limpyu a baginumen sa barangay ambalgan elaboration ... filebaginumen a ig enggu malemu bu i...

Limpyu a baginumen sa barangay Ambalgan elaboration potable water solution Ambalgan

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Preface This report is the result of the investigation and feasibility study which is performed in the barangay Ambalgan in the province of South Cotabato

in the Philippines. In the past two months I had the unique opportunity to live in this Maguindanaon community, in a cool Maguindanaon family,

in the real Maguindanaon way.

After the investigation part (which is presented in another report, part I),

we elaborated the technical design for the new water supply system to deal with the potable water problems. I really enjoyed the research for

all the required information: all the visits to the different government

departments, the contacts with the pipes and deep wells suppliers in the region and in Davao and the measurements we performed in Ambalgan.

It are experiences I will never forget.

I am happy and a bit proud that we are able to present you this technical design. We tried our very best to make it as complete as possible, with the time, possibilities and contacts we had. It is my wish and prayer that

this study finally results in a reliable drinking water supply and that the future project will cause sustainable

transformations in the community of Ambalgan.

First of all I want to thank my papang Alvin and mamang Norhaya and my brothers and sisters Grace, Errol, Robic, Xinita and Baby Lin. Living in your family, all the things you learned me about the culture, the mapia i nanamin meals, all the playing and laughing: it has been amazing. Sukran abenal! and even more.

I also want to thank the MUPT-Taytayan team in Davao, who introduced me into the culture and helped me during my stay in Davao. Pascal, thanks for the nice coffees and pizza. Kuya Emo, thanks for your advices and

the talks we had. Ben and Cheryl, you know I really enjoyed my „home‟ in Davao.

Further I like to thank Doris and Jasper, my supervisors at the TU Delft. Doris, thanks for your time, advices and

answers on all my questions. I would also like to thank my traineeship coordinators Maaike Kraeger and P. van Eck for their support in the whole process. Also thanks to the people of OMF Netherlands for their support in the

search for and start of this project. And of course, Gretha, thank you, sa tayan ko a manisan! :-) Thanks also to my family and friends back home. Last but not least I want to express thanks to the people of Ambalgan, the

barangay council and datu Taba Ambalgan: thank you for your friendly welcome, all the friendly greetings and your hospitality. Sukran for allowing me to stay in your community. Special thanks to Samser and Mona, Reubin,

Tapok, Jun-Jun, Raki, Choy, Bongbong, Rajid, Morgan, Mel and Djovin. It was great.

Tu bu ba! Enjoy reading this report.

Alhamdullillah

Harmen van der Laan, September 9 2007


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Kapantekan Nya muna-muna a bagapasen‟u nya a project study na para maka-design sa limpyu a supply, kasaligan‟a baginumen a ig enggu malemu bu i bayad‟in, maka-supply sa ig sa mapita-magabi uman saka-padyan, mabagel

i ka-supply nin kanu uman‟i pamilya a naka-connect kanu bagu a linya na ig sya kanu barangay Ambalgan.

Kanu dalem‟u kinapangingidsa na na-analized sa mapya su problema sa kaped-shortage na ig taman sa

nakapangaden sa sawati a possible a solution. Kanu tabang‟u dumadalepa na nakapamili sa satiman a solution - a mana su kapatindeg sa bagu, independent a deep well, mapulu i tangki nin enggu aden bagu a manga

connection. Na madsinantal sya ba kanu report su napamili bantu.

Su bagu ba nya a water system na ini-design para bu kanu dalepa sya sa

Ambalgan a apiktadu nu masela a problema a mana su kaped-shortage na ig - nya ba su tampal sa sedepan‟u Ambalagan a masupeg sa adteban‟a

allah river, nakaludep bun su manga lugar antu nasugat‟u expansion. Sya kanu kinaggu-house-to-house survey na linemwakat su kadakel‟u taw

iganat kanu saguna a population. Nya tandang a kalendu nu project a

water system na sapulu lagun (10 years) lemudsu sa 2009 taman sa 2019. Basi kanu manga nakwa nami a information ebpun sa local government

enggu sa barangay Ambalgan na uman salagun na bagiseg sa 3.25% (kapulsintu) su population. Kagina ka maytu na inumbal bu su design a

nya para kanu 3,800 i kadakel‟in a taw sa 2019 sa nya kadakel‟u ig sa

uman-uman gay na 381 ka cubic meter.

Nya den nasasangan kanu distribution network na level III - ya nin maena na dayt a aden gripo nu uman i walay taman sa aden mitru nin. Nya

bagusalen kanu manga connection nin na HDPE pipes a ya nin kalendu na 4.5km enggu ya nin alaga na Php 550,000. Su water tower menem na 40

taman sa 50 ka feet i kapulu nin a nya kasela nu tanki na 18 enggu 30

meter a ebpun sa mapya i klasi nin a putaw atawaka tig‟ilan a PVC-tank. Ugayd‟a di pan masigulu u endaw sya i mapamili kagina demipendi i nya

kanu alaga nin kanu timpu a ludsuan den mapatindeg su project. Su tangki na aden automatic chlorination installation ka asal kaabungan su tig‟ilan na

maledsik‟a ig.

Su deep well a nya nin kadalem na basi manga 280 ka feet na sya

papedtindegen sa nasisigulu a madakel‟i ig‟in. Ya kabagel‟u makina atawaka submersible pump na 7.5 HP, maka-supply sekanin taman sa 34

ka mitru uman oras sa apya mauma pan su lagun a 2019. Nya alaga nu deep well taman kanu makina nin na Php 1,125,000.

Pendependi sa tig‟ilan a groundwater availability u endaw tampal makabetad su entu a bagu a water system. Kagina mas malemu

ipembudsud su deep well lu kanu lugar a su supply nu mapya a ig na masupeg bu sa nabetadan‟in. Ugayd‟a saguna na da pamun

makanggulalan su nadtalu ba nya a groundwater. Nangeni den sa request

sa Local Water Utilities Agency (LWUA) sa mangaden silan sa research sya sa Ambalgan para katawan u endaw i pinakamapya a kabetadan sa kanu

bagu a water deep well. Ya nin maena na taman a dala research ebpun sa LWUA na di katawan u endaw tampal makabetad. Nya kasela na gastus sa

kanu entu a research na Php 55,000.

Nasisita a makapatindeg sa manawt a walay para sa pidtalu a

kapadtalaguy(operation) enggu kapananggit(administration) lun. Na amayka padtimpungen alaga nu ipamasa sa lupa enggu ped pan a nasisita sa admistration na makasawt langun sa Php 230,000. Ya maytu na su kasela nu

Initial supply area new water system purok: - Avance - Tagumpay south - Lovers south - Expansion areas

280 ft deep

18 – 30 m3

height 40 – 50 ft

Cl

Pembetadan kanu project?

Kasela nu kuleta a nasisita kanu project:

PhP 2,800,000 Gastu uman saulan para sa kapapedtalaguy lun: fixed cost: PhP 11,000 variable cost: PhP 1,7 / m

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savings: PhP 18,000 su kalangan bu a kabayadan uman sakakubiku: 7 – 9 PhP / cubic


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magastu kanu project a nya na Pph 2.8 million ugayd‟a su Taytayan Development Project i mangilay sa pundu

para mapanulut su nya a kuleta.

Sinigurado den muna i apya sya kanu masenget‟a katamanan na su kabayadan kanu bagu a water system na di

egkapulu sa ya nin maena na kapasangan sa kapamayad su dumadalepa. Ibagabungan bu i nya sa aden antu na di magaga nu miskinan a taw mamayad su pidtalu a mapya enggu limpyu a ig. Guna mapasad su dalidip a

kina-imbistiga pantag kanu bamayadan uman saulan na nya expected a kapulu nu kabayadan sa ig uman i saka-

kubiku na Php 8 (walu a pilak), magidsan kanu alaga nu pembayadan sa baranggay.

Sa kanu nya ba alaga nu bamayadan na su bagu a umpungan na maka-save nasasangan a kuleta uman saulan para kasambyan su apya ngin equipments enggu su apya ngin a nasisita a kasambyan amayka mauma su timpu

a dayt den a panambyan. Ya nin maena i nya na makagaga den su bagu a umpungan mangaden sa apya ngin a

kapantyalan sa di nin den nasisita i mangeni pan sa tabang atawaka kapital sa ped a dalepa atawaka organization.

Napaginantang i nya ba lu kanu ika-dua a baginapasen (objective) nu nya a project - mana su „ka-set up sa

independent, non-profit, financially heathy enggu sustainable a umpungan, nya lun kigkwan enggu papedtalaguy na su manga Maguindanaon mismu.‟

Sya kanu kabanugituk, na egkadsima atawaka egkabunkal i katatapan a problema sa manga water system project na su pidtalu a mis-managed atawaka limban a kinakamal: - kulang sa pidtalu a maintenance, kena klaro

su kapapedtalaguy sa kuleta enggu apya su manga local politician na di nilan egkasugat penggamit su maytu a system. Ped menem a manga issue sya kanu manga dalepa na di bagenggan sa alaga nu manga local

government su manga Maguindanaon atawaka papendayan nilan, labi-labi den su manga miskinan. Madelag bu

abenal i mailay a project kanu manga maya ba a dalepa. Ugayd‟a apya aden bun manga project a nakapatindeg na di bun egkakamalan na manga Maguindanaon mismu. Tembu nya ba i kahanda nu Taytayan Development

Project na makapatindeg sa mauget i magaga nin a project, enggu langun‟a mapantyali nin a kuleta na makambalingan kanu manga miskinan a taw taman sa Maguindanaon mismu i makanggumaked lun enggu

makapadtalaguy lun.

Nya pinakamasela a penggulan kanu nya ba a project na mana su

kabelimud sa pundu - nya ba su mana pakapikel antu a proseso. Tembu su manga taw sa Taytayan na baginam enggu bangeni-ngeni sa kanu dalem‟u

dwa lagun antu na maatul den su kuleta bantu. Su kalangan lun bu na kaludsuan su nya a project sa ulan-ulan na November/December 2009. Na

gagalu nu entu na nya menem bangadapen na mana su kabagumpung

kanu dalepa para kaludsuan mangaden su pidtalu a umpungan kanu mauma a water system. Enggu nasisita bun a makanggulalan su ped pan a

manga technical research enggu su ped pan a kapapedtandang lun, labi-labi den su ka-optimize kanu distribution network enggu chlorination

installation.

Ngin i maalap’u saguna? - Fundraising by Taytayan (about 2 years) - Su kalangan a kaludsu kanu project: November / December 2009 - Kabagumpung kanu dumadalepa - Kabe-research nu LWUA - Ped pan a manga technical research


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Summary The first objective of this study is to design a supply of clean, reliable drinking water for an affordable price, twenty-four hours a day, seven days a week, at a satisfactory pressure for all households in the new distribution

network in the community of Ambalgan.

During the preceding investigation study the water shortage problem was analyzed and ten possible solutions

were developed. Together with the community one alternative was chosen as the final solution: the construction of a new, independent deep well, with an elevated tank and a new distribution network. This alternative is

elaborated in this report.

The new water system is primarily designed to supply that area in

Ambalgan were the biggest water shortage exist: the southern part of the community, close to the Allah-river and the future expansion areas. A

house-to-house survey was performed from which the present population was deducted. The design period for the water supply is 10 year, from

2009 to 2019. The yearly population growth is estimated on 3.25%, based

on available data from the local government and the barangay. Hence, the design is made for 3,800 people in 2019 with a average daily water

demand of 381 cubic meter water.

It is chosen to develop a level III distribution network, i.e. every house has

its own connection, with a water meter. The looped network consists of HDPE pipes with a total length of 4.5 km. In total it costs 550,000 PhP.

The water tower will be 40 to 50 feet high with a storage volume between 18 and 30 m3, made out of steel or with separate PVC-tanks. The final

choice depends on the (steel)prices at the moment the construction will start. The tank is preceded by an automatic chlorination installation for

disinfection purposes. The total costs for this whole part are 550,000 PhP.

A deep well with a expected depth of 280 feet is constructed as the water

source. With a submersible pump of 7.5 HP it can supply up to 34 m3/hour in the year 2019. The well with its engine will cost 1,125,000 PhP.

The exact location of the whole water system depends on t he

groundwater availability. It is the cheapest solution to develop the well at the site where high quality water is closest to the surface. At this moment

this information about the groundwater does not exist. The Local Water Utilities Agency (LWUA) is asked to perform a research in Ambalgan to

determine the best location for the new deep well. Only after that research the final location can be set. The total investigation costs are 55,000 PhP.

