Water Utility Asset Management The Case of the “Prishtina Regional Water Company”J.S.C

Ilir Avdullahu
Andrin Kerpaci

Session

Civil Engineering, Infrastructure and Environment

Description

Many of today’s water utility managers face the challenge of cutting their unacceptably high levels of nonrevenue water. Regional Water Company Prishtina, unbilled water reached the level of 56% Aside from decreasing revenue, money for investment, productivity, and service delivery, nonrevenue water also increases the cost of the delivered water. In addition to reducing nonrevenue water, water utility managers must (i) raise their service levels closer to 24 hours a day, 7 days a week, to meet the expectations of households, commerce, and industry;(ii) expand distribution networks to cope with population growth;(iii) finance the timely replacement and maintenance of existing assets; and (iv) treat heavily polluted water. The way an organization manages its assets determines its success in addressing these challenges. A utility can improve and sustain the expected level of service, reduce water losses, cut unit costs, and fairly justify tariff rates if it knows what assets it has and needs, when and how to maintain or replace those assets, and how the assets should be operated.

Keywords:

Pipe, Fitings, Rezervori, Manhol

Proceedings Editor

Edmond Hajrizi

ISBN

978-9951-550-95-6

Location

UBT Lipjan, Kosovo

Start Date

28-10-2023 8:00 AM

End Date

29-10-2023 6:00 PM

DOI

10.33107/ubt-ic.2023.350

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Oct 28th, 8:00 AM Oct 29th, 6:00 PM

Water Utility Asset Management The Case of the “Prishtina Regional Water Company”J.S.C

UBT Lipjan, Kosovo

Many of today’s water utility managers face the challenge of cutting their unacceptably high levels of nonrevenue water. Regional Water Company Prishtina, unbilled water reached the level of 56% Aside from decreasing revenue, money for investment, productivity, and service delivery, nonrevenue water also increases the cost of the delivered water. In addition to reducing nonrevenue water, water utility managers must (i) raise their service levels closer to 24 hours a day, 7 days a week, to meet the expectations of households, commerce, and industry;(ii) expand distribution networks to cope with population growth;(iii) finance the timely replacement and maintenance of existing assets; and (iv) treat heavily polluted water. The way an organization manages its assets determines its success in addressing these challenges. A utility can improve and sustain the expected level of service, reduce water losses, cut unit costs, and fairly justify tariff rates if it knows what assets it has and needs, when and how to maintain or replace those assets, and how the assets should be operated.