strategic planning for zamboanga city water district

ZCWD Strategic Plan 2010-2014Page 2

Table of ContentBoard Resolution

Message of the Chairman of the Board

Message of the General Manager

Executive Summary

Chapter 1 About Zamboanga City

Chapter 2 Historical Profile of Zamboanga City Water District

Chapter 3 Company Profile

Chapter 4 Strategic Concerns

Chapter 5 Vision, Mission and Core Values

Chapter 6 Strategic Goals

Chapter 7 Operational Plan

Chapter 8 Plan Implementation

Chapter 9 Plan Monitoring and Evaluation

Acronyms

Acknowledgement

Congratulations!

The realization of the Strategic Plan for 2010-2014 is a milestone achievement of theZamboanga City Water District.

A roadmap has been set. We now have our tool to effectively plot the direction wherewe want to go and how we will get there, and what we want to achieve by 2014. The Planalso lays down the fundamental purpose of the organization, which is to provide adequateand sustainable supply of potable water, sewerage services, and collaborates with allstakeholders in the protection and preservation of watershed and the environment. Themajor programs, projects and activities enumerated in the Plan are manifestations of theorganizations commitment to continuously improve delivery of services to its customers.I am grateful that we have finally established a base in which progress can be measuredand a mechanism to determine where the needed change can be made.

The never-ending road of public service continues to challenge and engage everyofficial and employee to transform the Zamboanga City Water District into a premierewater utility. We cannot falter. We have to prevail. We have to be more resilient and readyfor the long road that beckons us. The Strategic Plan is our tool and guide in charting abetter future for us and our customers. Together, lets unite and move in one directiontowards our vision.

On behalf of the Board of Directors, I would like to extend my profound complimentsto the management, planning team and all those who, in one way or the other, havecontributed in formulation of this plan document.

Message of the Chairman


EDWIN N. MAKASIARChairman, Board of Directors

ZCWD Strategic Plan 2010-2014 Page 5

LEONARDO REY D. VASQUEZGeneral Manager

Saludo de Paz!

The Zamboanga City Water District (ZCWD) has been gearing itself towards expandingits services to the Zamboangueos along with responsive and innovative developmentalprojects to modernize and upgrade its facilities particularly the distribution lines. Since itshistoric start in April 1, 1974, the ZCWD has risen to the challenges and the increasingdemands of its customers. Amidst all the changes and innovations, the ZCWD has alwaysmaintained its strength in service and commitment. It takes pride in continuously improveservices to the public in general and its customers in particular.

The Strategic Plan 2010-2014 is a document that outlines the thrusts and priorities ofthe ZCWD in the next five years. It serves as a tool for ensuring that the programs,projects and activities are realized within the timeframe and that strategic goals are achieved.It is also the water districts roadmap to a better future.

I am happy that the ZCWD has taken a bold step forward with the formulation of astrategic plan that will serve as a guide towards developmental initiatives of the office inpursuance of improved services. As we strive to be a premiere water utility, it is essentialthat we utilize every available resource and improve mechanism for progress. The conductof the strategic planning workshop paved the way for the management and the Board ofDirectors to identify the different concerns of the office and the strategies that will addressthese concerns.

As we look with optimism in the future coupled with hard work and dedication, I sharewith the ZCWD these aspirations to serve the public in the best possible way.

Finally, I thank all the members of the Board of Directors, management and staff whohave put their minds and hearts in the realization of the plan, including the staff of theManagement Services Division who composed the planning team.

Muchas gracias!

Message of the General Manager

Executive Summary


The Strategic Plan 2010-2014 is the Zamboanga City Water Districts roadmap to a better future.

Chapter 1 briefly narrates the history of Zamboanga City, which is the franchise area of the ZCWD. Specifically,it shows how the citys population has grown by an average growth rate of 3.54 percent from 2000 to 2007.Assuming that the 3.54 percent growth rate remains constant over the next 5 years, the estimated population ofthe city would be 982,826 in 2014 and over a million people by 2015. This chapter also emphasizes on thegeographical advantage of Zamboanga City in the Brunei-Indonesia-Malaysia-Philippines East Asean GrowthArea (BIMP EAGA).

The historical profile of ZCWD is discussed in Chapter 2. It gives an account of how the water district grewfrom a small waterworks and sewerage system in 1948 to a very large water utility company in 2004 and froma quasi-public corporation to a government owned and controlled corporation. It also embodies a brief descriptionof its service area, which is about 45 percent of the citys 98 barangays.

Chapter 3, details the organizational structure and composition of the various offices of the ZCWD, includingits major facilities.

The strategic concerns that need considerable attention and resources are explained in Chapter 4. Theseconcerns are focused on the factors that matter much to the customers such as quality of water, slow responseto restorations, low pressure, long queuing time during payments and others. It also describes major factorsaffecting personnel growth and development. In short, this chapter focuses on the external and internal factorsaffecting the efficient delivery of services and the ability of staff to adapt and adjust to the fast changingenvironment.

The next chapter (5) clearly states the office dreams and aspirations to be a premiere water utility companythat provides excellent service to its customers. The six core values articulate how every official and employeeof the water district should conduct themselves in the performance of their job. Chapter 6 enumerates the fourmajor strategic goals that the water district has to achieve by 2014.

