. Madyal. Ashok B. Madyal. Ashok B. Madyal. Ashok B. Madyal. Ashok B. MadyalAssistant Executive EngineerMunicipal Corporation of GulbargaTel: 08472-420053

MrMrMrMrMr. V. V. V. V. V. N. T. N. T. N. T. N. T. N. TailorailorailorailorailorCity EngineerVadodara Municipal CorporationKhanderao Market, Raj Mahal RaoVadodara, GujaratTel: 0265-2433344 (O)

MrMrMrMrMr. A. K. Prabhakar. A. K. Prabhakar. A. K. Prabhakar. A. K. Prabhakar. A. K. PrabhakarSuperintending Engineer (O&M) CellMunicipal Corporation, JalandharPunjab

MrMrMrMrMr. A. K. Srivastava. A. K. Srivastava. A. K. Srivastava. A. K. Srivastava. A. K. SrivastavaSuperintending EngineerP H CircleVisveswarayya BhavanBaily Road, Patna 15, BiharTel: 0612-2281729

MrMrMrMrMr. D. S. Mishra. D. S. Mishra. D. S. Mishra. D. S. Mishra. D. S. MishraExecutive Engineer (Monitoring)PHED, HeadquartersVisveswarayya BhavanBaily Road, Patna 15BiharTel: 0612-2281729E-mail: [email protected]

MrMrMrMrMr. Babul Chakraborty. Babul Chakraborty. Babul Chakraborty. Babul Chakraborty. Babul ChakrabortyChief EngineerWater Works, Guwahati Municipal CorporationPan Bazaar, GuwahatiDistrict: KamrupAssam 781 001Tel: 0361-540525

MrMrMrMrMr. Pradeep Kumar. Pradeep Kumar. Pradeep Kumar. Pradeep Kumar. Pradeep KumarExecutive EngineerVijayawada Municipal CorporationVijayawada 522 003Tel: 0866-421058, 422400

MrMrMrMrMr. Prabhas Shankla. Prabhas Shankla. Prabhas Shankla. Prabhas Shankla. Prabhas ShanklaSuperintending EngineerIndore Project Circle, PHED, Indore

MrMrMrMrMr. Ajay Shrivastava. Ajay Shrivastava. Ajay Shrivastava. Ajay Shrivastava. Ajay ShrivastavaAssistant EngineerMain Sub. Division No. 7Indore Municipal CorporationIndore

MrMrMrMrMr. Bharat I. Dalal. Bharat I. Dalal. Bharat I. Dalal. Bharat I. Dalal. Bharat I. DalalHydraulic Engineer, Surat Municipal CorporationTel: 0261-7422244 (D), 7422285/87, 3227090

MrMrMrMrMr. R. B. Purkayastha. R. B. Purkayastha. R. B. Purkayastha. R. B. Purkayastha. R. B. PurkayasthaChief Engineer, Public Health Engineer, ShillongMeghalaya 1Tel: 0364-225119

MrMrMrMrMr. T. T. T. T. T. Mohan. Mohan. Mohan. Mohan. MohanMunicipal EngineerTirupati MunicipalityRoom No. 24, Municipal Building ComplexTirupati 517 501Tel: 224048 (O)

MrMrMrMrMr. V. V. V. V. V. K. W. K. W. K. W. K. W. K. WarrarrarrarrarrSuperintending Engineer, Public Health Engineer, ShillongMeghalaya 1Tel: 0364-225119, 504231 (D)

WAWAWAWAWATER UTILITIES AND BOARDSTER UTILITIES AND BOARDSTER UTILITIES AND BOARDSTER UTILITIES AND BOARDSTER UTILITIES AND BOARDS

MrMrMrMrMr. M. G. Gopal . M. G. Gopal . M. G. Gopal . M. G. Gopal . M. G. Gopal I.A.S.Managing DirectorHyderabad Metropolitan Water Supply andSewerage Board (HMWS & SB)KhairtabadHyderabad 500 004Tel: 23394402, 6512000

MrMrMrMrMr. B. Srinivasa Reddy. B. Srinivasa Reddy. B. Srinivasa Reddy. B. Srinivasa Reddy. B. Srinivasa ReddyManaging DirectorKarnataka Urban Water Supplyand Drainage BoardKempegowda Road, KHB ComplexBangalore 560 009Tel: 080-22213658, 22217739