For the operation and administration a small house will be constructed.

Together with the purchase of a lot and other administrative necessities the total overhead costs are 230,000 PhP. Summed up the total project

investment cost are 2.8 million pesos. Taytayan will have the responsibility to look for funding for this amount of money.

It has been ensured that, even in worst case scenarios, the operational cost of the new system will not result in a too high financial burden for the

community. This to prevent at all times that still the poor people could not afford sufficient drinking water. After a precise investigation of the monthly

operational costs as shown beside, the expected water price is about eight

pesos per cubic water. This is the same price as the present system.

With this price the new organization is able to save monthly enough money to replace all its equipment and constructions when necessary. In other words, it is capable to do future investments without requiring external

capital.

Initial supply area new water system purok: - Avance - Tagumpay south - Lovers south - Expansion areas

280 ft deep

18 – 30 m3

height 40 – 50 ft

Cl

Location?

Total project investment cost:

PhP 2,800,000 Monthly operational cost: fixed cost: PhP 11,000 variable cost: PhP 1,7 / m

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savings: PhP 18,000 expected water price: 7 – 9 PhP / cubic


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This is formulated in the second objective of this project, that is „to setup an independent, non-profit, financially

healthy and sustainable organization, owned and operated by the Maguindanaoan people themselves‟.

Throughout the investigation study it was observed that water systems often are mismanaged: lack of

maintenance, unclear financial administrations and local politicians who misuse the systems do occur. Another issue in the region is that Maguindanaon Muslim people, especially the poor, are frequently neglected

by the (local) government; aid projects are seldom initiated in these communities. And if projects are set up,

hardly ever they are owned by the Muslim people themselves. It is the intention of Taytayan Development Projects to set up a long-lasting project, wherein all the invested money turns to the poor people and which is

owned and operated by the Maguindanaon people themselves.

The main next step for this project will be the fundraising. This is for now

the bottleneck in the process. The people of Taytayan hope and pray that the funding is arranged within two years. It is assumed that the project

can start in November/December 2009. In the meantime the focus will be on the organizing of the community to start already with the set up of the

future water organization. Also some more technical research and design will be done, specifically to optimize the distribution network and the

chlorination installation.

What can you expect now? - Fundraising by Taytayan (about 2 years) - Assumed start of the project: November / December 2009 - Community organizing - Research by the LWUA - Some more technical research


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PREFACE .............................................................................................................................................. 2

KAPANTEKAN ...................................................................................................................................... 3

SUMMARY ............................................................................................................................................ 5

1. OBJECTIVES OF THE NEW WATER SUPPLY SYSTEM ................................................................... 9

1.1. INTRODUCTION ................................................................................................................................ 9 1.2. TECHNICAL OBJECTIVE ....................................................................................................................... 9 1.3. ORGANIZATIONAL OBJECTIVE ............................................................................................................... 9

2. TECHNICAL DESIGN .................................................................................................................. 10

2.1. INTRODUCTION .............................................................................................................................. 10 2.2. GENERAL DESCRIPTION FINAL SOLUTION ............................................................................................... 10 2.3. STARTING POINTS ........................................................................................................................... 10

2.3.1. Design period ..................................................................................................................... 10 2.3.2. Population growth ............................................................................................................... 11 2.3.3. Water demand .................................................................................................................... 12 2.3.4. Service level ....................................................................................................................... 13

2.4. INFRASTRUCTURE ........................................................................................................................... 14 2.4.1. Design of the network ......................................................................................................... 14 2.4.2. House-connections .............................................................................................................. 17 2.4.3. Excavation and backfill ........................................................................................................ 17 2.4.4. Total investment costs ......................................................................................................... 18 2.4.5. Required maintenance / operational costs ............................................................................ 18 2.4.6. Community involvement infrastructure ................................................................................. 18 2.4.7. Follow-up plan infrastructure ............................................................................................... 19

2.5. WATER TOWER .............................................................................................................................. 20 2.5.1. Volume water tower ............................................................................................................ 20 2.5.2. Disinfection : chlorination .................................................................................................... 22 2.5.3. Total investment costs ......................................................................................................... 23 2.5.4. Required maintenance / operational costs ............................................................................ 23 2.5.5. Community involvement water tower and disinfection ........................................................... 23 2.5.6. Follow-up plan water tower and disinfection installation ........................................................ 23

2.6. DEEP WELL.................................................................................................................................... 24 2.6.1. Location and groundwater availability ................................................................................... 24 2.6.2. Capacity of the well and the pump ....................................................................................... 25 2.6.3. Costs of the deep well ......................................................................................................... 26 2.6.4. Total investment costs ......................................................................................................... 26 2.6.5. Required maintenance / operational costs ............................................................................ 26 2.6.6. Community involvement deep well ....................................................................................... 26 2.6.7. Follow-up plan deep well ..................................................................................................... 26

2.7. OVERHEAD COSTS ........................................................................................................................... 27 2.7.1. Investment costs................................................................................................................. 27 2.7.2. Required maintenance / operational costs ............................................................................ 27

2.8. TOTAL PROJECT COSTS ..................................................................................................................... 28 2.9. RESPONSIBILITY FUNDRAISING ........................................................................................................... 28

3. OPERATION AND MAINTENANCE .............................................................................................. 29

3.1. INTRODUCTION .............................................................................................................................. 29 3.2. OPERATIONAL COSTS ....................................................................................................................... 29

3.2.1. Fixed costs ......................................................................................................................... 29 3.2.2. Variable costs ..................................................................................................................... 30 3.2.3. Cost price per cubic water ................................................................................................... 31

3.3. FINANCIAL PLAN ............................................................................................................................. 32


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3.3.1. Write-offs and savings ......................................................................................................... 32 3.3.2. Initial financial plan ............................................................................................................. 32

3.4. COST-RECOVERY PROCEDURES ........................................................................................................... 33 3.5. TASKS OPERATIONAL PERSONNEL ........................................................................................................ 33

4. COMMUNITY ORGANIZING ....................................................................................................... 35

4.1. INTRODUCTION .............................................................................................................................. 35 4.2. MOST IMPORTANT: OWNERSHIP .......................................................................................................... 35 4.3. TRAINING ..................................................................................................................................... 36

BIBLIOGRAPHY ................................................................................................................................. 37

APPENDIX A MAP OF AMBALGAN ...................................................................................................... 38

A.I THE PUROKS (STREETS) OF AMBALGAN ........................................................................................................ 38 A.II DISTRIBUTION NETWORK SPECIFICATIONS .................................................................................................. 39

APPENDIX B REFERENCE PROJECTS ................................................................................................. 40

B.I SURALLAH WATER DISTRICT ..................................................................................................................... 40 B.II BARANGAY PANAY, ST. NIÑO ................................................................................................................... 41 B.III BARANGAY SAN VINCENTE, ST. NIÑO ....................................................................................................... 42

APPENDIX C TYPICAL WATER SERVICE CONNECTION ..................................................................... 43

APPENDIX D CONTACT INFORMATION SUPPLIERS AND AGENCIES ................................................ 44

APPENDIX E PRICE LISTS SUPPLIERS .............................................................................................. 45

E.I PRICE LISTS INFRASTRUCTURE ................................................................................................................... 45 E.II PRICE LISTS SUBMERSIBLE PUMPS AND ACCESSORIES ...................................................................................... 49 E.IV PRICE LISTS DEEP WELLS ....................................................................................................................... 57


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1. Objectives of the new water supply system

1.1. Introduction

In the design process of the technical and organizational part of the new water supply system several (design)

decision are made. These choices are based on the main purpose of the system as a whole, on its objectives.

These goals are presented in this chapter.

1.2. Technical objective

During the investigation phase of the water problem in Ambalgan it became clear that there was a big water shortage. The majority of the

people living in the bottom part of the community often did not have

water all day through and they could only tap their water at night. They could not rely a sufficient supply water; often it was just a small stream.

Other potable water projects in the region had frequently the same limitation: there is a water system, but the amount is unsatisfactory or

the taste is bad. Some people in Ambalgan complaint during the survey about the quality of the water in a microbiological sense: they got

diarrhea and suspected the water. Analyses afterwards made it clear

that quality was not that bad, but could be improved much and that it did not reach the WHO1 guidelines.

Based on the this general problem description the technical objective for

the new water supply system is:

“Supply of clean, reliable drinking water for an affordable price, twenty-four hours a day, seven days a week, at a satisfactory pressure for all households in the distribution network”

1.3. Organizational objective

Organizing a water supply system is not something which goes naturally

good. During the visit at several water supply systems it was observed

that often the administrations were mismanaged. Damaged water meters and unclear financial situations resulted finally in a weak

organized water system, where the maintenance was neglected. It is not uncommon that the local politicians use the water systems in a

way it is no meant for.

Another issue is the position of the Maguindanaon Muslim people in the

region, especially the poor people in the community. It is observed that frequently they are neglected by the (local) government; aid projects

are seldom initiated in these communities. And if projects are set up, hardly ever they are owned by the Muslim people themselves. mean

It is the intention of Taytayan Development Projects to set up a long-lasting project, wherein all the invested money turns to the poor people

and which is owned and operated by the Maguindanaon people themselves. Summarizing this all gives the following objective:

“An independent, non-profit, financially healthy and sustainable organization, owned and operated by the Maguindanaoan people themselves”

1 World Health Organization ** This sign means in the Philippine culture „money‟. The same gesture stands for „OK‟, or „well organized‟ in a Western culture. Hence, it perfectly illustrates the organizational objective with both meanings.

24/7

2009 2010 2011 2012 2020 2040 2050

**


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2. Technical design

2.1. Introduction

This chapter presents the whole technical design for the new water supply system of the community of

Ambalgan. As stated in the first chapter it is the objective of the technical design to develop a water supply

system which supplies clean, reliable drinking water, twenty-four hours a day, seven days a week, at a satisfactory pressure for all households in the distribution network. All different parts of the whole system are

presented and discussed. The purpose of this chapter is to give a clear overview of the design and a reliable cost estimation of the whole project.

2.2. General description final solution

In the first phase of this project ten alternatives for a new water supply system for the barangay Ambalgan were developed. When

the investigation part was completed, all options were presented and discussed with the community. One alternative was chosen

as the preferred solution for the water shortage2.

The final solution consists of a new to construct, second, deep

well. Together with this deep well a water tower will be build in order to supply the water at a preferable pressure at the house-

yard connections in the community.

The location of the new deep well and the water tower is

somewhere in the bottom half of the community, where the biggest water shortage occurs. The new system will operate

independent from the existing water system. Hence new infrastructure will also be part of the new water supply system. Obviously a water system will only last and supply at sufficient quality through the time when the

system is operated and maintained properly. Therefore a good operation and maintenance plan with all its aspects is described to ensure a sustainable solution.

Initially the system will supply the bottom half of the community, to solve the present water shortage. But the system is also designed to serve the (future) expansion parts of Ambalgan. The specific details are presented in

paragraph 2.4 of this chapter.

2.3. Starting points

A new system is based on some essential decisions and starting points on different aspects. This base is

described in this paragraph.

2.3.1. Design period

The design period determines the final demand which is based on the estimated population at the end of this period, which is the main starting point for the system. Typical design periods for water intake works and

treatment plants are 10 years and 25 years for distribution networks3.

It is chosen to design the capacity of the deep well and the water tower for a period of 10 years. The quality of

the materials of the distribution network will be designed for a period of 25 years. However the capacity of the distribution network will also be designed for 10 years, because it is simply impossible to estimate which

expansion plans there will be after more than 10 years. Obviously it is tried to keep as much margin as possible in the distribution network, as long as the budget can afford it.

It will take some time before the projects is actually started. At the time of writing (2007) it is expected that the construction will start after two years, in the year 2009. Therefore the design period is from 2009 to 2019.

2 See the investigation part of this report for all alternatives, the discussion and the final reasons for these choice 3 Small Community Water Supplies, Chapter 4, page 66

Figure 1.1 final solution: a complete new well

to barangay

Figure 2.1 the final solution: a new deep well


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2.3.2. Population growth

The population number is the first base for the design of a new water supply

system. It was hard to get a good estimation of the population. Firstly there were no population numbers known of Ambalgan specified by purok (purok

is the Maguindanaon word for street. Ambalgan is subdivided into four puroks, see the map in Appendix A). This purok specification is necessary

because the new water system will not cover the whole community, but only

the south part and the (future) expansion parts. Details on this are given in the next paragraph about the infrastructure (Figure 2.7).