A major content of the Strategic Plan is contained in Chapter 7. The Operation Plan provides a menu ofprograms, projects and activities that were identified to support the attainment of the strategic goals enumeratedin Chapter 6. It specifies key performance indicators (KPI) or objectively verifiable indicators (OVI), whichare the bases for measuring organizational and individual performance outputs. The Operational Plan alsoguides all operating units of the ZCWD in the formulation of annual work and financial plan.

The last two chapters of the Strategic Plan describe how all the programs, projects and activities will beimplemented, monitored, and evaluated. Specifically, mid-term and terminal reviews will be undertaken in2012 and 2014, respectively, to assess what has been achieved and determine what more could be done toaddress gaps in implementation.

Finally, the Strategic Plan is a milestone in the history of ZCWD. Its formulation was a product of participatoryprocesses involving middle and top management and the members of the Board of Directors.

With this plan document, the ZCWD will be able to prioritize its development efforts and re-focus its scarceresources to addressing the strategic concerns, such as but not limited to, addressing the high non-revenuewater (NRW) and unaccounted for water (UFW), improving services to customers, enhancing employeecapabilities, modernizing the office, and professionalizing our approaches to doing business.

A just and responsible implementation of the plan by its dynamic human resource coupled with responsivepolicy environment will magnify the image of the ZCWD as a premiere water utility company that is at par withinternational standards.

(Footnotes)1 City Planning and Development Office, Zamboanga City

Zamboanga City: A brief historical profile

Zamboanga City has a rich and colorful history as early as the 13th and 14th centuries, when it was thecenter of barter trade among the Chinese-Malays and local natives. Samboangan comes from the Malayword Sambuan, meaning, the long pole used to move the frail vintas. Some opined that the name Zamboangacould have been derived from the Malay word Jambangan which means a pot or place of flowers.

The Spaniards made their presence felt in 1593 with a Catholic Mission briefly established at La Caldera,now known as Recodo. However, the city traces its foundation to June 23, 1635 when Fr. Melchor DeVera, a Spanish Jesuit-Priest and an Engineer laid the corner stone what is now historic Fort Pilar. FortPilar became the center of settlement and provided protection from pirates. In 1872, the Spanish Crownformally proclaimed the settlement as Leal y Valiente Villa. The long and relatively continuous presence ofthe Spaniards amidst diverse Filipino ethno-linguistic groups spawned the unique language Chavacano,an amalgam of Spanish and many other native dialects. Chavacano remains the predominant medium ofcommunication in the city today.

In 1898, the Americans occupied Zamboanga. In 1901, the settlement was formally organized into amunicipality under Public Act No. 135. From 1903 to 1913, Zamboanga was the capital of practically thewhole of Mindanao comprising five districts, namely: Cotabato, Davao, Sulu, Lanao and Zamboanga. OnOctober 12, 1936, Zamboanga became a Chartered City under Commonwealth Act No. 39. From itshistoric past, Zamboanga City has evidently played a dominant role in Southwestern Mindanao as thecenter of trade and commerce, transportation and communications, education, government, and religion.On November 22, 1983, the then Ministry of Local Government declared Zamboanga a highly urbanizedcity in accordance with the provisions of the Local Government Code of 1983(BP 337).

For a community to move forward, it is essential that it looks back to its past, remembering the cityshistorical assets and making its historical landmarks significant that should be protected and preserved at alltimes. The most enduring landmark of the Spanish era is the Fort Pilar, which eventually became the Shrineof the Lady of the Pillar.


1About Zamboanga City1

aggregate area of 6,248.50 hectares making the total land area of the city 148,338.49 hectares.

This total land area can still be increased by 42,000 hectares more with Limpapa and Lunday Valley areas,subjects of legal suits for territorial jurisdiction, should the courts decide in favor of the city against theprovince of Zamboanga del Norte.

The overall topography of the city could be described as rolling to very steep. There are some flat lands,mostly narrow strips along the east coast. The urban center is mostly flat with a gentle slope to the interior.The highest registered elevation is 1,346 meters.

The southwest and eastern sides of Zamboanga City are grounded by irregular coastlines with generallyrocky terrain with occasional stretches of sandy and gravelly beaches. The coastal profile usually descendsabruptly towards the sea. In some places where there are rivers, embayment occurs, thus, filling up areaswith alluvial materials producing small tracts of coastal plains and sometimes broad plains.

There are 37 barangays in District I and 61 barangays in District II. Within these two districts there are 30urban barangays and 68 rural barangays.

The city falls under the third and fourth type of climate, seasons are not very well pronounced, relativelydry the months of March, April and December, and relatively wet from May to October. The city beingoutside the typhoon belt is rarely visited by typhoons.

The hottest temperature in 2008 was recorded at 29.0o Celsius in December and the lowest temperatureat 26.4o Celsius in August.


Physiography

The City of Zamboanga is located at the southernmost tipof the Zamboanga Peninsula. It is approximately 505nautical miles south of Manila, 365 nautical miles northeastof Kota Kinabalu (Malaysia), 345 nautical miles northeastof Manado (Indonesia), bounded to the west by Sulu Sea,on the east by the Moro Gulf, and on the south by theBasilan Strait and Celebes Sea. Its distance from CebuCity is about 270 nautical miles, and is 320 nautical milesfrom Davao City.

