The Face of Truth: Maintenance Without New Stations…

Ibrahim Shaglawi

The Khartoum State Water Corporation recently announced the qualification of companies and contractors to carry out operations and maintenance work for water infrastructure, in a step focused on ensuring the continuity of water supply through extending pipelines, maintaining networks, supplying generators and equipment, in addition to drilling works and geophysical studies, with clear qualification procedures starting on April 5, 2026.

This announcement represents a positive step from the perspective of maintaining the service. At the same time, however, it reveals the absence of a strategic vision for water expansion. Focusing on maintenance and procurement preserves what already exists, but does not keep pace with the increasing demand in the capital, especially in light of continuous population growth and the declining efficiency of old stations, despite the existence of previous studies for establishing new ones.

Water stations in Khartoum, in general, are suffering from the repercussions of war. They face accumulated challenges: low productivity, complete reliance on public الكهرباء, and frequent stoppages during outages, in addition to the absence of effective periodic maintenance.

These combined factors have rendered these stations incapable of meeting actual demand, especially during times of crisis. This issue is clearly illustrated in the experience of Al-Manara Station, which was established in 2010 at a cost of $106 million, half of which was a Dutch grant. At the time, it represented a qualitative leap in water supply for the localities of Karari, Omdurman, and Umbada. However, the recent war exposed the fragility of its operational model, as the station relies almost entirely on electricity, without effective alternatives such as backup generators or solar energy.

With the targeting of the Merowe Dam power station, Al-Manara stopped pumping at times, forcing citizens to rely on barrel water at high prices, alongside voluntary initiatives. The crisis reflects a flaw in planning.

This experience reveals a limited pattern in service management, where infrastructure is handled with a mindset of daily operation rather than long-term investment. This reflects a gap in the development model itself, which was not designed to absorb shocks or adapt to a volatile environment, as is the case during war.

The corporation’s announcement, despite its importance, focuses on maintenance and the provision of basic equipment, but does not include clear indications of introducing modern technologies for water treatment or energy management—elements that are essential for reducing operational costs and achieving service sustainability. It also lacks a direction toward establishing new stations with higher production capacities, which represents the most effective solution to relieve pressure on the current infrastructure, as well as to meet the growing demand for the service.

In times of war, this gap becomes more dangerous. Water management is no longer merely a service issue; it has become part of the equation of stability, security, and strengthening trust in the state’s ability to manage its resources. Reliance on unstable energy sources, or on a centralized network without alternatives, makes the service vulnerable to interruption under any security or technical emergency, directly affecting citizens’ lives.

The economic and social dimensions of the crisis are no less evident. Rising prices of tanker and the possibility of contamination, street congestion, and disruption of commercial and service activities all indicate that the problem is no longer confined to a technical aspect, but has become a daily burden weighing on citizens. These repercussions raise a legitimate question about the efficiency of resource management and its readiness to confront crises.

What emerges from this reality is that maintenance, despite its necessity, is only a short-term response. The real solution requires strategic planning based on identifying high-demand areas—especially during the summer season—estimating future needs, and distributing production sources, along with introducing alternative energy and developing operational and monitoring systems. Without this vision, current efforts will remain vulnerable to repetition with every electrical or security crisis.

Coordination among relevant authorities also remains a crucial factor in this file under the country’s conditions. The absence of integration between service planning and security considerations weakens the state’s ability to ensure the continuity of essential services.

The water crisis in Khartoum reveals not only a shortage of resources but also the limitations of how they are managed. The solution begins with redefining water management as a strategic issue built on expansion, diversification of energy sources, and prior preparedness for crises. Only this approach can transform water from a service threatened by interruption into a stable right unaffected by the fluctuations of war or power outages.

According to #Face_of_Truth, the corporation’s announcement reflects an awareness of the importance of operational continuity, but it does not rise to the level of a fundamental solution to Khartoum’s water crisis.

Maintenance, no matter how efficient, cannot substitute for well-planned expansion and investment in more flexible and sustainable infrastructure. What the capital needs today is not only preserving what remains, but building what can withstand the challenges of growth.

Maintenance may keep water flowing today, but it alone does not guarantee that thirst will not become a permanent crisis tomorrow.

Stay well and in good health.

Wednesday, April 8, 2026

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