Further the available data of the population was limited and seemed not to be correct. Figure 2.2 shows the data available both in the Barangay and the

Local Government Unit (LGU). The data from 2006 gives the impression to

be erroneous. Although there is an increase in that year in the population of 600, the number of households decrease and no men or almost no women

are born. [Errata: the erroneous number of household was afterwards corrected by the barangay council to 605. A mistake was made in the calculations. Thus the correct data for 2006 is 605 households.]

The number of households is considered as the most reliable data. In a nationwide census (like 2000) the

households are counted and multiplied by the standard average of one household. Based on the number of households in 2000 and 2005, the yearly growth rate of 2.5 % is deducted.

It is known that only the houses are counted, the number of people in one house is not surveyed. This results in a lower population number, because sometimes there can live up to 15 people in one house, before people

construct a new one. Sometimes people will not be able to build a new house, because of the lack of money.

Considering all this a yearly growth rate of 3.25 % is assumed.

Next the population in each purok was calculated based on the second survey, which was held in the investigation phase in which more than 80 percent of the community was questioned. These numbers are

shown in Figure 2.3. For the three different expansion part the year in which they are fully occupied is estimated, and also presented in the same graph.

Hence, it is expected that the new water supply system should be able to supply 2040 consumers in the year 2009, 3000 consumers in 2014 and over 3800 people in 2019.

Lovers (south)

Avance

0

500

1000

1500

2000

2500

3000

3500

4000

4500

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Po

pu

lati

on

Population growth Ambalganbased on a yearly growth rate of 3.25%

Figure 2.3 Population growth Ambalgan 2007 - 2020

Population 2000 (census) households: 530 population: 3,000 Population 2005 households: 600 population: 3,083

1,604 M 1,479 F

Population 2006 households: 579 [605] population: 3,669

1,609 M 1,476 F

Figure 2.2 Available population data


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2.3.3. Water demand

Common water usage data for domestic purposes in Southern Asia is

shown in Table 2.14. In the investigation a present usage of 60 liters per capita per day in Ambalgan was estimated. However it is expected

that this volume will increase significantly when water is available all day at a good pressure. It is common that the water usage increases

when the service level and infrastructure improves.

Another consideration is difference between the rainy and dry season in the demand of the community. From the Surallah Water District,

which is situated in the same region, it is known that the demand in dry season (September to April) increases a lot.

Considering all this it is chosen to design the distribution network for 100 liters per capita per day. In such a way there is some margin left

to take of care of unexpected changes in behavior or expansion.

Total water demand Together with the population figure

from the previous paragraph the total

water demand during the years is deducted. This is shown in Figure 2.4.

The water demand in 2009 is adjusted

to be 204 m3/day, in 2014 to 300

m3/day and in 2019 to an amount of 381 m3/day. This corresponds with

respectively 2.4, 3.5 and 4.4 liters/second.

Consumption pattern

The water usage varies during the day.

There are also differences between the different days. Naturally the water use

figures in the weekend differ from week days, and the usage during dry season

will be higher compared to the rainy

season.

The maximum daily demand is usually estimated by adding 10-30% to the average daily demand. Thus, the peak factor for the daily water demand (k1) is 1.1-1.3. Here the daily peak factor is assumed at 1.3. This

assumption is done supported by the information of the Surallah Water District.

The hourly variation in water demand during the day is

much greater. Generally, two peak periods can be observed: one in the morning and one late in the afternoon. From the

first survey it came out that these periods are from 6 – 8, AM and PM.

The peak hour demand is expressed as the average hourly

demand multiplied by the hourly peak factor (k2). For small villages it tends to be high. Usually, the factor k2 is chosen in

the 1.5-2.5 range. Here it is set at 2, because of the characteristics of Ambalgan. Figure 2.5 shows the

estimations for the daily variations in Ambalgan

4 Design Manual for Water Supply and Treatment, India, 1991

Purpose Quantity(lcd)*

Drinking 5

Cooking 3

Sanitary purposes 18

Bathing 20

Washing utilities 15

Clothes washing 20

Total 81

*liters per capita per day

Table 2.1 Water usage for domestic purposes in Southern Asia

0

50

100

150

200

250

300

350

400

450

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Wat

er

de

man

d (

m3

/day

)

Total water demand Ambalgan

Figure 2.4 Total water demand 2007 – 2020 for the supply area

Figure 2.5 Estimated daily variations Ambalgan

0.0

0.5

1.0

1.5

2.0

2.5

0 4 8 12 16 20 24

Variation hourly water demand Ambalgan


13

Demands public buildings The only public building connected to the new water system is the Elementary School.

Elementary School

The typical water use for day schools is 15-30 liter per day per pupil. The school in Ambalgan has almost 700 pupils. Thus the present water use is 15.8 m3 on average per day. With the future expansion parts it is

estimated that this amount will grow. The demand of the school is set for 1000 pupils at 22.5 m3 in 2019.

2.3.4. Service level

As service level it is chosen to make it possible to

supply a 1-storey building. A minimal water pressure of 7 mwc5 will be sufficient for this

purpose. This is also the service level on which the

Surallah Water District supplies their water. Most of the connections will be house-yard connections,

although it is expected that with the construction of the new infrastructure and the certainty of a

constant water supply more people will construct in-house connections. But the responsibility of the

future water board will be till just after the water

meter. For the further connection people have to take care of themselves.

The community of Ambalgan had already a Level III

water supply system i.e. house-to-house-connections.

This is also the objective of the new supply system.

5 mwc = meters water column, which is approximately 10 psi

Figure 2.6 (a) House connection and (b) a house yard connection [IRC, 2002]


14

2.4. Infrastructure

2.4.1. Design of the network

In the selection of the new system is was decided to supply that part of the community with the biggest need for water. Below in figure 2.7 two maps of Ambalgan are presented. The left map shows the water shortage in

the community. It is clear that the biggest shortage is in the bottom part of the community. The right pictures shows the supply area of the new system. The numbers in the orange expansion areas present the year on

which it is estimated that the specific area is fully occupied i.e. the lots are sold, new houses are build and

people are wholly living there. Between the part of 2015 and 2025 it is still white. In this street only three households do not have an own

private well. Therefore it will be investigated if these people want to be connected to the future system or not. The other white part at the bottom part in the middle is the elementary school. This school has also a certain

water demand which is presented in paragraph 2.3.3.

It could be that in the future the supply area of the existing water supply system (the blue area) will be

connected to the new distribution network. This is taken into account while calculation the required diameters of the pipes. Obviously the pipes for this part of the community are not taken into account in the total cost

estimation. The pipes for the street between the 2015 and 2025 part is included in the cost estimation.

A water distribution system is designed to cater for the maximum hourly demand. This peak demand is

computed by the daily peak factor (k1) times the hourly peak factor (k2) times the average hourly demand. k1

and k2 are deducted in previous paragraph at respectively 1.3 and 2.0.

Figure 2.7 Map Ambalgan with supply area new supply system

®

® = reservoir BWSS

No connection

Connection before, not in use

Connection: no water all day

Connection: water only part of the day

Connection: water all day

10

by1

0 a

rea

exp

ansi

on

are

a

Supply area new water system

Expansion parts future supply area

Supply area present system

® = reservoir BWSS


15

Many calculations and modeling can be done to properly design and operate a distribution network. In this

phase the objective is not to design a sophisticated operation scheme but to make a proper estimation of the

costs. The future system will be a looped network, which has many advantages compared to a branched network. A branched system has for example a lower reliability, a higher danger of contamination, sediments

can accumulate at the „dead‟ ends of the system and the fluctuating water demand can produce rather large pressure variations. Thus a looped network is preferred.

But to make a first cost estimation, the network is assumed to be branched, because it is much easier to design.

It is necessary that the system, in the final phase will be modeled as a looped system to determine a good operation scheme and to fine tune the system. The simplification in this cost-estimation-phase is a save one: a

looped system will result in an improvement in the hydraulics and thus smaller pipes might be needed which are cheaper.

Figure 2.8 shows the distribution network of Ambalgan. The dashed lines are the „loop pipes‟ who will be there in the final

looped system. Note that the pipes in the blue area are only there for calculation purposes; they will not be constructed in

the new system nor taken into account in the cost estimation. The first step to design the network is to specify the demand in

each street. The population numbers for each street in 2019

were deducted from the the second survey in the investigation phase.

Subsequently these population numbers were multiplied with

the mentioned peak factors and the daily water use of 100

liters per person per day. These „street demands‟ were spread over the two nodes of each street, from which all the nodal

demands can be calculated.

The design velocity in the pipes is set at 0.75 m/s 6. With this design velocity the maximum flow in pipes of different

diameters can be calculated. Table 2.2 shows these maximum

flows.

To calculate the diameters of all the pipes, the location of the new deep well is initially set at the upper part of the 10by10 area (Figure 2.8). Logically the final location depends on the groundwater availability which is

discussed in paragraph 2.6. Then the nodal demands are summed to determine the total flow through the different pipes. From these flows together with the values of table 2.2 the initial pipe diameters can be derived.

As the final step, the head loss over each pipe can be calculated. The hydraulic calculation is done using the Darcy-Weisbach formula. This formula states:

∆𝐻 = 𝜆𝐿

𝐷

𝑣2

2𝑔=

8𝜆𝐿

𝜋2𝑔𝐷5𝑄2

6 Typical range of velocities in distribution pipes is between 0.5 and 1.0 m/s. With 0.75 there is some margin left for higher flows. Small Community Water Supplies, page 479

D (mm) D (inch) Qmax (l/s)

25 1 0.37

30 1¼ 0.53

40 1½ 0.94

50 2 1.47

60 2½ 2.12

80 3 3.77

100 4 5.89

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

31

32

3330

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

3031

3234 33

Head

6.00

7.00

8.00

9.00

m

Day 1, 12:00 AM

Figure 2.8 Distribution network Ambalgan

Table 2.2 Maximum flows for v = 0.75 m/s

Possible location new deep well


16

where: ∆𝐻 = head loss (mwc)

𝐿 = pipe length (m)

𝐷 = pipe diameter (m)

𝜆 = friction factor (-)

𝑣 = the mean velocity in the pipe (m/s)

𝑔 = gravity (9.81 m/s2)

𝑄 = flow rate (m3/s)

Introducing the hydraulic gradient, 𝑆 = ∆𝐻/𝐿, the formula can be rewritten as:

𝑣 = 2𝑔𝐷𝑆

𝜆 or 𝑆 =

𝑣2𝜆

2𝑔𝐷

The factor 𝜆 is the friction coefficient that can be calculated with different formulas. The most correct one is the

Colebrook-White formula. However, this formula is not straightforward, because the 𝜆-factor appears on both

sides of the equation. Because the objective here is not a precise hydraulic analysis but a cost estimation the formula of Barr is used instead, which gives good outcomes:

1

𝜆= −2𝑙𝑜𝑔

5.1289

𝑅𝑒0.89+

𝑘

3.7𝐷

where: 𝑘 = absolute roughness of the inner pipe wall (mm)

𝑅𝑒 = the Reynolds number (-)

The Reynolds number is calculated as follows:

𝑅𝑒 = 𝑣𝐷

𝜈

where: 𝑣 = the mean velocity in the pipe (m/s)

𝐷 = pipe diameter (m)

𝜈 = kinematic viscosity (m2/s)

With all these steps the head loss in each pipe is calculated. The used temperature is 25 °C. For the absolute roughness 𝑘 a roughness of 0.03 mm was chosen. This corresponds to the materials PVC or HDPE.

For some pipes it came out that the initial pipe diameter calculated with the maximum flow in the first steps gives a quite high head loss. This is not preferable, since this will result in a higher water tower and/or a pump

with more power, which increases the costs. Therefore for some pipes a bigger diameter was selected. In the end the maximum total head loss in the system is 5.5 m. Since the desired service level is 7 mwc, the minimum

level in the water tower should be 7 plus 5.5 = 12.5m.

Although the „loop pipes‟ where not used in this network calculation, it is assumed that they have a diameter of

2 inch (50mm). In a next stadium of this project this diameter will be exactly calculated. Finally this results in the following list of necessary pipes for the new distribution system:

7 Based on a price list of H. Ramos Plastic MFG. Corp. Davao, August 2007. HDPE Pipes, SDR 17, 100 psi.

D (mm) D (inch) Length (m) Price PHP/m 7 Total price

25 1 204 18.9 3,856

30 1¼ 40 28.35 1,134

40 1½ 1548 47.3 73,220

50 2 405 74.8 30,294

60 2½ 1390 105.6 146,784

80 3 170 152.90 25,993

100 4 242 227.70 55,103

subtotal PhP 336,384

Table 2.3 Necessary pipes and prices


17

2.4.2. House-connections

All the households have to be connected to the

main distribution network. This is done by making a

connection to the nearest mainline with a so called saddle clam. Of course some more pipe materials

are necessary and a water meter. The typical water service connection is prescribed by the Davao City

Water District is used, as shown in Appendix C.