As of the 2007 census, more than 774,407 peopleinhabited the approximately 142,089.99 hectares or1,420.899 square kilometers of Zamboanga City. Thisdoes not include the 33 other islands/islets within theterritorial jurisdiction of the city, having an estimated


Demography

Zamboanga City has a total population of 774,407 as of 2007 census. This represents anincrease of 172,613 or 3.54 percent average population growth rate from the 2000 censusof population and housing. There are approximately 165 thousand households consideringthe average household size of a Filipino family, which are 5 persons per household. Thenumber of persons with disabilities is 4,568.

As of year 2000, the working age (15-64 years old) comprises about 60 percent of the totalpopulation. Child population stood at 37.3 percent while an estimated 3 percent representsthe elderly (65 years old and over).

The citys population is predominantly Roman Catholic, which is 66.46 percent. Islam isabout 27.69 percent while the rest represents the Protestants and other religious affiliations.In terms of ethnicity, Zamboangueos comprise about 45.5 percent, followed by theTausugs and Cebuanos with 16.40 and 7.08 percent, respectively.

Land Area

Zamboanga City has a total land area of 148,338.49 hectares or 1,483.38 square kilometers,including the 12,107 hectares of watershed and its buffer zone area that are protected bylaw. About 95 percent of its land is classified as rural area. As of 2008, the city has over 37thousand hectares of lands for potential development. The following is the breakdown ofthe citys land uses: a) Agricultural (45.9%), b) Forest Land (32.24%), c) Protected Area(9.43%), d) Residential (6.51%), and e) Other Classification (5.92%).

Geographical Advantage

The city is the commercial, industrial, commercial and educational center of ZamboangaPeninsula. It is the gateway to the Brunei-Indonesia-Malaysia-Philippines (BIMP) EastAsia Growth Area (EAGA), and the only city with economic zone and free port in Visayasand Mindanao. Its air and sea ports serve the provinces of Basilan, Sulu and Tawi-Tawi ofthe Autonomous Region for Muslim Mindanao (ARMM).


1.1. Original Water System

The original water system in Zamboanga Citywas built by the United States colonialgovernment in 1911 for the purpose of servingthe needs of US forces in the city at the time. Itconsisted of an intake box, a grit removal basin,a three- kilometer reinforced concrete aqueduct,a reservoir and a distribution system. This wasexpanded in 1930.Zamboanga City took overthe management of the water system in 1948.The water system was subsequently named asZamboanga City.

Waterworks and Sewerage System (ZCWSS). The city government, through a P2-million financingloan from the Development Bank of the Philippines, funded the repair and improvement of the watersystem.

1.2. Creation of Zamboanga City Water District

In September 1973, former President Ferdinand E. Marcos issued Presidential Decree 198 otherwiseknown as the Provincial Water Utilities Act of 1973. This Act authorized the formation of waterdistricts to operate local waterworks system.

Consequently, the Zamboanga City Water District (ZCWD) was created pursuant to Resolution No.446 (amended by Resolution No. 77, dated March 6, 1974) that was passed by the Zamboanga CityCouncil on November 8, 1973.

The Zamboanga City Water District took over the operation of the Zamboanga Waterworks andSewerage System on April 1, 1974.

Two years after, the Local Water Utilities Administration (LWUA) granted the ZCWD a P1.2- millionloan package for the construction of three deepwells, a laboratory, and the purchase and installation of5,000 water meters. In 1978, the following projects were implemented under the ComprehensiveWater Supply Improvement Program (CWSIP) that was funded by a loan from the Asian DevelopmentBank (ADB) thru the LWUA:

Construction of a 35,000-cubic meter water treatment plant; Construction of diversion dam and intake facilities on the Tumaga River;

2Historical Profile of ZCWD


Laying of a 4.1-kilometer raw water transmission pipeline and 33 kilometers of main distributionand pipeline network; and

Installation of fire hydrants and transfer of service connections.

1.3. As a Private Water Utility

The Zamboanga City Water District operated as a quasi-public corporation performingpublic service and supplying public wants1 until the Supreme Court decided on thecase of Davao City Water District et. al. vs. CSC et. al. on September 13, 1991 thatwater districts are government- owned and controlled corporations2.

1.4. As a Government-Owned and Controlled Corporation (GOCC)

On March 12, 1992, the Supreme Court declared with finality that all water districts in the countrywhich were created under Presidential Decree 198, including Zamboanga City Water District, aregovernment-owned and controlled corporations (201 SCRA 593).

It is a self-sustaining government corporation that does not receive subsidy from the national government.It generates its own revenue from the sale of water and other relevant services. Like any governmententity, the Zamboanga City Water District is also covered by rules and regulations of the Civil ServiceCommission, Commission on Audit and other regulatory institutions of government.

The MOA specifically provided that all city-funded water system projects, once completed,will be turned-over to ZCWD for operation and management to ensure sustainability.

(Footnotes)1 Title II, Section 8 of Amended PD 1982 Ibid

1.5. Franchise and Service Areas

The franchise coverage of Zamboanga City WaterDistrict covers the entire area of the city, which iscomposed of 98 barangays. Its present servicearea is the forty-four (44) barangays within theseven kilometer radius. Other independent watersystems owned and operated by the water districtare those in Vitali, Sangali, Pasobolong, andLabuan. These water systems were funded bythe city government and implemented by theZamboanga City Water District, which signed aMemorandum of Agreement (MOA) with theformer.


