National Water Supply and Sanitation Council Strategic Plan 2016-2020

STRATEGIC PLAN 2016 - 2020 NATIONAL WATER SUPPLY AND SANITATION COUNCIL Ensuring Better Services and Fair Value STRATEGIC PLAN 2016–2020 i National Water Supply and Sanitation Council Table of Contents Chairperson’s Statement ......................................................................................................iii Director’s Statement ...................................................................................................................iv Abbreviations/Acronyms ...................................................................................................... v Executive Summary ...............................................................................................................vi 1. BACKGROUND .............................................................................................................1 1.1 Institutional Structure of NWASCO ........................................................................ 2 1.2 Institutional Structure of Regulated Sector ........................................................... 4 1.3 Development of Fourth Strategic Plan .................................................................. 6 2. VISION, MISSION AND VALUES .................................................................................. 7 2.1 Core Functions ..................................................................................................... 8 2.2 Vision .................................................................................................................... 8 2.3 Mission ................................................................................................................. 8 2.4 Core Values ............................................................................................................ 8 3. STRATEGIC ASSESSMENT ......................................................................................... 9 3.1 Performance of Implementing the 2013–2015 Strategic Plan ............................. 10 3.2 Challenges in the WSS Sub-sector .................................................................... 13 3.3 Stakeholder Analysis ........................................................................................... 14 3.4 Environmental Analysis ........................................................................................ 18 4. LINKAGES TO NATIONAL STRATEGIES .................................................................. 21 ii STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 5. STRATEGY: 2016–2020 ................................................................................................23 5.1 Strategic Objectives ............................................................................................24 5.2 Action Plans .........................................................................................................25 6. IMPLEMENTATION STRATEGY .................................................................................. 35 6.1 Financing the Plan .............................................................................................. 36 6.2 Human Resources ............................................................................................... 36 6.3 Risk Management ................................................................................................ 37 6.4 Monitoring and Evaluation ................................................................................... 37 Annex 1: Performance of Implementing the 2013–2015 Strategic Plan ................................. 38 Annex 2: Stakeholder Analysis ............................................................................................... 46 . STRATEGIC PLAN 2016–2020 iii National Water Supply and Sanitation Council Chairperson’s Statement The just ended third Strategic Plan for the period 2013–2015 also marked fifteen years of NWASCO’s operations. Since 2000, the regulator has placed emphasis on improving its regulatory functions through introduction of various guidelines and regulatory tools; improving the performance of service providers by promoting efficiency in operations and increasing information dissemination and engagement of the public. During the period of the 2013–2015 Strategic Plan, NWASCO undertook a thorough analysis of the extent of its visibility to stakeholders and the public. This was in recognition of the cardinal role that feedback on service delivery plays in regulatory decisions. Thus to improve visibility and public awareness of the regulator and encourage feedback from consumers, NWASCO underwent a rebrand that resulted in a new logo and enshrined a new slogan of ‘Ensuring Better Services and Fair Value’. The fourth Strategic Plan for the period 2016–2020 is thus anchored on this commitment. Better services and fair value will be emphasised in continuous improvement of the tools and instruments of regulation to suit the existing environment, and ensuring water utilities become increasingly financially sustainable while delivering improved services at affordable cost to the consumer. Through a consultative process, the various concerns from stakeholders were also considered. Paramount among the concerns raised, was the call for regulation of onsite sanitation and rural water supply and sanitation. NWASCO has placed emphasis on these areas while being mindful of the need for a step-wise approach to match the capacity of the institution. This also raises a need for enhanced coordination and collaboration among sector players including water resources management. Among the key challenges identified in the water supply and sanitation subsector, is the low business orientation of the water utilities, despite having been formed under the principles of commercialisation. This poses a major threat to the financial viability of the subsector. NWASCO has therefore devised strategies to address this challenge and further promote business acumen, good corporate governance and investment to the sector. NWASCO is set on achieving Government’s Vision 2030 of universal access to water supply and sanitation. The year 2020 will be a checkpoint for the assessment of the sector’s realisation of this vision. NWASCO, in collaboration with all stakeholders, aims to make the next five years a period of accelerating improvements and innovation to ensure that the institution’s 20 years of existence will be marked with laudable achievements and successes for the sector. Levi Zulu Council Chairperson iv STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council Director’s Statement NWASCO’s vision is ‘Safe, affordable and sustainable water supply and sanitation services for all’. As a regulator, to achieve the vision entails ensuring that the water utilities are providing good quality services at affordable cost to the customer while operating efficiently and sustainably. This cannot be fully achieved without the regulator itself undertaking continuous regulatory enhancement that will respond to the changing environment. This fourth Strategic Plan which for the first time spans five years (previous plans covered 3 years) was developed in consultation with stakeholders. In addition to which, in 2015, a regulatory peer review was conducted on NWASCO by five other water supply and sanitation regulators in the region, under the Eastern and Southern Africa Water and Sanitation Regulators Association. The findings of the peer review provided a further basis to review NWASCO’s regulatory system in order to adopt good practices and inform the future direction for the regulator. The strategic objectives formulated in this Plan were further informed by a thorough assessment of NWASCO’s operating environment which included: the lessons learnt from implementing the third Strategic Plan for the period 2013–15; SWOT and PESTLE analyses; concerns raised by stakeholders on regulatory aspects, and key challenges in the sector. In implementing the Strategic Plan, NWASCO will endeavour to manage the risks to achieving the Plan by putting in place appropriate measures. Further, NWASCO will remain cognisant of the shifting macro economic environment and adjust costs and strategies as necessary. Climate change effects remain an overriding concern to sustaining sector progression in improved service delivery. Diminishing water resources evidenced by declining water levels have been experienced earlier than expected, from year to year. NWASCO, in collaboration with stakeholders, will work towards ensuring that this precious resource that underpins life is conserved and used efficiently. There is pressing need to find solutions now to mitigate the climate change effects. This will require investment of both human and financial resources by all. As NWASCO, we are committed to fully implementing the Strategic Plan as a means to meeting Government’s and our vision thereby ensuring better services and fair value for all. Kelvin Chitumbo Director STRATEGIC PLAN 2016–2020 v National Water Supply and Sanitation Council Abbreviations/Acronyms CU Commercial Utility DHID Department of Housing and Infrastructure Development DTF Devolution Trust Fund DWA Department of Water Affairs ESAWAS Eastern and Southern Africa Water and Sanitation GIS Geographical Information System LA Local Authority MLGH Ministry of Local Government and Housing MEWD Ministry of Energy and Water Development MoH Ministry of Health MoU Memorandum of Understanding NRW Non-revenue Water NUWSSP National Urban Water Supply and Sanitation Programme NWASCO National Water Supply and Sanitation Council O&M Operation and Maintenance PS Private Schemes PTI Part-time Inspector RBI Regulation by Incentives RWSS Rural Water Supply and Sanitation SLA Service Level Agreement SLG Service Level Guarantee WARMA Water Resources Management Authority WSS Water Supply and Sanitation WWG Water Watch Group ZEMA Zambia Environmental Management Agency vi STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council Executive Summary The National Water Supply and Sanitation Council (NWASCO) was established by the Water Supply and Sanitation Act, No. 28 of 1997 to ensure efficient and sustainable water supply and sanitation service provision through regulation. In line with Government’s aspirations, NWASCO set a vision to ensure ‘Safe, affordable and sustainable water supply and sanitation services for all’. In pursuit of this vision, NWASCO has been formulating Strategic Plans since 2007 that have seen gradual improvement in the performance of the regulator and the sector as a whole. This fourth Strategic Plan has encompassed a longer period of five years compared to the previous plans that only spanned three years. This change was based on the need to align to key national and international targets for water supply and sanitation. The fourth Strategic Plan therefore covers the period 2016–2020 and outlines four key strategic objectives as follows: 6 Strategic Objective 1: To Undertake Continuous Regulatory Enhancement 6 Strategic Objective 2: To Ensure Enhanced Efficiency and Financial Viability of Commercial Water Utilities 6 Strategic Objective 3: To Ensure Improved Service Delivery and Sustained Sector Progression 6 Strategic Objective 4: To Improve Operational Efficiency and Effectiveness of NWASCO The objectives have been developed under the NWASCO rebrand to meet its new commitment of ‘Ensuring Better Services and Fair Value’. This will be underscored by improving the operations of NWASCO to deliver its services, as well as, better regulation; driving positive progression in sector performance and sustainability of service providers; and increasing consumer awareness with customer satisfaction. Therefore, by 2020, NWASCO intends to have more efficient and financially sustainable water utilities, evidenced by marked improvement in service delivery and consumer care. The implementation of the Strategic Plan is estimated to cost ZMW11,280,765 to execute. STRATEGIC PLAN 2016–2020 1 National Water Supply and Sanitation Council 1. BACKGROUND 2 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council The National Water Supply and Sanitation Council (NWASCO) was established by the Water Supply and Sanitation (WSS) Act No. 28 of 1997, to ensure efficient and sustainable water supply and sanitation service provision. The functions of NWASCO as stipulated in the WSS Act shall be to do all such things as are necessary to regulate the provision of water supply and sanitation services. In specific terms: a) advise the Government on water supply and sanitation matters; b) advise local authorities on commercially viable institutional arrangements for the provision of water supply and sanitation services; c) licence utilities and other service providers as well as other activities relating to the provision of