Based on the price lists of several suppliers, the total costs of one house connection are about 2,400 PhP.

The water meter cost about 1,000 PHP, the materials contribute for 1250 PHP and people have to pay 150 PHP for labor. The quality of the water meter is the most important aspect here, because it is the base for the

payment-system. A well known problem with the existing barangay water supply system is broken water meters, as a result of which the exact usage is unknown. This should be prevented at any case in the future system.

Once the water meters are not maintained well, the administration will turn into a mess, with great financial

consequences. Therefore is it chosen to buy more expensive high-quality water meters instead of local ones, in order to prevent this problem.

The costs for the house-connections will be paid by the house-holds themselves. This is discussed in paragraph

2.4.5. It is estimated that in 2009 there will be about 225 household connections, increasing to 425 in 2019.

2.4.3. Excavation and backfill

The pipe trench for the distribution network has to be excavated. Below the calculation for the labor is

presented. This is based on the project description of the water system in barangay San Vincente. Possibly the labor will be part of the community counterpart. This is further discussed in paragraph 2.4.5 and chapter 3.

Looped system

50 2 575 74.8 43,010

total PhP 379,394

Pipe trench: 0.4m deep x 0.25m width x 4,600 m length 460 m3

Labor # Output Duration Rate per day

Foreman 1 12 m

3/day 39 days

PhP 200 PhP 7,800

Laborer 5 PhP 150 PhP 29,250

Backfill: 80% of excavation 368 m3

Labor # Output Duration Rate per day

Foreman 1 18 m

3/day 21 days

PhP 200 PhP 4,200

Laborer 5 PhP 150 PhP 15,750

Total PhP 57,000

Figure 2.9 House yard connection [IRC, 2002]

Table 2.4 Labor for excavation and backfill


18

2.4.4. Total investment costs

The total cost of the distribution network are listed below. The only addition are the flow meters and pressure

gauges which has to present in the distribution network for operational purposes.

description amount total price community counterpart

Pipes 4,600 m PhP 379,394

Flow meters and pressure gauges PhP 100,000

House-connections 425 pieces

water meters PhP 425,000

materials PhP 531,250

labor PhP 63,750

Excavation and backfill 828 m3 PhP 57,000

Total PhP 536,394 PhP 1,020,000

2.4.5. Required maintenance / operational costs

Leakages control / Un-amounted water control The amount of water that can be billed will always be smaller than the amount supplied. The difference refers to

the unaccounted-for water (UFW). Important components of UFW can be leakage, faulty water meters, illegal connections, poor education of consumers, etc.

The operation and maintenance of the new distribution network has a great influence on the UFW. It is beyond the objective of this report to describe all the possible operational and maintenance measures which could be

taken to minimize the UFW. The main measures are globally described here with their part in the operational

costs. To control UFW problem, regular checks can be made by caretakers and technicians for pipeline

damage, leakage and illegal connections. The main regular costs here are the labor costs for these caretakers. It is estimated that it will take two days for two persons to check the whole system. With a

two-monthly check it will cost about 400 PhP each month.

To monitor the system and to be able to detect leakage it is advised to have at least an flow and/or pressure meter in the pumping station, and some pressure gauges within the network. At this moment it

is unknown what these meters and gauges exactly cost. The amount is estimated on 100,000 PhP. Maintenance water meters - Typical water meters register flows with average accuracy of about 2%,

when they are new. However, this error becomes higher for small flows, below 50 l/h. (which is the main source for the water meter problems in the existing system. When not properly maintained the

water meter may register flows with errors between 20 and 40% after a couple years. This can cause

serious revenue losses. Therefore regular maintenance should be done. It is expected that this take two persons on average three days every four months. Thus the costs will be about 400 PhP per month.

Cleaning of the network There are several techniques to clean a distribution system, which do not need that exclusive devices, thus the

costs are mainly the labor-costs. It implies that the network layout needs to include a number of hydrants or washouts to connect the equipment. This is already included in the cost for the infrastructure. The labor for the

maintenance is expected to be once every five years 15 days for 2 men, which results in 100 PhP per month.

Thus the total monthly operational costs for the distribution system are 900 PhP. It might be a good idea to let

the people pay separately with a monthly fee for the maintenance. In such a way it makes people aware of the importance and costs of maintenance.

2.4.6. Community involvement infrastructure

The biggest counterpart for the community is the payment for the house-hold connection and the maintenance.

Although the initial costs might be quite high to connect (about 2,400 PhP), it is still advised to let people pay for this. In such way they also invest a bit capital in the connection, which makes people aware of the costs .It

Table 2.5 Total investment costs infrastructure


19

will also result that people will take more care for their own connection and it prevents abuse.

It could be necessary to make it possible to pay this initial amount over a period of time, like the first year. Or

people have to pay initially 1000 PhP and in the first year they contribute for 100 PhP a month. It will be discussed in the future what the best way will be.

During the construction logically some people can be involved in the unskilled labor, like digging. If the people

will get paid for this contribution will be strategy decision. It might be better for the ownership issues not to pay

but to provide food and drinks.

The more advanced and really necessary community counterpart will be the training of some persons in the community to be able to construct the infrastructure (the PVC connections) and the house-connections

themselves. In such a way a part of the network can be installed by the community itself and when new

households want to connect in the future, there is no support necessary from outside the community. The details about the training and the exact schedule will be developed in the next phase. This is discussed in

chapter 4.

2.4.7. Follow-up plan infrastructure

The objective of this report is to make the major design decisions to come to a reliable cost estimation. Before

the system will be constructed some research and other work was has to be done.

Research operation and maintenance network The first calculations were done by presuming a branched network, although the system will be looped in the future. It will be the best to model the network in a hydraulic calculation program, to determine the best

operation plan. This is one of the things which has to be done in the next phase of this project.

This involves also the best maintenance of the network. Calculations about the chlorine residual and procedures how to flush or swab the network when it has to be cleaned has to be developed.

Development training

The necessary trainings has to be developed. Probably this is done in cooperation with some organizations who have experts with these skills who will be able to train the people. The community organizing part, how to select

which persons is also an aspect which has to be discussed.


20

2.5. Water tower

2.5.1. Volume water tower

Without storage of water in the distribution network the deep well and the pump would have to be able to follow all fluctuations in the water demand of the

community. This is not economic and it might be not even technical feasible. Therefore a so called service reservoir is provided to balance the (constant)

supply rate from the well with the fluctuating water demand in the distribution

area.

There are different ways of determining the required storage volume. Generally a volume of 25-40% of the peak day water demand should be adequate8. Other

methods prescribe a volume which is equal to 4 hours the hourly peak demand.

With the peak factor k1 = 1.3 and k2 = 2.0 this is equal to 30.8% of the peak day water demand. Hence, the required volume differs from 65 m3 to 200 m3, varying

by the chosen percentage and the growing daily water demand over the years.

Obviously the reservoir should be higher than the distribution network in order to get the desired pressure. Since the community of Ambalgan is quite a flat area an

elevated tank is necessary.

But an elevated tank with a volume up to 200 m3 is a really costly solution. For example: the Surallah Water District has an water tower of steel with a volume of 100m3 which costs about 4.7 million. Comparing this

amount to the costs of the distribution network (0.5 million) and the deep well (1.15 million) makes it clear that the water storage than has the biggest share in the total project costs.

At the other hand, it is also not possible to have no water reservoir, since the pump will not be able to follow all

the daily fluctuations. A more advanced pump will also be more expensive. Hence, there is an optimum between the costs and the feasibility, between the water tower and the submersible pump in the deep well.

Figure 2.11 shows the daily variation as function of

the average demand. The highest peak is around 8AM: the usage is expected to be twice as much as

the average demand. This figure is specifically

estimated for the community of Ambalgan.

The maximum demand will occur in 2019, with the maximum growth of the population. Then the

average daily demand is 381 m3 per day and the

peak demand 1.3 times higher, 495 m3 which is 21 m3 per hour. Hence, the capacity of the pump can

also be expressed in the average demand. A pump capacity of 27 m3 per hour is 1.3 times the average

demand.

This pump capacity is also depicted in figure 2.11. In

such a way the required storage volume at the specific pump capacity can be deducted (the hatched areas). It is clearly seen that the higher the pump capacity is, the

lower the required storage volume will be. It is also clear that the pump capacity should at least be equal to the average daily demand on a peak day, thus 21 m3 per hour in 2019.

In such a way there is a relation between the pump capacity and the required storage volume. Figure 2.12 shows the relation between those two parameters. The nod around a capacity of 24 m3 per hour is because

above that capacity there is no extra storage required for the second peak in the afternoon. Theoretically at a capacity of 42 m3 per hour no storage is necessary.

8 Small Community Water Supplies, pg 476

Figure 2.10 concrete water tower San Vicente

Figure 2.11 Variation of the water demand during the day


21

There are two other parameters which should be

considered. First the costs: a bigger pump has more

horse powers (HP) but it is not necessary to use it all day. The pump with capacity of the daily average

has to on 24 hours a day. This influences the operational costs. A pump with more power is also

more expensive.

The second parameter is the average back-up

volume. Ideally the biggest reservoir with a high capacity pump is the best: even when there is a few

hours brown out (no electricity) the water supply

can still continue. A somewhat larger reservoir gives also a margin during peak hours where the water

use is higher than expected. With a storage of almost 90 m3 there is on average

more than 4 hours water available. It is preferable to have at least 1 or 2 hours back-up volume.

Pump capacity

[m3/hour] 21 22 24 26 28 30 32 34 36 38 40 42

Pumping hours

[hours/day] 24 23 21 19 18 17 15 15 14 13 12 12

Necessary storage

[m3] 103 88 58 45 37 29 22 16 11 7 3 0

Back-up volume

[hours] 5.0 4.3 2.8 2.2 1.8 1.4 1.0 0.8 0.5 0.3 0.1 0.0

Table 2.6 gives an overview of the different pump capacities and the necessary storage volumes. The bold

printed capacities are considered as the most feasible. This mainly for three reasons.

In the first place, in the investigation phase several reference projects were visited. In the area other water towers were already constructed. The Department of Public Works and Highways (DPWH) gave also a complete

technical plan for a water tower. All these water towers have a capacity in the range of 18 to 30 m3. A water tower with a larger capacity would make it more complicated because the local contractors are less used to that

size. And it would be impossible to use the present knowledge and technical plans of the local government and engineers.

Secondly, the costs of a concrete water tower in the range of 18 – 30 m3 are around 300,000 to 500,000 PhP.

Obviously bigger volumes cost more, and because it is less common they are also relatively more expensive. It might be a solution to build two water towers for volumes up to 50 m3, but logically that doubles the costs.

Therefore, volumes higher than 35 m3 costs that much that it is considered not to be appropriate to invest such a high amount of money, when the system could also be operated with a smaller volume.

Finally, a storage volume smaller than 18 m3 results in a back-up volume less than 45 minutes, which is not

preferable. Thus the volume will be in the range of 18 to 35m3, depending on the specific design and costs.

Alternatives water tower The height of the water tower will be 12.5 meters at the bottom of the tank. In such a way with a minimal water

level in the tank the desired service level of 7 mwc9 can still be ensured for the farthest household in the network. This is calculated in the previous paragraph. There are several possibilities for the construction of a

water tower:

Concrete water tower – this kind of water tower is most known in the area (Figure 2.10). There are

complete technical plans available for this water tower with volumes of 18, 25 and 30 m3. The costs are expected to be 330,000 to 400,000 PhP.

The advantage of this kind is that it can be build by local contractors and that there is much experience available. They are also relatively cheap and robust. There is not much maintenance necessary.

9 mwc = meters water column

Figure 1.12 Relation pump capacity and storage volume

Table 2.6 Pump capacities and necessary storage volumes

0.0

20.0

40.0

60.0

80.0

100.0

120.0

20 24 28 32 36 40 44

Sto

rage

vo

lum

e (

m3

)

Pump capacity (m3/h)

Relation pump capacity and storage volume

Figure 2.12 Relation pump capacity and storage volume


22

A disadvantage is that it is known from other projects that the water tower is not always constructed

properly, depending on the local contractor. This can influent the water quality and the quality of the

whole water supply. The desired height of 12.5 m (41ft) is higher than common water towers of the same kind. It is not sure

if the designs are strong enough for these elevations, especially when possible earthquakes are taken into account. A concrete water tower is considered as the most sensitive for earthquakes, compared to

the other alternatives.