3 Company Profile3.1 Organizational Structure

The Zamboanga City Water District has a five-member board, which is the policy-making body of the water district.

It has the Office of the General Manager, which is headed by a general manager with arank equivalent to a regional director of the national government agency. Under theOffice of the General Manager are the two groups - the Office of the Operations Groupand the Office of the Finance and Administration Group. These groups are headed byan assistant general manager.

As of 2009, the ZCWD has seven (7) departments three from each group and one,which is the legal department, is directly under the Office of the General Manager.

a. Board of Directors

The Board of Directors (BOD) is the policy making body of the water district. It iscomposed of five members representing the following sectors:

o Womens organizationso Business, commercial and financial organizationso Civic-oriented service clubso Professional associationso Educational institutions

All members of the board are appointed by the local chief executive. The Chairman,Vice-Chairman and the Board Secretary are elected by the majority votes of themembers.

The Board is supported by 1 technical and 3 support staffs that are under the directtechnical and administrative supervision of the general manager.

a. Office of the General Manager (OGM)

The Office of the General Manager is headed by a general manager who is appointedby the Chairman of the Board and whose appointment is confirmed by the Civil ServiceCommission.

The Office of the General Manager is supported by the Legal and Management ServicesDepartment. It also directly supervises the Bids and Awards Committee (BAC)Secretariat and the proposed Internal Control Unit.

b. Office of the Finance and Administration Group

This group is headed by an assistant general manager. It has the following departmentsand divisions:

o Administrative and General Services Departmento Human Resource Divisiono General Services Divisiono Procurement and Property Materials Divisiono Transport and Maintenance Division

o Accounting and Treasury Departmento General Accounting Divisiono Budget and Cash Management Division

o Commercial Services and EDP Departmento Customer Services Divisiono Customer Account Divisiono Electronic Data Processing Division

c. Office of the Operations Group

The Operations Group is headed by an assistant general manager. The following arethe departments and divisions under this group:

o Engineering Departmento Planning and Design Divisiono Construction Divisiono Environmental and Watershed Protection Division


o Production Departmento Quality Control Divisiono Production Operation and Maintenance Division

o Maintenance Departmento Mainline/Serviceline Divisiono Utility Maintenance Division

3.2. Executive Committee (ExeCom)

The Executive Committee is the management group that supports the Board of Directorsin the execution of policies, programs and projects. It is mainly composed of the GeneralManager, Assistant General Managers and Department Managers.

The Management Services Division under the OGM serves as the secretariat of theExecutive Committee.

3.3. Main Office


The main office, which is located along Pilar Street,Zamboanga City, is a three-storey building with a roofdeck. The first level houses the Collection Center,Commercial Services and Electronic Data ProcessingDepartment, Customer Services Division, CustomerAccount Division and Office of the General Manager.The Legal and Management Services Department,General Services Section, Cash and Treasury Section,Medical Office, satellite office of the Operations Groupsand the office of the Auditor are housed at the secondlevel. At the third level are the Board of Directors, HumanResource Division, Budget and Cash ManagementDivision, Purchasing Section, and the office canteen.

3.4. Regional Training Center (RTC)

The Regional Training Center wasestablished in 1977 thru the assistanceof the Local Water UtilitiesAdministration. Most trainingsprograms and other capability buildingactivities like seminars, includingmeetings were undertaken at the RTC.The amphitheatre-like training centercan accommodate 30 participants. It ismanaged by a staff who is designatedtraining director..

The RTC, which is now named Teodoro C. Araneta Training Center, is located withinthe compound of the old reservoir.

3.5. Pasonanca House

The Pasonanca House (formerly Phase II StaffHouse) guest house was constructed by theEngineering Department in 1990. It was purposelybuilt as an office and sleeping quarters for theresident engineers during the construction of thePhase II of the Water Treatment Plant.

It has a living room, dining area, toilet and bath, and four bedrooms equipped withindividual air-conditioning units. Officials, guests and seminar participants from otherwater districts are normally accommodated at the facility.

It is strategically located within the Pasonanca Parks natural swimming pool.

3.6. Coco Pavilion

The Coco Pavilion is situated beside the old reservoir. It has an open and coveredspace which is used for multi-purpose activities. The office of the Planning and DesignDivision occupies the office beside the Coco Pavilion.

3.7. Motor Pool

The motor pool is likewise located at Pasonanca,about 200 meters away from the treatment plantsand the old reservoir. It houses the garage area forall utility vehicles, heavy equipment and the Officeof the Property Section.

3.8. Treatment Plants

The treatment plants are located at the PasonancaPark at Barangay Pasonanca, Zamboanga City. Itis about 6 kilometers away from the city proper.The main office of the Operations Group is housedwithin the area of the treatments plants, includingthe Laboratory.


3.9. Old Reservoir

This asset of the ZCWD is also located atPasonanca Park, just a few meters away from thetreatment plants and beside the Pasonanca naturalswimming pool. It has a total capacity of 10,000cubic meters. Excess water from the diversion weiris conveyed to this facility thru the intake and atransmission line.