water; d) develop sector guidelines for: (i) the provision of water supply and sanitation services; (ii) the establishment of water supply and sanitation utilities; (iii) the technical and financial management of utilities; and (iv) the setting of tariffs for the provision of water supply and sanitation services; (e) establish and enforce standards for: (i) water supply or sanitation services; (ii) the management of utilities and other service providers; (iii) the design, construction, operation and maintenance of water supply and sanitation facilities. (f) advise utilities and other service providers on procedures for handling complaints from consumers; (g) disseminate information to consumers on matters relating to water supply and sanitation services; and (h) carry out any other activities relating to the regulation of water supply or sanitation services which are necessary or conducive to the better performance of its functions under the WSS Act. 1.1 INSTITUTIONAL STRUCTURE OF NWASCO 1.1.1 The Council The Council (Board) is responsible for the general oversight of the management of the institution. Its main function is to maintain an effective system for internal control that enhances effective and efficient operations of the organisation. The Council is composed of seven members appointed by the line Minister responsible for water resources representing: 1 . B a c k g r o u n d STRATEGIC PLAN 2016–2020 3 National Water Supply and Sanitation Council 6 The Consumer Protective Association of Zambia; 6 The Zambia Chamber of Commerce and Industry; 6 An association whose membership consists of water sector professionals; 6 A private sector institution concerned with public health; 6 The Ministry responsible for water resources; 6 The Ministry responsible for Local Government and Housing; and 6 The Attorney-General. The Council comprises four (4) standing Committees which are; (i) Administrative and Finance, (ii) Technical Advisory, (iii) Audit and Risk and (iv) Devolution Trust Fund. The membership of the Committees includes professionals who are not members of the Council. The Committees undertake detailed analyses and scrutiny of issues and thereafter recommend them to the Council for action. 1.1.2 Management, Departments and Staff Management comprises the Director, Chief Inspector and Secretary to the Council. The main departments are: 6 Inspectorate - responsible for monitoring, inspecting and enforcing the provisions of the Act. 6 Legal and Human Resources - responsible for providing legal advice, staff recruitment and training. 6 Finance and Administration - responsible for overseeing budgeting and accounting, and providing administrative support for daily operations. 6 Public Relations and Corporate Affairs - responsible for information dissemination and promoting the external and internal image of the institution. 6 Knowledge-Management Centre - responsible for knowledge management and information resources for the sector in general. NWASCO has a lean structure comprising nineteen members of staff complemented by a cadre of professionals who undertake inspectorate work on a part-time basis. In order to ensure organisational efficiency, NWASCO places focus on rewarding staff performance and building capacity. 1 . B a c k g r o u n d 4 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 1.2 INSTITUTIONAL STRUCTURE OF REGULATED SECTOR 1.2.1 Institutional Set-up of the Water Sector In line with the 1994 Water Policy, the institutional set-up of the water sector is as shown in Figure 1. 6 Water resources management development and management are the responsibility of the department responsible for water under the Ministry of Energy and Water Development (MEWD). While all functions related to provision of water supply and sanitation services are the responsibility of the Local Authorities under the overall supervision and support of the Ministry of Local Government and Housing (MLGH). 6 Through commercialisation, the Local Authorities outsourced the management of WSS services to private enterprises (Commercial Water Utilities) formed by joint ventures with other Local Authorities. 6 The Department of Housing and Infrastructure Development (DHID) under MLGH coordinates interventions and mobilises resources for WSS. 6 Regulatory functions for the provision of water supply and sanitation services lie with NWASCO while the Water Resource Management Authority regulates the management of water resources. The Rural Water Unit under MLGH is responsible for monitoring rural WSS. 1 . B a c k g r o u n d Figure 1: Institutional Setup of Water Sector ZEMA MLGH MEWDNWASCO C s + OthersU DHID WWGsDTF Water Sector Lead PARLIAMENTPARLIAMENT MLGH NWASCO LAs DTF PARLIAMENTPARLIAMENT Reporting through line ministry AdviceAdvice Establish Delegated Authority Supervise Finance Shareholders Appoint Board of Directors Effluent Environment permits W ate r r igh ts P o lic y S tra te g y F u n d s R e g u la tio n Department for Water resources development and management Sector Policy Coordination & resource mobilisation for WSS WSS Portfolio Regulator for WSS Basket fund for WSS in low-income areas WSS Service Providers Attend to unresolved complaints and as a means of communication & feedback WARMA Regulator for WRM Regulator for Environment STRATEGIC PLAN 2016–2020 5 National Water Supply and Sanitation Council 1.2.2 Regulated Entities The responsibility to provide water supply and sanitation services to the urban areas is the mandate of the Local Authorities which have established Commercial Water Utility companies (CUs) to perform this function. There are eleven (11) CUs licensed to provide water supply and sanitation services to the urban and peri-urban areas of Zambia. Additionally, there are six (6) private schemes which are licensed to provide water supply and sanitation services within the service areas of the CUs, as a fringe benefit to their employees. The licensed providers are depicted in Figure 2. CU Headquarter Private Scheme Eastern WSC Chambeshi WSC Luapula WSC Lukanga WSC Lusaka WSC Southern WSC Western WSC North Western WSC Kafubu WSC Nkana WSC Mulonga WSC Chingola Chinsali Livingstone CHOMA Figure 2: Regulated Providers 1 . B a c k g r o u n d 6 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 1.3 DEVELOPMENT OF FOURTH STRATEGIC PLAN Three Strategic Plans covering a period of three years each have been developed since 2007. The Strategic Plans place special focus on activities that are not routine to the institution, but which will further allow NWASCO to achieve the vision and mission. The three Strategic Plans have broadly focussed on improved access to affordable WSS, enhancing efficiency in service delivery, strengthening regulatory enforcement and increasing public awareness and consumer involvement in WSS. As a result of implementing the Strategic Plans, several gains have been made by the regulator since 2007, among which include: 6 Increase in water coverage from 71.3% to 83.8%. 6 Increase in sanitation coverage from 29% to 60.7%. 6 Substantial revision of the WSS Act underway. 6 Formulation of regulations and five new guidelines. 6 Rebrand of the regulator to increase visibility. 6 Introduction of an integrated web-based Complaints Platform to improve CU complaints handling. The development of the fourth Strategic Plan took into consideration the gains made so far and the future mandate of the regulator in meeting National Policy and Strategy provisions and a growing sector. The development of the Strategic Plan involved a thorough internal analysis of the performance in implementing the third Strategic Plan and the lessons learnt. NWASCO was further privileged to undergo a regulatory Peer Review in 2015 under the ambit of the Eastern and Southern Africa Water and Sanitation (ESAWAS) Regulators Association, of which NWASCO is a member. The Peer Review, which was conducted as a hands-on interrogation of the regulatory systems and practices by the Chief Executive Officers (CEOs) and senior staff from five other WSS regulators from Kenya, Lesotho, Mozambique, Rwanda and Tanzania, further informed the future direction of focus for NWASCO. The development of the Strategic Plan also took into consideration the provisions under the proposed revision of the WSS Act No.28 of 1997 and the concerns of stakeholders. The draft Strategic Plan was finally subjected to key stakeholder consultations before being approved by the NWASCO Council. 1 . B a c k g r o u n d STRATEGIC PLAN 2016–2020 7 National Water Supply and Sanitation Council 2. VISION, MISSION AND VALUES 8 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 2.1 CORE FUNCTIONS NWASCO was established by the Water Supply and Sanitation Act No. 28 of 1997 to regulate the provision of water supply and sanitation services for efficiency and sustainability. The core functions are to: 6 Licence providers; 6 Establish and enforce sector standards and guidelines; 6 Advise providers on procedures for handling complaints from consumers; 6 Disseminate information to consumers on water supply and sanitation issues; and 6 Advise the Government on water supply and sanitation matters. 2.2 VISION Safe, affordable and sustainable water supply and sanitation services for all. 2.3 MISSION To regulate water supply and sanitation (WSS) services focussing on: 6 Sustainable service delivery balancing commercial orientation and social consideration; 6 Increased access to affordable safe water and acceptable sanitation; and 6 Increased public awareness. 2.4 CORE VALUES The following are NWASCO’s core values: 6 Accountability to all stakeholders on our mandate. 6 Legitimacy in operating within the confines of the law. 6 Transparency in all regulatory functions while maintaining predictability, fairness and confidentiality. 6 Integrity and professionalism in discharging responsibilities. We shall not allow bias, conflict of interest or the influence of others to override our professional judgment. 2 . V IS Io n , M IS S Io n a n d V a L u E S STRATEGIC PLAN 2016–2020 9 National Water Supply and Sanitation Council 3. STRATEGIC ASSESSMENT 10 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council In order to draw appropriate objectives and goals, an analysis of various aspects was done covering the performance of the previous Strategic Plan, challenges in the WSS sector and stakeholders’ concerns. An analysis of NWASCO’s internal and external environments was also carried out. 3.1 PERFORMANCE OF IMPLEMENTING THE 2013–2015 STRATEGIC PLAN In its third Strategic Plan, NWASCO set four Strategic Objectives to be achieved in the period 2013–2015. The regulator’s performance of implementing the third Strategic Plan was assessed through an institutional internal analysis. About 75% of the plan had been successfully executed by September 2015. The summary of outputs is shown in Table 1 while the detail is presented in Annex 1. Table 1: Summary of key outputs from the 2013-15 Strategic Plan STRATEGIC OBjECTIVE 1: TO IMPROVE INFORMATION DISSEMINATION AND ENGAGEMENT OF THE PUBLIC GOAL KEY OUTPUT Strengthen and enhance public awareness on WSS 6 Comprehensive publications policy and strategy developed. 6 Two publications (Complaints Handling and Service Level Guarantee) each translated in Nyanja and Bemba. 6 NWASCO rebranded to increase visibility and brand strategy implemented and marketed. 6 Alternative approaches to improved Water Watch Group operations explored and implemented. Create awareness on WSS legislation 6 Awareness workshop held with Police and media in Lusaka. 6 6-series radio programme aired. 6 120 brand awareness campaigns through radio adverts. 6 Pertinent regulatory decisions disseminated to both media and the public. 6 Workshops with CU Boards of Directors and Shareholders included WSS legislation. Strengthen consumer complaints handling procedures 6 Consumer Care guideline incorporating timeframes for resolving particular complaints developed. 6 Integrated web-based Complaints Platform developed and implemented for complaint submission by all consumers through a single interface with automatic escalation of unresolved complaints through the CU up to the regulator. 3 . S T r a T E g Ic a S S E S S M E n T STRATEGIC PLAN 2016–2020 11 National Water Supply and Sanitation Council STRATEGIC OBjECTIVE 2: TO STRENGTHEN AND ENHANCE ENFORCEMENT OF REGULATION GOAL KEY OUTPUT Develop new regulatory tools and instruments 6 Regulations developed in tandem with revision of the WSS Act but not yet enacted. 6 New sector relevant standards under development. Enhance tools and instruments for regulation 6 Guidelines revised include Corporate Governance, Water Quality, Business Planning and Tariff Setting. 6 New guidelines introduced for Non-revenue Water, Risk Management, Prepaid Metering and Ring-fencing of funds. 