MrMrMrMrMr. P. P. P. P. P. K. T. K. T. K. T. K. T. K. Tripathi ripathi ripathi ripathi ripathi I.A.S.Chief Executive OfficerDelhi Jal BoardGovernment of MCT of DelhiVarunalaya II, Karol BaghNew Delhi 110 005Tel: 011-23544795, 23511658

MrMrMrMrMr. Uttam Kumar. Uttam Kumar. Uttam Kumar. Uttam Kumar. Uttam KumarExecutive Engineer (E&M), WBPCDelhi Jal Board (DJB)Varunalaya Phase II, Karol BaghNew Delhi 110 005Telefax: 011-23541813

MrMrMrMrMr. Puneet Goel. Puneet Goel. Puneet Goel. Puneet Goel. Puneet GoelProject Manager (WBPC)Delhi Jal Board (DJB)Varunalaya Phase II, Karol BaghNew Delhi 110 005Telefax: 011-23541813

MrMrMrMrMr. Narender Kumar. Narender Kumar. Narender Kumar. Narender Kumar. Narender KumarExecutive Engineer (North West II)Delhi Jal Board (DJB)Varunalaya Phase II, Karol BaghNew Delhi 110 005Telefax: 011-23541813

MrMrMrMrMr. V. V. V. V. V. K. Ahuja. K. Ahuja. K. Ahuja. K. Ahuja. K. AhujaExecutive Engineer (E&M), W&S (WBPC)Delhi Jal Board (DJB)Varunalaya Phase II, Karol BaghNew Delhi 110 005Telefax: 011-23541813

MrMrMrMrMr. P. P. P. P. P. P. P. P. P. P. Singh. Singh. Singh. Singh. SinghExecutive Engineer (South I)Delhi Jal Board (DJB)Varunalaya Phase IIKarol BaghNew Delhi 110 005Telefax: 011-23541813

MrMrMrMrMr. R. S. T. R. S. T. R. S. T. R. S. T. R. S. TyagiyagiyagiyagiyagiExecutive Engineer (W), C IIDelhi Jal Board (DJB)Varunalaya Phase II, Karol BaghNew Delhi 110 005Telefax: 011-23541813

MrMrMrMrMr. Rajeev Kumar T. Rajeev Kumar T. Rajeev Kumar T. Rajeev Kumar T. Rajeev Kumar TripathiripathiripathiripathiripathiGeneral ManagerAllahabad Jal SansthanKhusrubagh, AllahabadUttar PradeshTel: 0532-617971 Mobile: 9838057971

MrMrMrMrMr. U. C. T. U. C. T. U. C. T. U. C. T. U. C. TewariewariewariewariewariGeneral ManagerJhansi Divisional Jal Sansthan, JhansiUttar PradeshTel: 0517-448686

MrMrMrMrMr. H. P. H. P. H. P. H. P. H. P. Uniyal. Uniyal. Uniyal. Uniyal. UniyalChief General ManagerGarhwal Jall SansthanJal Bhawan, B-Block, Nehru ColonyDehradun 248 001UttaranchalTel: 0135-676260

MrMrMrMrMr. B. S. Gill. B. S. Gill. B. S. Gill. B. S. Gill. B. S. GillManaging DirectorPunjab Water Supply and Sewerage Board (PWSSB)Plot No. I-B, Madhya Marg, Sector 27-AChandigarh 160 019Tel: 0172-650681, 656524, 651114

MrMrMrMrMr. D. Madavamoorthy. D. Madavamoorthy. D. Madavamoorthy. D. Madavamoorthy. D. MadavamoorthyJoint Director, CMWSS Board, 1Pumping Station Road, Chennai,Tel: 044 28529165

MrMrMrMrMr. Satyanarayana. Satyanarayana. Satyanarayana. Satyanarayana. SatyanarayanaChief General Manager, Circle IIHyderabad MetropolitanWater Supply and Sewerage BoardKhairatabadHyderabad 500 082

MrMrMrMrMr. V. V. V. V. V. Ja. Ja. Ja. Ja. Jambul Reddymbul Reddymbul Reddymbul Reddymbul ReddyChief General ManagerPublic Health and Municipal Engineering DepartmentA C GuardsHyderabad 500 004Tel: 233922762

