The aim of this WOP to improve the performance of Mwanza Urban Water & Sewerage Authority (MWAUWASA) through the provision of training and expertise
Total number of water operator professionals/staff involved in WOP (from all participating operators)
Other supporting organizations
Water Board of Rijnland
European Union (1,377, 000 Euros)
Het Waterlaboratorium ( Mentor)
Abvakabo FNV (Trade Union) ( 78,345 Cash)
Kilimandjaro Film Institute ( 54,450 Cash)
Tanzanian Union for Government and Health Employees TUGHE
Lake Victoria Basin Water Office
Total cost of WOP ($)
THEMES AND OBJECTIVES
- Billing and revenue collection
- Customer relations
- Non Revenue Water (NRW) management
- Waste water collection and treatment
- Water quality management
Affordable and sustainable water and waste water services
Provide materials and services (water meters, workshop equipment, billing software)
Improve water governance
What types of activities were carried out to help develop operator capacity?
- Joint planning or work
- On the job training
- Site visits
- Study tours
Describe WOPs activities
"A. Reduction of NRW A1. Preparation/assessment water balance, A2. Cleaning-up customer database, A3. Hydraulic management & modelling (1. Training in use of hydraulic model EPAnet, modelling of the transport network and calibration. 2. Design of distribution systems, including engineering standards. 3. Supply of necessary flow/pressure meters and data loggers, needed for hydraulic modelling and operations.) A4. Water meter management (meter workshop) (1. Preparations and decision making 2. Establishing workshop (contracting, rehabilitation, refurbishing) 3. Supply ad shipment of equipment etc. from The Netherlands to Mwanza. 4. Installation of equipment, training and support related to operations and management.) B. Improved collection of revenues. B1. Improvement of billing, collection systems & procedures, This includes the activities of water meter readers (readings, observation of unusual and faulty situations), data handling, control readings, bill processing, distribution, revenue collection and debt management. Improvements to the systems will be determined and support will be given to implement these. B2.Training and coaching related to revenue collection. This encompasses training and coaching of the various management and staff in properly implementing billing and collection systems and procedures as well as debt management. Job performance, motivation and satisfaction of the sales assistants (water meter readers) will be addressed as well. B3. Improvement of awareness and customer communication. Activities will consist of e.g.
• External information (leaflets, mass media, TV, film) and promotional activities
• Internally boosting awareness, knowledge and skills of MWAUWASA staff.
The Kilimanjaro Film Institute will assist with regard to internal and external communication and improvement of awareness.
C Improved work performance of MWAUSA staff (skills, knowledge) C1. Training on E&M (Electro-Mechanical) equipment. This particularly concerns operation and maintenance of pumps, switchboards etc. Often, this equipment is rather modern and, without proper care, vulnerable for disturbances and irregularities, such as power breaks, cavitation etc. which causes downtime of and damage to pumping stations. C2. Training on management and supervisory skills. This will focus on implementation of management and supervisory skills in the day-to-day work situation. It includes e.g. practical human resources management, communication, report writing. C3. Operational training. This will consist of practical training and coaching of MWAUWASA staff in various technical, commercial and administrative matters. C4. Training of sales assistants (water meter readers) This comprises of training in meter reading practices, identification of eventual flaws in services connections and meters, commercial and communication skills and a practical training in the use of hand terminals . C5. Improvement and use of MIS. Performance monitoring and management requires an appropriate Management Information System and skilled use of it. MIS (as well as supportive GIS) will be improved; users will be trained in the use of MIS (data acquisition, processing, reporting, analysing, and decision-making).