3.10.Diversion Weir

The diversion weir on the Tumaga River isabout 4.1 kilometer upstream of the WaterTreatment Plant. The dam is made ofreinforced concrete construction. It has 18meters long crest, 3.50 meters toe to crestheight. It has an elevation of 74.20 metersabove sea level. Its main purpose is todivert water coming from the source(watershed) to the treatment plants thru thetwo transmission lines especially duringsummer season when streamflow is belownormal.

3.11.Sand and Grit Removal Basin (Intake)

This facility supplies water to the old reservoir. Excesswater coming from the diversion weir is diverted throughthe intake. It also serves as removal basin for sand andgrit before water is conveyed to the old reservoir via thetransmission line.

3.12.Sewer

The ZCWD sewerage system was constructed in thelate 1930. Part of it appurtenances are two pumpingstations and several manholes located at differentstrategic points of the sewerage network. It operatesat least (eight) 8 hours a day or as the needed arises tomaintain periodic leaning of the lines. Chemical areused to declog the lines, dispense oil and solidify wasteat the settling tank. Each pumping station has three(3) centrifugal pumps with electric motors as its primemovers. These two pumping stations have a combinedcapacity of 1,650 gallons per minute per pump.


o Tetuan

o Pasobolong (two units)

o Trumata

o Canelar

o Divisoria

o Tumaga

o Cabaluay

The sewer lines have approximately 9,910meters serving an area of about 2.5 squarekilometers. There are almost a thousandconnections that have a total outfalldischarge pipe of 315 meters long.

Waste and wastewater establishmentsconnected to the sewer lines are collectedat the receiving tank thru gravity systemand eventually transmitted to its point ofdisposal.

3.13.Production Wells

The ZCWD has 21 functional productionwells and two independent spring watersources located in Lamisahan and Labuan,Zamboanga City. The former servesBarangay Sangali. These are located in thefollowing strategic areas within the city:

o Sta. Cruz

o Guiwan

o Cabatangan

o San Roque (two units)

o Baliwasan

o Sta. Maria (four stations)

o Putik (two units)

o Tulungatung (two units)

o Lunzuran

o Ayala (two units)


Four of these production wells need rehabilitation and upgrading.

4.1. External

4.1.1. High Non-Revenue Water and/or Unaccounted For Water

The most pressing concern of the ZCWD is the high non-revenue water (NRW) and/orunaccounted for water (UFW). Data as of December 2008 reveals that the rate forUFW is 38.12 percent. While this figure is below the 40 percent industry standard, it ishighly alarming

Growing rate of leakages is due to the dilapidated pipelines, improper installation ofpipes and fittings, and poor handling of materials during hauling prior the installation.These leakages are a major contributing factor for the non-revenue water.

4.1.2. Turbidity/Poor Quality of Water

In some service area of the ZCWD, the sources of water are the production wells.There are wells that contain minerals like iron and manganese. While the mineralcontent is within the permissible limit for drinking standard, operational costs arerelatively higher.

Water is mainly distributed through the pipelines. The chlorine in water that stays fora long period of time in a pipeline such as in dead end areas causes the oxidation ofiron and manganese. When the chlorine precipitates, the water becomes brownish incolor.

The color or quality of water drawn from the pipelines in some areas is also affectedby the sudden disturbance of accumulated sediments by abrupt change in water pressureor excessive movements of water within the pipelines, which normally happens aftera pipeline is emptied due to long power interruption and/or activities involvinginstallation, repair or rehabilitation.

4.1.3. Long Queues During Payment of Bills

Long queues in payment normally occur after a long vacation or holidays. At themoment, there are only three collection centers-one is the Ayala Satellite Office,another one is done once a month at Sangali, and mostly at the Main AdministrationBuilding where only five (5) collection counters are available.

With the increasing number of new water service connections, there is a need tostrategize collection efforts to serve the customers better. The main collection centeris not spacious enough to accommodate thousands for customers who pay their billsespecially after a long weekends or holidays. There is also no adequate parking spacefor the customers.


4 Strategic Concerns

4.1.4. Slow Response Time for Restoration

Restoration is an activity undertaken to restore breakages on concrete pavements as aresult of leak repairs.

Slow response on restorations occurs due to: a) unavailable or lack of constructionmaterials, service vehicles and equipment, and b) bad weather condition. It can also beattributed to lack of proper planning, and coordination between and among the concernedunits.

4.1.5. Low Water Pressure in High Elevation Areas

Some areas within the ZCWDs service coverage experience low water pressure orsometime no water at all during peak hours. Among the major causes are the following:

o dam water level and Water Treatment Plant tank level are low

o raw water coming the Tumaga River is highly turbid

o illegal use of booster pumps

4.1.6. Tilted and Buried Water Meters

Proper installation and elevation of water meters are necessary to facilitate reading,maintenance and monitoring. It also helps in reducing non-revenue water andunaccounted for water. About xx percent of the total active water service connectionsare not within the manufacturers standards.

4.2. Internal

4.2.1. Lack of Capability and Modern Equipment to Diagnose Leaks

The ZCWD is always committed to deliver better services to its customers. However,there are instances when complaints or customers have to wait longer because of lackof manpower, service vehicle and even functional equipment. In such circumstances,the customer becomes dissatisfied with the performance of the water district. Slowresponse in arresting leaks will also contribute to the increase in unaccounted for water(UFW) and non-revenue water (NRW), which are the major concerns that needimmediate attention.

