Download Simulation game Chairman Manual File

Water Manager 2.0 Simulation Game:
Chairman manual
Short Course Benchmarking for Improved
Water Utility Performance
Document Management System
Name document
File name
Date altered
Description of the document contents
Type of document
Processes
Team
Notes
Version Control
Version
0.1
Date
Author
Description
1
1.1
Water Utility Simulation Role Play Management Software
Introduction
WATER MANAGER is a multi-player simulation game for capacity building programs. This simulation game reflects the
influence of the decisions taken by different managers in the long term performance of an actual water utility company.
This performance is evaluated based of key performance indicators which reflect the actual state of the simulated water
utility company of the city of Xai-Xai in Mozambique. The decisions have different influence on the different KPI’s in terms
of operational, financial and commercial performance, which are calculated based on decisions taken per turn. Each turn
is reflected in values of decision taken per year. The game is completed after 10 years.
1.2
What is the goal of the game?
The main goal of the game is to try to manage the utility company to be as profitable as possible during the 10 years of
simulation without decreasing the quality of the service in terms of Commercial, Financial and Operational performance.
The different decisions have multiple different influences over each KPI’s which gives the opportunity to the players to
develop negotiation skills based on the trade-off internal policies that will occur based on the scope of each manager. This
means that there is not one single objective of the game as different scenarios can be achieved depending on the
importance that each manager gives to the different KPI chosen to improve.
For bench marking purposes, plausible scenarios where calculated and given to the players in order to have an idea of
the trends that can be achieved based on different management objectives. These scenarios are:
 Business as usual
1.3