MrMrMrMrMr. Imtiaz Ahmed. Imtiaz Ahmed. Imtiaz Ahmed. Imtiaz Ahmed. Imtiaz AhmedChief General Manager, Circle IIIMetropolitan Water Supply and Sewerage BoardKhairatabadHyderabad 500 082Fax: 040 2339 4610E-mail: [email protected]

Ms. VMs. VMs. VMs. VMs. V. Naini. Naini. Naini. Naini. NainiSuperintending EngineerCMWSSBNo. 1, PS Road, ChidambaramChennai 28Tel: 044-8535001

MrMrMrMrMr. Srinivas Rao. Srinivas Rao. Srinivas Rao. Srinivas Rao. Srinivas RaoChief General ManagerHMWSSBPublic Health and Municipal EngineeringDepartment, A C GuardsHyderabad 500 004Tel: 233922762

MrMrMrMrMr. Rajender Singh Alhuwalia. Rajender Singh Alhuwalia. Rajender Singh Alhuwalia. Rajender Singh Alhuwalia. Rajender Singh AlhuwaliaSub Divisional EngineerOfficers Bungalow No. 3Water Works Complex, Sector 37 AChandigarh 36Tel: 0172-699099

OTHERSOTHERSOTHERSOTHERSOTHERS

Ms. ShaMs. ShaMs. ShaMs. ShaMs. Shamim Banumim Banumim Banumim Banumim Banu I.A.S.Principal SecretaryUrban Development DepartmentRoom No. 448, IV FloorM.S. Building, Dr. Ambedkar VeedhiBangalore 560 001Tel: 080 2253958/2092442/2200044E-mail: [email protected]

MrMrMrMrMr. K. P. K. P. K. P. K. P. K. P. Krishnan . Krishnan . Krishnan . Krishnan . Krishnan I.A.S.Chairman and Managing DirectorKarnataka Urban Infrastructure Development andFinance CorporationSilver Jubilee Block, 2nd Floor, 3rd CrossMission RoadBangalore 560 027Tel: 080-2232023

MrMrMrMrMr. Raghavendra Purohit. Raghavendra Purohit. Raghavendra Purohit. Raghavendra Purohit. Raghavendra PurohitAssistant General Manager (Urban Water Supply)Karnataka Urban Infrastructure Development andFinance CorporationSilver Jubilee Block, 2nd Floor3rd CrossMission RoadBangalore 560 027Tel: 080-22232021

MrMrMrMrMr. P. P. P. P. P. M. Kulkarni. M. Kulkarni. M. Kulkarni. M. Kulkarni. M. KulkarniAssistant EngineerKarnataka Urban Infrastructure Development CorporationSilver Jubilee Block, 2nd Floor, Unity Building Annexe3rd Cross, Mission RoadBangalore 560 027Tel: 080-2232021, 2232134 (O), 56964479 (R)E-mail: [email protected]

MrMrMrMrMr. S. K. Singhal. S. K. Singhal. S. K. Singhal. S. K. Singhal. S. K. SinghalProject Director-cum-SecretarySE (PMU)))))ShimlaHimachal PradeshTel: 0177-2650312

MrMrMrMrMr. P. P. P. P. P. Ravi Kumar . Ravi Kumar . Ravi Kumar . Ravi Kumar . Ravi Kumar I.A.S.Secretary (Municipalities)Urban Development DepartmentGovernment of Karnataka, Sachivalaya II4th Floor, Utility BuildingBangaloreTel: 080-2200044

MrMrMrMrMr. Randeep Singh. Randeep Singh. Randeep Singh. Randeep Singh. Randeep SinghSecretaryMunicipal CorporationPatialaPunjab

MrMrMrMrMr. Auro. Auro. Auro. Auro. Aurobinda Ograbinda Ograbinda Ograbinda Ograbinda OgraConsultant and Co-ordinatorCity Managers Association UttaranchalMDDA, 12 Pritam Road, DehradunUttaranchal 1Tel: 0135-2673455Fax: 0135-2672506

MrMrMrMrMr. Bruce Po. Bruce Po. Bruce Po. Bruce Po. Bruce PollockllockllockllockllockEnvironmental Services CoordinatorGHKI ConsortiumAndhra Pradesh Urban Services for the Poor (APUSP)6-3-634, 3rd Floor, Green Channel House, KhairatabadHyderabad 500 004Tel: 23379044/45, 23378961/971, 6584418/419E-mail: [email protected]