6 Tariff model revised to enhance tariff setting process. Enhance enforcement 6 New Part-time Inspectors recruited to a minimum of 2 per CU and 4 for the Copperbelt. 6 MoU for collaboration in enforcement with ZEMA and MoH in place. STRATEGIC OBjECTIVE 3: TO ENHANCE PERFORMANCE IN WSS SERVICE DELIVERY GOAL KEY OUTPUT Promote improvement of urban sanitation service delivery to 68% coverage by 2015 6 Sanitation coverage was at 60.7% by December 2014. 6 Tariff conditions included targets for extension of service. 6 Sanitation surcharge extended to three more CUs, bringing the total to six. 6 Participated and presented in various meetings on sanitation. Ensure increase in urban household water connections by a minimum of 60,000 by 2015 6 Household connections increased by 37,318 by December 2014. 6 Tariff conditions included targets for extension of service. Ensure reduction in water losses by an average of 5% by 2015 6 NRW increased to 51% by December 2014 from a base of 42% in 2012. 6 A NRW National Task Force setup. Ensure hours of supply increase to an average of 20 by 2015. 6 Average hours of water supply increased from 16 to 18 by December 2014. 3 . S T r a T E g Ic a S S E S S M E n T 12 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council GOAL KEY OUTPUT Formulate a comprehensive basis for measuring performance to meeting Vision 2030 6 Terms of Reference developed. Research and development on emergent issues and policies 6 Concepts and TORs drafted to formulate a framework to regulate rural WSS. 6 CU shareholders advised to pass resolutions to incorporate new districts for service delivery. 6 Booklet on good practices in WSS service delivery disseminated. Influence policy and general strategies for WSS 6 Strategies developed for continuity of basket funding in the sector. STRATEGIC OBjECTIVE 4: TO IMPROVE OPERATIONS AND SUSTAINABILITY FOR NWASCO AND PROVIDERS GOAL KEY OUTPUT Promote improvement in operations for NWASCO and providers 6 Ethical charter for NWASCO and guide for CUs to formulate an ethical charter developed. 6 Rewards and Regulation by Incentives (RBI) improved. 6 Various knowledge sharing fora/workshops for CUs held under the WSS Knowledge Centre. Develop/enhance core competence in regulatory aspects 6 NWASCO staff trained in specific regulatory areas. Mobilise extra funds to enhance financial sustainability for NWASCO 6 Revenue base broadened through paid learning visits under the WSS Knowledge Centre. 3 . S T r a T E g Ic a S S E S S M E n T STRATEGIC PLAN 2016–2020 13 National Water Supply and Sanitation Council 3.2 CHALLENGES/ISSUES IN THE WATER SUPPLY AND SANITATION SUB – SECTOR The major challenges identified in the sector were: 6 Dilapidated and inadequate infrastructure All CUs inherited dilapidated and inadequate (design capacity) infrastructure from the Local Authorities. To compound this, the rate of urbanisation and population growth has not been matched by the rate of infrastructural development, specifically for water supply and sanitation, thereby impacting negatively on service delivery. There has been Government investment and external support from Cooperating Partners to address this, albeit inadequate. Investment towards sanitation projects has been particularly negligible. Further, inadequate co-ordination in developmental planning has resulted in the allocation of plots without first providing the necessary services, such as roads, water and sewerage reticulation systems. This has contributed to indiscriminate drilling of boreholes by individuals and companies, thereby depleting underground water. 6 Power outages Increased power supply outages and high/low voltages have continued to adversely affect service provision in terms of reduced service hours and revenue. This has had a ripple effect of decreased consumer confidence in service delivery and is aggravated by lack of adequate water storage facilities to mitigate the effect of power outages. 6 Inadequate commercial orientation The decision to commercialise the sector was premised on the need to have financially viable WSS institutions managed by business-oriented professionals. However, the CUs still do not adequately treat the provision of water supply and sewerage services as a business. This has contributed to the slow improvement in service delivery. Uncollected debt bills from customers were over K390 million while CUs owed about K590 million as at 31st December 2014. This indicates poor working capital management. 6 Poor project management Poor workmanship aggravated by inadequate capacity in the human resource to supervise technical projects has led to delayed completion of projects and wastage of financial resources. As a consequence, access to water supply and sanitation services and revenue to the CUs has been deferred. 3 . S T r a T E g Ic a S S E S S M E n T 14 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 6 Pollution and diminishing of raw water resources Pollution of raw water sources especially on the Copperbelt Province due to mining activities has increased the cost of production. Diminishing of both underground and surface raw water resources, mainly as a consequence of anthropogenic and climate viability effects, have resulted in water supply interruptions in a number of places. 6 Poor asset management CUs have inadequate maintenance management systems of their assets. Water and sanitation network data, maps and asset registers are either not in place /incomplete or not updated. There has also been poor implementation of maintenance management systems where in place. 6 Low focus on sanitation service delivery There has generally been more focus on water supply service improvement in comparison to sanitation. This is evidenced in the low coverage figure for sanitation at 60.7% in comparison to 83.8% for water supply by December 2014. In addition, the multiple players in onsite sanitation and solid waste management pose a challenge for coordination. Further, the level of investment involved has been perceived as a hindrance as construction of sewerage infrastructure requires up to three times the investment required for water infrastructure. 3.3 STAKEHOLDER ANALYSIS In the development of the Strategic Plan, a stakeholder analysis is necessary to identify the key stakeholders that have an impact on the organisation in order to use their influence to establish goals and targets, gain their support and make them aware of intended objectives. 3.3.1 Stakeholder Expectation and Management Major stakeholders were identified and grouped in six main categories with their expectations as shown in Table 2. The Stakeholder matrix in Figure 3 summarises the strategy to manage them. The detailed Stakeholder analysis including their management is presented in Annex 2. 3 . S T r a T E g Ic a S S E S S M E n T STRATEGIC PLAN 2016–2020 15 National Water Supply and Sanitation Council Table 2: Stakeholder Expectations STAKEHOLDER ExPECTATIONS 1 Policy Makers 6 Implement Government policy on water supply and sanitation. 6 Provide timely and professional advice on the sector. 6 Report on the performance of the sector 6 Ensure efficient and sustainable WSS service provision. 6 Affordable services by the citizenry. 6 Efficient and effective regulator. 2 Service Providers 6 Fair, transparent and predictable regulations. 6 Fair and accurate reporting on performance of providers. 6 Promote viability and sustainability. 6 Professionalism, transparency, credibility, consistency and objectivity in discharging regulatory functions. 6 Promote adoption of technology appropriate for the sector. 3 Consumers 6 Improved service delivery. 6 Value for money - affordable, quality and reliable services. 6 Protection from exploitation by service providers. 6 Prompt resolution of complaints. 6 Improved information dissemination. 4 Other Regulators 6 Collaboration in enforcement to ensure compliance to various standards, regulations and requirements. 6 Exchange of knowledge and experiences. 6 Harmonisation of procedures and standards. 5 Cooperating Partners 6 Drive improved and extended service delivery. 6 Ensure financial viability and sustainability of the sector. 6 Independence and innovation in regulation. 6 Transparency, credibility, consistency and objectivity in discharging regulatory functions. 6 Influence sector policy. 6 Accurate and timely information on the performance of the sector. 6 Provide guidance to sector players. 6 Efficient and effective regulator. 6 Civil Society/NGOs 6 Improved and extended service delivery. 6 Engagement of the public in regulatory decisions. 6 Collaboration in coordination of sector information and advocacy. 6 Taking care of the interests of the marginalised – pro poor. 6 Transparency and fairness in discharging NWASCO’s functions. 3 . S T r a T E g Ic a S S E S S M E n T 16 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council Keep Satisfied Other Policy-makers Manage Closely Policy-makers Service Providers Consumers Monitor Civil Society Keep Informed Regulators Cooperating Partners Civil Society Interest P o w e r High High Low Figure 3: Stakeholder Matrix 3.3.2 Stakeholder Concerns Stakeholders highlighted a number of issues that NWASCO could focus on as a regulator as presented in Table 3. Table 3: Stakeholder Concerns AREA CONCERN Regulation of rural, onsite sanitation and solid waste management NWASCO should expand its scope and direction of regulation to include onsite sanitation, solid waste management and rural water supply. Reporting line of NWASCO There is an issue of contention regarding the ideal reporting arrangement for NWASCO, i.e. MEWD vs. MLGH. Others argue that MEWD enhances transparency and objectivity in regulation while others argue that MLGH are the custodians of water supply and sanitation in Zambia. Asset management by CUs NWASCO needs to safeguard against the deterioration of service delivery as a result of poor asset management. The CUs should ideally be moving towards the development of comprehensive as set management plans. More holistic and strategic asset manage ment strategies should be pursued by the sector. 3 . S T r a T E g Ic a S S E S S M E n T STRATEGIC PLAN 2016–2020 17 National Water Supply and Sanitation Council AREA CONCERN Enhanced transparency in tariff setting and determination 6 NWASCO should disclose to the public the complete rationale behind the tariff determination. 6 Tariff setting approval process takes long and may not reflect fluctuating markets, development in energy prices etc. 6 The definition of O&M costs should be informed by internationally accepted norms. 6 The guideline gives minimal guidance on tariff setting for wastewater management. Viability of CUs 6 Set specific targets for CUs as to when they could become fully sustainable and bankable institutions. 6 Consideration should be given to some kind of institutional reform that can address the problematic situational factors that are impacting on the weak CUs. Sewage NWASCO should strictly enforce treatment of wastewater by CUs to conform to ZEMA standards. Town planning stage NWASCO should, with the involvement of MLGH, have a contribution at planning stage of residential areas, so as to contain irregularities that now exist. NWASCO’s presence in strategic areas NWASCO in meeting and improving on its mandate, should have a presence in designated places, so as to sustain its strategic objectives. Legal training for inspectors NWASCO should consider legal training for its Inspectors to make them have legal knowledge as they carry-out enforcement. Governance in the Sector 6 NWASCO should put in place mechanisms for intervention in case of mismanagement. This will help increase accountability and sustainability of affected CUs. 6 NWASCO should put in place mechanisms to enhance governance in the sector. This will help to increase the awareness of the responsibilities of various players to the consumers they serve. Complaints management Customers still find it difficult to know where to address complaints and handling of these is still seen as low. 3 . S T r a T E g Ic a S S E S S M E n T 18 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 3.4 ENVIRONMENTAL ANALYSIS An environmental analysis was done in order ensure that the strategies developed match both the internal and external environment that NWASCO operates in. 3.4.1 Internal Analysis The Resource Model has been used to assess the internal environment of NWASCO as shown in Table 4. Table 4: Internal Analysis with Resource Model RESOURCE SCORE Work ethic 3 Financial position 2 Equipment 3 Regulatory tools 3 Employee goodwill 4 CUs goodwill 3 Reputation 3 Brand awareness 2 Strategic alliances 3 Technical knowledge/knowhow 4 Culture-Leadership 3 Culture-Innovation 3 Culture-Flexible 3 Culture-Customer focus 3 Quality focus 3 Information management 3 From the analysis, brand awareness and financial position were identified as key areas for focus. Score Key: 1 - Poor 2 - Fair 3 - Good 4 - Very Good 3.4.2 PESTLE Analysis The external environment was analysed in terms of the political, economic, social-cultural, technological, legal and environmental aspects. 