Optimal operational performance

Optimal financial performance

Optimal commercial performance
What are decision variables?
The game calculates the different KPI’s based on the theoretical definitions to evaluate the utility company performance.
These definitions are calculated in terms of monetary costs and investments that are calculated with fixed unitary prices
for each of the possible given decisions.
The possible decisions to be taken yearly are classified into 5 main categories. Each of the categories contains several
decisions which are going to be explained next:
1.3.1 Financial Decisions:
Financial decisions are the ones that define the revenue for the utility company as they involve the tariffs and fees
charged and given to the users which also have to be affordable to the population.
1.1. Subsidize (Connection fee): This decision reflects how much of the total new connection cost, is the utility
company whiling to assume as a cost in order to encourage new users to connect to the system. This decision is
estimated as a percentage of the total connection cost which for this particular case study is 150 USD per
domestic connection.
1.2. In-house Connection Tariff: The in-house connection tariff is decided by the manager as the price charged to
the domestic user per cubic meter treated and metered per each individual connection. This tariff has to be
decided for each year and is NOT possible to play a single round without being defined its value for a particular
year. For the Xai-Xai case study is given an initial value of 0.27 USD per cubic meter.
1.3. Standpipe Tariff: Standpipes are common supply structures installed in places where the users can have
access to water despite the fact of not being connected to the system. For Xai-Xai case study is assumed that
this structures are managed by the utility company and the initial cost charged to the users is 0.27 USD per cubic
meter as well.
1.4. Un-metered tariff: A common practice in water management in several places in the world is to have unmetered connections. This practice consists in charging a flat tariff per connection despite of the monthly
consumption. For Xai-Xai case study an initial value of 57.4 USD per connection per year.
NOTE: In order to play each round, all 4 tariffs have to be defined as positive values without any exception.
2. Infrastructural decisions
These decisions are the ones related to the improvement of the system from its initial state in terms of tangible assets.
This kind of decisions will improve the system efficiency and quality but they also need maintenance as they
deteriorate in a yearly basis. They also represent additional investments that will affect the loan initial budget and if
managed in non efficient way, might lead the utility company to bank-ruptcy.
2.1. Additional StandPipe: One of the alternatives as a manager in order to increase the coverage and try to fulfill
the increasing yearly demand is to install additional standpipes in the system. Even doe is a good solution from
the coverage point of view; it also involves high costs of installation and operation. Also is important to take into
account that the system has a constrain capacity of installed Standpipes. Is only possible to install one of these
structures per 1 Km on linear network. For the Xai-Xai case study is estimated a unitary cost of 10,000 USD per
standpipe without considering the additional kilometer of linear supply network if required.
2.2. Additional Network: The system capacity to deliver the service is given by the size and actual state of the pipe
pressurized network. As the population increases yearly the system has to be expanded and the manager has to
make the decision of investing in the installation of new network. The unitary cost of the pipe is 22,700 USD per
kilometer which includes excavation, disinfection and leakage testing.
2.3. Additional Water Treatment Capacity: The availability of the resource is constrained by the water utility
treatment capacity as the water has to be delivered with certain quality standards. These standards are achieved
by investing in treatment facilities such as water treatment plants. For the game this decision is taken as
treatment volume capacity. Said in other words, is how much is invested in treatment capacity in order to be able
to treat an additional cubic meter of water. For Xai-Xai case study is assumed that the cost of investment for
water treatment capacity is 0.33 USD for each additional cubic meter produced per year. Is good to take into
account that this infrastructure is also deteriorated in time and is also depreciated in its asset value.
2.4. Additional Water Resources Abstracted: The utility company produces the treated volume from natural
sources which are property of the state. This means that every cubic meter abstracted from wells or superficial
sources has to be paid to the environmental authority. The abstraction for Xai-Xai case has a given value of 0.11
USD per cubic meter. Is important to invest in resource abstraction as the population increase yearly and so is
the total volume demand.
2.5. Additional Meters Installation: In order to charge for exact consumption and internal volume budget track the
utility company has to install as many meters as required in order to improve the production efficiency. Metering
also will reduce the number of illegal connections and in this way the produced volume can be reduced while
maintaining the service continuity. The unitary cost per new installed meter is 150 USD.
3. Human Resources decisions (AFFECT KPIS BASED ON THE NUMBER OF WORKING STAFF)
The performance of the water utility depends on the staff working in it and each of the hired personnel will have
certain influence in different aspects calculated for estimating the yearly KPI’s. Also the utility cannot be over
populated as the salaries of the staff will increase the cost of operation. The game also gives the possibility to the
player to fire staff but it will be reflected in an additional cost for the next year once the decision is taken.
Staff of Xai-Xai Utility (2008)
Departments
Number of Staff
Directors
5
Managers
Financial
6
Operational
7
Commercial (Consumer mgt.)
7
Operational Staff
Financial
20
Operational
20
Commercial (Consumer mgt.)
Bill Collectors
Costumer Services Employees
Total Employees
28
8
2
103
3.1. Additional Director: This kind of staff are in charge of …... For this case study the director’s yearly salary is
12,000 USD.
3.2. Additional Manager: This kind of staff are in charge of …... For this case study the Manager’s yearly salary is
6,000 USD.
3.3. Additional Workers: This kind of staff are in charge of …... For this case study the Worker’s yearly salary is
1200 USD.
3.4. Additional Bill Collectors: This kind of staff goes directly to the connection point and collects the monthly
payments of the service. One of the key performance indicators is the collection efficiency which is directly
affected by this type of staff. …... For this case study the Bill Collector’s yearly salary is 1200 USD.
3.5. Additional Costumer Services Employees: This kind of staff is in charge of solving customer problems related
to the service. They improve the quality of the service and their presence influences customers to pay on time