A deeper analysis of the situation would indicate that the office only needs to focus onmanagingtime and prioritizing actions that can aid in resolving these concerns.Enhancing skills of staff through continuous capability-building activities and providingthem with modern equipment that will facilitate fast and easy completion of work canincrease efficiency and productivity.


4.2.2. Skills and Job Requirements Mismatch

Mismatch of skills refers to the staff position that does not match staffspecialization.

The ZCWD started as a quasi-public organization. As such, policies and practices onhiring did not necessarily follow a qualification-based selection similar to the normin government agencies but rather on the appropriate skills of the applicants that aresuited to the job requirements. When the Supreme Court ruled in 2004 that waterdistricts are government owned and controlled corporations (GOCC), the situationbecame complicated within the ZCWD in terms of hiring and promoting those whohave been in the service. on a job order basis for years. At this time also, the ZCWDapplied for a recategorization from a large to very large water district. Saidrecategorization created more positions. A hundred of these were unfilled sinceapproval by the Department of Budget and Management. Some were promoted. Otherswere hired. However, many job order workers who do not possess civil serviceeligibility were not given permanent items nor offered attractive terminationcompensation package. Instead, the water district maintained their status as joborder workers by providing allocation in the annual budget.

This situation in the office still exists notwithstanding constraint by the Departmentof Budget and Management that job order workers are project-based. Many ofthese job order workers are highly skilled but lack civil service eligibility. Suchconcern does not have any special law or exemptions that would recognize their skillsto secure tenure in government service.

4.2.3. Unproductive Employees

Productivity in the ZCWD is measured by the amount of services provided by itsemployees in a given period of time. It is affected by any or a combination of thefollowing factors:

o Physical location of office;

o Absence or lack of advances in technology;

o Unorganized work activities;

o Unresponsive managerial, organizational, and political-legal environments;

o Ineffective personnel recruitment, trainings, and performance motivation; and

o Individual attitudinal, motivational and behavioural factors.

The ZCWD has a quite number of employees who are nearing the retirement age.These employees have been demonstrating the retirement syndrome and are becomingunproductive because they continue to receive salaries, allowances, and benefits.Internal systems have not been responsive and innovative enough to enable theseemployees become more productive than usual. Likewise, concerned supervisorsseemed blinded by the reality that these employees are still able and can performother tasks that are appropriate for their physical and biological conditions. Theseconditions continue to exist and have become part of the norm already at the expenseof staffs that have been absorbing the extra workload.


Continuous enhancement of staff capabilities through trainings and seminars motivatesstaff to do more and deliver quality outputs. It enhances character, creates positiveattitude towards work and others and enables staff to collectively work in achievingorganizational goals and objectives.

4.2.4. Slow Professional Growth and Absence of Human Resource DevelopmentProgram

The ZCWD has a total of 435 plantilla positions of which 103 are not filled up foryears as of December 2008 due to funds constraint. These positions range fromconstruction and maintenance to engineering and finance and administration. This hascreated disappointment among qualified regular staff who expected much from therecategorization. Another reason for staff disappointment is the continued hiring ofjob order workers for regular works and even maintaining almost a hundred of themfor quite a long time. Budget for these job order workers continue to be allocated inthe office annual budget.In the past, there was no conscious effort to evaluate performance of job order workersto determine their productivity level, identify whether or not their services areappropriately needed, and establish basis for hiring/mainstreaming them in the regularstructure.

On one hand, the office does not have an institutionalized Human ResourceDevelopment Program. Trainings and seminars in the past are attended mostly bysupervisors and managers. There seem to be imbalance in and unequal opportunity interms of subordinates access to capability building activities. Job rotation, which is amechanism to increase and expand exposure of staff to the various operations, is notalso applied. Such practice limits the development of staffs full potential.

4.2.5. Lack of Decision Tools Management and Unresponsive OperationalProcedures

The water district is now serving more than 48,000 customers with active serviceconnections, which is continuously growing at an average of 2,000 new connectionsevery year. Managing and maintaining the requirements of these customers requiressubstantial efforts and resources to keep customers satisfaction at a desired level.The shift of the ZCWD from a quasi-public organization to a government owned andcontrolled corporation necessitates institution of major changes in structure, systemsand procedures. As GOCCs, the ZCWD has to abide by the civil service and otherrules and regulations applicable to government sector, which are more stringent andrigid in terms of personnel administration.

Any job can be demanding in terms of efficiency, technical knowledge and skills thusit is imperative that the staff should be trained adequately in his/her field ofspecialization. Inadequate training of staff results to unsatisfactory performance ordelivery of service.


The use of information and communication technologies in the ZCWD workplaceshas not been fully maximized. Systems and procedures concerning office transactionsare still manually done. Among these are the management of property and inventory,financial transactions, records tracking and management.

Also, the physical location of the offices make coordination and informationdissemination time consuming and expensive in terms of communication expenses.One example for this is the Property Section, which is responsible for the storage andissuance of office supplies is separately located from the main administration buildingwhere most of the transactions emanate.

4.2.6. Non-adherence to CSCs Merit and Promotion System and Absence of Policyon Granting of Productivity

Granting of incentives is not rationalized. Its not based on staff productivity. Thispractice causes demoralization of some staffs that conscientiously perform their work.