3 . S T r a T E g Ic a S S E S S M E n T STRATEGIC PLAN 2016–2020 19 National Water Supply and Sanitation Council Political The current political environment is stable. The Government has committed to prioritise WSS and there is a strong focus on implementing the decentralisation policy. General elections will be held in the year 2016 and Government changes could have implication on existing policies for the water sector. Economic The macroeconomic environment is fluctuating with inflation rates, exchange rates and interest rates on the rise and may adversely affect the cost of doing business. Social-Cultural Communities continue to demonstrate little care for the environment and vandalism of WSS infrastructure is rampant. Poor water use practices by consumers, encroachment of settlements and livelihood activities around WSS facilities have affected strategic water zones. This has affected the quality and availability of water. The low focus on sanitation in general has resulted in insufficient interventions. Technological There is an adaptation of new technologies for WSS service delivery such as pre-paid meters for water supply and advanced leak detection equipment. However, the wastewater treatment technologies and infrastructure are currently unable to cope with the ever increasing loads of sewage. If attention is not paid to this area, the resultant effect will be deterioration in the quality of the environment and freshwater resources and aquatic biodiversity. There is still a need to adopt technologies that will reduce the cost of service delivery such as installing storage facilities. Recent frequent power outages have adversely affected WSS service delivery hence CUs need to find alternative forms of energy. Legal The legal environment around the water sector is well defined with institutional roles clearly stipulated; though a few areas still have to be addressed in terms of mandate in particular aspects, such as water quality. The revision of the WSS Act of 1997 was started in 2014 along with the development of regulations for the sector. These were awaiting process for enactment. The Constitution has been under revision and the current draft recognises water as a human right which will need to be incorporated if adopted. Environmental The impacts of global warming and climate change on the country’s water resources are yet to be fully assessed. There is urgent need to integrate/mainstream climate change and global warming in water and begin to formulate adaptive rather than reactive policies. Pollution of water sources is still rampant, especially in towns where there is high industrial activity. Groundwater is at risk of pollution through poorly constructed onsite sanitation facilities. 3 . S T r a T E g Ic a S S E S S M E n T 20 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 3.4.3 SWOT Analysis The SWOT analysis is an assessment of the strengths and weaknesses which are internal to the organisation, and opportunities and threats that are in the operating environment. STRENGTHS WEAKNESSES 6 Qualified and dedicated staff. 6 Regulatory tools and instruments are in place. 6 Command of respect and recognised by stakeholders. 6 Strong positive work ethic and ever striving for excellence. 6 A hub of credible data for the sector. 6 Able to generate own resources for operations. 6 Consumer protection measures in place. 6 Lean but effective structure. 6 Own premises. 6 Insufficient enforcement/compelling provisions in the WSS Act. 6 Limited presence on the ground. 6 Insufficient funds for comprehensive undertakings (specific programmes, studies and consultancies). 6 Insufficient disclosure on rationale behind the tariff determination. 6 Absence of clear and specific targets for viability of CUs. 6 Low publicity of complaints handling procedures and brand. OPPORTUNITIES THREATS 6 Expansion of mandate under current legislation (e.g. rural, solid waste management, onsite sanitation). 6 Promote improvement and expansion of sanitation service delivery. 6 Enhance regulation in response to dynamics in the environment. 6 Review and strengthen WSS Act. 6 Creation of new districts requiring expansion of WSS services. 6 Research and development in emerging issues. 6 To drive innovation in service delivery. 6 Promote measures to support Chambeshi, Luapula and Western WSCs to improve viability. 6 Failure to uphold national policies by some stakeholders. 6 Inadequate commercial orientation coupled with poor project management and limited application of technical know how by the regulated. 6 Instability of the local economy may affect general viability of CUs. 6 Weak corporate governance practices in the sector. 6 Revision of the WSS Act of 1997 prolongs or is not enacted. 6 Dilapidated and inadequate infrastructure in the CUs aggravated by poor asset management. 6 Power outages affecting delivery of services. 6 Pollution and diminishing of raw water sources. 6 Uncoordinated planning of services for new residential areas. 3 . S T r a T E g Ic a S S E S S M E n T STRATEGIC PLAN 2016–2020 21 National Water Supply and Sanitation Council 4. LINKAGES TO NATIONAL STRATEGIES 22 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 4 . L IN K A G E S T O N A T IO N A L S T R A T E G IE S The major objectives for the water supply and sanitation subsector are enshrined in the revised National Water Policy of 2010 and the Water Supply and Sanitation Act No. 28 of 1997. In addition to these, other key national strategies and documents that articulate objectives for the water supply and sanitation subsector that have been considered in the formulation of this fourth Strategic Plan are outlined below: Draft Constitution of Zambia Economic and Social Rights for water and sanitation: A person has the right to clean and safe water in adequate quantities and to reasonable sanitation. Government Vision 2030 Vision: To be “A Prosperous Middle-income Nation”. Socio-economic development objective: To provide secure access to safe, potable water sources and improved sanitation facilities to 100 percent of the population in both urban and rural areas by 2030. Target: Attainment of 80% access to clean water supply to all by 2015 and 100% by 2030; Attainment of 68% access to sanitation to all by 2015 and 90% by 2030. National Water Policy (2010) Policy Statement: To promote sustainable water resources management and development with a view to facilitate an equitable provision of adequate and quality of water supply and sanitation in a timely manner. Measure: Support the provision of adequate, safe, and cost-effective water supply and sanitation services with due regard to environmental protection. Revised Sixth National Development Plan (SNDP) 2013–2016 Urban WSS Goal: Increase access to safe, reliable and convenient quantities of water supply to 88% and 75% adequate sanitation of the urban population by 2016. Rural WSS Goal: Increase access to safe, reliable and convenient quantities of water supply to 80% and 58% basic sanitation of the urban population by 2016. National Urban Water Supply and Sanitation Programme (2011–2030) Roadmap for providing clean, safe and reliable drinking water and adequate sanitation. Target: Water and sanitation coverage of 80% and 60% respectively by 2015 and universal coverage by 2030. National Rural Water and Sanitation Programme (2016–2030) Target: Water and sanitation coverage of 75% and 60% respectively by 2030. Water Supply and Sanitation Policy A WSS Policy is currently under development that will be taken into consideration when effected. Sustainable Development Goals Goal 6: Ensure availability and sustainable management of water and sanitation for all. STRATEGIC PLAN 2016–2020 23 National Water Supply and Sanitation Council 5. STRATEGY: 2016–2020 24 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council NWASCO has drawn up objectives and specific activities that will be addressed in the period 2016–2020 based on its mission, vision and core functions and taking into consideration its performance in the last Strategic Plan, stakeholder concerns/expectations and the strategic assessment of the internal and external environment, as well as, key national strategies for WSS. Further, the objectives of the fourth Strategic Plan have been developed under the NWASCO rebrand to meet its new commitment of ‘Ensuring Better Services and Fair Value’. This will be underscored by improving the operations of NWASCO to deliver its services, as well as, better regulation; driving positive progression in sector performance and sustainability of service providers; and increasing consumer awareness with customer satisfaction. Therefore, by 2020, NWASCO intends to have more efficient and financially sustainable water utilities evidenced by marked improvement in service delivery and consumer care. A risk assessment was done to identify the resultant risk of not achieving a particular objective. Further, critical success factors to achieving the objectives have also been identified. These are absolutely essential to the success of each objective. 5.1 STRATEGIC OBjECTIVES Four strategic objectives have been set as follows: STRATEGIC OBjECTIVE 1: TO UNDERTAKE CONTINUOUS REGULATORY ENHANCEMENT Regulations impact on service delivery. However, regulations that are too prescriptive can constrain the regulated and hinder innovation. NWASCO will continue to improve its regulatory system and framework, with consideration of emerging issues and international trends, in order to align with good regulatory practices. Risk: Regulatory regime becomes ineffective Critical Success Factor: Regulatory tools up-to-date with sector requirements/changes STRATEGIC OBjECTIVE 2: TO ENSURE ENHANCED EFFICIENCY AND FINANCIAL VIABILITY OF COMMERCIAL WATER UTILITIES A key tenet of regulation is to ensure efficiency and sustainability of service provision. It is NWASCO’s fundamental aim to ensure that WSS service providers become increasingly efficient in their operations in order to pass the benefits to the consumers who bear the cost. Core to this, NWASCO will continue to drive CUs towards becoming financially viable and bankable companies through good corporate governance and progressive cost coverage. Risk: Inefficient and financially unsustainable service providers Critical Success Factor: Commitment to implementing measures to enhance efficiency and financial viability 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 STRATEGIC PLAN 2016–2020 25 National Water Supply and Sanitation Council STRATEGIC OBjECTIVE 3: TO ENSURE IMPROVED SERVICE DELIVERY AND SUSTAINED SECTOR PROGRESSION The aim of regulating water supply and sanitation services is to improve and maximise the well-being of the whole population. NWASCO will ensure improvements in service delivery are attained with incremental progression in key sector indicators to drive towards universal access and safe, affordable services for all. Risk: WSS services remain static or degrade Critical Success Factor: CUs meet set targets for improved service delivery STRATEGIC OBjECTIVE 4: TO IMPROVE OPERATIONAL EFFICIENCY AND EFFECTIVENESS OF NWASCO NWASCO will strive to deliver better regulation at the least cost while maximising its value to all stakeholders. This will involve enhancing the regulatory capacity and its ability to deliver on its core activities and within a widening mandate. Risk: Loss of reputation and inability to deliver effectively on mandate Critical Success Factor: Key operational areas improved 5.2 ACTION PLANS Action plans that will drive the strategic objectives, related performance indicators, timeframes and budget are indicated hereunder: 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 26 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council S T R A T E G IC O B j E C T IV E 1 : T O U N D E R TA K E C O N T IN U O U S R E G U L A T O R Y E N H A N C E M E N T G o a l 1 : D e ve lo p N e w R e g u la to ry T o o ls P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 1 .1 E x p lo re n e w a re a s fo r d e ve lo p m e n t o f re g u la ti o n s , s ta n d a rd s , g u id e lin e s F in a lis e d e ve lo p m e n t o f W a te r S u p p ly S ys te m s C o d e o f P ra c ti c e W at er S up pl y C od e of P ra ct ic e pu bl is he d 2 0 1 6 4 0 ,0 0 0 U n d e rt a ke st u d y o f a re a s re q u ir in g d e ve lo p m e n t R ep or t w ith re co m m en da tio ns fr om th e st ud y do ne 2 0 1 7 /1 9 6 0 ,0 0 0 8 0 ,0 0 0 D e ve lo p id e n ti fie d re g u la ti o n s, st a n d a rd s a n d /o r g u id e lin e s R eg ul at io ns /s ta nd ar ds an d/ or g ui de lin es im pl em en te d 2 0 1 8 2 0 6 0 ,0 0 0 7 0 ,0 0 0 1 .2 I n tr o d u c e li m it e