PVC-tanks on a platform – There are PVC tanks available up to 9 m3. These

could be put on a platform, made of wood, steel or concrete. With two or three of these tanks the preferred volume is reached.

The tanks cost 120,000 PhP each. A steel platform is expected to cost 200,000 PhP. This the most feasible material for a platform of 41 feet

height.

Thus a volume of 18 m3 costs 440,000 PhP and 27 m3 costs 560,000 PhP. There are two main advantages for this alternative:

o The quality of the material. It does not depend on contractor. It is far more ensured that the tanks are of good quality, even after a

few years. When the tank is constructed from concrete, some construction faults can come up after some years of operation.

o Expansion in the future: up to 2014 the volume of 18m3 is quite

enough for the operation. In these first five years money can be saved, from the income of the water supply so that an extra tank can be bought in 2014. After

5 years experience it could also be better estimated if it necessary. It is preferred to construct the platform in such a way that it can bear 27 m3 water right from the beginning. Then it will be

easy to add just one tank after five years.

Main disadvantage is the costs, and the infrastructure (connection of all three separate tanks) is more complicated. An advantage is that the tanks can be cleaned separately with the pressure can still be

maintained. With one tank this is not possible. Steel tanks – logically also a steel tank is one of the possibilities. The water reservoir of the Surallah

Water District is an example of it. Based on information of the suppliers an elevated tank of 30 m3 costs

500,000 to 600,000 PhP. This is price is obviously strongly influenced by the current steel price. The big advantage for the steel tank is that is made out of one piece, easy to install and it is strong

enough against earthquakes.

The chance on corrosion inside the tank is a disadvantage of the tank. For bigger tanks though, with a volume larger than 40 m3, a tank of steel is technically the only serious option.

Considering the alternatives, there is no special preference for the PVC or the steel tanks. Both alternatives are

favored above the concrete tank. The quality of the concrete construction depends too much on the contractor

and in case of a earthquake leakages can more easy occur. The PVC and steel tank have about the same price, hence for the cost estimation the choice does not really matter. It it advised to make this decision once the

project is constructed, based on the actual steel price. Thus, the costs for the water tower are set at 500,000 PhP.

2.5.2. Disinfection : chlorination

The single most important requirement of drinking water is that it should be free from any micro-organism that could transmit disease of illness to the consumer. Final disinfection is always needed, to assure that the water

from the deep well is bacteriologically safe and to prevent recontamination in the distribution work. Disinfection means the destruction, or at least the complete inactivation, of harmful micro-organisms present in the water.

Water disinfection by chlorination is a cheap, simple and effective way to apply disinfection for small community

water supplies, like this system in Ambalgan. During the design process of this project it was not possible to

contact any supplier of chemicals and dose-installations. For small communities the application of a chlorine solution is the best way to disinfect. From literature it is known that there are many simple, easy and low-cost

devices available for automatic chlorination, which can be managed and operated by the local people. Because no more specific information about the dosing system could be inquired at the suppliers, it is decided to

Figure 2.13 Platform with PVC tanks


23

elaborate this part of the system more into detail in the next phase. For now it is assumed that the chlorination

installation will costs 50,000 PhP.

The amount of chlorine which has to be added to the water cannot precisely be calculated in advance. A portion

of the added amount will directly react with substances in the water, the first disinfection. The remaining part, the so called residual, remains in the water and will cope with any post-contamination in the distribution

network. The first disinfection part is unknown, because it depends on the final water quality from the deep

well. The WHO recommends a residual of chlorine > 0.5 mg/l for a proper disinfection. As a first estimation the dosage chlorine is set at 2.5 mg/l. The chlorination process has to be more elaborated in the next phase.


The total cost of the water tower are estimated on 500,000 PhP for the tower itself and 50,000 PhP for the

disinfection installation, thus a total of 550,000 PhP.


Cleaning of the tower and the tank The construction of the water tower is estimated to be cleaned twice a year. Especially in case of a steel

construction good maintenance has to be performed to prevent corrosion. The tank need also be checked and cleaned regularly, though not too often because of the risk of contamination. For the cleaning of the tank there

is also chlorine required. The costs are estimated on 250 PhP a month. The calculation is shown in the next

chapter.

Disinfection The chlorination installation needs also maintenance. The filter has to be checked once a month, to prevent

clogging of the chlorine-supply. This will take half a day for one person to perform this cleaning, hence it is 100

PhP each month. 2.5 mg/l chlorine is added to the water, which is 2.5 gram per cubic water. One kilo chlorine cost 200 PhP. Thus the variable operational costs for chlorination are 0.50 PhP/m3.

2.5.5. Community involvement water tower and disinfection

The only possible counterpart for the water tower during the construction phase is the unskilled labor which has

to be performed. The amount of unskilled labor depends on the final choice of the tank: a steel one is most likely constructed in Davao City, hence no local labor is required. A concrete tank is build in situ by a local

contractor, therefore more unskilled labor has to be done, which can be done by people from the community.

Further some people has to be trained to operate the disinfection installation. Knowledge of the disinfection

process, chlorine itself and how to determine the required amount is necessary to ensure good operation. This training might be conducted by the regional training center for drinking water operators at the Davao City Water

District. Most likely two persons of the future operation team will be trained to do this.

2.5.6. Follow-up plan water tower and disinfection installation

Before the water tower and the chlorination installation can be build some more research has to be performed.

Chlorination process The disinfection process in the distribution network is complex. It is important that the amount of chlorine is not

too low, to prevent contamination but also not too high, for taste and health reasons. It is advised to perform more research on this, together with the modeling of the complete distribution network. In such a way the

precise dose can be determined. Also more study is necessary how the presence of chlorine in the distribution network is regularly checked and maintained.

Technical elaboration water tower All the technical details of the water tower has to be elaborated. This can be performed by the (steel) supplier of

the tank, by the local engineering department or by Taytayan itself. Some more research is required to ensure that the water tower is strong enough for possible earthquakes and other possible loads on the construction.

Logically the exact prices has to be informed at the suppliers, to make a final decision between steel and PVC.


24

2.6. Deep well

2.6.1. Location and groundwater availability10

“Groundwater resources of the Santo Niño-Norala area includes both confined and unconfined aquifers. A

confined aquifer is a water-bearing rock formation bounded by layers of impermeable rock below and above while an unconfined aquifer is a water-bearing rock formation with only a layer of impermeable rock at the

bottom.

Based on geo-resistivity survey conducted by the Local Water

Utilities Administration (LWUA) in the Norala area in 1994, the different stratigraphic sections within the valley are the following:

The topmost layer has a thickness of 1 to 6 meters and

consist mostly of soil, sandy clay, silt and backfilled

materials. The second layer has a thickness of 1.5 to 11 meters and

be encountered below depths ranging from 5 to 20 meters

below ground level. This layer consists mostly of coarse sand and gravel materials and is the major source of water

of the two municipalities. The third layer has a thickness ranging from 5 to 35

meters and is characterized by fine sediments such as silt,

clay and sandy clay and is believed to be the confining

zone of the underlying fourth layer. The fourth layer is believed to be the main groundwater

reservoir in the valley. It can be encountered at depths

ranging from 45 to 98 meter below ground level and has a thickness of 20 to 75 meter. Coarse sand and gravel

materials make up this layer.”

[Mines and Geosciences Bureau (MGB), June 2002]

Based on this information there are several possible ground layer scenario‟s. Three of them are presented in Figure 2.15. Logically there are far more possible compositions of the ground. It should be remarked that the

geo-resistivity survey was conducted in the Norala area, which is quite far away from Ambalgan. But still, this data gives some useful insight in the situation of the ground water availability:

The first unconfined aquifer is most likely the main water source for all the private wells in the

community of Ambalgan. It is stated that the second groundwater layer can only be encountered at depths between 45 and 98 meter. Hence, the existing barangay well with a depth of 37 m is also using

the upper aquifer. In the surveys performed during the investigation phase, it came out that the deep well differ from 40

to 120 feet deep. Several owners complain about the irony taste (27%), which is an indication for a

high concentration of iron and manganese in the water. This was found at all different depths and at

different locations in the community. This data gives an indication that the first aquifer can be encountered at a depth of about 10 meters (32ft). It also seems that the thickness of the layer is 10 to

20 meters (30 – 60 ft), although this size does not corresponds with the data from the MGB report. Lastly it can be concluded that this aquifer has a high concentration of iron and manganese.

The water district in Norala and the water district in Surallah are both using the second aquifer as their source

for drinking water. Both do not report any problems with the concentration of iron and manganese. The depth

of the well in Norala is 50 meter and in Surallah 80 meter. It should be remarked that the LWUA also performed a research for the Surallah Water District which gave a slightly other composition of the ground.

10 The first two paragraphs are quoted from the report „Geology, Geohazard and Groundwater resource assessment of Santo Niño and Norala, South Cotabato‟ , which was written by the Mines and Geosciences Bureau, June 2002.

Figure 1.15 Possible ground layer scenarios

min

min average max

Figure 2.15 Possible ground layer scenario‟s


25

For the new water system it is strongly preferred to make a deep well which extracts its water from the second aquifer. Then there is a good chance that there will be not so much iron and manganese in the water, based on

the experiences of both water districts and it is quite sure that this source will be sufficient.

How deep is it to the second aquifer? At the moment of writing (September 2007) the exact depth to the second aquifer is still unknown. This information is only available after a geo-resistivity survey is performed in Ambalgan. The LWUA is requested to

perform this survey, but they did not answer yet. The second best option is to ask to contractor who will construct the deep well. Most of the times the contractor

can do the research for water of good quality itself. The disadvantage is that in such a way the exact costs for

the new deep well are only known at the moment the construction has already started. Therefore the survey of the LWUA is preferred; in such a way it is possible to ensure a bit more the total project

costs beforehand.

2.6.2. Capacity of the well and the pump

In theory a water source is designed to be able to supply the peak water demand. The maximum demand is the peak day factor (k1) times the water demand in 2019. This is 495 m3 per day, which is 5.7 liters per second. This

average flow is only sufficient when a large storage volume is used which takes care of the hourly peak

demands. In the paragraph 2.5 the relation between the water storage

and the pump capacity is discussed. It is decided to make a reservoir of somewhere between 18 m3 and 30 m3. This implies

directly that the water source should be design for a higher

water demand, because the storage volume is smaller. Basically the capacity of the pump is leading. The well capacity

needs to meet the maximal capacity of the pump. Table 2.7 shows pumps in the same range as the chosen water reservoir

for the maximum peak water demand in 2019. All three pumps meet the required capacity. Obviously a higher

capacity gives a better system, because more margin is left in case of high peak demand. It is chosen to

develop the well at the safe side, thus for a capacity of 34 m3 per hour (10 l/s).

About the final capacity of the pump the following can be remarked. The lifetime of a pump is estimated on five years, based on the information of several submersible pump suppliers. Therefore the first pump will most likely

only work till 2014. In that year the peak demand is estimated on 390 m3 a day. The necessary pump capacities

to meet the storage volume of 18 m3 are then in the range of 22 to 25 m3 per hour. Therefore it is cheaper to buy first a somewhat lighter pump and to buy one of 34 m3 an hour in 2014. It should be remarked that the

investment costs for the second pomp need to be saved in the first five years. Hence, this will be a bigger amount than the common write-off of the pump in use, because a heavier pump is more expensive.

The capacity for the first pump is chosen to be 25 m3 an hour.

To get a good cost estimation several pump suppliers were asked for a price quotation. It came out that the

necessary pump has 7.5 HP and that it is possible to operate with only single phase electricity connection i.e. a normal house connection. Pumps with a power higher than 7.5 HP requires a 3 phase connection, which is really

expensive to get because the electricity company needs to construct a special connection for that. The price of the pump is around 150,000 PhP. Of course some accessories are required like a start controller,

submersible wire for the pump, and the installation fee. On average these costs are also 150,000 PhP. The exact

price lists can be found in Appendix E. A pump with a capacity of 34 m3 is about 75,000 PhP more expensive, hence the amount which needs to be

saved in the first 5 years is 225,000 PhP. The accessories have a much longer lifetime than 5 years and therefore they do not need to be replaced after 5 years.

Pump capacity

[m3/hour] 30 32 34

Pumping hours

[hours/day] 17 15 15

Necessary storage

[m3] 29 22 16

Back-up volume

[hours] 1.4 1.0 0.8

Table 2.7 Pump capacities


26

2.6.3. Costs of the deep well

As mentioned in paragraph 1.6.1 the exact depth of the future well is unknown.