Policy on productivity should be formulated to ensure that incentives based on thestaffs productivity be given. This can be a motivational tool for the staff to delivermore output.

Merit and promotion serves as a motivating factor to staff to be highly competent andcompetitive members of the organization. As such, it also gives the management agood vantage point to determine what works well for the office in terms of personnelpositioning, performance and functions. More than boosting staff morale, a good meritand promotion system will serve as a mechanism for individual growth professionallyand will provide chance for performing staff to harness their skills.



5 Vision, Mission and Core Values

Vision

The Zamboanga City Water District shall be a premierand well-managed water utility with a dynamic and

responsive human resource which values its customers,and provides them with excellent services utilizing

modern and innovative technologies.

Mission

The Zamboanga City Water District exists to provideadequate and sustainable supply of potable water,sewerage and related services in accordance withInternational Standards to all customers within its

service area with the end in view of improving theirquality of life anchored on our firm adherence to the

belief that Agua es Vida (Water is Life).

The Zamboanga City Water District commits to activelycollaborate with all its stakeholders in the protection and

preservation of the Pasonanca Watershed and otherwatersheds.


Core Values

Bias for Service

Service to the community and customers comes first above anything else. Each officer andemployee shall mirror love of and dedication to work as well as professionalism. This

reflects in prompt and efficient service extended with respect, concern, and priority.

Integrity

The organizations existence and its service to the community must be characterized byintegrity. Integrity, woven by morality, truth, honor, honesty, and reliability, is the mantle

for prestige and esteem. It enables pride in belonging, esprit dcorps, trust and confidence,and nobility in service.

Opportunity for Growth

The greatest treasure for an organization and its members is opportunity. With opportunity,any solution is within reach, any objective achievable. For its employees, opportunity is a

window to personal and professional growth, promoting the alignment of personal andorganizational goals. We will open these windows to all, believing that empowered and

motivated staff s lead the way to achieving the Districts vision and mission.

Solidarity

The organizations employees are its most valuable asset. In the achievement of theorganizations mission, teamwork anchored on respect for the diversity of staff shall be the

norm. Building a strong shared commitment builds a strong organization capable ofexemplary service.

Innovation

We will focus on finding solutions to the water management challenges we face, whether inday-to-day operation of our systems or the development of long-term programs to meet

future needs. We will encourage innovation, creativity and ingenuity, recognizing that thebest solutions often have not been tried before.

Stability and Self-Sufficiency

A healthy, stable, and solvent public utility is a pillar of progress and development. Itsstrong foundations inspire confidence as well as a sense of permanence and reliability

beneficial to its service environment and employee security.

You are the one who will do the plan.The Board will give its full support

Edwin N. MakasiarChairman, Board of the Board

Lets put our hearts and minds intothis workshop because the strategic planwill define the future of our office.

Leonardo Rey D. Vasquez General Manager



6 Strategic GoalsGoal

1

Goal 2

Goal 3

Goal 4

To install an effective and efficientmanagement system.

To develop a highly competent, well-motivatedand justly compensated workforce who will

consistently demonstrate the core values of ZCWD.

To provide adequate and sustainable supply ofpotable water, effective sewerage system, relatedservices and comprehensive after sales service fortotal customer satisfaction.

To transform ZCWD into a technologicallyadvanced institution that can efficiently respond

to the demands of its customers.

7Operational Plan 2010-2014


Implementation of the plan starts in 2010 and ends in 2014.

Projects and activities to carry out the plan are enumerated in Chapter7-Operational Plan, which will be cascaded into the annual work andfinancial plan of the divisions, departments and groups.

All targets shall be consistent with the key performance or objectivelyverifiable indicators in the operational plan to ensure that alldevelopment efforts and initiatives are aligned to the strategic goals.

To ensure that activities are synchronized, inter-division/departmentcoordination will be strengthened with the institution of regularmeetings among managers/supervisor.

Implementation of projects and activities enumerated in the operationalplans will be the primary responsibility of concerned divisions/departments. Necessary coordination will be initiated by the leaddepartments/divisions. Similarly, concerned units will provide therequired support whether logistics or otherwise by properly integratingactivities in their respective work plans including appropriatemechanisms to facilitate the successful completion of projects andactivities.

The Management Services Division, in cooperation and coordinationwith other department/divisions, will continue to develop mechanismssuch as, but not limited to, information systems like the Property andInventory Management Information System, Financial ManagementInformation System and others.

8 Plan Implementation


Monitoring and evaluation is an essential component of any plandocument. It provides for a continuous or periodic review of the planto determine whether the operational plans are judiciously carriedout as scheduled, inputs are adequately provided, target are achievedand outputs are produced. It is also a process of systematically &objectively determining the effectiveness & relevance of the activitiesidentified in the operational plans vis--vis the strategic goals. As atool, monitoring and evaluation provides basis for improving oraltering the designed activities during the implementation phase sothat appropriate decision measures are made when the project deviatesfrom the plan.

As mentioned in Chapter 8, a regular meeting will be instituted amongmanagers. Each department or division shall be required to submittheir accomplishment reports that highlight not only the status oftheir activities, but more importantly, issues and concerns affectingthe implementation of such activities.

