Strategic planning for water utilities in developing countries

2017

This study focused on the effects of strategy on the performance of the Nairobi City Water and Sewerage Company. Most organizations have plans to grow their business and increase sales, service delivery and profits. Some common growth strategies in business include market penetration, market expansion, product expansion, diversification and acquisition. The study focused on four key variables those market strategies, customer care management strategies, financing strategies and technology strategies evaluation by measuring the extent to which this variables influence the performance of Nairobi City Water and Sewerage Company. The study was hinged on the Systemic theory, Expectancy theory, Strategic choice theory, Evolution theory and Resource allocation theory. The study used a descriptive research design. The findings indicated that marketing, customer care management; financing and technological strategies have a significant association as well as relationship with performance of ...

Water Resources Research

In many parts of the developing world investment in water resources takes a large proportion of the available public investment funds. As the conflicts for funds between the water and other sectors become more severe, the traditional ways of analyzing and planning water ...

IOSR Journal of Business and Management, 2014

Public sector organizations have best strategies but results of all organizations are not rewarding in accordance to long term objectives. Developing and having strategy alone is not enough. Implementation of a strategy is more important than formulation. Even an effectively developed strategy that reflects the hard choices an organization must make is worthless if it is not implemented. Today many public sector enterprises have failed to implement well thought out strategies. Well formulated strategies only produce superior performance for the firm when they are successfully implemented. Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation. This study sought to review the factors that affect strategy implementation in the Water Sector in Kenya. The study adopted a desk study where secondary data was analyzed to explore the factors that affect the strategy implementation. After reviewing the literature and experts opinion, the studied identified various factor which affects strategy implementation. These were strategy formulation process, relationship among different units/departments and different strategy levels, executors, communication, implementing tactics, consensus, commitment, organization structure, employees and inadequate resources among others. Some of the recommendations that have been recommended which if implemented would ensure successful implementation of strategies are involving the employees during the strategy implementation process, engaging employees through frequent updates, providing adequate resources, aligning of organization structure with the new strategy, proper structures, clear and well developed strategies, motivation, support by top level management, technological infrastructure among others.

In a series of articles on "best practices" of independent regulatory commissions (IRCs), Sanford Berg and Lynne Holt have noted the ways regulatory processes and policies either promote or deter investments in water and sanitation utility systems. In this article, the authors describe the constellation of factors affecting infrastructure investments and water utility operations. IRCs exercise most direct control over two factors: governance (agency design and processes) and regulatory policies (or incentives). Other factors are generally outside the regulatory domain but may influence or be influenced by regulatory governance and policies. Ultimately, the legitimacy and credibility of the regulatory system depends on how closely water sector performance matches realistic national objectives.

2018

Water is a scarce resource in South Africa and is recognised as a priority issue in the National Development Plan, one of whose key milestones is to ensure that all South Africans have access to clean running water in their homes. The increased expectation for clean water has come with an increased water demand but with little or no expansion of capacity to match the increased demand. The country is currently faced with an aging infrastructure being used to meet increased demand which threatens the sustainability of water utilities. This study considers the sustainability of South African water utility infrastructure, defined by maintenance and capital expansion, and the role of operations strategy defined by five generic operations strategy performance objectives. A framework was developed to investigate the relationship between water utility sustainability in South Africa and operations strategy, and the mediating role of trade-offs in this relationship. A questionnaire was used t...

IJSES, 2021

Water and Sewerage Companies in their respective regions face a myriad of challenges in trying to meet their mission of providing reliable, quality, affordable, sustainable sanitation and water services in a way that is well oriented to customers. Garissa County is among the areas that have a poor access to clean water due to dilapidated infrastructure and poor water quality. Hence, for water service providers like Garissa Water and Sewage Company (GAWASCO) to counter the various challenges, they need to have clear strategies. However, even with excellent strategic plans which define the company's ultimate goals, failure to implement these strategies would be detrimental to the excellence and effectiveness of delivery of water by service providers. The above concern forms the motive behind the study. The main purpose of this study was to assess the effect of strategy implementation on water service delivery in Garissa County. Specifically, the study sought to: establish the effect of resource mobilization on water service delivery in Garissa County; establish the effect of stakeholder coordination on water service delivery in Garissa County; determine the effect of infrastructure on water service delivery in Garissa County and determine the effect of change management on water service delivery in Garissa County. The study was founded on the resource based view theory, stakeholder theory and Kotter’s Model. The study adopted a descriptive research design. The target population for this study was all the 180 employees working with Garissa Water and Sewerage Company in all cadres of management. The study used stratified sampling as well as simple random sampling to generate the sample. The study used primary data collected using semi structured questionnaires. Statistical Package for Social Sciences (SPSS) version 21 software was used to analyze the data where multiple linear regression analysis was conducted. The inferential statistics generated was used to check the relations between variables. A multiple linear regression model was used to show the link between strategy implementation and water service delivery in Garissa County. Quantitative data was presented descriptively and through statistical techniques such as tables and charts while the qualitative data obtained was analyzed using content analysis. The study found that strategy implementation had a positive influence on water service delivery. The regression results revealed that resource mobilization with a coefficient of 0.2

