Management of Change in Water Companies.

Cover -- Copyright -- Dedication -- Contents -- About the Author -- Foreword -- Preface -- Acknowledgements -- Chapter 1: Introduction -- Chapter 2: Change Management, Sustainability and Non-Revenue Water -- 2.1 Introduction -- 2.2 Change Management in Water Utilities -- 2.2.1 The Chain of Change -- 2.2.1.1 Political support -- 2.2.1.2 Leadership -- 2.2.1.3 People -- 2.2.1.4 Money -- 2.2.1.5 Time -- 2.2.1.6 Context -- 2.2.2 Change management theory and international experiences -- 2.2.2.1 Change management theory -- 2.2.2.2 International change management experiences -- 2.2.2.3 The first 100 days of the change management process -- 2.2.3 Stages of development of water companies -- 2.2.3.1 A rating scale with four levels -- 2.2.3.2 Measures for efficacy, efficiency and excellence -- 2.3 Economic Sustainability of Water Utilities -- 2.3.1 The TTT sustainability model -- 2.3.2 Macro and micro sustainability -- 2.3.3 Financing of water services (always insufficient) -- 2.4 Searching for Sustainability: The Portuguese Dual System -- 2.5 NRW as Part of the Sustainability Solution -- 2.5.1 The IWA Water Balance -- 2.5.2 Reducing Non-Revenue Water -- 2.6 References -- Chapter 3: The Efficiency Challenge -- 3.1 Introduction -- 3.2 Setting Efficiency Targets -- 3.3 Knowing and Reducing NRW -- 3.3.1 So much knowledge, so much technology, so much water loss -- 3.3.2 The IWA Water Balance in the NRW reduction processes -- 3.3.3 Knowing and reducing real losses -- 3.3.3.1 Division of the network into DMAs -- 3.3.3.2 Night flow Analysis -- 3.3.3.3 Pressure management -- 3.3.3.4 Rehabilitation policies -- 3.3.4 Knowing and reducing apparent losses -- 3.3.4.1 Meter inaccuracy -- 3.3.4.2 Human errors in meter reading -- 3.3.4.3 Data handling and accounting errors -- 3.3.4.4 Unauthorized consumption.

3.3.5 Knowing about and reducing unbiIled authorized consumption -- 3.4 Developing a Strategy to Reduce NRW -- 3.5 Performance Indicators of NRW -- 3.6 Technologies Used in Water Loss Control -- 3.7 Top and Middle Management Training -- 3.8 The New Computer Program Watloss/Topman -- 3.8.1 Introduction -- 3.8.2 Basic Data -- 3.8.3 Measures -- 3.8.3.1 Basic measures -- 3.8.3.2 Priority measures -- 3.8.3.3 Measures with specified cost/benefit relations -- 3.8.4 Results -- 3.9 References -- Chapter 4: Restructuring Water Utilities -- 4.1 Introduction -- 4.2 Special Restructuring Issues -- 4.2.1 The great complexity of water utilities sector -- 4.2.2 Privatization -- 4.2.3 The decision of the Mayor about his/her water utility -- 4.2.4 Economies of scale and political options -- 4.2.5 The water systems of the future -- 4.2.6 Integrated management of the urban water cycle -- 4.3 Special Restructuring Recomendations -- 4.3.1 Modernizing old organizations -- 4.3.2 Making water utilities profitable -- 4.3.3 Dealing with overstaffing -- 4.3.4 Design and supervision of new works -- 4.3.5 Increasing reliability of water supply systems -- 4.3.6 Introducing innovation in water utilities -- 4.3.7 Stakeholder relationship -- 4.3.7.1 Customers -- 4.3.7.2 Owners/shareholders -- 4.3.7.3 Employees and unions -- 4.3.7.4 Suppliers -- 4.3.7.5 The regulator -- 4.3.7.6 The media -- 4.3.7.7 ENGOs -- 4.4 A Simplified Restructuring Model -- 4.5 Conclusion -- 4.6 References -- Chapter 5: Case studies -- Chapter 5.1: Case study 1 - Águas do Porto (2006-2013) -- 5.1.1 Introduction -- 5.1.2 Company Background and Profile -- 5.1.3 Basis of the Change Management Process -- 5.1.3.1 The Restructuring Commission -- 5.1.3.2 The Strategic Projects -- 5.1.3.3 The first 100 days -- 5.1.4 The New Organizational Model -- 5.1.5 Central Control Room -- 5.1.6 Monitoring and Telemetry.

5.1.7 The Anomalies and Customers' Complaints Chart -- 5.1.8 The Revenue Anomalies Office -- 5.1.9 NRW Reduction Process -- 5.1.10 Replacing Pumping Stations with Gravity Feeds -- 5.1.11 The Project Management Office -- 5.1.12 Integrated Management of Wastewater and Stormwater Systems -- 5.1.13 Rehabilitation of Urban Streams -- 5.1.14 Blue Flag Beaches -- 5.1.15 References -- Chapter 5.2: Case study 2 - Águas de Gaia (1998-2004) -- 5.2.1 Introduction -- 5.2.2 Modernizing Municipal Services -- 5.2.3 Non-Revenue Water Reduction -- 5.2.4 Monitoring the Water Supply System -- 5.2.5 Building a New Wastewater System -- 5.2.6 High Investment Effort -- 5.2.7 Cleaning, Opening and Rehabilitating the Urban Streams -- 5.2.8 Blue Flag Beaches -- 5.2.9 Environmental Education -- 5.2.10 References -- Chapter 5.3: Case study 3 - Copasa (2003-2013) -- 5.3.1 Introduction -- 5.3.2 Fifty Years of History -- 5.3.3 Company Profile -- 5.3.4 Shock Management in Minas Gerais -- 5.3.4.1 Shock Management (2003-2006) -- 5.3.4.2 The State for Results (2007-2010) -- 5.3.4.3 Management for Citizenship (2011-2014) -- 5.3.4.4 Shock management in Copasa -- 5.3.5 Managing for Excellence -- 5.3.6 Financial Performance: From Deficit to Profit -- 5.3.7 Technical and Operational Performance -- 5.3.7.1 Non Revenue Water -- 5.3.7.2 Energy efficiency -- 5.3.7.3 Water measurement indexes -- 5.3.7.4 Index of non-payment -- 5.3.8 Copanor -- 5.3.9 Social Responsibility -- 5.3.9.1 Social tariff -- 5.3.9.2 Progressive Discount Program -- 5.3.9.3 "Vale Água" Program -- 5.3.9.4 Subsidy to Philanthropic Entities -- 5.3.10 Credits and Acknowledgements -- 5.3.11 References -- Chapter 5.4: Case study 4 - PNQS towards excellence -- 5.4.1 Introduction -- 5.4.2 Origin and Conception of PNQS -- 5.4.3 Political Skill -- 5.4.4 Design, Structuring and Evolution of PNQS -- 5.4.5 Conclusions.

5.4.6 References -- Chapter 5.5: Case study 5 - Águas de Portugal (2004-2005) -- 5.5.1 Introduction -- 5.5.2 Company Profile and Background -- 5.5.3 The Challenges -- 5.5.4 The Results -- 5.5.5 Conclusions -- 5.5.6 References -- Index.

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