526 - Post Implementation Report Revised 2014-10-03
EWB-USA, Philadelphia Professional Chapter
Las Delicias (San Juan Opico), El Salvador
Water Project
Document 526
POST IMPLEMENTATION REPORT
CHAPTER: PHILADELPHIA PROFESSIONALS
COUNTRY: EL SALVADOR
COMMUNITY: LAS DELICIAS
PROJECT: WATER PROJECT
Prepared By
Levi Keene
Brian Hamill
Lisa Tuason
Barry Zeigenfuse
Adam Brostow
Walt Walker
October 3, 2014
ENGINEERS WITHOUT BORDERS-USA
www.ewb-usa.org
Post Implementation Report Part 1 – Administrative Information
1.0 Contact Information
Project Title / Name / Email / Phone / Chapter Name or Organization NameProject Leads / Adam Brostow / / 610-762-0911 / Philadelphia Professionals
President / Walt Walker / / 856-982-9388 / Philadelphia Professionals
Responsible Engineer in Charge / Adam Brostow / / 610-762-0911 / Philadelphia Professionals
Responsible Engineer in Charge / Brian Hamill / / 610-306-0782 / Philadelphia Professionals
Traveling Mentor
Additional Mentor
Faculty Advisor (if applicable)
Health and Safety Officer / Brian Hamill / / 610-306-0782 / Philadelphia Professionals
Assistant Health and Safety Officer / Levi Keene / / 509-429-4192 / Philadelphia Professionals
Education Lead
Planning, Monitoring, Evaluation and Learning (PMEL) Lead
NGO/Community Contact / Lynette Kyle / / 215-992-9372 / FIAT of the Handmaids of the Sacred Heart
2.0 Travel History
Dates of Travel / Assessment or Implementation / Description of TripJuly 2010 / Assessment / New well vs. new tank
November 2011 / Assessment / New tank location
6/11/2012-6/14/2012 / Implementation / Tank construction
7/15/2012-7/18/2012 / Implementation / Tank construction
8/8/2012-8/14/2012 / Implementation / Tank construction
5/18/2013-5/24/2013 / Implementation / Valve boxes/trenching
1/11/2014-1/18/2014 / Implementation / Valve box improvement
5/20/2014-5/27/2014 / Assessment / Tank/Distribution
7/20/2014-7/27/2014 / Implementation / Electronic controls
3.0 Travel Team
# / Name / E-mail / Phone / Chapter / Student or Professional1 / Brian Hamill / / Philadelphia / Professional
2 / Barry Zeigenfuse / / 610-621-2263 / Philadelphia / Professional
3 / Levi Keene / / 509-429-4192 / Philadelphia / Professional
4 / Lisa Tuason / / Philadelphia / Professional
4.0 Health and Safety
4.1 Incident Reports
Did any health or safety incidents occur during this trip? ___Yes _x_No
5.0 Planning, Monitoring, Evaluation and Learning
5.1 Canceled/Non-functioning Projects
Has the status of any of this program’s past-implemented projects changed to Canceled or Non-functioning? ___Yes _x_No
5.2 Is the updated version of the 901B – Program Impact Monitoring Report included with this report? _x_Yes ___No
6.0 Budget
6.1 Project Budget
Project ID: _Las Delecias Water Project______
Type of Trip: __I , M______
Trip type: A= Assessment; I= Implementation; M=Monitoring & EvaluationTrip Expense Category / Estimated Expenses
(Fill in from Pre-trip Report) / Actual Expenses
Direct Costs
Travel
Airfare / 2900 / 2951
Gas / 0
Rental Vehicle
Taxis/Drivers / 100 / 95
Misc. / 87 / 87 (parking)
Travel Sub-Total / 3133
Travel Logistics
Exit Fees/ Visas / 40
Inoculations / 0
Insurance / 90 / 90
Licenses & Fees / 0
Medical Exams / 0
Passport Issuance / 0
Misc.
Travel Logistics Sub-Total / 130
Food & Lodging
Lodging / 910 / 910
Food & Beverage (Non-alcoholic)
Misc.
Food & Lodging Sub-Total
Labor / 910
In-Country logistical support
Local Skilled labor
Misc.