Based on the reference projects (Appendix B) and the advices of some deep well contractors 90 meters seems reasonable to assume. With this depth a

general estimation can be done.

There are three cost estimation given by several suppliers. Their price are listed

in figure 2.16. The price given by the provincial engineers seems quite cheap since the depth is 120 meters, compared with the 90 meters of the others. It is

not completely sure what the cause is of this difference. All price quotations are shown in Appendix E.

Founded on this information the costs are estimated on 825,00 PhP. In such a

way the estimation is on the save side compared to the provincial engineers and just good compared to the deep well contractors themselves.


The total costs for the deep well and the pump are initially 150,000 PhP for the pump, 150,000 PhP for its

accessories and 825,000 PhP for the construction and testing of the deep well. Thus total investment costs are 1,125,000 PhP.


Operation and maintenance of the well and the pump The engine and the well require an operator, a person who is full-time present in case of emergencies. It is

estimated that this person earns 2,250 PhP each month. The well itself does not need that much maintenance. The frequency relates to the performance of the well. If it

gets contaminated, chlorination has to be done. And if it gets clogged, it needs to be cleaned with air and water.

This is specialized work for which the deep well contractor needs to be hired. According to them it could be expected once every three years, which costs 20,000 PhP. This is 556 PhP each month.

The maintenance of the pump is performed every year, also done by a special hired person for 3,000 PhP, which is 250 PhP a month.

Energy costs of the pump The main operational costs for the whole water supply system are the

electricity costs of the submersible pump. The new pump has 7.5 HP, which is similar to 5.6 kW. Its capacity is set at 25 m3 per hour. Logically

more water needs to be pumped up over the years, which implies that the energy costs will increase of the year, but also the amount of billed

water. Based on the estimated yearly demand, the pump capacity (25

m3/hour in the first five years and 34 m3/hour is the last years), the 7.5 HP and the prices of one kilo Watt hour of 6 PHP, the energy costs over

the years are calculated and shown in table 2.8. The operational costs are more discussed in chapter 3.

2.6.6. Community involvement deep well

Because the deep well is constructed by an external contractor there is no unskilled labor what can be done. The main involvement is the operator

who has to be trained to do the job. His involvement will is also be to be part of the whole water board of the whole system. This more elaborated in chapter 3.

2.6.7. Follow-up plan deep well

The geo-resistivity survey is the only thing that needs to be done in the future. Once that information is

available, this can be given to several deep well contractors for their final price.

Year Water usage

(m3/day)

Energy costs (PhP)

2009 204 10,269

2010 222 11,167

2011 239 12,008

2012 256 12,861

2013 273 13,726

2014 300 12,568

2015 319 11,790

2016 338 12,502

2017 357 13,226

2018 369 13,655

2019 381 14,099

Table 1.8 Energy costs

Office of Provincial Engineering

6 “ casing, 120 m deep 707,000 PhP

Deep well contractor I Davao


Deep well contractor II Davao


Figure 2.16 Prices deep well


27

2.7. Overhead costs

2.7.1. Investment costs

A good administration is maybe the most important aspect for the future water supply system. From similar projects and community water supply systems this is the weakest point and the source for mismanagement with

all its consequences.

Therefore it is decided to construct a house for administration and training, close to the well and the water

tower. This house can be used for the administration and as a place where people can pay their water bill. Also the chemicals and other technical equipment can be stored in this building. A training/meeting room is as well

part of the “water system office”. The construction costs for such an house are estimated on 70,000 PhP. For the administration computers are required to collect the water bill data and to operate the distribution

network. The costs for these computers are 60,000 PhP. Initially some other administrative materials are

required, like a printer, papers and other office materials. Obviously there also some desktops, chairs and closets required. The budget for this is set at 30,000 PhP.

The objective of the whole project is to develop a water supply system which is owned by the people

themselves. For this reason it is decided also to purchase a lot for the water tower, the well and the administrative house. In similar projects the lot is often part of the community counterpart.

By purchasing the lot the system is completely independent and it is not possible for future local governments to

influence or take over the system. Therefore it is chosen to purchase the lot. The costs for the lot are set at 50,000 PhP.

In the first phase of the water system some trainings has to be performed, as also mentioned before in the

previous paragraphs. Technical trainings, for the operation of the chlorination installation, and administrative

trainings for the accounting and the management of the whole systems. There is also some budget required for this for the possible transportation costs, the materials and maybe to hire some external experts. This amount is

set at 20,000 PhP.

The total overhead investment costs are 230,000 PhP.


Materials and electricity There is some small maintenance required for the house. Further there are the monthly electricity costs for the

computers and the administrative materials as pencils, papers and ink for the printer. The total monthly costs for this are 1,664 PhP, as shown below in table 2.9.

description persons days Rate / day times/month Total cost

Maintenance house 3 2 200 1/12 100

Materials house maintenance 2400 PhP 1/12 200

Administrative materials 500 PhP 1 500

Electricity cost 0.6 kW 8 h/day = 144 kWh for 6 PhP/kWh 864

Total 1,664 PhP

Staff The personnel costs cause the biggest part of the monthly costs. The monthly collection and operation is performed by three persons, who earn 1,250 PhP per person per month. The total organization is estimated to

exist of 3 extra „water board‟ members, who together with the operator and the administrative personnel

manage the whole water system. Together they make the decisions to purchase new equipment, do expansions and large maintenance, and all other strategy decisions. They have the final responsibility for the system. The

extra water board members will not have to work full time and earn therefore only 500 PhP a month.

The total overhead personnel costs are 5,250 PhP.

Table 2.9 Monthly overhead costs


28

2.8. Total project costs

The total investment costs for a new water supply system are presented in table 2.10. This is the total amount

of money for which external funding is required. It is estimated that the project will start in November / December 2009. The final starting date depends on if all funding can be collected. The project can only start if

all the money there. The inflation in the past years differed from 8 % in 2003 to 3.5 % in 200611. Based on this information the

average inflation in the future years is estimated on five percent. Taken the inflation into account, the total costs

for the new system are 2,751,531 PhP, say 2.8 million pesos.

It is advised to look for funds for a total amount up to 3 million pesos, just in case of unexpected costs. Obviously it is saver to have some margin left, to ensure the quality of the whole system.

2.9. Responsibility fundraising

One objective of this chapter is to give a reliable cost estimation for the whole project. Now this is done, this

information is used in the following step, that is the fundraising for the project. Taytayan Development Projects is responsible for the fundraising.

In this next phase Taytayan will look for support at different organizations (individuals, churches, development funds, governments, etcetera) in different countries (among others the Philippines, Canada, the Netherlands),

to find the required amount of money. Hopefully it is possible to raise the money within the next two years. In

all this Taytayan fully relies on Allah for His blessing, help and guidance in this process.

11 Source: Agency for International Business and Cooperation (EVD), part of the Dutch Ministry of Economic Affairs, www.evd.nl 12 Based on currency rates September 2007: 1 EUR = 63 PhP, 1 USD = 45 PhP.

Description Investment costs Community counterpart

investigation PhP 55,300 infrastructure PhP 536,394 PhP 908,106

water tower PhP 550,000

deep well PhP 1,124,025

overhead PhP 230,000

Total investment costs PhP 2,495,719 PhP 908,106

€ 39,615 / $ 55,460

12

Price in 2009, with inflation of 5 % / year PhP 2,751,531

€ 43,675 / $ 61,145

Table 2.10 Total investment costs

http://www.evd.nl/


29

3. Operation and maintenance

3.1. Introduction

„ ...!, that is an amazing amount of money. You should consider if it is appropriate to initiate a project with these costs in a community which is as poor as you told me. You might give the people in the community a large burden of monthly electricity and operational costs which is too heavy for them. Then you don‟t help them. You should really consider if this is appropriate. I doubt it‟. This was a reaction of an experienced engineer, when he heard about the first estimation of the cost (which was initially 6.5 million PhP). He worked already for 10 years in the Philippines and initiated more than fifty potable

water and irrigation projects. Although the project costs have been lowered below the three million pesos since

then, his reaction increased the awareness that it must be ensured that the operational cost of the new system will not result in the fact that still the poor people cannot afford sufficient drinking water.

The objective of this chapter is to give a clear overview of the operational cost and the financial operation of the

new water supply system. Hence, the main subject of this chapter is the financial and not the technical operation. First the operational cost are listed and the cost price for one cubic water is given. In the third

paragraph the financial strategy is presented for the design period of 10 years. Paragraph 3.4 discusses the

cost-recovery procedures. The last paragraph gives an overview of the technical maintenance which has to be performed during the years.

3.2. Operational costs

The total operational costs consist of two parts: fixed and variable cost. The fixed costs are the cost which are

independent of the amount of supplied water. Even when nobody gets water from the system, these costs

occur. The variable costs are costs per cubic supplied water; the more water is supplied, the higher these costs are.

3.2.1. Fixed costs

Infrastructure The maintenance of the distribution network consist of the regular checks for leakages, illegal connections and

damage. The water meters should also be checked regularly and maintained. It is estimated that on average the

system has to cleaned once every five years, in the worst scenario.


Regular checks network 2 3 200 1/3 400

Maintenance water meters 2 3 200 1/3 400

Cleaning distribution network 2 15 200 1/60 100

Total monthly costs PhP 900

Water tower The construction of the water tower is estimated to be cleaned twice a year. The PVC tanks need also be

checked and cleaned regularly, though not too often because of the risk of contamination. For the cleaning of

the tanks there is also chlorine required.


Maintenance water tower 2 2 200 1/6 133

Cleaning of the tanks (labor) 1 1 200 1/6 33

Cleaning of the tanks (chlorine) 500 PhP for chemicals 1/6 83

Total monthly costs PhP 250

Table 3.1 Fixed costs distribution network

Table 3.2 Fixed costs distribution network


30

Deep well The deep well has to be maintained as well as the engine. The engine is yearly checked by a specialist of the

engine-supplier. The deep well does not need much maintenance. According to the deep well contractors it might need cleaning with water and air, once every three years. This will be performed with specialized

equipment by the deep well contractor. The costs are listed below. The largest cost is the operator of the deep well, who has to be there almost full time.


Maintenance deep well contractor 1 20,000 1/36 556

Maintenance engine specialist 1 3,000 1/12 250

Full time operator 1 30 75 1 2,250

Total monthly costs PhP 3,056

Overhead The house of the organization has to be maintained profoundly once a year. It might give some materials costs

too. Further there are administrative materials necessary like ink and papers to print, pens and files, etcetera. Logically there are also electricity costs for the computers and other electrical devices.

Also here the personnel cost cause the major part of the monthly costs. The monthly collection and operation is performed by three persons.

The total organization is estimated to exist of 3 extra „water board‟ members, who together with the operator

and the administrative personnel manage the whole water system. Together they make the decisions to purchase new equipment, do expansions and large maintenance, and all other strategy decisions. They have the

final responsibility for the system.


Maintenance house 3 2 200 1/12 100

Materials house maintenance 2400 PhP 1/12 200

Administrative materials 500 PhP 1 500

Electricity cost 0.6 kW 8 h/day = 144 kWh for 6 PhP/kWh 864

personnel

Collectors & administration 3 person for 1,250 PhP a month 1 3,750

Other water board members 3 person for 500 PhP a month 1 1,500

Total monthly costs PhP 6,914

Total costs Below the total fixed monthly costs are listed.

description Total cost

Infrastructure 900

Water tower 250

Deep well 3,056

Overhead 6,914

PhP 11,120

3.2.2. Variable costs

There are only two kind of costs who have a clear linear relation with the amount of supplied water Theoretically some costs for the equipment have also a relation with the usage. But it goes beyond the objective of this report

to deduct these exact relations. It is presumed that the equipment, like the pump, last the lifetime as they

would by fulltime use.

Table 3.3 Fixed costs deep well

Table 3.4 Fixed costs overhead

Table 3.5 Total fixed costs


31

Electricity pump The power of the pump is 7.5 HP, which is 5.6 kW. The capacity of the pump is in the first five years 25 m3/hour

and in the last five years 34 m3/hour. Hence, on average it uses respectively 0.22 and 0.16 kW for 1 m3. The cost for one kilowatt-hour is 6 PhP. It might be expected that the system does not operated completely efficient.

The efficiency loss is assumed at 25 percent. Then the energy costs to pump the water up are 1.68 and 1.23 pesos for one cubic supplied water. It is decided to set the costs at the safe side at 1.68 PhP/m3.