It will be the norm for all managers to also recommend solutions tothe issues or concerns so that appropriate corrective measures can beundertaken.

At the end of every year beginning 2010, each of the three groups(OGM, OOG, and OFAG) shall initiate a participatory andconsultative assessments to determine level achievements vis--visoperational targets.

A mid-year and terminal review of the plan to be spearheaded by theManagement Service Division will be undertaken in 2012 and 2014,respectively to determine progress of implementation, identify areasof improvement as well as new strategies that will accelerate theachievement of the strategic goals. It will design a standard reportingformat to facilitate integration of various reports.

Results of the terminal review will be inputted into the successorplan.

9 Plan Monitoring and Evaluation


Hanley T. Albaa, Senior Water Utilities Management OfficerJaime P. Alvarez, Principal Engineer CArchiles A. Braulio, Watershed Management ChiefRuben Angelo C. Conti, Jr., OIC-EDPDavid C. Capopez, Senior Utilities Service OfficerJaime R. Jalon Francisco, Water Maintenance General ForemanValerie Gay Y. Gutierez, Water Maintenance General ForemanAlvin F. Bautista, Water Maintenance General ForemanTedelito R. Sarmiento, Quality Control Chief

AcknowledgementThis plan document is a product of consultative and participatory process. The ManagementServices Division, which took the lead in the preparation and consolidation of this documentwould like to thank the members of the Board, officials and personnel of the water district forputting their hearts and minds in the completion of this plan and to all who in one way or theother have contributed and supported the formulation of the plan.

The Planning Team

Leonardo Rey D. Vasquez, General ManagerFernando Ronas Camba, Manager, Management Services DivisionLouella A. Aguilera, Corporate Planning SpecialistMa. Dolores C. Galvan, Sr. Public Relations OfficerAlva Marie E. Camacho, MIS Design SpecialistAris B. Austria, Corporate Planning Analyst

Workshop Participants

Edwin N. Makasiar, Chairman of the BoardGregorio I. Molina, Vive-ChairmanNelida F. Atilano, Board SecretaryMilagros L. Fernandez, DirectorEfren F. Araez, DirectorAlejo S. Rojas, Jr., Assistant General Manager, EWRDRolando M. Pantaleon, Assistant General Manager, CMDAmbali A. Taola, Manager for CSEDP DepartmentLovell C. Abad, Manager, LMS DepartmentRoberto R. Mendoza, Manager, BCMDReynaldo R. Cabilin, Manager, HRDRodrigo R. Vega, Manager, CADLuis A. Wee, OIC - GADCarlos C. Perez, Sr., Manager, PDDTeotimo C. Reyes, Jr.,Manager, QCDArnulfo A. Alfonso, Manager, UMDEfren C. Salvacion, Manager, Mainline/Serviceline DivisionJudy L. Aquino, Administrative General Services Chief BNoel Masa R. Kawaguchi, Supervising Materials Planning OfficerJohnny B. Demayo, Supervising Property Supply OfficerFortunato A. Guerrero, Transport Maintenance SupervisorLucena A. Buscas, Cashiering Services BFelecita G. Rebollos, Cashiering Services BMary Ann S. Araneta, Supervising Customer Service OfficerMiriam R. Bagtasos, Supervising Customer Service OfficerSahid C. Abdulla, Supervising Customer Service OfficerMarli P. Acosta, Supervising Customer Service OfficerSofronio E. Santos, Civil Security Officer AEdilberto R. Francisco, Civil Security Officer ARosauro R. Santiago, Civil Security OfficerAlex A. Acosta, Senior Engineer AEugene S. Domingo, Senior Engineer AJulius Rey F. Carpitanos, Supervising Water Utilities Management Officer



Our heartfelt gratitude also goes to Dr. Eliza-beth Yumul-Manugue who facilitated theworkshop and provided insights and sugges-tions to the planning team in terms of plan or-ganization and documentation; Alger Luna forproviding administrative and technical assis-tance particularly on setting up of ICTequipment used during the workshop and inhelping organize workshop outputs into elec-tronic format, and Raymond E. Domingo forthe photo documentation of the entireworkshop.

The planning team also recognizes the effortsof Mr. Eric L. Despalo and Mr. Ricardo N.Villanueva for their assistance in polishing theworkshop outputs particularly the vision, mis-sion statements and the core values.

Above all, the planning team gives glory toour Almighty for being in our midst at all times.

Republic of the Philippines

ZAMBOANGA CITY WATER DISTRICT Pilar Street, Zamboanga City

Tel Nos. (062) 9911556 loc. 8116 Telefax: (062) 9911634Website: www.zcwd.gov.ph/ Email: [email protected]

The Board of DirectorsChairman Edwin N. Makasiar

Vice - Chairman Gregorio I. Molina

Dir. Nelida F. AtilanoBoard Secretary

Dir. Milagros L. Fernandez

Dir. Efren F. Araez

The ManagementLeonardo Rey D. Vasquez

General Manager

Alejo S. Rojas, Jr.Asistant General Manager

Operations Group

strategic planning for zamboanga city water district

Documents

chairmanzcwd strategic

plan document

plan implementationchapter

plan monitoring

strategic goalschapter

strategic concernschapter

water districts roadmap

priorities ofthe zcwd