Presentation during the 15th African Water Association Congress 2010, Kampala – Uganda
(At Munyonyo Common Wealth Resort)By: Mr. Moses KinyaManaging Director
Mombasa Water and Sewerage Company Ltd. KENYA
Experience of MOWASCO in Staff Training17th March, 2010
Reforms in the Water Sector
• The Water Act 2002 provides the legal & institutional framework for the management and development of Kenya’s water resources and provision of water services.
• Coast Water Services Board is responsible for the provision of Water & Sanitation Services in Coast Province.
• It has established six Water Service Providers one of which is Mombasa Water & Sewerage Company Ltd. (MOWASCO).
Mombasa Water & Sewerage Company Ltd (MOWASCO) was incorporated in December, 2003 under the Companies Act Chapter 486 Laws of Kenya. This is under the water reforms inline with the Water Act 2002 of the laws of Kenya. There are 9 directors, two from the municipal council (Mayor and Town Clerk) and 6 representing
MOWASCO took over operations of water and Sewerage services on 1st September, 2005 under a Service Provision Agreement (SPA) with Coast Water Services Board (CWSB). The Mandate of MOWASCO is to offer water and sewerage services to the residents of Mombasa city
Vision & Mission StatementVisionTo be the leading water and sewerage services provider in Africa
MissionTo be a customer and other stakeholders focused institution providing efficient, reliable and affordable quality water and sewerage services. Through this, we will deliver sustainable, profitable growth and the best value to our employees and stakeholders.
CORE VALUESQuality customer satisfactionCorporate governanceStaff developmentRewarding performanceInnovationCorporate social responsibilityTeamworkGreen EnvironmentEquity
Summary Data
.
34%Staff cost as a percentage of Revenue collection12
US$ 1.05Average water tariff 10
419Total permanent & Contracted Staff7
84%Revenue Collection Efficiency (Average 12 months)9
34,480Total number of Active connections6
20%Sewerage coverage by area12
7Staff/1000 connections11
30%Non Revenue Water (NRW) – (last 12 months average)8
64,270Total number of Registered connections5
40,000 m3Average Daily Supply4
180,000 m3Estimated Current Daily Demand3
940,000Population in Service Area2
230 Km2Area of Coverage1
LevelItem No
Water Supply system
Tiwi Boreholes
olesd
BH
Baricho Wellfiel
d
Mzima
SpringsMarere Springs
Kwale Water & Sewerage Company
Mombasa Municipality Water Supply
Tavevo Water & Sewerage Company
Kilifi –Mariakani Water & Sewerage Company
Malindi Water & Sewrage Comapny
Fig. 3.1 Existing Water Supply System under the Area Licesnsed to Coast Water Services Board
mmKe
y:
MOWASCO LTD. KIMAWASCO LTD. MAWASCO LTD.
6 00 dia 14 km700 dia 9 km
Cl
5,000 m3
25,000
Lower Ribe 950 m3[ by-passed]
Sokoke100 m3
M avueni400 m3
700 dia
800 dia
450 dia
150
3 W ELLS3 6 ,0 0 0 m3 / d
5 W ELLS6 0 ,0 0 0
SURFACE WATEINTAKE [Not in
Tr e a t me nt
Wor k s
BARICHO WATER WORKS
Capacity: 96,000 m3/dPro d uct io
60,000
Kakuyuni1250 m3BPT
225 m3
Kisimani9500 m3
Ganda7800 m3
Jimba1250 m3
Kilif i3550 m3
Boma1450 m3
Ubaoni2650 m3
Nguu Tatu22,500 m3
Jaribuni950 m3
[ Tank and boost er st at ion
12,000
3/d
Losses and on-line consumption 2,500
1,500 m3/d
2,000 m3/d
25,000
3/d
4,000 m3/d
Mombasa Island
North Mainland Mtwapa Kilifi Watamu Malindi
200 & 250
250
60 0 dia
2 00 dia
80 0 dia
7 00 dia
800 dia
700 dia
Baricho to Nguu Tatu = 104 km
BARICHO WATER SUPPLY SYSTEMAS AT MID 1998
Tank out of use - may be repaired
2,250 m3
500 m3
Cl
Cl
Cl
Pumping Facilit ies
Chlorinat ion
Tank Site
Note: Some of the f low f igures are rough est imates due to meters being only recent ly installed.