Chemical cost For disinfection purposes 2.5 mg/l chlorine is added, which is 2.5 g for every cubic water13. The costs for one

kilo chlorine 200 PhP. Thus the costs for chlorination are 0.50 PhP/m3.

The total variable costs are estimated on 2.18 PhP/m3.

3.2.3. Cost price per cubic water

As stated in the introduction of this chapter, the objective is to ensure that at all cases the new water supply

system gives not a too high burden for the poor people in the community. There are some main parameters which form the possible scenarios for the future system.

The first one is the price for the electricity. The only financial healthy situation is to just follow the future increases in this price. Since there is no choice, the price is now just fixed.

Secondly there is the growth rate of the community. The design is based on a growth rate of 3.25 percent. But

when the growth rate is lower, less people will consume the water, hence the total income is lower. The worst case scenario is set at 2.5 growth rate.

The third parameter is the water usage per person. The distribution network is able to handle 100 liters per person per day. But it can be that the people only use 60 liters per person per day, which is a number that some

water district use. A lower water usage also results in a lower income. The worst case scenario is set at 60 liters

per person per day.

With these three parameters the total income and costs over the years can be calculated, which is presented in table 3.6. It comes out that the minimal price for one cubic supplied water is 4.4 pesos.

Obviously it is not advised to apply this price, because the write off and savings for the whole water supply system are not taken into account. But gives the insight that this price is really the minimal amount.

It gives also the insight that the operational costs are not inappropriate; the monthly burden for one family of 7

members is only 56 PhP, which is really a good price. The existing price of the water system is 8 PhP/m3. Other water supply systems in the area charge 10 and even up to 20 PhP per cubic water.

year population water usage variable costs

fixed costs income profit monthly profit yearly

(m3/day) (m3/month)

2009 2,018 121 3,633 7,911 11,120 PhP 15,984 PhP (3,047) PhP (36,566)

2010 2,185 131 3,932 8,564 11,120 PhP 17,302 PhP (2,381) PhP (28,578)

2011 2,334 140 4,202 9,150 11,120 PhP 18,487 PhP (1,783) PhP (21,396)

2012 2,485 149 4,473 9,742 11,120 PhP 19,682 PhP (1,179) PhP (14,150)

2013 2,638 158 4,748 10,339 11,120 PhP 20,889 PhP (570) PhP (6,835)

2014 2,886 173 5,195 11,315 11,120 PhP 22,860 PhP 426 PhP 5,107

2015 3,051 183 5,492 11,961 11,120 PhP 24,165 PhP 1,085 PhP 13,017

2016 3,218 193 5,792 12,614 11,120 PhP 25,484 PhP 1,751 PhP 21,010

2017 3,386 203 6,095 13,273 11,120 PhP 26,817 PhP 2,424 PhP 29,089

2018 3,471 208 6,247 13,605 11,120 PhP 27,487 PhP 2,763 PhP 33,152

2019 3,557 213 6,403 13,945 11,120 PhP 28,175 PhP 3,110 PhP 37,317

Total profit over period 2009 - 2019 PhP 31,167

13 See the detailed calculation for this amount paragraph 1.5.2

Table 3.6 Total profit over 10 years with the minimal cost price of 4.4 PhP/m3


32

3.3. Financial plan

The minimal cost price of one cubic meter supplied water is 4.4 PhP as described in the previous paragraph.

However the objective is to operate the new water supply system is such a way that it is financially healthy and independent. This implies that the future organization has to able to do future investments itself, without the

help of external funds. In such a way the community is able to develop itself more and more and is the initial amount of money sustainable invested.

3.3.1. Write-offs and savings

All equipment and constructions which has to be purchased for the project have a certain lifetime. After this period a new piece has to be bought to keep the quality of the water system at a reliable level. Table 3.7 shows

the write-offs and savings which has to be done monthly to have enough money to buy new equipment after the old ones have passed their lifetime.

Applying these write-offs and savings results in a healthy financial situation: all the equipment and construction

costs are paid by all the consumers of the water over all those years, through which the water supply system is able to sustain, theoretically forever, without requiring external capital.

Description write off/saving Lifetime (years)

Write-off (monthly) total amount

infrastructure

flow meters and pressure gauges 10 PhP 833 PhP 100,000

water meters 10 PhP 3,188 PhP 382,500

pipes 25 PhP 1,265 PhP 379,394

water tower

water tank 30 PhP 722 PhP 260,000

platform 30 PhP 667 PhP 240,000

chlorination installation 5 PhP 833 PhP 50,000

extra saving expansion volume 5 PhP 2,000 PhP 120,000

deep well

engine 5 PhP 2,500 PhP 150,000

engine accesoiries 20 PhP 625 PhP 150,000

deep well 20 PhP 3,433 PhP 824,025

overhead

house 15 PhP 389 PhP 70,000

computer 5 PhP 1,000 PhP 60,000

office interior 5 PhP 500 PhP 30,000

total write-off and saving PhP 17,955 monthly

3.3.2. Initial financial plan

With these monthly required write-offs and savings, a new minimum price can be calculated. With the same „worst-scenario-parameters‟ as applied in paragraph 3.2.314, one cubic supplied water cost now 7.9 PhP. Table

3.8 demonstrates that although a negative yearly profit occurs in the first years, the bank balance is still positive because of the write-offs and savings. It illustrates also that the bank balance will be sufficient to purchase the

14 Growth rate : 2.5 %, water usage: 60 L per person per day

Table 3.7 Total write-offs constructions and equipment


33

Table 3.9 Fees collected by DCWD

new equipment every 5 years. It seems that there will be a profit of 1 million in 2019 on the bank account.

Though this amount of money consists of the savings for the equipment and constructions with a lifetime longer

than 10 years, like the deep well and the distribution network. Hence, this is not profit.

year profit yearly Bank balance purchase description

2009 PhP (99,455) PhP 116,005

2010 PhP (78,885) PhP 252,581

2011 PhP (60,392) PhP 407,649

2012 PhP (41,732) PhP 581,377

2013 PhP (22,898) PhP 773,940 PhP (410,000) new engine, computer and extra storage volume

2014 PhP 7,855 PhP 587,256

2015 PhP 28,223 PhP 830,939

2016 PhP 48,805 PhP 1,095,204

2017 PhP 69,609 PhP 1,380,274

2018 PhP 80,072 PhP 1,675,806

2019 PhP 90,796 PhP 1,982,062 PhP (892,500) new engine, computer, extra storage volume, water and flow meters

Total ∑ PhP 21,999 PhP 1,089,562

However this is the worst scenario. When the water usage and the population grow will follow the more

common figure, the price of 7.9 PhP gives quite a big profit over the 10 years. Nevertheless the future water

board is a non-profit organization. All money has to be reinvested in the water system or for community-development.

It is expected that once the future system supplies reliable drinking water 24 hours a day for a good price, it will attract people and the community will more rapidly expand. This might give the need for an extra new deep well

after 10 years. The extra profit which might occur can be used for that. Another possibility is the investment in a

waste water system. People will use more water and the waste water issues might give bigger problems than the give now.

Summarizing it can be concluded that a price of 7.9 PhP, say 8 PhP, will results in a financial healthy situation.

Of course this has to be monitored during the operational years and it is influenced by the price for electricity. There is quite a big chance that even than the organization will make profit over the years. All this will be

reinvested in the community to develop Ambalgan more and more.

3.4. Cost-recovery procedures

Every month the administrative personnel of the new water system will pass

by the water meters to write down the water use of each of the households. This data will be saved in a database on a computer. With this database a

bill can be printed and be given to the households.

The bill can be paid directly or later that month. It has to be paid before the 20th of the month and can be done at the administrative house of the

organization. Most likely this can be done only two days of the week. If people do not pay the water bill on time, their water supply will be closed,

using the stop-valve with lock-wings which is installed on their house

connection, just before the water meter (see Appendix C). It will also results in a fee for paying late. This fee increases every time the households pay too

late again. A list a similar fees of the Davao City Water District are shown in table 3.9.

3.5. Tasks operational personnel

The system will for the biggest part be operated by the engine operator and the three administrative employees. Beside that there are 3 other board members who are part of the management of the organization. It is

description fee

New service application PhP 1,500

Re-opening fee for closed connection

PhP 150

Transfer meter fee PhP 1,500

Lost meter fee PhP 1,200

Illegal connection PhP 5,000 + estimated consumption

Table 3.8 Yearly profit and bank balance with 7.9 PhP/m3 and applying the write-offs and savings


34

expected these 7 people will be able to perform all the regular maintenance. As mentioned before, there will be

some activities which will be done by specialized people from external companies.

Table 3.10 shows an overview of all periodical activities and maintenance which has to be performed regularly.

Obviously this is an preliminary plan and can be changed during the development of the project in the next two years. For now it gives an illustration about the periodical tasks of the water organization personnel.

description persons days who?

daily activities

Monitoring water level tank 1 - operator

Monitoring chlorination 1 - operator

Monitoring engine performance 1 - operator

Monitoring water usage 1 - operator

monthly activities

Collection data water usage 2 2 administration

Elaboration of the water bills 2 2 administration

Delivering of the water bills 2 1 administration

Receiving of the payments 2 10 administration

Purchase administrative materials 1 1 administration

Purchase chemicals 1 1 operator

Water quality check & analysis 2 1 operator & water board

Meeting with all organization 7 1 everyone

Follow training 7 1 - 4 everyone

4-monthly activities

Regular checks network 2 3 water board/ operator

Maintenance water meters 2 3 water board/operator

half yearly activities

Maintenance water tower 2 2 operator & water board

Cleaning of the tanks 1 1 operator

Accounting overview 3 1 wk administration

yearly activities

Maintenance administration house 3 2 can be everyone

Maintenance engine - - external company

Financial yearly report 3 2 wks administration

other

Maintenance deep well (3 years) - - external company

Cleaning distribution network (5 years) 2 15 operator & water board

Table 3.10 Activities water organization personnel


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4. Community Organizing

4.1. Introduction

One objective of the new water supply system as mentioned in chapter one is that the system is „owned and operated by the people of Ambalgan‟. This chapter gives some insights in the implications of this objective.

Basically the present phase of the new water supply system is the technical design and costs estimation, which is presented in the preceding chapters. The next step is the community organizing, while simultaneously the

fundraising is performed. Therefore this chapter is only a brief start and introduction into the community organizing part of this project. The extensive plans will be developed in the next two years.

4.2. Most important: ownership

Actually that one word „owned‟ is the most important word, above all other words and objectives stated in chapter one. It is the intention of Taytayan Development Projects to empower a community in poverty points

towards the individuals in that community to organize themselves and sustain the initial transformation Taytayan facilitated15. In other words, Taytayan Development Projects does not want to own a project itself but wants to

make it is possible for a poor community to initiate, set up and maintain a project by themselves, for the community itself.

Obviously this gives tension. The reality is that the people in the community already now think of “Taytayans drinking water project”. Although this project was started after an invitation of the community itself and thus the

first step was done by themselves, still the perspective of the people is the opposite. It will take a lot of time and effort to make people aware that it is their project. Often in happens in

development work that the project works as long as the initiating, facilitating party is there. Once the whole

project is completely turned over and the external organization leaves, it goes downwards with the project.

Taytayan Development Projects is aware of this problem and will put as much energy and time as possible to basically let the people own their project. To make them aware that they do not to maintain and operate the

water supply system because some engineer told them to do that, but because they do it for themselves and to develop their own community.

It is the intention of Taytayan to train, instruct and coach the people for a period of one to two years and to

supervise the project for the first five years. After this period the complete responsibility will be handed over to the involved people.

Owned and operated by the people does also imply that the project is independent from any local government

and the barangay council. Logically the future water system will try to collaborate as well as possible with these

governmental organizations. But for the people in the community it is important that the system is as less influenced as possible by the local political climate and election campaigns. History has made that often for the

poor people the local government has lost their credibility to really help them.

It is not the purpose of this paragraph to give a extensive insight in the cultural and organizational aspects of ownership. This is described to present the intention of Taytayan and the perspective and goal through which

the whole process of community organizing will be done in the next phase.

15 Quote: MUPT-TDP Approach in Muslim Work, July 2004


36

4.3. Training

The operation of the new water supply system requires some specific skills in which the people have to be

trained. The different necessary trainings are listed and described below. During the following community organizing phase some more required trainings may come up.

Administration / computer skills

Accurate administration is of mayor importance. The people has to be trained in setting up the

administration, using the administrative software and the administration for the bills, etcetera. Basically

they all need to be trained in computer skills to be able to make reports and other official documents if necessary.