…... For this case study the Consume Service Employee’s yearly salary is 1200 USD.
4. Maintenance decisions
The utility works based on the ability to deliver the service in a continuous way while achieving the quality standards
demanded by the environmental authorities. In order to deliver the service, infrastructure is acquired and the system is
expanded based on the yearly demographic increment. This also means that some of the infrastructure begins to
deteriorate with time and maintenance is required in order to continue delivering the service in acceptable quality
standards. Fr this reason the managers are obliged to invest in maintaining the system in order to be able to operate
the utility in a proper way.
4.1. Rehabilitated Network: For the Xai-Xai case study is estimated that the network needs to be completely
rehabilitated after 5 years of being laid. If the system is not maintained, physical losses and water quality issues
will increase and the will reflect a poor operational performance. The game will convert the number of
rehabilitated old network linear kilometers and will consider them like new for calculating the different KPI’s.
Rehabilitating the network is almost as expensive as laying down new network in the sense that is almost the
same work that has to be done. For Xai-Xai a cost of 20,000 USD is estimated for each linear rehabilitated
kilometer..
4.2. Treatment Maintenance: The water treatment infrastructure has to be maintained in order to achieve the water
quality standards. The estimated cost of maintenance per cubic meter for Xai-Xai is estimated in 0.012 USD.
4.3. Resources Maintenance: The natural sources have to be maintained in order to be able to exploit them in the
long term. Procedures such as aquifer recharge , reforestation and pumping stations maintenance are required
but all of them are estimated based on the cost to maintain one cubic meter of non treated abstracted water. For
Xai-Xai case study is estimated a value of 0.0038 USD per cubic meter.
4.4. Meter Calibration Program: One of the main concerns of an operational manager is to be able to estimate how
much water is flowing through the system before the decision making process. The water budget will determine if
additional investment is required and will also increase the efficiency of the system without doing any additional
expansion of the system. The meter calibration program is oriented to reduce the amount of water that is lost in
the system which means that if the volume loss is too high it can be cheaper to change old meters than to treat
additional volume of the resource. For this case study the program is estimated in a unitary cost per existent
meter of 10 USD.
4.5. Leakage Reduction Program: Besides maintaining and rehabilitating the system, it is important to reduce the
physical volume loss by implementing leakage reduction programs in order to make the system more efficient.
This programs are developed by the utility company, by identifying zones that might have a higher risk of leakage
due to factors such as pipe age, pressure sudden increase and geotechnical foundation instabilities. For this
case study the leakage programs where estimated for linear existent network and the unitary cost is 1000 USD
per kilometer.
5. Capacity development decisions:
5.1. Additional Leakage Trainees: In order to implement the leakage detection program is important to train staff as
this kind of procedures are changing day by day according to the advance of the state of the art. For the
simulator it influences the operation an maintenance efficiency and the physical losses efficiency as well. It’s
defined for this case study that trainees have a cost of 600 USD per employee for each year and the decision is
made by choosing the number of workers to be trained.
5.2. Additional Consumer Management trainees: This type of staff will try to sell services to consumers in order to
encourage them to connect to the systems. It has also a direct influence in the operation a maintenance and the
physical losses efficiency factors. For the case of Xai-Xai the unitary cost for training the personnel is for this staff
is 500 USD per employee for each year and the decision is made by choosing the number of workers to be
trained.
5.3. Additional Office, hard and software, technology, etc …: The operational efficiency of a utility can be also
affected by the lack of implementation of technology systems and better working environments for the staff.
These kinds of investment have a direct influence in the operation a maintenance and the physical losses
efficiency factors as well. The decision is made by selecting the number of “Packages” that might include
software, hardware, furniture and communication systems. The unitary cost per package for this case study is
1000 USD per package per year.
5.4. Standard Operation Procedures (Operation): This decision consists in implementing order procedures for the
different “Operational” tasks in order to make them efficient and organized. These kinds of protocols also give the
company the opportunity to be certified by different quality institutions as their main goal is to improve the service
to higher standards. This decision influences operation and maintenance and the physical losses efficiency
factors.
5.5. Standard Operation Procedures (Financial): This decision consists in implementing order procedures for the
different “Fincancial” tasks in order to make them efficient and organized. These kinds of protocols also give the
company the opportunity to be certified by different quality institutions as their main goal is to improve the service
to higher standards. This decision influences operation and maintenance and the physical losses efficiency
factors.
5.6. Standard Operation Procedures (Commercial) This decision consists in implementing order procedures for
the different “Comercial” tasks in order to make them efficient and organized. These kinds of protocols also give
the company the opportunity to be certified by different quality institutions as their main goal is to improve the
service to higher standards. This decision influences operation and maintenance and the physical losses
efficiency factors.
6. Non Paying Customer Disconnection Program: The illegal connections are one of the biggest problems for
managers as the decision of disconnecting them might have several positive and negative consequences. On one
hand, the disconnection program will improve the efficiency of the system in terms of operational performance as
there will be no need to produce such a high amount of water as for the actual state. This will also give the opportunity
for the utility to connect new users to the system and increase the yearly total income. On the other hand, this kind of
programs affect the peoples willingness to pay of the already legal users. For this case study the decision consists on
on choosing between implementing the campaign or not at it will affect the number of illegal connections for that
particular turn which at the same time will change the water balance and the efficiency factors.
7. Awareness campaign: NEEDS TO BE DEFINED THE INFLUENCE IN WICH EQUATIONS
1.4
1.5
Which are the main assumptions for this Xai-Xai case study?