d re g u la ti o n f o r ‘o th e r s e rv ic e p ro vi d e rs ’ D e ve lo p r e g u la ti o n s/ s ta n d a rd s fo r “o th e r se rv ic e p ro vi d e rs ”. R eg ul at io ns a nd st an da rd s de ve lo pe d 2 0 1 7 1 8 5 0 ,0 0 0 5 0 ,0 0 0 Im p le m e n t lim it e d r e g u la ti o n O th er S er vi ce P ro vi de rs re gu la te d 2 0 1 9 2 0 5 0 ,0 0 0 5 0 ,0 0 0 1 .3 E x p lo re o th e r re g u la to ry a p p ro a c h e s U n d e rt a ke s tu d y vi si ts o n o th e r re g u la to ry a p p ro a c h e s e .g . r is k b a se d , in c e n ti ve r e g u la ti o n R ep or t w ith re co m m en da tio ns fr om th e st ud y do ne 2 0 1 7 /1 9 c o m b in e w it h st u d y o f st a n d a rd s c o m b in e w it h st u d y o f st a n d a rd s D e ve lo p a n d im p le m e n t c o n c e p t o f a p p lic a b le re g u la to ry a p p ro a c h A pp lic ab le r eg ul at or y ap pr oa ch in tr od uc ed 2 0 1 8 /2 0 3 0 ,0 0 0 4 5 ,0 0 0 1 .4 D e ve lo p a n d im p le m e n t a re g u la ti o n s tr a te g y fo r R u ra l W a te r S u p p ly a n d S a n it a ti o n ( R W S S ) D e ve lo p R W S S re g u la ti o n st ra te g y R eg ul at io n st ra te gy de ve lo pe d 2 0 1 6 3 0 0 ,0 0 0 Im p le m e n t re g u la ti o n s tr a te g y S tr at eg y im pl em en te d 2 0 1 7 2 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 .5 I m p ro ve s e c to r re p o rt in g D e ve lo p /i n c o rp o ra te n e w in d ic a to rs fo r re p o rt in g , i.e . h u m a n ri g h ts ; su st a in a b le d e ve lo p m e n t g o a ls ; c ro ss c u tt in g is su e s (g e n d e r, H IV , d is a b ili ty ); a ss e t m a n a g e m e n t; sa n it a ti o n ; c u st o m e r se rv ic e fe e d b a c k/ c u st o m e r sa ti sf a c ti o n in d e x e tc . In di ca to rs in co rp or at ed in th e S ec to r R ep or t 2 0 1 6 2 0 1 .6 M a in s tr e a m C lim a te C h a n g e m a n a g e m e n t D e ve lo p a sc re e n in g to o l fo r p ro je c t p la n n in g a n d im p le m e n ta ti o n A ll pr oj ec ts s cr ee ne d fo r cl im at e ch an ge e ffe ct s to re du ce im pa ct s 2 0 1 6 2 0 3 0 ,0 0 0 S u b T o ta l 3 7 0 ,0 0 0 2 1 0 ,0 0 0 2 4 0 ,0 0 0 2 3 0 ,0 0 0 2 6 5 ,0 0 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 STRATEGIC PLAN 2016–2020 27 National Water Supply and Sanitation Council G o a l 2 : Im p ro ve R e g u la ti o n o f S a n it a ti o n /W a s te w a te r P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 2 .1 E n h a n c e r e g u la to ry fr a m e w o rk f o r s a n it a ti o n U n d e rt a ke st u d y to e xp lo re va ri o u s fo rm s o f sa n it a ti o n re g u la ti o n R ep or t w ith re co m m en da tio ns o n th e fo rm s of r eg ul at io n to ad op t d on e 2 0 1 6 1 2 0 ,0 0 0 E st a b lis h b a se lin e f o r th e s ta tu s o f sa n it a ti o n s e rv ic e d e liv e ry S tr at eg ie s fo r re gu la tio n im pl em en te d in li ne w ith ty pe o f s er vi ce 2 0 1 6 1 8 3 5 0 ,0 0 0 3 5 0 ,0 0 0 3 5 0 ,0 0 0 2 .2 D e ve lo p p ri c in g m e c h a n is m f o r s a n it a ti o n D e ve lo p g u id e lin e fo r s e p a ra ti o n o f c o st s re la te d to se w e ra g e a n d w a te r se rv ic e s G ui de lin e de ve lo pe d 2 0 1 7 2 0 0 ,0 0 0 D e ve lo p p ri c in g st ra te g y fo r sa n it a ti o n P ric in g im pl em en te d 2 0 1 8 2 0 8 0 ,0 0 0 2 .3 E n s u re im p ro ve m e n ts in s a n it a ti o n s e rv ic e d e liv e ry In c re a se th e n u m b e r o f C U s w it h s a n it a ti o n s u rc h a rg e A t l ea st 8 C U s ha ve sa ni ta tio n su rc ha rg e by 20 20 2 0 1 6 2 0 S u b T o ta l 4 7 0 ,0 0 0 5 5 0 ,0 0 0 4 3 0 ,0 0 0 0 0 G o a l 3 : E n h a n c e S ta k e h o ld e r E n g a g e m e n t fo r E n fo rc e m e n t/ C o m p lia n c e 3 .1 S e n s it is e s ta k e h o ld e rs o n t h e re vi s e d W S S A c t H o ld m e e ti n g s w it h id e n ti fie d ke y st a ke h o ld e rs in e a c h p ro vi n c e e .g . C U s, p o lic e , m e d ia , C iv il S o c ie ty , N G O s A t l ea st tw o m ee tin gs he ld a nn ua lly 2 0 1 7 2 0 4 0 ,0 0 0 5 0 ,0 0 0 6 0 ,0 0 0 7 0 ,0 0 0 3 .2 In c re a s e c o lla b o ra ti o n w it h o th e r re g u la to ry a n d /o r e n fo rc e m e n t a g e n c ie s E n g a g e W A R M A o n is su e s o f m u tu a l c o n c e rn F or m al is ed m ee tin gs h el d as s ch ed ul ed 2 0 1 6 2 0 H o ld m e e ti n g s w it h o th e r lo c a l re g u la to rs O ne m ee tin g he ld p er ye ar 2 0 1 6 2 0 1 5 ,0 0 0 1 5 ,0 0 0 1 5 ,0 0 0 1 5 ,0 0 0 1 5 ,0 0 0 E n g a g e st a ke h o ld e rs in to w n p la n n in g t o e n su re W S S s e rv ic e d e liv e ry is a p re re q u is it e t o a re a d e ve lo p m e n t W S S s er vi ce s ar e m ad e a pr e re qu is ite to a re a de ve lo pm en t 2 0 1 6 2 0 2 0 ,0 0 0 2 0 ,0 0 0 2 0 ,0 0 0 2 0 ,0 0 0 2 0 ,0 0 0 3 .3 E n g a g e G o ve rn m e n t o n in te rv e n ti o n s a n d in ve s tm e n ts r e q u ir e d fo r th e s e c to r P re p a re b ri e fs a n d h o ld m e e ti n g s w it h id e n ti fie d in st it u ti o n s Q ua rt er ly m ee tin gs he ld w ith M in is tr ie s an d G ov er nm en t i ns tit ut io ns 2 0 1 6 2 0 S u b T o ta l 3 5 ,0 0 0 7 5 ,0 0 0 8 5 ,0 0 0 9 5 ,0 0 0 1 0 5 ,0 0 0 O B j E C T IV E 1 T O TA L 8 7 5 ,0 0 0 8 3 5 ,0 0 0 7 5 5 ,0 0 0 3 2 5 ,0 0 0 3 7 0 ,0 0 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 28 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council S T R A T E G IC O B j E C T IV E 2 : T O E N S U R E E N H A N C E D E F F IC IE N C Y A N D F IN A N C IA L V IA B IL IT Y O F C O M M E R C IA L W A T E R U T IL IT IE S G o a l 1 : E n h a n c e F in a n c ia l S u s ta in a b ili ty o f C U s P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 1 .1 R e vi e w c o s ts in ta ri ff s e tt in g f o r a lig n m e n t w it h in te rn a ti o n a l n o rm s C a rr y o u t su rv e y o n c o st s tr u c tu re s u se d in ta ri ff se tt in g b y o th e r re g u la to rs S ur ve y un de rt ak en 2 0 1 6 2 0 ,0 0 0 H o ld a c o n su lt a ti ve m e e ti n g w it h va ri o u s n a ti o n a l st a ke h o ld e rs to d is c u ss fi n d in g s o f t h e s u rv e y C on su lta tiv e m ee tin g he ld 2 0 1 7 6 0 ,0 0 0 Im p le m e n t re c o m m e n d a ti o n s o f th e su rv e y to a d ju st c o st s in lin e w it h In te rn a ti o n a l n o rm s R es ul ts o f t he s ur ve y im pl em en te d 2 0 1 8 5 ,0 0 0 1 .2 S e t ta rg e ts fo r fi n a n c ia l vi a b ili ty D e ve lo p sy st e m s to e n su re p ro g re ss iv e c o st c o ve ra g e to w a rd s se t ta rg e ts f o r fin a n c ia l v ia b ili ty P ro gr es si ve c os t c ov er ag e at ta in ed 2 0 1 7 2 0 S u p p o rt C h a m b e sh i, W e st e rn a n d L u a p u la W S C s to im p ro ve in st it u ti o n a l e ffi c ie n c y a n d e ff e c ti ve n e ss In st itu tio na l c ap ac ity o f C U s im pr ov ed 2 0 1 6 2 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 S u b T o ta l 3 2 0 ,0 0 0 3 6 0 ,0 0 0 3 0 5 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 G o a l 2 : E n s u re O p e ra ti o n a l E ffi c ie n c y o f C U s 2 .1 E n s u re C U s im p ro ve a s s e t m a n a g e m e n t E n su re C U s a d o p t in te rn a ti o n a l st a n d a rd s fo r p h ys ic a l a ss e t m a n a g e m e n t Tr ai ni ng h el d on in te rn at io na l s ta nd ar ds 2 0 1 6 3 0 ,0 0 0 P ha se d ad op tio n of in te rn at io na l s ta nd ar ds im pl em en te d 2 0 1 6 2 0 E n su re C U s im p le m e n t M a in te n a n c e M a n a g e m e n t S ys te m s M ai nt en an ce M an ag em en t S ys te m s im pl em en te d by C U s 2 0 1 6 2 0 S u p p o rt C U s to im p le m e n t G IS O ne w or ks ho p co nd uc te d on G IS fo r al l C U s 2 0 1 6 6 0 ,0 0 0 A ll C U s im pl em en t G IS b y 20 20 2 0 1 7 2 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 N at io na l G IS fo r th e se ct or im pl em en te d an d up da te d by N W A S C O 2 0 1 6 2 0 4 0 ,0 0 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 STRATEGIC PLAN 2016–2020 29 National Water Supply and Sanitation Council P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 2 .2 P ro m o te re d u c ti o n o f N R W E n su re C U s in c o rp o ra te a c ti o n p la n s fr o m th e N a ti o n a l Te c h n ic a l Ta sk F o rc e s p e c ifi e d i n t h e N a ti o n a l N o n R e ve n u e W a te r M a n a g e m e n t S tr a te g ic F ra m e w o rk N R W r ed uc ed b y 10 % b y 20 19 2 0 1 6 2 0 1 9 F a c ili ta te u n d e rt a ki n g o f p e e r re vi e w s fo r N R W a m o n g C U s A t l ea st tw o pe er r ev ie w s fa ci lit at ed p er y ea r 2 0 1 6 1 7 2 .3 P ro m o te e n e rg y e ffi c ie n c y M o n it o r im p le m e n ta ti o n o f e n e rg y e ffi c ie n c y st ra te g ie s b y th e C U s A ll C U s im pl em en t e ne rg y effi ci en cy s tr at eg ie s in lin e w ith N W A S C O E ne rg y E ffi ci en cy G ui de lin e 2 0 1 7 2 0 2 .4 P ro m o te a d o p ti o n o f IC Ts f o r im p ro ve d e ffi c ie n c y S tu d y a n d p ro m o te a d o p ti o n o f c o st e ff e c ti ve IC T to o ls fo r o p e ra ti o n a l e ffi c ie n c y A t l ea st 6 C U s ad op t re co m m en de d to ol s 2 0 2 0 S u b T o ta l 1 3 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 G o a l 3 : P ro m o te B u s in e s s A c u m e n a n d I m p ro ve d G o ve rn a n c e in t h e S e c to r 3 .1 I m p ro ve S e c to r G o ve rn a n c e C o n d u c t tr a in in g o n c o rp o ra te g o ve rn a n c e g u id e lin e f o r C U B o a rd s o f D ir e c to rs a n d S h a re h o ld e rs Tr ai ni ng fo r al l C U s co nd uc te d 2 0 1 7 1 2 0 ,0 0 0 Im p le m e n t t o o l t o a ss e ss g o ve rn a n c e in t h e s e c to r P er fo rm an ce o f B oa rd s as se ss ed 2 0 1 6 2 0 3 .2 P ro m o te B u s in e s s A c u m e n a n d P ro je c t M a n a g e m e n t H o ld d e d ic a te d tr a in in g se ss io n o n b u si n e ss a c u m e n a n d p ro je c t m a n a g e m e n t A t l ea st o ne d ed ic at ed tr ai ni ng s es si on h el d ev er y ot he r ye ar 2 0 1 6 / 1 8 /2 0 6 0 ,0 0 0 7 0 ,0 0 0 8 0 ,0 0 0 S u b T o ta l 6 0 ,0 0 0 1 2 0 ,0 0 0 7 0 ,0 0 0 0 8 0 ,0 0 0 O B j E C T IV E 2 T O TA L 5 1 0 ,0 0 0 5 4 0 ,0 0 0 4 3 5 ,0 0 0 3 6 0 ,0 0 0 4 4 0 ,0 0 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 30 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council S T R A T E G IC O B j E C T IV E 3 : T O E N S U R E I M P R O V E D S E R V IC E D E L IV E R Y A N D S U S TA IN S E C T O R P R O G R E S S IO N G o a l 1 : D ri ve I m p ro ve m e n t in S e c to r P e rf o rm a n c e P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 1 .1 I n c re a s e a c c e s s to W a te r S u p p ly a n d S a n it a ti o n s e rv ic e s E n su re a n in c re a se in th e n u m b e r o f in d iv id u a l h o u se h o ld c o n n e c ti o n s N um be r of h ou se ho ld w at er co nn ec tio ns in cr ea se d by 12 0, 00 0 by D ec 2 01 9 2 0 1 6 1 9 E n su re a n in c re a se in th e n u m b e r o f h o u se h o ld s e w e ra g e c o n n e c ti o n s N um be r of s ew er ag e co nn ec tio ns in cr ea se d by 80 ,0 00 b y D ec 2 01 9 F a c ili ta te s tr a te g ic p a rt n e rs h ip s b e tw e e n ‘O th e r S e rv ic e P ro vi d e rs ’ a n d C U s to i n c re a se n u m b e r o f p e o p le a c c e ss in g w a te r su p p ly a n d sa n it a ti o n se rv ic e s ‘O th er S er vi ce P ro vi de rs ’ ha ve a n M oU w ith C U s fo r in te rv en tio ns in th ei r ar ea s 2 0 1 6 2 0 1 .2 E n s u re in c re a s e in m e te ri n g ra ti o C U s in c re a se n u m b e r o f m e te re d c u st o m e rs A t l ea st th re e ad di tio na l C U s at ta in 1 00 % m et er in g st at us by D ec 2 01 9 2 0 2 0 T he th re e C U s al re ad y at 10 0% m ai nt ai n th ei r m et er in g st at us G o a l 2 : E n s u re I m p ro ve d Q u a lit y o f S e rv ic e 2 .1 E n s u re in c re a s e d h o u rs o f s u p p ly S ti p u la te h o u rs o f su p p ly in c re m e n ts in C U ta ri ff c o n d it io n s a n d S e rv ic e L e ve l A g re e m e n ts A ve ra ge h ou rs o f s up pl y in cr ea se d to 2 2h rs b y D ec 20 19 2 0 1 9 2 .2 E n s u re im p ro ve d w a te r q u a lit y S u p p o rt C U s in im p le m e n ti n g IS O 1 7 0 2 5 s ta n d a rd E ns ur e at le as t fi ve C U s ar e IS O 1 70 25 a cc re di te d by 2 02 0 2 0 1 6 2 0 2 0 7 0 ,0 0 0 5 0 ,0 0 0 2 .3 E n s u re im p ro ve d c o m p la in ts h a n d lin g R o ll o u t C o m p la in ts P la tf o rm t o a ll C U s A t l ea st 9 5% o f c om pl ai nt s ar e re so lv ed w ith in s tip ul at ed tim ef ra m es 2 0 1 7 1 5 0 ,0 0 0 1 6 5 ,0 0 0 1 8 1 ,5 0 0 1 9 9 ,6 5 0 2 1 9 ,6 1 5 O B j E C T IV E 3 T O TA L 2 2 0 ,0 0 0 2 1 5 ,0 0 0 1 8 1 ,5 0 0 1 9 9 ,6 5 0 2 1 9 ,6 1 5 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 STRATEGIC PLAN 2016–2020 31 National Water Supply and Sanitation Council S T R A T E G IC O B j E C T IV E 4 : T O I M P R O V E O P E R A T IO N A L E F F IC IE N C Y A N D E F F E C T IV E N E S S O F N W A S C O G o a l 1 : In c re a s e V is ib ili ty o f N W A S C O t o t h e P u b lic P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 1 .1 D e ve lo p C o m m u n ic a ti o n P o lic y a n d S tr a te g y D e ve lo p C o m m u n ic a ti o n P o lic y a n d S tr a te g y P ol ic y an d S tr at eg y de ve lo pe d 2 0 1 6 2 0 ,0 0 0 1 .2 I m p le m e n t C o m m u n ic a ti o n S tr a te g y P re p a re A n n u a l im p le m e n ta ti o n p la n o f S tr a te g y 10 0% o f A nn ua l P la n im pl em en te d 2 0 1 7 2 0 6 2 0 ,0 0 0 6 6 0 ,0 0 0 6 9 0 ,0 0 0 7 2 0 ,0 0 0 7 2 0 ,0 0 0 1 .3 T a ilo r In fo rm a ti o n D is s e m in a ti o n D e ve lo p ta rg e t a u d ie n c e sp e c ifi c in fo rm a ti o n p a c ka g e s A t l ea st 3 ta ilo re d in fo rm at io n pa ck ag es d ev el op ed fo r po lic y m ak er s, C iv il S oc ie ty a nd ge ne ra l c on su m er s 2 0 1 7 2 0 In sp e c ti o n s u ti lis e d to d is se m in a te in fo rm a ti o n , e d u c a te th e p u b lic a n d o b ta in fe e d b a c k fr o m c o n su m e rs In sp ec to rs fe at ur ed o n liv e ca ll in p ro gr am m e on co m m un ity r ad io d ur in g ea ch ro ut in e in sp ec tio n 2 0 1 7 2 0 In tr o d u c e a n n u a l c o m p e ti ti o n to r a is e a w a re n e ss o f N W A S C O a n d W S S A nn ua l c om pe tit io n in tr od uc ed 2 0 1 7 2 0 1 .4 I n te n s if y a w a re n e s s o f S e rv ic e L e ve l G u a ra n te e s (S L G s ) a n d C o m p la in ts H a n d lin g P ro c e d u re s (C o m p la in ts P la tf o rm ) P a c ka g e in fo rm a ti o n o n S L G s a n d C o m p la in ts h a n d lin g w it h e ve ry i n fo rm a ti o n d is se m in a ti o n o p p o rt u n it y w h e re f e a si b le . A ll N W A S C O b ro ch ur es a nd W at er V oi ce c ar ry in fo rm at io n on S LG s an d C om pl ai nt s H an dl in g. A t l ea st o ne c ar b ra nd ed w ith S LG a nd C om pl ai nt s ha nd lin g m es sa ge . 