Labor Sub-Total
EWB-USA
Program QA/QC (1) See below
EWB-USA Sub-Total
Project Materials & Equipment (Major Category Summary)
Electrical Equipment / 100 / 365
Project Materials & Equipment Sub-Total / 365
Misc. (Major Category Summary)
Report Preparation
Advertising & Marketing
Postage & Delivery
Misc. Other
Misc. Sub-Total
TOTAL / 4538
(1) Program QA/QC (EWB-USA Headquarters Project Managers and Chapter Relations Managers)
Assessment = $1,500
Implementation = $3,700
Monitoring = $1,150
EWB-USA Headquarters use:
Indirect Costs
EWB-USA
Program Infrastructure (2) See Below / $0 / $0
EWB-USA Sub-Total / $0 / $0
TRIP GRAND TOTAL (Does not include Non-Budget Items) / $0 / $0
(2) Program Infrastructure (EWB-USA Headquarters accounting, administration and fundraising)
Assessment = $500
Implementation = $1,200
Monitoring = $350
Non-Budget Items:
Additional Contributions to Project Costs
Community
Labor
Materials
Logistics
Cash
Other (Tank Sealing)
Community Sub-Total
EWB-USA Professional Service In-Kind
Professional Service Hours
Hours converted to $ (1 hour = $100)
Professional Service In-Kind Sub-Total
TRIP GRAND TOTAL (Includes Non-Budget Items)
Chapter Revenue
Funds Raised for Project by Source / Raised Before Trip / Actual Raised by end of Trip
Source and Amount (Expand as Needed)
Engineering Societies
Corporations / 5000 / 5000
University
Rotary
Grants - Government
Grants - Foundation/Trusts
Grants - EWB-USA program
Other Nonprofits
Individuals
Special Events
Misc.
EWB-USA Program QA/QC Subsidy (3) See below
Total / 5000
(3) Program QA/QC & Infrastructure Subsidy:
Assessment = $1450
Implementation = $3,800
Monitoring = $950
6.2 Professional Mentor Team Hours
Name(s) of Professional Mentor(s) / Pre-trip hours / During trip hours / Post-trip hours / Total Hours1.
2.
7.0 Project Discipline(s): Check the specific project discipline(s) addressed in this report. Check all that apply.
Water Supply
____ Source Development
__x_ Water Storage
__x_ Water Distribution
____ Water Treatment
__x_ Water Pump
Sanitation
____ Latrine
____ Gray Water System
____ Black Water System
Structures
____ Bridge
____ Building
Civil Works
____ Roads
____ Drainage
____ Dams
Energy
____ Fuel
__x_ Electricity
Agriculture
____ Irrigation Pump
____ Irrigation Line
____ Water Storage
____ Soil Improvement
____ Fish Farm
____ Crop Processing Equipment
Information Systems
____ Computer Service
8.0 Project Location
Latitude: 13°44′55″N
Longitude: 89°20′38″W
Post Implementation Report Part 2 – Technical Information
1.0 EXECUTIVE SUMMARY
As part of an ongoing effort to improve water production, storage, and distribution in Las Delicias, El Salvador, a team of four Philadelphia Professional Chapter members traveled to the village and installed a supplementary pump control at the village’s only production well. The team also inspected a recently constructed water storage tank and prepared it for use.
The existing water production infrastructure includes a 275 foot deep production well, a submersible 15 horsepower pump, a 2000 gallon cistern adjacent to the wellhead, a 60 horsepower booster pump, a six inch diameter supply line servicing the holding tanks, the previously existing “upper” tanks which are about 600 feet above the wellhead, and the newly constructed 18,000 gallon tank and adjacent previously existing 9,000 gallon tank, each of which are about 300 feet above the wellhead.
The primary goals of the trip were as follows:
1. Install a variable frequency drive controller on the 60 horsepower booster pump.
2. Install equipment to automate operation of the well and booster pumps while maintaining a suitable water level in the booster tank.
3. Install equipment to automate “off-peak” operation of the well and booster pumps.
4. Inspect the newly constructed and sealed tank.
5. Put each new subsystem into service and tune the overall production system for optimal efficiency.
6. Meet with the local town council and discuss our progress.
7. Train the pump and valve operators on how to use the newly updated system.
8. Collect feedback from the community and asses options for potential future work.
Goals (1), (3), (4), (6), (7), and (8) were completed in whole. Goal (2) was modified based on our findings when we arrived at the site, but otherwise completed in whole. Goal (5) was mostly completed except that the team decided to take the variable frequency drive out of service due to concerns of overheating. It was decided to install a water to air heat exchanger in order to maintain the unit temperature below its operating rating. This will be completed on a future implementation trip.
2.0 INTRODUCTION
The existing water production infrastructure in Las Delicias includes a 275 foot deep production well, a submersible 15 horsepower pump, a 2000 gallon cistern adjacent to the wellhead, a 60 horsepower booster pump, a six inch diameter supply line servicing the holding tanks (which is also shared with the adjacent village during part of its length), the previously existing “upper” tanks which are about 570, 520, and 440 feet above the wellhead, respectively, and the newly constructed 18,000 gallon tank and adjacent previously existing 9,000 gallon tank, each of which are 255 feet above the wellhead.
