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