Yearly inflation rate is constant during the 10 turns and is estimated for Xai-Xai as 3% per year.

Per each In-house metered connection a total of 8 people are served.

Per each Standpipe metered connection a total of 250 people are served.

Both In-house and Standpipe connection serves a volume 10.85 m3 per month.

Non metered estimated connections serve a volume of 17.2 m 3 per month.

Any installed kilometer of network becomes old network after 5 years which require a higher investment in
maintenance. After investing in maintenance the program selects the old network and turns it in to new network
for the next turn if possible.

The water treatment capacity and the resource availability are mutually restrictive as the utility cannot deliver
water that is not treated and cannot treat more water than the available in the sources even if it has a higher
capacity.

Once new meters are installed, the non metered connections are reduced in the same rate.

For each staff member fired form the utility company a compensation of 6 months of salary has to be paid and will
be considered as a cost for the year after the decision was taken.

Staff salaries remain constant in time and are not affected by the inflation rate.

For treatment infrastructure, the deterioration period is longer and for this reason it was not considered in the
game. This means that there is not such a concept as old and new treatment facilities.
Initial Values for Xai-Xai case study
The case study is developed based on real values collected in Mozambique in the year 2008. These values are presented
in the next tables and are divided between National, Regional and Local.
(National) Mozambique (2008)
Population (2009 est.)
20.26 Million
Life expectancy
Population growth rate (2010 est.)
41.1 Years
1.8 %
Urban population
7 Million
GDP per capita (2008 est.)
956 US$
Inflation Annual Rate (2008 est.)
Mortality rate of children under five
Literacy rate
3%
158/1000
47.8 %
(Local) Initial Xai-Xai Facts (2008)
Unit
No. of Inhabitants
No. of total legal connections
Item
Population
Connections
Unitary Consumption
m3 per connection
Total Billed Consumption
GDP
m3 billed by the utility
US$ per capita
Tariff (2009)
Min. Tariff (2009)
US$ per m3
US$ per month
Produced Volume
m3/year
2749889
Resource Volume
m3/year
2746406
Treatment Capacity
Assets value
Network Size
Number Of Meters
Number of Stand Pipes
m3/year
2749889
5000000
90
2935
65
Indicators
1.6
Value
116400
7732
US$
km
No.
No.
14.8
1374944
956
0.27
2.67
(Local )Initial state Utility Indicators (2008)
Unit
Value
Staff Satisfaction
Scale 1-10
6.5
Working Ratio
Ratio
1.1
O&M In-efficiency Factor
Ratio
1.3
Full recovery ratio
Ratio
0.7
Cash ratio
Ratio
0.2
Commercial water losses
% of water produced
0.1
Customer complaints
Number
2600
Affordability of tariffs
% of GDP
0.05
Awareness to pay
%
0.7
Collection efficiency
% of bills collected
0.85
Physical water losses
% of water produced
0.4
Physical water Inefficiency Factor
System decay from lack of maintenance and SOP’s
1.4
Continuity
Hours of service per day
17
Water quality
% of samples adhering to set standards
0.7
Coverage
% of the total population
0.67
Meter Error
% in the consumption metering
0.04
Illegal Connections
% of illegal connections based on legal
0.05
Own Consumption
% for production own consumption
0.01
Button Functions
7.1. Play Game Button: This is the first button that appears in the screen and the main objective of this one is to
ensure that every time the game is played for the first time, all the decisions that might have being stored from
previous games are deleted and the game starts from scratch.
7.2. Play Turn Button: This button is located on the top corner of the yearly decision tab and is used to send the
message to the simulator to calculate all indicators for the actual round. For each round or turn, the heading will
change indicating which year is being played. After this button is clicked, the previous decisions are stored and
locked and cannot be changed until the end of the game.
7.3. Financial KPI: This button will send the user to
the tab where the financial key performance
indicators are plotted. In this tab there is also a
button that will send back the user to the
“Yearly Decision” tab.
7.5. Operational KPI: This button will send the user
to the tab where the operational key
performance indicators are plotted. In this tab
there is also a button that will send back the
user to the “Yearly Decision” tab.
7.4. Commercial KPI: This button will send the user
to the tab where the commercial key
performance indicators are plotted. In this tab
there is also a button that will send back the
user to the “Yearly Decision” tab.
7.6. Decision Costs: This button will open a new
tab where the cost of each decision taken by
each round is estimated in dollars. This tab only
informs the value of the decision taken and not
the overall cost which includes the fixed
operational costs, asset depreciation , etc…
7.7. Financial State: This button will take the user
to a new tab where the total cost and income
are shown , and the utilization of the initial loan
as well.
7.8. Water Balance: This button will open the bar
graph that shows the bar plot of the water
balance for Xai-Xai utility. This balance consists
in the amounts of water produced, lost and
supplied. In this tab there is also a button that
will send back the user to the “Yearly Decision”
tab.
7.9. Yearly Costs: This button will take the user to
the yearly costs tab which shows how the
decisions are translated in terms of money by
multiplying them with their unitary costs. In this
tab there is also a button that will send back the
user to the “Yearly Decision” tab.
7.10.
Map Of Xai-Xai: This map shows the
area of influence and for future software
improvements might be useful to reflect the
decisions graphically.
7.11.
Save Results: This button will allow the
user to create a text file that contains the results
which can be used afterward for the
benchmarking analysis.
7.12.
Benchmarking: This button will allow
the user to load several result saved files in
order to compare the performance on the
different KPI’s .
7.13.
Reset Game: This button will reset all
the decisions and restart the game. Before
executing all the resting procedure, a message
box will appear in order to confirm the user
decision.
1.7
Decision KPI influence trees
1.8
Simulation equations for KPI estimation