2 0 1 7 2 0 P a rt n e r w it h C U s to d is se m in a te in fo rm a ti o n o n S L G s a n d C o m p la in ts H a n d lin g C U b ill s ca rr y m on th ly m es sa ge s on S LG s an d/ or C om pl ai nt s H an dl in g. 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 32 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 1 .5 E n h a n c e e n g a g e m e n t o f th e p u b lic H o ld ro vi n g c o n su m e r fo ru m / ro a d sh o w o n s ta tu s o f se rv ic e d e liv e ry A t l ea st o ne C on su m er F or um /r oa ds ho w h el d in a pr ov in ce e ve ry o th er y ea r 2 0 1 7 /1 9 P ro m o te in c re a se d c o n su m e r p a rt ic ip a ti o n in ta ri ff se tt in g c o n su lt a ti ve m e e ti n g C om m un ity r ad io , b ul k m es sa gi ng a nd W at er W at ch G ro up s ut ili se d to in fo rm cu st om er s of ta riff c on su lta tiv e m ee tin gs 2 0 1 6 2 0 E ns ur e C U s ad vi se co ns um er s of c on su lta tiv e m ee tin g at le as t o ne m on th pr io r to b ei ng h el d 2 0 1 6 2 0 1 .6 E n h a n c e c o rp o ra te im a g e a n d b ra n d Tr a in s ta ff in c u st o m e r c a re a n d b ra n d e ti q u e tt e S ta ff tr ai ne d in b ra nd e tiq ue tte an d cu st om er c ar e 2 0 1 6 / 1 9 C o m m u n ic a te r e g u la to ry d e c is io n s to t h e p u b lic Ta riff d et er m in at io n de ci si on m ad e pu bl ic K ey de ci si on s (d ire ct iv es ) on se rv ic e qu al ity p ub lic is ed 2 0 1 6 2 0 P ro m p t u p d a te s o n ke y re g u la to ry a c ti vi ti e s u n d e rt a ke n In fo rm at io n on k ey r eg ul at or y ac tiv iti es p ub lic is ed m on th ly 2 0 1 6 2 0 S u b T o ta l 6 4 0 ,0 0 0 6 6 0 ,0 0 0 6 9 0 ,0 0 0 7 2 0 ,0 0 0 7 2 0 ,0 0 0 G o a l 2 : P ro vi d e S p e c ia lis e d S u p p o rt t o t h e S e c to r th ro u g h t h e R e s o u rc e a n d K n o w le d g e C e n tr e 2 .1 U ti lis e R e s o u rc e a n d K n o w le d g e C e n tr e t o fa c ili ta te s p e c ia lis e d k n o w le d g e s h a ri n g in W S S a n d R e g u la ti o n C o o rd in a te p a id le a rn in g vi si ts to N W A S C O A t l ea st o ne p ai d le ar ni ng v is it he ld p er y ea r 2 0 1 6 2 0 1 0 ,0 0 0 1 5 ,0 0 0 2 0 ,0 0 0 2 5 ,0 0 0 3 0 ,0 0 0 O ff e r p a id tr a in in g in lin e w it h se c to r d e m a n d s A t l ea st o ne p ai d tr ai ni ng h el d pe r ye ar 2 0 1 6 2 0 1 0 ,0 0 0 1 5 ,0 0 0 2 0 ,0 0 0 2 5 ,0 0 0 3 0 ,0 0 0 C o o rd in a te sp e c ia lis e d kn o w le d g e s h a ri n g f o ru m s A t l ea st o ne fo ru m h el d pe r ye ar o n a sp ec ifi c th em e e. g. w at er s af et y, e ne rg y sa vi ng , N R W e tc 2 0 1 7 2 0 3 0 ,0 0 0 3 5 ,0 0 0 4 0 ,0 0 0 4 5 ,0 0 0 5 0 ,0 0 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 STRATEGIC PLAN 2016–2020 33 National Water Supply and Sanitation Council P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e I n d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 2 .2 P a c k a g e s e c to r k n o w le d g e f o r d is s e m in a ti o n P u b lis h b o o kl e t o n se c to r p ro g re ss io n vs M ill e n n iu m D e ve lo p m e n t G o a ls , V is io n 2 0 3 0 , L e ss o n s le a rn t a n d O u tl o o k fo r S u st a in a b le D e ve lo p m e n t G o a ls B oo kl et o n 20 15 M D G ta rg et s pu bl is he d 2 0 1 6 7 0 ,0 0 0 P u b lis h a b o o kl e t o n se c to r re fo rm s, r e g u la to ry e xp e ri e n c e a n d s e c to r im p a c t B oo kl et o n 20 y ea rs o f N W A S C O p ub lis he d 2 0 2 0 1 1 0 ,0 0 0 C o m p ile a n d d is se m in a te g o o d p ra c ti c e s in s e rv ic e d e liv e ry G oo d pr ac tic es c om pi le d an d di ss em in at ed a nn ua lly 2 0 1 6 2 0 2 5 ,0 0 0 2 5 ,0 0 0 2 .3 U n d e rt a k e R e s e a rc h a n d D e ve lo p m e n t in s p e c ifi c s e c to r is s u e s D e ve lo p a n d im p le m e n t p la n f o r a n n u a l R & D A t l ea st o ne R & D in W S S un de rt ak en p er y ea r (e .g . en er gy e ffi ci en t s ys te m s, w at er q ua lit y, b ill in g pr oc es s im pr ov em en t, ris k m iti ga tio n) 2 0 1 6 2 0 5 0 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 D is se m in a te fi n d in g s o f R & D t o st a ke h o ld e rs F in di ng s di ss em in at ed w ith in 2 m on th s of as si gn m en t co m pl et io n 2 0 1 6 2 0 S u b T o ta l 1 7 0 ,0 0 0 7 5 ,0 0 0 1 3 0 ,0 0 0 5 0 ,0 0 0 2 7 0 ,0 0 0 G o a l 3 : S tr e n g th e n I n s ti tu ti o n a l C a p a c it y 3 .1 A s s e s s re q u ir e m e n ts t o e x te n d m a n d a te t o ru ra l a n d o n s it e s a n it a ti o n a n d o p e ra ti o n s o f N W A S C O t o a d e q u a te ly c o ve r th e c o u n tr y E st a b lis h c a p a c it y re q u ir e m e n ts fo r N W A S C O to re g u la te ru ra l a n d o n si te s a n it a ti o n C ap ac ity r eq ui re m en ts d efi ne d 2 0 1 7 2 0 0 ,0 0 0 E va lu a te o p ti o n s to i m p ro ve t h e p re se n c e o f N W A S C O o n th e g ro u n d S tu dy c on du ct ed 2 0 1 8 2 0 0 ,0 0 0 P re p a re p la n to im p le m e n t re c o m m e n d a ti o n s P la n de ve lo pe d an d ex ec ut ed 2 0 1 7 2 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 34 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council P ri o ri ty A c ti o n s A c ti vi ti e s P e rf o rm a n c e in d ic a to rs T im e fr a m e B u d g e t 2 0 1 6 B u d g e t 2 0 1 7 B u d g e t 2 0 1 8 B u d g e t 2 0 1 9 B u d g e t 2 0 2 0 3 .2 U n d e rt a k e s p e c ia lis e d tr a in in g f o r s ta ff in k e y re g u la to ry is s u e s Id e n ti fy r e g u la to ry a re a s fo r tr a in in g e .g . s a n it a ti o n , r u ra l, le g a l, p ro je c t m a n a g e m e n t Tr ai ni ng p la n de ve lo pe d an d im pl em en te d 2 0 1 7 2 0 1 0 0 ,0 0 0 7 5 ,0 0 0 6 0 ,0 0 0 4 0 ,0 0 0 3 .3 I n c re a s e fi n a n c ia l vi a b ili ty In c re a se re ve n u e so u rc e s th ro u g h li c e n si n g Li ce ns e fe es im pl em en te d fo r ot he r se rv ic e pr ov id er s (s er vi ng p op ul at io n le ss th an C U s bu t m or e th an 50 0) a nd r ur al r eg ul at io n 2 0 1 8 2 0 S u b T o ta l 0 3 0 0 ,0 0 0 2 7 5 ,0 0 0 6 0 ,0 0 0 4 0 ,0 0 0 O B j E C T IV E 4 T O TA L 8 1 0 ,0 0 0 1 ,0 3 5 ,0 0 0 1 ,0 9 5 ,0 0 0 8 3 0 ,0 0 0 1 ,0 3 0 ,0 0 0 5 . S T r a T E g Y : 2 0 1 6 2 0 2 0 STRATEGIC PLAN 2016–2020 35 National Water Supply and Sanitation Council 6. IMPLEMENTATION STRATEGY 36 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council 6.1 FINANCING THE PLAN NWASCO will require approximately ZMW11,280,765 to implement the adopted objectives and action plans for 2016-2020 as shown in Table 5. Table 5: Strategic Plan Budget STRATEGIC OBjECTIVE Budget 2016 Budget 2017 Budget 2018 Budget 2019 Budget 2020 TOTAL 1: To Undertake Continuous Regulatory Enhancement 875,000 835,000 755,000 325,000 370,000 3,160,000 2: To Ensure Enhanced Efficiency and Financial Viability of Commercial Water Utilities 510,000 540,000 435,000 360,000 440,000 2,285,000 3: To Ensure Improved Service Delivery and Sustain Sector Progression 220,000 215,000 181,500 199,650 219,615 1,035,765 4: To Improve Operational Efficiency and Effectiveness of NWASCO 810,000 1,035,000 1,095,000 830,000 1,030,000 4,800,000 TOTAL 2,415,000 2,625,000 2,466,500 1,714,650 2,059,615 11,280,765 The bulk of the Plan will be financed from license fees. However, NWASCO will endeavour to source external funding from Cooperating Partners and Government, particularly for undertaking the studies on sanitation, developing strategies for regulation of rural WSS, institutional review of NWASCO and training in governance for the CUs. 6.2 HUMAN RESOURCES NWASCO has nineteen members of staff, of which eleven are professional staff with various specialisations supporting regulation. In addition to which, there are about eighteen professionals engaged as part-time inspectors across the country. In view of broadening regulatory activities in the areas of rural WSS and sanitation, NWASCO will need to undertake a thorough assessment of the institutional capacity required in terms of staff complement and improving its presence on the ground. A phased approach would then be adopted to match activities with capacity. 6 . IM P L E M E n T a T Io n S T r a T E g Y STRATEGIC PLAN 2016–2020 37 National Water Supply and Sanitation Council 6.3 RISK MANAGEMENT A thorough risk analysis will be done under NWASCO’s risk management framework, to identify and assess threats to successful project delivery, that will enable management to identify actions to help avoid or reduce the potential damage that these risks might pose to achieving the specific objectives. The risks will be reviewed and updated regularly throughout the period of the Strategic Plan. The existing risk management system will be revised to encompass all risks related to achieving the specified objectives, in order to take the appropriate action to manage the risks. 6.4 MONITORING AND EVALUATION Monitoring and evaluation is cardinal to the implementation of any Strategic Plan. NWASCO will draw up an annual implementation plan that stipulates specific dates of when to undertake an activity, and the person/department responsible. This will become the basis for monitoring and evaluating the plan. There will be a driver (either individual or committee) responsible for overseeing the implementation, monitoring and evaluation of the Strategic Plan. Quarterly, bi-annual and annual reports will be prepared to monitor the progress of implementation. The evaluation of the Strategic Plan will be done every two years and at mid-period. 