Kisadca35
Baricho Water System
Human resource is the most important asset that any organization has. MOWASCO has a total workforce of 419 staff composed of staff inherited from Ministry of Water and Irrigation, City Council of Mombasa, National Water Conservation & Pipeline Corporation and contracted staff.
The major challenge has been harmonizing the staff culture and terms of reference. Where two attempts to harmonize have failed and strongly contested by the union. We are hopeful that the current and third harmonization process under implementation and spear headed by a consultant will succeed.
Human Resource:
Main Challenges
• Old and Dilapidated infrastructure (sewer and water)Low sewerage coverage (15%) High No. of consumers billed on estimate (35%) to stalled or non‐working meters.Staff with Different work culture inherited from different institutions (Municiapal Council, NWCPC, MWI, locally contracted).Inordinate placement of inherited staff with no due consideration to qualifications. Previously staff recruitment and promotions were not based on qualifications, but nepotism and influence by those in authority and politicians dictated who was to be recruited. An attempt to recruit artisans/meter readers was met by resistance from leaders who questioned the qualifications specified in the advert.The increased retirement age from 55 years to 60 years – Most operations cadre of staff like artisans, meter readers, line patrollers and customer care officers cannot possibly be as efficient at ages above 55yrs to meet the current demand of work
Main ChallengesIllegal connections/reconnections – some done with the help of staff members.
High Non Revenue Water (NRW)
Huge uncollected Debts of over US$ 7m inherited from previous operator.
Large number of water kiosk operators, many of whom derive livelihoods from the kiosks hence controlling the business is difficult.
Increased population against drop in the water supply
Theft of water/meters and Vandalism of water pipelines
Main Challenges
Blockages, e.g. due to Neem tree rootsConstruction of structures on top of sewer and water lines.Poor workmanship in repair of small diameter service pipesLarge number of non‐working appurtenances (Section valves, line valvesSlow procurement process with inadequate specifications.
Main ChallengesPoor method of installing new connectionsLack of Operation and Maintenance Manual.Policies and Procedures are not documented and are kept in peoples mind. – Leads to non standard performance of workDifficult in serving informal sector due to poor physical planningLack of scheduled preventive maintenance – only curative maintenance is practiced.Spaghetti service lines that are poorly laid leading to leakages and increases chances of illegal connectionsPoor sanitation facilities in the informal sector
Toilet in Bangladesh slum
Unsatisfactory response to customer complaints –Delayed or no response both written or oral complaints.Unsatisfactory maintenance of system records. E.gsystem pressures, flow measurementsLack of patrol and monitoring of programs Lack of scheduled preventive maintenance of electromechanical equipments resulting in frequent system break downs.
Main Challenges
N
Recommended Training Modules
From experienced gained in Malindi training of the operation cadre of staff is vital for the performance of utility particularly in customer care, metering (meter reading disconnection/reconnection and meter servicing), leak and burst repair.
Training in the Following Areas is recommended: Servicing of Consumer and Bulk meters. Operation & maintenance of Pipelines ‐ This should cover leak & Burst repair.Servicing and Maintenance of appurtenances‐ i.e air valves, washouts valves, section and line valves, fire hydrants etc.Partnership with other utilities – To learn from their experience and help in culture change.Supervisory and Management skills for Management and supervisory staff
Recommended Training ModulesISO 9001 Certification – This will enable documentation of procedures and operation and maintenance manualsCustomer care training ‐ for all staff that handle customers including meter readers.Customer Management – For commercial department staffLeak detection training – this in addition to aiding in reducing NRW will improve skills in monitoring system pressures and flows.
Recommended Training ModulesOperation and Maintenance of electromechanical equipments
Installation of New Connections
Training on Prosecutions.
Supervisory skills
Training MethodsTraining in the past concentrated mainly on Top managers
Such Trainings are noted not effective without training the functional/ operations also.
Tailor made trainings that are conducted at the organization area of operation and combined with field practical trainings were noted very effective
Training MethodsSeeing is believing. Partnering with companies that are doing better in a particular field and entering into exchange program is an effective method of impacting skills and knowledge.Practice, practice makes perfect Acquired skills when not put into practice is forgotten. Proper planning before training should be done to ensure that tools and equipment necessary for use with gained new skills are available.
Training MethodsImplementation schedule with proper monitoring help in ensuring that gained skills are used.Seeing is believing. Partnering with companies that are doing better in a particular field and entering into exchange program is an effective method of impacting skills and knowledge.
Thank You