LOAN: 2,000,000 U$D
Loann (U $D)  Loann1  Incometotal n  Costtotaln

Connections: 7,732 (initial Value)
Connections  ( Networkactual ) *
7732connections
90Kmpipe

Stand Pipes: 65 (Initial Value) – Decision

No. Meters: 2935 (Initial Value)

Population: 116,400 inhab. (Initial Value)
Population n ( Inhab.)  ( Population n1 ) *1.03

GDP: 935. (Initial Value)
GDPn1 ( Inhab.)  (GDPn ) *1.03anual _ inlfation

Population Served: 77,586 inhab. (Initial Value)
Populationserved ( Inhab.)  ( No.Connections Domestic ) *

8inhab.
250inhab.
 ( No.ConnectionS tan dPipe ) *
Connection
Conection
Illegal Connections: 5% of total Connections (387)
No.Connections illegal  (0.2246 * Tariff  0.0118) * 0.4  (0.09 * %Subs  0.0983) * 0.4  ( Disconect ?) * 0.2 * 0.1

Network Size: 90 Km (Initial Value)
Network Actual (km) n  Network(km) n1  Networkadditional(km) n

Vol. Produced: 2,746,406 m3 /year (Initial Value)

If (Vol_Available) >( Vol_treated) ---------> (Vol_treated )
Vol. Resource Available: 2,746,406 m3 /year (Initial Value)
Vol _ Availablen (

Else
(Vol_Available)
m3
)  Vol _ Abstractedn1  Additional _ Vol n
Year
Initial Vol. Lost: 1,373,203 m3 /year (Initial Value)

m3
Vollostini (
)  Vol Pr oduced * (% Losses Physical n1  % LossesComercial n1 )
Year
Vol. Supplied: 1,373,203 m3 /year (Initial Value)
Volsup plied (

m3
)  Vol produced  Vollost
Year
Full Recovery Cost Ratio: 0.85 (Initial Value)
F .R.C.R 

Total Income: 389,549 U$D/year (Initial Value)
Incometotal (

U $D
U $D
)  Consumption( m3 ) Con.type * Tariff ( 3 ) * Efficiencycollection
year
m
Demand: 2,556,144 m3 / year (Initial Value)
Vol demanded (

Incometotal
Cost total
m3
m3
m3
m3
)  ( No.Connectionsmetered *10.85
 No.ConnectionsStdPipe * 70
 No.Connectionsunmetered *16.26
) *12months
Year
month
month
month
Collection Efficiency : 0.85 (Initial Value)
Effi.Col metered  (0.028  ( 0.464 *
Ln( Affordability )  0.8554) willingnes s

) * Efficiencygain
2
2
Efficiency gain  0.5 * (1.005  3.168e

No .Connections 1.476
)
No . BollCollectors
)  0.5 * (
0.882 * Ln(Total _ InvestmentSOP's )
 6.04)
No.Connections
Collection efiiciency for standpipes and un-metered connections are constant and assumed as 100%
Total Cost: 457,939 U$D/year (Initial Value)
Cost total (