6 . IM P L E M E n T a T Io n S T r a T E g Y 38 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 ANNEx 1: PERFORMANCE OF IMPLEMENTING THE 2013-2015 STRATEGIC PLAN S T R A T E G IC O B j E C T IV E 1 : T O I M P R O V E I N F O R M A T IO N D IS S E M IN A T IO N A N D E N G A G E M E N T O F T H E P U B L IC G o a l 1 : S tr e n g th e n a n d e n h a n c e p u b lic a w a re n e s s o n W S S P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t D e ve lo p c o m p re h e n s iv e p u b lic a ti o n s u s a g e / d e ve lo p m e n t s tr a te g y D e ve lo p p u b lic a ti o n p o lic y (2 0 1 3 ) P ub lic at io n po lic y de ve lo pe d P u b lic a ti o n P o lic y d e ve lo p e d , in c o rp o ra te d in B ra n d in g S tr a te g y a n d im p le m e n te d . • O n g o in g p ro c e ss o f im p le m e n ta ti o n . • R e su lt s m a y ta ke t im e t o s h o w . • N e e d t o e va lu a te im p a c t o f c e rt a in p u b lic a ti o n s e .g . se c to r re p o rt . D e ve lo p lo c a l la n g u a g e p u b lic a ti o n (2 0 1 5 ) P ub lic at io ns in 7 lo ca l la ng ua ge s do ne Tw o b ro c h u re s (C o m p la in ts H a n d lin g a n d S e rv ic e L e ve l G u a ra n te e ( S L G )) e a c h tr a n sl a te d in b o th N ya n ja a n d B e m b a . • Tr a n sl a ti o n o f b ro c h u re s is n o t e a sy fr o m t h e ‘ te c h n ic a l’ la n g u a g e u se d si m p lif y w ri ti n g o f E n g lis h b ro c h u re s to d e liv e r th e m e ss a g e . • D e ve lo p s h o rt , sp e c ifi c lo c a l l a n g u a g e m e ss a g e s in a u d io o n p e rt in e n t is su e s. • 7 la n g u a g e s w a s a m b it io u s w it h o u t fir st tr yi n g t o t ra n sl a te 1 o r 2 la n g u a g e s a n d le a rn le ss o n s to a d o p t. P la c e p o st e rs a t st ra te g ic p o in ts (2 0 1 4 1 5 ) P os te rs o n sp ec ifi c th em es p la ce d at C U s, p ol ic e an d ot he r st ra te gi c po in ts Tw o p o st e rs o n S e rv ic e L e ve l G u a ra n te e a n d C o m p la in ts H a n d lin g p ro d u c e d a n d d is tr ib u te d t o C U s fo r p la c e m e n t a t p a y p o in ts . In vo lv e C U s in d e ve lo p in g t a rg e te d m e ss a g e s. e .g . P u b lic is e r e a l c a se s o n v a n d a lis m In c re a s e v is ib ili ty o f N W A S C O a s t h e W S S r e g u la to r D e ve lo p a n d im p le m e n t b ra n d in g s tr a te g y (2 0 1 4 1 5 ) B ra nd in g st ra te gy de ve lo pe d an d im pl em en te d N W A S C O a ct iv iti es br an de d B ra n d S tr a te g y d e ve lo p e d a n d im p le m e n te d . R e vi se d b ra n d in vo lv e d c h a n g e s to lo g o a n d s lo g a n . • E n h a n c e in c u lc a ti o n o f b ra n d in te rn a lly . • B ra n d in g is a n e xp e n si ve v e n tu re n e e d to is o la te m o d e t o u se . • P e rf o rm a n c e I n d ic a to r m a y n o t b e c o m p le te ly m e a su ra b le . L o n g t e rm c o n ti n u o u s a c ti vi ty . M a rk e t N W A S C O b ra n d (2 0 1 4 1 5 ) P ub lic a w ar en es s of N W A S C O b ra nd in cr ea se d B ra n d la u n c h e d . R a d io a d ve rt s ru n , n e w sp a p e r c o lu m n s, w e b si te , so c ia l m e d ia p a g e s a n d v a ri o u s re g a lia u se d t o p u b lic is e b ra n d . E n h a n c e W a te r W a tc h G ro u p o p e ra ti o n s P u rs u e a lt e rn a ti ve a p p ro a c h e s to e n h a n c in g W W G o p e ra ti o n s (2 0 1 5 ) A t l ea st 2 W W G s w or k w ith id en tifi ed p ar tn er A lt e rn a ti ve a p p ro a c h e s e xp lo re d b u t c o u ld n o t b e u ti lis e d . W W G C o n c e p t re vi se d a n d im p le m e n te d t o e n h a n c e W W G o p e ra ti o n s. • In te rn a l t o o ls n e e d t o b e s tr e n g th e n e d in o rd e r to e n su re W W G s c a n p e rf o rm . • P e rf o rm a n c e I n d ic a to r w a s lim it e d t o id e n ti fy in g p a rt n e rs v s o th e r o p ti o n s. STRATEGIC PLAN 2016–2020 39 National Water Supply and Sanitation Council G o a l 2 : C re a te a w a re n e s s o n W S S le g is la ti o n P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t C re a te a w a re n e s s o n W S S le g is la ti o n fo r re le va n t e n fo rc e m e n t a g e n c ie s H o ld w o rk sh o p o n W S S le g is la ti o n w it h p o lic e (2 0 1 3 1 5 ) A t l ea st o ne w or ks ho p he ld p er y ea r by r ov in g P ro vi nc e O n e w o rk sh o p h e ld in 2 0 1 3 fo r L u sa ka a n d 2 0 1 5 f o r L iv in g st o n e . 2 0 1 4 w a s p la n n e d f o r 4 th q u a rt e r b u t c o u ld n o t b e h e ld f o llo w in g t h e d e m is e o f in c u m b e n t S ta te P re si d e n t a n d e n su in g c a m p a ig n s. • W e ll e xe c u te d a n d t o b e r e p lic a te d in o th e r p ro vi n c e s. U ti lis e m e d ia to p ro p a g a te m e s s a g e s o n e n fo rc e m e n t/ In fo rm p u b lic o n a c ti o n s t a k e n in e n fo rc e m e n t H o ld w o rk sh o p o n W S S le g is la ti o n w it h m e d ia (2 0 1 5 ) A t l ea st o ne w or ks ho p he ld W o rk sh o p h e ld w it h m e d ia o n W S S A c t a n d h o w m e d ia c a n h e lp in c o m m u n ic a ti n g is su e s o f e n fo rc e m e n t. • N e e d s to b e a c o n ti n u o u s a c ti vi ty . P ro d u c e ra d io a n d te le vi si o n p ro g ra m m e s (2 0 1 4 1 5 ) A t l ea st o ne r ad io a nd te le vi si on p ro gr am m e ai re d pe r ye ar 6 s e ri e s ra d io p ro g ra m m e a ir e d . • A c ti vi ty li m it e d t o e n fo rc e m e n t. S h o u ld b e a t o o l f o r g e n e ra l r a is in g o f a w a re n e ss P u b lic is e p e rt in e n t d e c is io n s in va ri o u s m e d ia / D is se m in a te p e rt in e n t N W A S C O d e c is io n s to m e d ia (2 0 1 3 1 5 ) P er tin en t d ec is io ns pu bl ic is ed w ith in 5 d ay s of a ct io n be in g m ad e Is su e s d is se m in a te d in c lu d e d r e g u la to ry d e c is io n o n C h a b a n ya m a ; L ic e n se su sp e n si o n a n d li ft in g f o r C h a m b e sh i W S C ; Ta ri ff a p p ro va ls /r e je c ti o n s fo r a ll C U s. • A c ti vi ty t o b e c o n ti n u e d . • Id e n ti fy w h a t in fo rm a ti o n a n d w h e n t o d is se m in a te t o t h e p u b lic . U n d e rt a k e a w a re n e s s p ro g ra m m e s f o r s ta k e h o ld e rs o n t h e c o s t o f re g u la ti o n H o ld w o rk sh o p w it h B o a rd s o f C o m m e rc ia l U ti lit ie s (2 0 1 3 ) A t l ea st o ne w or ks ho p he ld fo r ea ch C U p er B oa rd te rm Tr a in e d in 2 0 1 3 a t in d u c ti o n . • D e vi se d e lib e ra te a c ti vi ti e s to s e n si ti se B o a rd s o f D ir e c to rs a n d S h a re h o ld e rs th ro u g h o th e r a ve n u e s e .g . ta rg e te d n e w sl e tt e r/ b ri e f. H o ld w o rk sh o p w it h L o c a l A u th o ri ti e s/ L o c a l G o ve rn m e n t A ss o c ia ti o n ( 2 0 1 3 & 2 0 1 5 ) A t l ea st o ne w or ks ho p he ld e ve ry tw o ye ar s fo r S ha re ho ld er s of e ac h C U P re se n te d a t L o c a l G o ve rn m e n t A ss o c ia ti o n o f Z a m b ia m e e ti n g A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 40 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council G o a l 3 : S tr e n g th e n c o n s u m e r c o m p la in ts h a n d lin g p ro c e d u re s P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t Im p ro ve c o m p la in ts h a n d lin g a n d re s o lu ti o n p ro c e d u re s b y p ro vi d e rs a n d N W A S C O D e ve lo p g u id e lin e in c o rp o ra ti n g t im e fr a m e s fo r re so lv in g p a rt ic u la r c o m p la in ts f o r b o th p ro vi d e rs a n d N W A S C O (2 0 1 5 ) 95 % o f c om pl ai nt s at N W A S C O r es ol ve d w ith in s tip ul at ed tim ef ra m es R e so lu ti o n t im e fr a m e s in c o rp o ra te d in C u st o m e r C a re g u id e lin e . • A c ti vi ty w a s n o t c o n si d e re d a s a d ri vi n g fa c to r a t in c e p ti o n o f S P R e vi se in te rn a l N W A S C O p ro c e d u re s fo r c o m p la in ts h a n d lin g (2 0 1 4 ) C o n c e p t im p le m e n te d w it h re so lu ti o n t im e fr a m e s fo r c o m p la in ts r e c e iv e d a t N W A S C O . • P e rf o rm a n c e r e vi e w o f a c ti vi ti e s re q u ir e d E n h a n c e o p e ra ti o n a n d m a n a g e m e n t o f to ll fr e e li n e (2 0 1 5 ) In te g ra te d C o m p la in ts P la tf o rm d e ve lo p e d f o r c u st o m e rs t o s u b m it c o m p a in ts t h ro u g h a s in g le in te rf a c e w it h a u to m a ti c e sc a la ti o n o f u n re so lv e d c o m p la in ts t o N W A S C O (m yw a ts a n .c o .z m ) a n d t o ll fr e e 5 2 5 2 . • Im p le m e n ta ti o n n e e d s p h a se d a p p ro a c h re q u ir e m e n ts , ti m e a n d c o st . • In n o va ti o n in tr o d u c e d th ro u g h c o m p la in ts p la tf o rm . Im p o rt a n t to th in k o u ts id e t h e b o x S T R A T E G IC O B j E C T IV E 2 : T O S T R E N G T H E N A N D E N H A N C E E N F O R C E M E N T O F R E G U L A T IO N G o a l 1 : D e ve lo p n e w r e g u la to ry t o o ls a n d in s tr u m e n ts P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t D e ve lo p r e g u la ti o n s Id e n ti fy a re a s th a t re q u ir e f o rm u la ti o n o f re g u la ti o n s (2 0 1 3 ) R eg ul at io ns d ev el op ed an d in cl ud e S pe ci al R eg ul at or y S up er vi si on R e g u la ti o n s d e ve lo p e d in ta n d e m w it h r e vi si o n o f th e W S S A c t a n d a w a it in g e n a c tm e n t. • P ro c e ss w a s n o t c o m p le te ly in N W A S C O ’s c o n tr o l s in c e it w a s c o m b in e d w it h r e vi si o n o f A c t h e n c e d e la yi n g im p le m e n ta ti o n . E n g a g e le g is la ti ve d ra ft e r to p re p a re a p p lic a b le r e g u la ti o n s (2 0 1 4 1 5 ) D e ve lo p s ta n d a rd s Id e n ti fy a re a s th a t re q u ir e s ta n d a rd s (2 0 1 5 ) S ta nd ar ds d ev el op ed fo r de fin ed a re as S ta n d a rd s u n d e r d e ve lo p m e n t fo r W a te r S u p p ly S ys te m s A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 STRATEGIC PLAN 2016–2020 41 National Water Supply and Sanitation Council G o a l 2 : E n h a n c e t o o ls a n d in s tr u m e n ts f o r re g u la ti o n P ri o ri ty a c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t R e vi s e g u id e lin e s R e se a rc h e xi st in g re g io n a l a n d in te rn a ti o n a l W S S g u id e lin e s a n d im p le m e n t re c o m m e n d a ti o n s (2 0 1 3 1 5 ) G ui de lin es r ev is ed to in co rp or at e re qu is ite ch an ge s R e se a rc h d o n e a n d im p ro ve m e n ts re c o m m e n d e d . • N e e d t o d e ve lo p o p e ra ti o n a l s tr a te g ie s a t in c e p ti o n o f S tr a te g ic P la n . R e vi se C o rp o ra te G o ve rn a n c e g u id e lin e (2 0 1 4 ) D o n e . • S e t p e ri o d ic t im e fr a m e fo r re vi si o n o f g u id e lin e s. R e vi se W a te r Q u a lit y g u id e lin e t o i n c lu d e w a te r sa fe ty p la n s (2 0 1 4 ) D o n e . A c c o u n ti n g g u id e lin e in lin e w it h c o st d e sc ri p ti o n s to b e u se d in ta ri ff se tt in g g u id e lin e (2 0 1 4 ) A c ti vi ty n o t re q u ir e d a s th e re w e re n o c h a n g e s in T a ri ff g u id e lin e . M a n a g e m e n t o f P e ri U rb a n A re a s g u id e lin e to e n c o m p a ss c h a n g e s in s e rv ic e d e liv e ry (2 0 1 4 ) R e vi si o n r e q u ir e m e n ts a ss e ss m e n t sh o w e d t h a t g u id e lin e w a s n o lo n g e r n e c e ss a ry . R e vi s e t a ri ff s e tt in g p ro c e s s R e vi se t a ri ff m o d e l t o e n h a n c e p ro c e ss (2 0 1 4 ) Ta riff g ui de lin e re vi se d w ith e nh an ce d ta riff se tti ng p ro ce ss D o n e . G o a l 3 : E n h a n c e e n fo rc e m e n t In c re a s e P T Is t o a m in im u m o f 2 p e r C U e x c e p t C o p p e rb e lt C U s t o h a ve 4 P T Is f o r a ll 3 C U s R e c ru it P T Is a n d in d u c t (2 0 1 3 1 5 ) M in im um o f 2 P T Is pr es en t p er C U . C op pe rb el t C U s ha ve 4 P T Is fo r al l 3 C U s. LW S C 3 ; S W S C 2 ; W W S C , N W W S C , L P W S C h a ve 1 P T I e a c h . C o p p e rb e lt C U s h a ve 4 P T Is E W S C 0 . • R e p la c e m e n t st ra te g y n e e d e d f o r P T Is m o vi n g o r d ro p p e d . E n g a g e o th e r s ta k e h o ld e rs t o e n fo rc e a p p lic a b le s ta n d a rd s a n d g u id e lin e s P re p a re M e m o ra n d u m o f U n d e rs ta n d in g fo r c o lla b o ra ti o n in e n fo rc e m e n t (2 0 1 4 ) M oU s ig ne d M o U d o n e f o r c o lla b o ra ti o n w it h Z E M A a n d M o H b u t ye t to b e s ig n e d . • P ro c e ss o f c o n c lu d in g M o U d e la ye d d u e t o va ri o u s p ro c e d u re s a t in st it u ti o n s. • C o lla b o ra ti o n in e n fo rc e m e n t n o t ye t te st e d . A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 42 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council S T R A T E G IC O B j E C T IV E 3 : T O E N H A N C E P E R F O R M A N C E I N W S S S E R V IC E D E L IV E R Y G o a l 1 : P ro m o te im p ro ve m e n t o f u rb a n s a n it a ti o n s e rv ic e d e liv e ry t o 6 8 % c o ve ra g e b y 2 0 1 5 P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t E n s u re im p ro ve d s a n it a ti o n s e rv ic e d e liv e ry t h ro u g h ta ri ff c o n d it io n s a n d s a n it a ti o n s u rc h a rg e E a c h C U u n d e rt a ke s sa n it a ti o n im p ro ve m e n t a c ti vi ty e ve ry ye a r. (E xc e p ti o n g iv e n fo r L P W S C , W W S C a n d C H W S C d u e t o lo w r e ve n u e b a se ) (2 0 1 5 ) T he p ro po rt io n of po pu la tio n se rv ed b y se w er ag e co nn ec tio ns in cr ea se d to o ve r 4m il C o ve ra g e : 6 0 .7 % b y 2 0 1 4 . Ta ri ff c o n d it io n s in c lu d e ta rg e ts . S e le c te d C U s w e re d ir e c te d t o ri n g f e n c e S e w e ra g e r e ve n u e . M o n it o ri n g o f p ro g re ss im p le m e n te d • S e t ta rg e ts t o b e a c h ie ve d in t h e a c ti o n s/ a c ti vi ti e s. • R in g f e n c in g o f se w e ra g e fu n d s im p le m e n ta ti o n p ro ve d d iffi c u lt . A d vi s e G o ve rn m e n t/ s ta k e h o ld e rs t o in c re a s e fo c u s o n s a n it a ti o n th ro u g h N U W S S P a n d im p le m e n ta ti o n s tr a te g y (2 0 1 3 1 5 ) A dv ic e gi ve n th ro ug h va rio us a ve nu es e .g . W S A G s V a ri o u s sa n it a ti o n m e e ti n g s a tt e n d e d . C o n tr ib u te d t o N U W S S P o lic y. • D iffi c u lt t o m e a su re a p a rt fr o m p a rt ic ip a ti o n . G o a l 2 : To e n s u re in c re a s e in u rb a n h o u s e h o ld w a te r c o n n e c ti o n s b y a m in im u m o f 6 0 ,0 0 0 