DrDrDrDrDr. D. Ravindra Prasad. D. Ravindra Prasad. D. Ravindra Prasad. D. Ravindra Prasad. D. Ravindra PrasadAdviser – Capacity BuildingAndhra Pradesh Urban Services for the Poor (APUSP)No. 6-3-634, 3rd FloorGreen Channel House, KhairatabadHyderabad 500 004Tel: 23379044, 23379045, 23378961/971E-mail: [email protected]

MrMrMrMrMr. P. P. P. P. P. Satyanarayana. Satyanarayana. Satyanarayana. Satyanarayana. SatyanarayanaConsulting EngineerAndhra Pradesh Urban Services for the Poor (APUSP)No. 6-3-634, 3rd Floor, Green Channel HouseKhairtabadHyderabad 500 004Tel: 23379044, 23379045, 23378961/971, 6584418/419

MrMrMrMrMr. J. P. J. P. J. P. J. P. J. P. Soni. Soni. Soni. Soni. SoniChief General ManagerChhattisgarh Infrastructure Development CorporationRaipurTel: 0771-5066300 Fax: 0771-2221271

MrMrMrMrMr. Javed Asgar. Javed Asgar. Javed Asgar. Javed Asgar. Javed AsgarSuperintending EngineerChhattisgarh Infrastructure Development CorporationRaipurTel: 0771-5066300

MrMrMrMrMr. Nitesh V. Nitesh V. Nitesh V. Nitesh V. Nitesh Vyasyasyasyasyas I.A.S.Project DirectorADB Urban Project2nd Floor, State Election Commission BuildingOld Jail RoadBhopal

MrMrMrMrMr. S. Srikumar. S. Srikumar. S. Srikumar. S. Srikumar. S. SrikumarCoordinatorCMA AP3rd Floor, MCH Complex, Tank BundHyderabad 29Tel: 23225397 Ext: 397

MrMrMrMrMr. Piyush Ranjan Rout. Piyush Ranjan Rout. Piyush Ranjan Rout. Piyush Ranjan Rout. Piyush Ranjan RoutCoordinatorCity Managers Association OrissaBhubaneshwarOrissaTel: 0674 2432317, 9437176717E-mail: [email protected],[email protected]

ACADEMICIANSACADEMICIANSACADEMICIANSACADEMICIANSACADEMICIANS

DrDrDrDrDr. K. S. Lokesh. K. S. Lokesh. K. S. Lokesh. K. S. Lokesh. K. S. LokeshAssistant ProfessorDepartment of Environmental EngineeringS J College of EngineeringMysore 570 006KarnatakaTel: 0821-512568, 512292, 511383

Prof. K. ElProf. K. ElProf. K. ElProf. K. ElProf. K. ElangoangoangoangoangoProfessor, Department of Civil EngineeringIndian Institute of TechnologyChennai 600 036Tel: 22578284 (O)E-mail: [email protected]

DrDrDrDrDr. Sudhir Kumar. Sudhir Kumar. Sudhir Kumar. Sudhir Kumar. Sudhir KumarSenior LecturerC-5 MREC Staff ColonyJaipur 302 007, RajasthanTel: 141- 2702810

DrDrDrDrDr. Rakesh Chandra V. Rakesh Chandra V. Rakesh Chandra V. Rakesh Chandra V. Rakesh Chandra VaishyaaishyaaishyaaishyaaishyaSenior LecturerDepartment of Civil EngineeringMotilal Nehru National Institute of TechnologyAllahabad 211 004Tel: 0532-2445103/04 Extn. 1313E-mail: [email protected]

NGOsNGOsNGOsNGOsNGOs

MrMrMrMrMr. Sures. Sures. Sures. Sures. Suresh Babuh Babuh Babuh Babuh BabuEngineer-cum-ResearcherNatural Resource Management UnitCentre for Science and Environment41, Tughlakabad Institutional AreaNew Delhi 110 062Tel: 011-26081110, 26081124, 26081125,26083394, 26086399E-mail: [email protected], [email protected]