( 93431.7
U $D
)  Staffcos t  InfraestructureInvestment  Cost O&M
year
Staff Cost: 273,600 U$D/year
Cost staff (
U $D
U $D
U $D
U $D
)  Directors *12000
 Managers * 6000
 (Wor ker s  BillCollec tors  C.S .Employees) *1200
 Personel Fired
year
year
year
year
Personel fired (

U $D
U $D
U $D
U $D
)  ( Directors fired *12000
 Managers fired * 6000
 (Wor ker s  BillCollec tors  C.S .Employees) fired *1200
) * 0.5
year
year
year
year
Total Infrastructure Investment:
Infrestructureinvestment (

U $D
)  Inv. Distribution  Inv.Pr oduction  Inv.Re sources   Inv s tan Pipes  Inv.Meters
year
Total Operation & Maintenance: 184,209 U$D/year (Initial Value)
Cost o&m (
U $D
)  ( Distributi onO&M  Re sources O&M  Pr oductionO&M ) * InefficiencyO&M
year
If there is not any investment for that round in operation and maintenance, the program automatically calculates the initial value of total
O&M affected by the inflation rate powered by the number of passed years until the actual round.
InefficiencyO&M  InefficiencyO&M n 1  0,05  0.4

Inv.Har&Software / 20
Inv.SOP's
Inv.trainees's
 0.4
 0.4
100,000
30,000
10,000
Asset Value: 5,000,000 U$D (Initial Value)
Asset valuen (U $ D)  Asset valuen 1  Inv. Distribution  Inv.Pr oduction  Inv.Re sources  Depreciati on

Depreciation: 100,000 U$D/year 2% of the Asset Value (Initial Value)
Depreciati onn (U $ D)  ( Asset valuen 1 ) * 0.02

Affordability: 5% (Initial Value)
U $D

3 
 Tariff ( 3 ) * Consumption( m ) 
m

 Connection_ type
Affordability 
U $D
GDP
Inhab
yearn

Customer Satisfaction: 9.4/10 (Initial Value)
Customer _ Satisfaction 
Tariff initial
* 0.8  W .Q.n * 0.1  Continuityn * 0.1
Tariff n


Awareness: 70% (Initial Value)
Still missing as it was a function of the old campaigns !!!!
Water Quality: 70% (Initial Value)
W .Q.  (0.793  1.27 * ( Losses Physical )  3.77 * ( Losses Physical ) 2 ) 

%Mantenancenetwork (0.556 * Ln(%Mantenanceresources )  1.092

)
3
3
As conditional value the function is defined to have a maximum of 95%
Continuity: 70.8% (Initial Value)
Volsup pliedn 1
No.Conileg


Continuity(%)   ( 37.705 * Ph.Losses %  25.787) * 0.7  (188.52
 1.2787) * 0.15  ( 0.0033 * No.Contotal  36.58) * 0.15 
No.Contotal

 Vol.Demandn 1 * 24hours

Non Paying Customer Disconnection
IF YES ---------> N.P.C.D  100%
NO ---------> N.P.C.D  0%
 Physical Losses Percentage: 40% (Initial Value)
Phlosses (%) 

Vol.lost
Vol. produced
Physical Loss Volume: 1.09 x 106 m3 (Initial Value)
Vollost  (0.2 * Networknew  Networkold ) *

The program contains a macro routine that updates old network into new network based on the maintenance decisions and also turns
new network into old network after 5 years of being constructed.
Physical Losses Efficiency: 1.4 (Initial Value)
Efflossi  Efflossi1  %inlfation 

8718m3
* Effloss
Km
(0.15 * ( SOPinvestmen )  0.15 * (Trainees investment )  0.6 * ( Leakegeinvestmen )  0.1 * (Officeinvestment )
150,000
Commercial Losses Percentage: 10% (Initial Value)
Comerciallosses (%)  %Consumptionown  (%) Errormetering  (%)Connectionilegal

Commercial Loss Volume: 274 x 103 m3 (Initial Value)
Vol.loss Comercial  Comerciallosses (%) * Vol. produced

Illegal Connections Percentage: 5% (Initial Value)
Connectionsilegal (%) 

No.Connectionsilegal
No.Connectionstotal
Meter Errors: 5% (Initial Value)
(%) Errormeteringi  (%) Errormeteringi 1  (

Own Use: 1% (Constant Value)

Coverage
%Coverage 
Populationactual
PopulationServed
M .Calibratio ninvestment
) * 0.02
30000