Additional Information
Book Details
Abstract
Sustaining High Performing Public Enterprises presents steps taken by National Water and Sewerage Corporation of Uganda, a typical public enterprise, to sustain a high performance momentum after over 15 years of successful utility reforms. Specifically, the author pinpoints key achievements during the period 2013–2018 including growth in geographical coverage from 23 to 240 towns, increase in connections from 310,000 to about 600,000; revenues growing more than three times and network growth improving from 80kms per year to over 2000kms per year. The concept of new public management (NPM) is used to set the scene for a case description of various initiatives and innovations implemented. A balanced scorecard framework is used to characterize the various activities. The book highlights a shift from over-emphasis on positive cash-flows alone to a balanced approach to ‘water for all’ citizens. The need to balance technical work and political aspirations is highlighted. Also featured is the nexus between utility operations and environmental protection to ensure sustainable water supply. The cardinal role of aligning staff needs to organizational needs and working for win-win solutions is also highlighted.
Sustaining High Performing Public Enterprises presents strong lessons and conclusions for utility leaders and policy makers intending to reform their utilities to create value for citizens. It is also of value to academicians and researchers for scholarly studies in water and sanitation governance and management.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Contents | v | ||
| List of Acronyms | ix | ||
| About the Author | xiii | ||
| Preface | xv | ||
| Acknowledgements | xix | ||
| Chapter 1: Introduction | 1 | ||
| 1.1 THE WATER, ENVIRONMENT AND SANITATION SECTOR IN UGANDA | 2 | ||
| 1.2 PUBLIC VERSUS PRIVATE MANAGEMENT IN THE WATER SECTOR | 3 | ||
| 1.3 THE NEW PUBLIC MANAGEMENT CONCEPT | 5 | ||
| 1.4 EVOLUTION OF NWSC PUBLIC MANAGEMENT | 8 | ||
| 1.5 SCOPE OF THE BOOK | 16 | ||
| 1.6 TARGET AUDIENCE | 17 | ||
| Chapter 2: Internal perspective | 19 | ||
| 2.1 OPERATIONAL EXCELLENCE | 21 | ||
| 2.1.1 Restructuring of management of operational areas | 22 | ||
| 2.1.2 Performance contracting | 24 | ||
| 2.1.3 Water loss reduction | 27 | ||
| 2.1.4 Water supply stabilisation | 30 | ||
| 2.1.5 Prepaid metering | 32 | ||
| 2.1.6 Strengthening water quality management | 33 | ||
| 2.2 PROCESS INNOVATION | 35 | ||
| 2.2.1 Revitalising tendering processes | 36 | ||
| 2.2.2 Towards universal water service coverage | 37 | ||
| 2.2.3 Capital projects implementation | 39 | ||
| 2.2.4 Performance improvement planning | 42 | ||
| 2.2.5 Improving communication processes | 44 | ||
| 2.2.6 Information technology (IT) systems | 50 | ||
| 2.2.7 Improving risk management | 52 | ||
| 2.2.8 Other initiatives | 54 | ||
| 2.3 STRATEGIC ALLIANCES AND SOCIAL RESPONSIVENESS | 55 | ||
| 2.3.1 School water and sanitation clubs | 55 | ||
| 2.3.2 Uganda young water professionals chapter | 58 | ||
| 2.3.3 Environmental conservation initiatives | 61 | ||
| Chapter 3: The people perspective | 65 | ||
| 3.1 RE-SCOPING EMPLOYEE JOB DEFINITIONS | 66 | ||
| 3.2 ENHANCING EMPLOYEE PRODUCTIVITY | 67 | ||
| 3.3 STAFF ENGAGEMENT PRACTICES AND WELFARE | 70 | ||
| 3.4 NATIONAL, REGIONAL AND INTERNATIONAL RECOGNITION | 73 | ||
| 3.6 OTHER STAFF MOTIVATION TECHNIQUES | 83 | ||
| 3.7 A NEW APPROACH TO STAFF APPRAISAL | 85 | ||
| Chapter 4: Financial perspective | 89 | ||
| 4.1 EMPHASISING SERVICE EXPANSION RATHER THAN RETAINED EARNINGS | 90 | ||
| 4.2 OPERATING COST CONTAINMENT MEASURES | 91 | ||
| 4.3 REDUCING UNIT INVESTMENT COSTS | 92 | ||
| 4.4 RATIONALIZING THE TARIFF STRUCTURE | 94 | ||
| 4.4.1 Tariff setting procedure | 94 | ||
| 4.4.2 Tariff policy in a historic perspective | 95 | ||
| 4.4.3 The NWSC tariff structure for 2017–2018 | 96 | ||
| 4.4.4 Revenue from each customer category | 97 | ||
| 4.4.5 Basis for the tariff structure | 98 | ||
| 4.4.6 Is NWSC tariff full cost recovery? | 98 | ||
| 4.5 FINANCIAL AND SOCIAL ASPECTS IN INFORMAL AREAS | 99 | ||
| 4.6 KEEPING CLOSE WATCH ON REVENUE ACTIVITIES | 99 | ||
| 4.7 RATIONALIZING FINANCIAL MANAGEMENT CONTROL | 101 | ||
| 4.8 ENHANCING EFFICIENCY IN LOGISTICS MANAGEMENT | 103 | ||
| Chapter 5: Customer and community perspective | 107 | ||
| 5.1 REINVIGORATING THE VISION, MISSION AND CORPORATE VALUES | 108 | ||
| 5.2 STRENGTHENING CUSTOMER INTERACTION MANAGEMENT | 110 | ||
| 5.3 RE-SCOPING AND STRENGTHENING CUSTOMER SATISFACTION ANALYSIS | 112 | ||
| 5.4 INTRODUCING COMMUNITY COMMUNICATION PLATFORMS | 114 | ||
| 5.4.1 Water Community Communication (WACOCO) clubs | 114 | ||
| 5.4.2 Know-Your-Customer (KYC) approaches | 116 | ||
| 5.4.3 Regular high-level stakeholder meetings | 116 | ||
| 5.4.4 Other ways of community penetration | 118 | ||
| 5.5 MANAGING DIPLOMACY | 120 | ||
| 5.6 THE ROLE OF CIVIL SOCIETY | 122 | ||
| 5.7 REGULATION OF PUBLIC SERVICES OVER NWSC | 122 | ||
| Chapter 6: Summary conclusions and recommendations | 125 | ||
| 6.1 GENERAL LESSONS LEARNED | 126 | ||
| 6.1.1 Strong focus on action | 126 | ||
| 6.1.2 Putting an emphasis on service for all | 127 | ||
| 6.1.3 The role of smart staff engagement | 127 | ||
| 6.1.4 Employee buy-in through incentive mechanisms | 128 | ||
| 6.1.5 Economic principles remain relevant | 128 | ||
| 6.1.6 Reinforcing collective leadership | 129 | ||
| 6.1.7 Leveraging information technology | 130 | ||
| 6.1.8 Putting an emphasis on career paths and professional growth | 130 | ||
| 6.1.9 Enhancing individual and team accountability | 131 | ||
| 6.1.10 Emphasising external stakeholder engagement | 132 | ||
| 6.2 SPECIFIC LESSONS LEARNED | 132 | ||
| 6.3 CONCLUDING OBSERVATIONS | 133 | ||
| Index | 139 |