Ms. Usha SrinivasanMs. Usha SrinivasanMs. Usha SrinivasanMs. Usha SrinivasanMs. Usha SrinivasanAdvisor, Community Action ProgramsDevelopment AlternativesB 32, Tara Cresent, Qutab Institutional AreaNew Delhi 110 016Tel: 011- 26963683

MrMrMrMrMr. Krishna N. Kulkarni. Krishna N. Kulkarni. Krishna N. Kulkarni. Krishna N. Kulkarni. Krishna N. KulkarniBhageerath, No. 255, 2nd MainV Cross, Bharatinagar, Dharwad, Karnataka

MrMrMrMrMr. B. K. D. Raja. B. K. D. Raja. B. K. D. Raja. B. K. D. Raja. B. K. D. RajaSamaj VikasDevelopment Support OrganisationPlot No 77, 2nd Floor, Sangeetha NagarSomajiguda, Hyderabad 500 082Tel: 91-40-23398894E-mail: [email protected]

DONOR AGENCIESDONOR AGENCIESDONOR AGENCIESDONOR AGENCIESDONOR AGENCIES

MrMrMrMrMr. Debashish Bhattacharjee. Debashish Bhattacharjee. Debashish Bhattacharjee. Debashish Bhattacharjee. Debashish BhattacharjeeEngineering AdvisorWater & Environmental Sanitation GroupDepartment for International Development (DFID)British High CommissionB 28, Tara Crescent, Qutab Institutional AreaNew Delhi 110 016Tel: 011-2652 9123E-mail: [email protected]

FINANCIAL INSTITUTIONSFINANCIAL INSTITUTIONSFINANCIAL INSTITUTIONSFINANCIAL INSTITUTIONSFINANCIAL INSTITUTIONS

DrDrDrDrDr. A. A. A. A. Annnnnand Chiplunkarand Chiplunkarand Chiplunkarand Chiplunkarand ChiplunkarVice PresidentIL&FS Infrastructure Development Corporation502 Apurupa ClassicNext to Global HospitalRoad No. 1, Banjara HillsHyderabad 500 034Telefax: 91-40 5510 1275/ 23310283E-mail: [email protected]

Ms. SujatMs. SujatMs. SujatMs. SujatMs. Sujatha Srikumarha Srikumarha Srikumarha Srikumarha SrikumarVice PresidentInfrastructure Leasing & Financial Services Ltd. (IL&FS)Core 4 B, 4th FloorHabitat Centre, Lodhi RoadNew Delhi 110 003Tel: 011-24682075, 011-24682060-64E-mail: [email protected]

MrMrMrMrMr. V. V. V. V. V. Satyan. Satyan. Satyan. Satyan. SatyanarayanaarayanaarayanaarayanaarayanaSenior Infrastructure Finance AdvisorINDO-USFinancial Institutions Reform & Expansion ProjectTCGI and PADCOE-3/4, Vasant ViharNew Delhi 110 057Tel: 011-26149836, 26143551E-mail: [email protected]

MrMrMrMrMr. Sanjay Joshi. Sanjay Joshi. Sanjay Joshi. Sanjay Joshi. Sanjay JoshiIL&FS Infrastructure Development Corporation502 Apurupa ClassicsNext to Global HospitalOpposite J Vengal Rao ParkRoad No. 1, Banjara HillsHyderabad 500 034Telefax: 91-40 5510127591-40 23310283

PRIVPRIVPRIVPRIVPRIVAAAAATE INSTITUTIONSTE INSTITUTIONSTE INSTITUTIONSTE INSTITUTIONSTE INSTITUTIONS

MrMrMrMrMr. Brain Alum. Brain Alum. Brain Alum. Brain Alum. Brain AlumCountry Director IndiaThird West Clearwater CourtEastern RoadReading Berkshire RGI 8DBTel: +44 (O) 118 373 8821Fax: +44 (O) 118 373 8979E-mail: [email protected]

Ms. Dolan MajumderMs. Dolan MajumderMs. Dolan MajumderMs. Dolan MajumderMs. Dolan MajumderBusiness Development Director IndiaThames Water2 Battery Road #30-01 Maybank Tower,Singapore 049 907Tel: +(65) 63493920, 63493900Fax: +(65) 63493902E-mail: [email protected]