b y 2 0 1 5 ( 2 0 1 5 ) W at er s er vi ce c ov er ag e in cr ea se d by 6 0, 00 0 ho us eh ol d co nn ec tio ns H H c o n n e c ti o n s in c re a se d t o 3 5 2 ,1 3 8 in 2 0 1 4 f ro m 3 1 4 ,8 2 0 in 2 0 1 2 = in c re a se o f 3 7 ,3 1 8 • B a se a n a ly si s m u st b e d o n e e a rl y to in fo rm ta rg e ts t o b e s e t fo r C U s. • D e lib e ra te m e a su re s/ st ra te g y to m e e t ta rg e ts n e e d t o b e in st it u te d e a rl y. G o a l 3 : To e n s u re r e d u c ti o n in w a te r lo s s e s b y a n a ve ra g e o f 5 % b y 2 0 1 5 ( 2 0 1 5 ) W at er lo ss es r ed uc ed by a n av er ag e of 5 % N R W in c re a se d t o 5 1 % in 2 0 1 4 f ro m b a se o f 4 2 % in 2 0 1 2 • F o c u s sh o u ld h a ve b e e n o n m e te ri n g in li n e w it h ta ri ff c o n d it io n s . • N R W N a ti o n a l T a sk F o rc e se tu p . G o a l 4 : To e n s u re h o u rs o f s u p p ly in c re a s e t o a n a ve ra g e o f 2 0 b y 2 0 1 5 ( 2 0 1 5 ) H ou rs o f s up pl y in cr ea se d to a n av er ag e of 2 0 A ve ra g e im p ro ve d t o 1 8 in 2 0 1 4 f ro m 1 6 in 2 0 1 2 • D e lib e ra te m e a su re s to m e e t ta rg e ts n e e d t o b e in st it u te d e a rl y. A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 STRATEGIC PLAN 2016–2020 43 National Water Supply and Sanitation Council G o a l 5 : F o rm u la te a c o m p re h e n s iv e b a s is f o r m e a s u ri n g p e rf o rm a n c e t o m e e ti n g V is io n 2 0 3 0 D e ve lo p c o m p re h e n s iv e s e c to r o ve rv ie w o f va ri o u s n e e d s a n d r e q u ir e m e n ts ( 2 0 1 3 1 5 ) C om pr eh en si ve s ec to r ov er vi ew d ev el op ed T O R s u n d e r d e ve lo p m e n t. • M a g n it u d e o f a c ti vi ty n e e d s e n g a g e m e n t o f va ri o u s st a ke h o ld e rs G o a l 6 : R e s e a rc h a n d d e ve lo p m e n t o n e m e rg e n t is s u e s a n d p o lic ie s D e ve lo p c o n c e p t/ fr a m e w o rk t o re g u la te r u ra l W S S H o ld c o n su lt a ti ve m e e ti n g o n d e ve lo p e d c o n c e p t to r e g u la te ru ra l W S S (2 0 1 5 ) W ay fo rw ar d to r eg ul at e ru ra l W S S im pl em en te d C o n c e p t d e ve lo p e d . T O R s d e ve lo p e d f o r fr a m e w o rk im p le m e n ta ti o n . • F ra m e w o rk f o r im p le m e n ta ti o n n e e d s g o o d c la ri ty . Id e n ti fy ‘ o th e r a c ti vi ti e s ’, a s p e r W S S A c t, t h a t m a y n e e d lic e n s in g E xp lo re a n d id e n ti fy o th e r a c ti vi ti e s fo r lic e n si n g ( 2 0 1 4 ) Id en tifi ed a ct iv iti es lic en se d O th e r a c ti vi ti e s e xp lo re d . N o n e id e n ti fie d f o r lic e n si n g . In c o rp o ra te n e w d is tr ic ts f o r re g u la ti o n A m e n d a p p lic a b le re g u la to ry to o l to in c o rp o ra te n e w d is tr ic ts e .g . M S L , ta ri ff , lic e n se e tc (2 0 1 5 ) N ew d is tr ic ts in co rp or at ed in re gu la tio n S h a re h o ld e rs r e q u e st e d to p a ss r e so lu ti o n s to in c o rp o ra te n e w d is tr ic ts . • P h a se d a p p ro a c h r e q u ir e d fo r in c o rp o ra ti o n in re g u la ti o n a s o p e ra ti o n s a re p u t in p la c e . A n a ly se im p a c t o f n e w d is tr ic ts o n C U s o p e ra ti o n s e .g . sh a re h o ld e rs , fin a n c ia l a n a ly si s ( 2 0 1 5 ) P os iti on o n th e w ay fo rw ar d on th e ne w di st ric ts s ub m itt ed to M LG H D o n e . C o m p ile a n d d is s e m in a te g o o d p ra c ti c e s o n v a ri o u s a s p e c ts a p p lic a b le t o t h e s e c to r D e fin e c ri te ri a fo r id e n ti fy in g g o o d p ra c ti c e s (2 0 1 3 1 5 ) G oo d pr ac tic es do cu m en te d an d di ss em in at ed B o o kl e t p u b lis h e d o n G o o d P ra c ti c e s fr o m Z a m b ia n w a te r se c to r. • G o o d p ra c ti c e s m a y n o t b e s u st a in a b le . • F o llo w u p a d o p ti o n o f g o o d p ra c ti c e s in t h e se c to r. • Im p ro ve c ri te ri a f o r se le c ti o n o f g o o d p ra c ti c e s. G o a l 7 : In fl u e n c e P o lic y a n d g e n e ra l s tr a te g ie s f o r W S S E n g a g e s ta k e h o ld e rs o n n e e d t o u p h o ld n a ti o n a l p o lic ie s E n g a g e p a rl ia m e n ta ry c o m m it te e o n W S S is su e s (2 0 1 5 ) A t l ea st o ne m ee tin g w ith p ar lia m en ta ry co m m itt ee in th e pe rio d R e q u e st m a d e t o N a ti o n a l A ss e m b ly . N o t a c h ie ve d . • C o st o f e n g a g in g c o m m it te e n o t fu lly fa c to re d in D e ve lo p s tr a te g ie s f o r c o n ti n u it y o f D T F E n g a g e w it h s ta ke h o ld e rs o n th e f u tu re o f D T F ( 2 0 1 4 1 5 ) M ee tin gs w ith v ar io us st ak eh ol de rs S tr a te g y in p la c e t o c o n ti n u e b a sk e t fu n d in g f o r se c to r • D T F a p p ro a c h s e rv e d it s p u rp o se in t h e g a p . P re p a re ro a d m a p o n c o n ti n u it y o f D T F ( 2 0 1 4 1 5 ) Im pl em en ta tio n of ro ad m ap A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 44 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council S T R A T E G IC O B j E C T IV E 4 : T O I M P R O V E O P E R A T IO N S A N D S U S TA IN A B IL IT Y F O R N W A S C O A N D P R O V ID E R S G o a l 1 :P ro m o te im p ro ve m e n t in o p e ra ti o n s f o r N W A S C O a n d p ro vi d e rs P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t D e ve lo p a n e th ic a l c h a rt e r fo r th e s e c to r D e ve lo p e th ic a l c h a rt e r fo r N W A S C O (2 0 1 3 ) E th ic al c ha rt er fo r se ct or d ev el op ed D o n e . • N e e d f o r fo llo w u p w it h C U s o n im p le m e n ta ti o n . D e ve lo p a n d d is se m in a te a g u id e f o r a n e th ic a l c h a rt e r fo r th e C U s ( 2 0 1 3 ) A n et hi ca l c ha rt er fo r ea ch C U d ev el op ed G u id e g iv e n t o C U s. R e c o g n is e im p ro ve m e n ts in p e rf o rm a n c e b y C U s Id e n ti fy a n d r e fin e a w a rd s (2 0 1 3 1 5 ) C rit er ia fo r aw ar di ng cl ea rly e la bo ra te d an d ag re ed u po n w ith C U s D o n e . • C o n c e p t n o t fu lly t e st e d . • S e p a ra te t h e g o a ls ta rg e te d a t N W A S C O a n d p ro vi d e rs e .g p ro g re ss io n t o f u ll c o st re c o ve ry f o r C U s R e vi se R B I c o n c e p t (2 0 1 5 ) R ev is ed R B I c on ce pt im pl em en te d F u lly o p e ra ti o n a lis e th e W S S k n o w le d g e c e n tr e U n d e rt a ke a t le a st tw o re se a rc h a n d d e ve lo p m e n t in v a ri o u s W S S a sp e c ts p e r ye a r (2 0 1 3 1 5 ) R es ul t o f R & D di ss em in at ed to r el ev an t st ak eh ol de rs N o t d o n e f o r 2 0 1 4 . S tu d e n ts u se d t o u n d e rt a ke R & D in w a te r q u a lit y a n d p re p a id m e te ri n g . • M e c h a n is m r e q u ir e d fo r id e n ti fic a ti o n o f a re a s fo r R & D a n d t h e ir u n d e rt a ki n g . F a c ili ta te t w in n in g a n d m e n to ri n g (2 0 1 3 1 5 ) A t l ea st tw o C U s tw in ne d A re a s o f g o o d p ra c ti c e s re c o m m e n d e d a m o n g C U s b u t tw in n in g n o t d o n e . • M e c h a n is m r e q u ir e d . Im p ro ve a n d b ro a d e n W S S in fo rm a ti o n a n d r e c o rd s m a n a g e m e n t (2 0 1 3 1 5 ) In fo rm at io n an d re co rd s im pr ov ed a nd br oa de ne d In fo rm a ti o n a n d r e c o rd s o b ta in e d o n a n a d h o c b a si s • N e e d a p la n o f w h a t is n e e d e d /g a p s. P ro m o te k n o w le d g e in va ri o u s a s p e c ts o f C U o p e ra ti o n s F a c ili ta te v a ri o u s kn o w le d g e s h a ri n g f o ra o r w o rk sh o p s to p ro m o te • b u si n e ss a c u m e n ; • a p p lic a ti o n o f te c h n ic a l k n o w h o w ; • ri sk m a n a g e m e n t; • h u m a n re so u rc e m a n a g e m e n t a n d d e ve lo p m e n t; • g o o d c o rp o ra te g o ve rn a n c e a m o n g s ta ke h o ld e rs (2 0 1 3 1 5 ) A t l ea st tw o tr ai ni ng s he ld p er y ea r D o n e in t e c h n ic a l a sp e c ts e .g . w a te r q u a lit y, t a ri ff s e tt in g , c u st o m e r c a re , kn o w le d g e m a n a g e m e n t, n e tw o rk m a p p in g . • S tr u c tu re d s c h e d u le u n d e r R C r e q u ir e d . A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 STRATEGIC PLAN 2016–2020 45 National Water Supply and Sanitation Council P ri o ri ty A c ti o n s A c ti vi ti e s & T im e fr a m e P e rf o rm a n c e I n d ic a to r P e rf o rm a n c e L e s s o n s L e a rn t G o a l 2 : D e ve lo p /e n h a n c e c o re c o m p e te n c e in r e g u la to ry a s p e c ts Id e n ti fy re g u la to ry a re a s re q u ir in g f u rt h e r s p e c ia lis a ti o n C o n d u c t a t ra in in g n e e d s a ss e ss m e n t (2 0 1 3 1 5 ) Im pl em en t t ra in in g pl an D o n e a d h o c • N e e d a d e lib e ra te p la n f o r ta rg e te d sp e c ia lis a ti o n . Tr a in s ta ff in s p e c ifi c a re a s (2 0 1 3 1 5 ) S ta ff tr ai ne d in s pe ci fic ar ea s G o a l 3 : M o b ili s e e x tr a f u n d s t o e n h a n c e fi n a n c ia l s u s ta in a b ili ty f o r N W A S C O P re p a re p la n f o r s o u rc in g f u n d s Im p le m e n t p la n f o r so u rc in g f u n d s (2 0 1 4 ) R ev en ue b as e br oa de ne d P la n d o n e . N e g lig ib le e xt ra fu n d s m o b ili se d . U ti lis e R e s o u rc e C e n tr e f o r p a id le a rn in g v is it s Im p le m e n t th e p a id le a rn in g v is it c o n c e p t (2 0 1 4 1 5 ) P a id l e a rn in g v is it s h o st e d b y d e m a n d . L e a rn in g w in d o w s a d ve rt is e d fo r 2 0 1 5 n o t ye t im p le m e n te d . • E n h a n c e m a rk e ti n g o f w h a t C e n tr e c a n o ff e r. A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 46 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council ANNEx 2: STAKEHOLDER ANALYSIS Stakeholder Expectations Stakeholder Management Policy-makers • Implement Government policy on water supply and sanitation. • Provide timely and professional advice on the sector. • Reporting on the performance of the sector. • Ensure efficient and sustainable WSS service provision. • Affordable services by the citizenry. • Efficient and effective regulator. • Keep informed about progress of implementing policy, performance of the sector and regulator. • Advise on policy, investment and intervention requirements. • Demonstrate improved service delivery and positive sector progression. Service Providers • Fair, transparent and predictable regulations. • Fair and accurate reporting on performance of providers. • Promote viability and sustainability. • Professionalism, transparency, credibility, consistency and objectivity in discharging regulatory functions.. • Promote adoption of technology appropriate for the sector. • Clear regulations and enforcement mechanisms. • Involvement in development of key regulatory tools. • Inform on rationale for regulatory decision. • Enabling regulatory environment. Consumers • Improved service delivery. • Value for money- affordable, quality and reliable services. • Protection from exploitation by service providers. • Prompt resolution of complaints. • Improved information dissemination. • Engagement in identified regulatory processes. • Mechanism for information dissemination and feedback from the ground. Other Regulators • Collaboration in enforcement to ensure compliance to various standards, regulations and requirements. • Exchange of knowledge and experiences. • Harmonisation of procedures and standards. • Involve/Consult in relevant regulatory processes and decisions. • Share information on common concerns. Cooperating Partners • Drive improved and extended service delivery. • Ensure financial viability and sustainability of the sector. • Independence and innovation in regulation. • Transparency, credibility, consistency and objectivity in discharging regulatory functions. • Influence sector policy. • Accurate and timely information on the performance of the sector. • Provide guidance to sector players. • Efficient and effective regulator. • Keep informed about progress of implementing policy, performance of the sector and regulator. • Advise on investment and intervention requirements. • Demonstrate improved service delivery and positive sector progression. Civil Society/ NGOs • Improved and extended service delivery. • Engagement of the public in regulatory decisions. • Collaboration in coordination of sector information and advocacy. • Taking care of the interests of the marginalised (pro-poor). • Transparency and fairness in discharging NWASCO’s functions. • Keep informed on sector performance and actions taken in enforcement. • Engage in designing pro-poor interventions. A nn ex 1 : S tr at eg ic P la n Pe rf or m an ce 2 01 3 15 48 STRATEGIC PLAN 2016–2020 National Water Supply and Sanitation Council NWASCO 164 Mulombwa Close, Fairview Lusaka P.O. Box 34358, Tel: +260 211 226941/2 Fax: +260 211 226904 E-mail: mails@nwasco.org.zm Website: www.nwasco.org.zm Ensuring Better Services and Fair Value