Accounting / financial management The previous chapter gave a little insight in the complex financial structure of the organization. Write-offs and savings for periods longer than ten years make good accounting essential. To make it possible

to have a reliable, stable financial accounting a good, long training is required. It might be the best to

ask some financial experts who are really experienced in accounting. Organizing and general management skills

Managing a organization of seven persons is not something which goes naturally good. All the involved

persons need to be trained in the basics of organizing, meetings, reporting, making decisions, responsibility and planning.

Drinking water basics To ensure the sustainability of the water supply system on the long term, the people need to be instructed with some drinking water basic skills. Four aspects are listed here, probably more will come

up. A part of these skills could also be trained in collaboration with the training centers of other water

districts. For example in Davao is an regional training center where from time to time local water managers and personnel are trained in specific drinking water subjects.

o Disinfection / Chlorination The operator needs to know what he or she is doing in the process of chlorination, so that he or

she is able to operate and adjust the process well. o Reliable drinking water

Training is required to learn the people the basic drinking water knowledge. What is reliable

drinking water? What are the threats? What are the do‟s and don‟ts? How to operate the system in a proper way?

o Water analysis basics It will be required that periodically the water is analyzed to check the microbiological and

physical quality. Even when these analyses will be performed by an external laboratory, the

people has to be instructed how to take samples and some other basis analyze procedures. o Water usage and reporting skills

To monitor the water usage is also an important task. Based on this data future water demand can be estimated and the system can anticipate on that. How to monitor this data, how to use

the flow meters and how the report this so that other people can understand needs to be

trained. Technical skills

o Installation HDPE-pipes and house-connections The HDPE pipes will be connected using the Butt-fusion technology, which is basically melting to pipes to each other. For this specialized equipment is used, for which training is required. Also

setting up a connection from a single house to the main line needs instruction. Some of the suppliers said already that they would perform these instructions.

o Maintenance water meters Proper maintenance and detection of damage is important for the proper administration of the water usage.

o Pump and engine Though it will not be required to train somebody as a complete mechanical engineer, still it is

useful and quite necessary to have some knowledge about the mechanics, hydraulics and

maintenance of the pump and the engine.


37

Bibliography Boot, Marieke; Cairncross, Sandy (eds.) 1991 - Actions Speak: The study of hygiene behavior in water and sanitation projects. Delft, The Netherlands, IRC International Water and Sanitation Center.

Barangay Development Council, 2007 – Barangay Development Plan (Calendar Year 2007-2011). Barangay Ambalgan, Sto. Niño South Cotabato.

Geology, Geohazard and Groundwater resource assessment of Santo Niño and Norala, South Cotabato.

Department of Environment and Natural Resources, Mines and Geosciences Bureau R-12, Koronadal City, June

2002.

Map Libertad, Sheet 3939 III, Department of Environment and Natural Resources, National Mapping and Resource Information Authority (NAMRIA).

Municipality of Sto.Niño – Community description Ambalgan. Sto. Niño South Cotabato.

Municipality of Sto.Niño, Local Government Unit - Cost description „Construction of PWS Level II, San Vicente‟, 2005.

Smet, Jo; van Wijk, Christine (eds.) 2002 - Small Community Water Supplies: Technology, People and

Partnership. Delft, The Netherlands, IRC International Water and Sanitation Center (Technical Paper Series 40).

Technical drawings concrete elevated tank (4) , „Rural Water Supply III Project‟, Department of Public Works

and Highways, Project Management Office, Port Area Manila.


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Appendix A Map of Ambalgan

A.I The puroks (streets) of Ambalgan


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A.II Distribution network specifications


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Appendix B Reference projects

B.I Surallah Water District

Ambalgan is situated along the highway between Surallah and Santa

Niño. Along the same highway, close to the village of Surallah,

Surallah Water District is settled. In this section a description of the Surallah Water District and its water supply system is given, based on

a visit which was made on August 3, 2007. The information can be used as reference information, to make a rough estimation about the

costs and to estimate other characteristics for alternative solutions for

the new water supply system in Ambalgan.

Water source: Groundwater

Depth well: 267 ft (81.4m) Casing well: 10 inches (GI spiral casing)

Year of construction: 2002

Engine: Submersible pump of 15 HP16 (= 11.19 kW) Longevity: 5 years

Maximum capacity: 22 l/sec (5.8 gal/sec) Total costs well + pump: 1.2 Million PHP (18,460 EUR or 26,667 USD)

Water reservoir: Water Tower Total height: 70 ft (21.3m)

Capacity: 100 m3

Construction material: Steel

Total costs water tower: 4.7 Million PHP (72,308 EUR or 104,444 USD)

Water treatment: Addition Chlorine, automatically

Amount: 65 kg/month Costs: 8000 PHP/drum = 40 kg

13,000 PHP/month

Distribution network

Minimal desired pressure: 10psi (1 storey building) Longest distance in network: 2 km (6560ft)

Delivered amount of water: 500,000 m3/year (rough estimation)17 Number connections: 1,150 (August 2007)

Estimated number of consumers: 4,600 people (1 connection = 4 people) Costs: 220 PHP for 10m3 = 22 PHP/m3

Initial costs connection: 1600 PHP

(water meter, brand „Ever‟,950 PHP + connection to mainline)

16 HP = HorsePower 17 This value seems quite strange; calculating the use/consumer/day, every consumer uses 300liters/day, which is way too much. Thus or the delivered amount is lower or the total amount of people is bigger. Most likely it is amount of water which is lower, because there do not live that much people in Surallah.

Figure B.1 Surallah Water District

Figure B.2 Technical drawing water tower


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B.II Barangay Panay, St. Niño

In the year 2004 a new water system was constructed in the

barangay Panay, which lays also in the municipality of Santo Niño. This project was developed by the LGU18, the Department of Agrarian

Reform (DAR) and the Asian Development Bank (ADB).

Although the system is in use since 2004, the administration is quite

a mess, according to the interviewed people. The organization is managed by a board of 7 people and 2 plumbers. The major problem

is that the water is irony. On figure A.4 the brown color at the outside of the tank is clearly visible. This is a strong indication for a

high amount of iron and manganese in the water, which is also the

case at the present water system of Ambalgan.

The energy costs are remarkable. The engine only operates 2 hours a day, thus 60 hours a month, thus 90 kWh. The price of one kWh is 6

PHP, which gives 500 – 600 PHP. But according to the interview, the monthly bill is 3000 PHP, which is up to 6 times higher. Probably

more devices use the same electric connection.

Water source: Groundwater

Depth well: 340 ft (103.6m) Casing well: 4 inches (GI 100mm)

Year of construction: 2004

Engine: Submersible pump of 2 HP19 ( 1.5 kW) Costs engine: 110,000 PHP

Automatic shut-off device: 18,000 PHP (not incl.) Engine operates only 2 hours/day

Energy costs: 3000 PHP/month Estimated capacity: 2.5 l/sec (0.7 gal/sec)

based on interview: 2 hours operation, tank is full,

18,000 liters/2h = 2.5 l/sec

Water reservoir: Water Tower Total height: 60 ft (18m)

Capacity: 18 m3

Construction material: Concrete

Total costs deep well + water tower (incl. labor): 1.2 Million PHP (18,460 EUR or 26,667 USD)

Water treatment: monthly addition Chlorine Amount: 3 table spoons/month

Distribution network

Service level: 47 stand pipes (3.5 household/stand pipe) (Level II) 27 house-connections (Level III)

Estimated number of consumers:

950 – 1250 consumers (192 households) Costs: 12 PHP/m3

Initial costs connection: 1950 PHP water meter 1000 PHP, materials 800 PHP, labor 150 PHP

18 Local Government Unit 19 HP = HorsePower

Figure B.4 The well in Panay

Figure B.3 Water tower in Panay


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B.III Barangay San Vincente, St. Niño

The water system in barangay San Vicente is only 2 years old and is

operated well. The water has a good taste (no irony taste) and the system has a Level 3 (house connections) service level.

The system is almost completely similar to the system in barangay

Panay (A.II). It was also developed by the same organizations:

LGU20, DAR21 and the ADB22. The water board consists of 8 members, how earn between 300 and 600 PHP for this job. The board is

controlled by the LGU.

The well was constructed by a local contractor, who also located the

well location with a water detector. Although now the number of connections is only small (70), the objective is to connect every

household in the barangay to it (723).

Water source: Groundwater Depth well: 240 ft (73.2m)

Casing well: 4 inches (GI 100mm)

Year of construction: 2005 Engine: Submersible pump of 2 HP23 ( 1.5 kW)

Costs engine: 110,000 PHP Engine operates 2 hours/day

Energy costs: 4000 PHP/month

Estimated capacity: 2.5 l/sec (0.7 gal/sec) based on interview: 2 hours operation, tank is full,

18,000 liters/2h = 2.5 l/sec

Water reservoir: Water Tower Total height: 40 ft (12.2m)

Capacity: 18 m3

Construction material: Concrete

Total costs deep well + water tower + infrastructure (incl. labor): 1,094,000 PHP (16,831 EUR or 24,311 USD)

Distribution network Service level: 70 house-connections (Level III)

Estimated number of consumers: 350 - 500 consumers

Costs: First 8 m3 = 50 PHP (6.25 PHP/m3)

following m3 10 PHP/m3

Initial costs connection: 1150 PHP + material costs (probably 800 PHP)

water meter 1000 PHP, labor 150 PHP

20 LGU = Local Government Unit 21 DAR = Department of Agrarian Reform 22 ADB = Asian Development Bank 23 HP = HorsePower

Figure B.5 Water tower in San Vincente


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Appendix C Typical Water Service Connection


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Appendix D Contact information suppliers and agencies Groundwater availability research Local Water Utilities Administration

Write a proposal with specifications about location and area to:

Deputy Administration of Operations Immanuel Malicdem (02) 920 5444

[email protected]

Called with Mario Quitoriano

Landline: (02) 920 1229

Bureau (MGB) subdivision of Department of Natural Resources

Mitsobomar building, Koranadal (Marbel)

Eng. Flores

Office of the Provincial Engineer - Marbel Planning, programming, and Designing Division

Architect Josue E. Carmen (PEO)

Bernando S. Dormitorio jr.

Provincial Planning & Development Office, Marbel Danny Supe

Location: beside entrance provincial capital

Department Public Works & Highways, Marbel

Boy Boldios Old guy: Carpenteros, call him: dongdong

Barangay San Vincente

Cell phone barangay captain, for contractor

connections: 0920 312 3484

Padada Water System Nicomedes Paqueo

Tel (082) 442 18 11

Deep well contractors

Hydrock well, inc. Edgar P. Puentespina

0920 – 910 - 7637 Bolcan St., Agdao, Davao

(082) 227 2766

(082) 227 1306

LRCA Trading Pumps & Well drilling Specialist

Engr. Arturo I. Davis

cell#: (0917) 704 4563 D2 WADI Bldg, No. 43 Sobrecary Str,

Bo. Obrero, Davao City

Infrastructure (PVC pipes etc.) Technotrade

Miss Eden

164 R. Castillo St., Agdao 082 234 1651

[email protected]

Bestank - 022925727

or CITI Hardware Davao for PVC storage tanks

H. Ramos Plastic MFG. Corp

Mr. Allen P. Borbon – sales engineer 0918 6244676 / 0917 7204528

Davao Office:

3rd Flr. Unit C2 Aviva Bldg. No. 127 McArthur Highway

Matina, Davao City Telefax: (082) 299 - 0765

Jhaycor Industries inc. Km. 10 Diversion Road

Panacan, Davao City Fax (082) 233 – 2818

Tel (082) 235 – 1052

RA Pipelines Systems

846 Chavez St, Davao City (082) 305 0932

Pumps

Interlock / Grundfos pumps and systems

Arnel A. Salape – sales manager New Interlock Sales & Services

Door #2 Gingerbread Bldg. Km 2. Mc Arthur Highway, Matina

Davao City 8000 Philippines Tel: (082) 300 4140

Mob: (0919) 4164743

E-mail: [email protected]

Caprari Pumps S.p.A. Bobong Hallasgo

0918-9300434 / 088-856283

Water meters Arad (150 PhP)

KENT (1200 PhP)

EVER (cheap) ASAI

ASAHI KIUMSONG

mailto:[email protected]




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Appendix E Price lists suppliers

E.I Price lists infrastructure


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47


48


49

E.II Price lists submersible pumps and accessories


50


51


52


53


54


55


56


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E.IV Price lists deep wells

limpyu a baginumen sa barangay ambalgan elaboration ... filebaginumen a ig enggu malemu bu i...

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