MrMrMrMrMr. Rajiv Dixit. Rajiv Dixit. Rajiv Dixit. Rajiv Dixit. Rajiv DixitDeputy Vice President (Business Development), CAWTSingapore Utilities International Pte. LtdUnit 242, Innovation Center, Nanyang DriveSingapore 637 723Tel: +65-67943719

MrMrMrMrMr. Promod Mitroo. Promod Mitroo. Promod Mitroo. Promod Mitroo. Promod MitrooGeneral Manager, Veolia Water India Private LimitedB-1, Marble Arch, 9 Prithviraj RoadNew Delhi 110 011

MrMrMrMrMr. A. K. Datta. A. K. Datta. A. K. Datta. A. K. Datta. A. K. DattaAdvisorVeolia Water India Private LimitedB-1, Marble Arch9 Prithviraj RoadNew Delhi 110 011

MrMrMrMrMr. Anand Kumar J.. Anand Kumar J.. Anand Kumar J.. Anand Kumar J.. Anand Kumar J.General ManagerOndeo Water307, Barton Centre, MG RoadBangaloreTel: 080-5091409E-mail: [email protected]

Ms. Karuna GopalMs. Karuna GopalMs. Karuna GopalMs. Karuna GopalMs. Karuna GopalDirectorThe Confluence ConsultingSuite#105, Nirmal TowersModel House LanePunjaguttaHyderabad 500 082Tel: 23350353E-mail: [email protected]

DrDrDrDrDr. Subba Rao Pavuluri. Subba Rao Pavuluri. Subba Rao Pavuluri. Subba Rao Pavuluri. Subba Rao PavuluriManaging DirectorIndian Resources Information & ManagementTechnologies Ltd. (IN-RIMT)Plot No. 1299K, Road No. 66, Jubilee HillsHyderabad 500 033Tel: 3544083, 3544093, 3607511E-mail: [email protected], [email protected]

Ms. Geneviene ConnorsMs. Geneviene ConnorsMs. Geneviene ConnorsMs. Geneviene ConnorsMs. Geneviene ConnorsPh.D Scholar (MIT, Cambridge, USA)26 B, Tudor CloseSingapore 297 965

MrMrMrMrMr. Joseph Ravikumar. Joseph Ravikumar. Joseph Ravikumar. Joseph Ravikumar. Joseph RavikumarAmerican Consulate General220, Anna SalaiChennai 600 006IndiaTel: 044-28112039, 28112000E-mail: [email protected]

DrDrDrDrDr. Uday Kelkar. Uday Kelkar. Uday Kelkar. Uday Kelkar. Uday Kelkar, P, P, P, P, P.E., DEE.E., DEE.E., DEE.E., DEE.E., DEEManager, Business Development18, Shailesh SocietyKarve NagarPune 411 052Tel: 020-5441499, Mobile: 9822401962E-mail: [email protected]

DrDrDrDrDr. S. Rama Rao. S. Rama Rao. S. Rama Rao. S. Rama Rao. S. Rama [email protected]

MrMrMrMrMr. Piyush T. Piyush T. Piyush T. Piyush T. Piyush TiwariiwariiwariiwariiwariSP, Urban Sector

WSWSWSWSWSP-SAP-SAP-SAP-SAP-SADr. Junaid K. AhmadMr. Salman ZaheerDr. Vivek SrivastavaMs. Vandana MehraMs. Soma Ghosh MoulikMr. Mark ElleryMr. Fawad Mohammad KhanMr.Tanveer AhsanMr. Suseel SamuelMr. J. V. R. MurthyMr. C. Ajith KumarMr. M. KullappaMs. Sucheta Vemuri

ASCIASCIASCIASCIASCIProf. V. Srinivas CharyDr. A. NarenderMs. U. SreedeviMr. A. Kiran KumarMs. Ch. MadhuriMr. V. VikranthMs. K. SandhyaMr. Venkata RamanaMr. R. B. Ram PrasadMr. Uday Kiran

CONSULCONSULCONSULCONSULCONSULTTTTTANTSANTSANTSANTSANTSMr. Stephen MyersMs. Susan WestMr. Richard PilcherMr. Steve MartinMr. Andreas StoisitsMr. Rick KamionkoMr. Roland Liemberger

WORLD BANKWORLD BANKWORLD BANKWORLD BANKWORLD BANKMr. Shekhar ShahMr. Alain R. LocussolMr. Christophe Bosch

24-Hour Water Supply

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