2010

Organizations wholly depend on the environment from which they obtain inputs and also discharge their outputs. For survival and success of an organization particularly in the long term it is necessary that the organization establishes a strategic fit as it interacts with the environment. The environment is generally ever-changing and organizations must adopt strategies that will constantly maintain the fit for it to succeed. It is with this objective that organization result to strategic planning. This study is aimed at investigating and documenting strategic planning practices at the NCWSC. The data collection instrument used was unstructured questionnaire to allow for greater depth in responses through personal interviews. Government concern on water management can be traced to the 1970's through the formation of national water master plan. The enactment of Water Act 2002 was the most comprehensive and modern document from the government. The water act 2002 created and gave clear powers to different bodies on water resource management in the country. Among other things the act requires that water and sewerage services be given separately from other services and the proceeds be used to improve and expand the service. The NCWSC was founded in 2004. Its mandate is to provide water and sewerage services to the city of Nairobi and its environs. The company is owned by the City Council of Nairobi (NCC). The company inherited all assets and liabilities of what used to be the water and sewerage department of NCC. vi NCWSC started practicing strategic planning in 2005 with the establishment of the first business plan. This was soon after the top management had been changed with the installation of the board of management comprising of six functional directors headed by the managing director. Since then the intensity of the practice has been cascaded downwards and participants drawn from all levels of employees. Respondents were drawn from the top management who provided valuable information. The study concluded that NCWSC has in place strategic planning practice. There are effective administrative structures and communication systems that make the practice effective. There is a high sense of commitment by the key players who have their roles clearly defined. It is also evident that performance has improved as a result of the practice. vii

Journal of Resources Development and Management, 2024

Water is a fundamental necessity for human survival and well-being. Globally, the demand for freshwater continues to rise, while the availability of safe, potable water remains limited. Consequently, the sustainable management of water resources is of paramount importance. This study aims to examine strategic approaches to sustainable water resource management in Ghana. A qualitative, descriptive phenomenological approach was utilized to gather insights from the senior management of Ghana Water Company Limited (GWCL) in Sekondi-Takoradi. The participants, each with over two decades of experience in the water utility sector, provided indepth perspectives. Their responses to the research questions were analyzed and presented thematically, offering a nuanced understanding of sustainable practices in water resource management. The findings reveal that Ghana Water Company Limited (GWCL) faces significant challenges in sustainable water resource management, primarily in operational, financial, resource, customer management, institutional, external, political, and nonrevenue water (NRW) areas. These challenges are shown to have a detrimental impact on the long-term sustainability of water resources. Both internal and external environmental factors contribute to these issues, compounding the complexity of achieving sustainable management. Although GWCL has implemented shortterm strategies such as performance improvement programs, dry season crisis management plans, institutional strengthening, and customer education, these measures, while beneficial, are deemed insufficient for achieving sustainable water resource management. The study, therefore, recommends the adoption of long-term strategies to ensure sustainable water resource management. Key recommendations include the implementation of comprehensive strategic planning, active protection and conservation of water bodies, the establishment of new treatment facilities, expansion of the distribution network, and investment in high-quality human resources. Additionally, fostering a positive organizational culture is essential to reinforce these initiatives, ultimately supporting GWCL in achieving a resilient and sustainable approach to water management in Ghana.

International Journal of Research in Business and Social Science (2147- 4478), 2021

Kisumu Water and Sewerage Company has consistently struggled to achieve its envisioned accepted performance range of 80-90% set by the Water Sector Regulatory Board standards, for instance, the company performance was estimated at 76% against business plan target of 80% despite having unlimited access to government subsidies, donor grants, commercial loans and enabling policy environment based on performance review of Kenya’s water services sector 2017/2018. This study sought to establish the influence of strategic resource allocation on performance of KIWASCO. The study adopted a correlation research design with a sample size of 68 respondents selected through Stratified random sampling and data collected using a semi-structured questionnaire. Both descriptive and inferential statistics of correlation and regression were used. The study established a significant influence of resource allocation (p<0.001) on organizational performance at 5% level of significance. It was concluded...

Abstract Africa has a high rate of revenue under-collection in public water utility companies. This rate currently averages 20-50%, and the rate is 18% for Malawi alone. The purpose of this single-case study was to explore credible business strategies senior managers of water utilities use to address inefficiencies in collecting water fee revenues. The conceptual framework for this study was revenue management, which includes strategic constructs for increasing amounts of revenue collection. The target population for this study was 5 senior managers of a public water utility in Malawi, which is located in the southeastern part of Africa. Data collection included semistructured, face-to-face interviews and a review of company documents. The data analysis process involved the use of thematic analysis, including methodological triangulation, to identify 4 themes: innovative strategies, effective metering and billing, customer relationship management, and disconnection of water supply from customers with overdue bills. These themes highlighted credible business strategies that, for these 5 senior managers, were effective in revenue collection. Addressing inefficiencies in collecting water fee revenues will facilitate positive social change by increasing profits, growing the water business, reducing the crime rate by employing more people, providing potable water to reduce waterborne diseases, and contributing to the sustainable social and economic development of the people of Malawi.