With this existing system, the community of Las Delicias is able to pump water from their well using the 15 HP well pump into the cistern, then from the cistern to either the upper or lower tanks using the 60 HP booster pump. Since the main supply line is shared use, it is only possible to pump to the holding tanks on certain days of the week. Water distribution is likewise intermittent. At the scheduled times, the valve operator cycles through the village allowing water to flow to individual areas of the village. Many of the community’s 3000 residents will receive water at their homes in this manner though each delivery may come only once a day to once a week and usually lasts between 4 and 6 hours.
The intermittent nature of the water supply has created a culture of scarcity in the community so that when the water is running, residents collect water into all their available containers so that they will continue to have water until the next time the water is running. Some homes leave their faucets open constantly so they can fill their pila and do not miss an opportunity to collect water.
One of the reasons that water doesn’t come more frequently is that the village cannot afford to pay the additional costs of running the pumps for a longer time. One of our primary aims of this phase of the project is to address the high energy costs by increasing the efficiency of the system. Our goals were to:
1. Installing a new water tank midway up the hill so that the water serving the lower areas of the community doesn’t need to be pumped all the way up to the upper tanks. This means that for the same energy cost, more water can be pumped to community.
2. Installing a variable frequency drive on the booster pump. The drive would then help us out in two ways.
a. The first is in providing power factor correction. Historically, the community has had to pay monthly fines for a significantly lagging power factor.
b. The second is in allowing the pump to operate in its most efficient state by varying the motor speed using a variable frequency drive.
3. Installing circuitry that allows the system to run automatically during times of low energy cost (typically 11pm to 5am).
This trip was intended to finalize inspection of (1) and implement (2) and (3).
3.0 PROGRAM BACKGROUND
The Philadelphia Professional Chapter of EWB-USA became involved in the Las Delicias Water Project in 2009 after receiving a request for help from the community. The problem was and is a lack of consistent and clean water to the community. The Handmaids of the Sacred Heart had already been working in the area for many years through a program called Project FIAT, and we were able to build a working relationship with that group to gather additional information.
Initial visits to the community revealed a non-pressurized water system that had been installed in the early 1990s and which provided direct feeds to many of the village’s houses. Water was stored above the village and distributed by gravity with a network of over 150 valves. The team eventually concluded that the primary problems with distribution stemmed from the expense of paying the electric bill for the well and booster pumps, and that increasing the efficiency of the system would in turn yield a greater water volume for a manageable cost.
Over the last 5 years of project activity, our teams have modeled much of the system in flow management software, re-worked some sections of the supply and distribution infrastructures to increase reach and usability, constructed a new 18,000 gallon tank at an elevation that will maximize flow efficiency, and planned out methods of controlling the two pumps so as to decrease electricity consumption. To this end, a variable frequency drive was designed, built, and shipped to El Salvador in the Spring of 2014 for future installation during this trip. The package also included electronics to partially automate the well pump and tools for installation.
4.0 TRIP DESCRIPTION
A team of four Philadelphia Professional Chapter members traveled to El Salvador between July 20th and 27th 2014 with the primary goal to install and put in service several pump control and automation pieces.
The travel team included:
Barry Zeigenfuse – Electrical Engineer
Brian Hamill – Mechanical Engineer (Project Lead)
Levi Keene – Electrical Engineer
Lisa Tuason – Electrical Engineer
Members stayed at the Project FIAT guesthouse in San Salvador under the care of the Handmaids of the Sacred Heart. Project FIAT provided shuttles to the project site in Las Delicias and a translator as needed.
Sunday, July 20, 2014
● Today was a travel day. Brian Hamill, Lisa Tuason, Barry Zeigenfuse, and Levi Keene flew into San Salvador late morning and were shuttled to the Project FIAT guest house by the FIAT driver. Upon arrival, we opened the VFD crate which had been previously shipped to the site, verified that everything had arrived undamaged, and loaded the equipment into the FIAT van for delivery the next day.
Monday, July 21, 2014
● Today was an installation day. We were shuttled to the project site by about 9am. We divided into two teams. Team 1 went to work documenting the existing wiring. This was necessary because since the time of our last visit, an electrical surge took out the soft start for the booster pump which resulted in someone re-wiring much of the control cabinet. Team 2 installed the new VFD cabinet on the wall adjacent to well control cabinet and added power and control conduits between the two cabinets.
● We left the site at about 4pm and stopped by a commercial electrical supply store on the way back to the guest house. We were able to purchase a new 24V power supply which we had been planning to use for control signaling, but which had been removed after the electrical surge. This part cost $170.
● We returned to the guest house and based upon our observations from the day, redrew the electrical schematic to interface with the new system.