D. Operational manuals, procedures and guidelines available/in use
D1. Preparation manuals for sewerage system: In close co-operation with MWAUWASA staff, manuals for operation and maintenance of the sewerage collection system and the wastewater treatment system will be developed. For the operational levels, these manuals will be ‘field suitable and specific’ and in Swahili. Where necessary, also manuals and guidelines on managerial level(s) will be prepared. Key professional staff of MWAUWASA will be trained and hands-on involved in preparation of these manuals. D2. Preparation of guidelines: ISO 9001 certification, engineering, GIS and AutoCAD
MWAUWASA is currently in the process of certification under ISO 9001. The Action will support this process through advice and review of procedures on the basis of experience gained by Dunea. Engineering standards and practices will be strengthened by development and implementation of manuals, guidelines and procedures for specific matters and elements. This includes e.g. use of AutoCAD, GIS, reporting management information, planning, selection and use of materials.
E. Employee Satisfaction Survey implemented
E1. Prepare (Employee Satisfaction) Survey
Two rounds of ESS will be prepared one as baseline ESS and in the last year a final ESS. This will include development of the survey, training of interviewers, survey procedures and the questionnaire.
E2. Implement and analyse (Employee Satisfaction) survey
Detailed activities will consist of:
1. Determine final arrangements for the implementation;
2. Implementation of the survey, possibly by students;
3. Analyses and reporting including the identification of areas of improvement.
F. Customer Satisfaction Survey implemented
F1. Prepare (Customer Satisfaction) Survey
Two rounds of CSS will be implemented: a baseline CSS and in the last year a final CSS. This will include development of the survey, training of interviewers, survey procedures and the questionnaire.
F2. Implement and analyse (Customer Satisfaction) Survey
Detailed activities will consist of:
1. Determine final arrangements for the implementation;
2. Implementation of the survey;
3. Analyses and reporting including the identification of areas of improvement;
G. Plan for ISO 17025 certification
G1. Drafting action plan (for ISO 17025 certification)
This encompasses e.g. defining scope and ambitions for certification, setting priorities, finding a certification agency, cost estimate and allocation of resources. The process will start with creating understanding and support with regard to certification. Workshops and training sessions are planned for this purpose. Further, inventories and assessments of lab processes, methods, skills and knowledge and information systems will be conducted. The internal quality assurance organisation is to be properly established and a certifying agency has to be identified. Based on these activities the action plan will be prepared. Endorsement of the management for this certification action plan, including allocation of resources, is essential for follow-up actions.
H. Increased knowledge and skills laboratory staff: phytoplankton identification, microbiology and use of new modern equipment (LVBWO)
H1. Training and coaching regarding knowledge, skills and methods. An assessment will be made with regard to current as well as needed skills, knowledge, procedures and equipment. This will result in an action plan, followed by training and coaching of laboratory staff. Also, LVBWO will be assisted in development of manuals and guidelines.
H2. Assist procurement of equipment. There may be a need for additional procurement. Depending on the situation, assistance will be given in selection of equipment and supplier(s). Training in use of the equipment will be provided
I. Increased knowledge on methods of prevention and mitigation of eutrophication. Training & coaching on identification of sources, risks and effects, and prevention/mitigation measures.
This will be dealt with through a series of workshops with management and key staff of LVBWO and personal training/coaching. Defining necessary, feasible and effective actions and dissemination of these will form part of the support.
Assist with implementation of awareness and policy advice
Public awareness information as well as specific, dedicated measures towards individuals or specific target groups will be supported.
I. Plan for improvement water quality data management, reports and access/distribution through Internet (LVBWO) I1. Review data management systems & practices and digitising data. Current systems, practices and capacity will be assessed. Needs and ambitions for the near future will be determined.
I2. Preparation definition study & approach for data management, reporting & access. LVBWO will be assisted in preparing a definition study and an implementation strategy. This definition study will outline the envisaged data management and reporting system, specifications and requirements including external access/use. Additionally, an implementation strategy (priorities, what, how, timing, resources), to be endorsed by the management will be an important result for LVBWO as point of departure for implementation.
Where possible, support will be given by actually establishing and implementing of (parts of) the data management and information systems.
Describe the overall results
Improved collection of revenues
Improved work performance of MWAUSA staff (skills, knowledge)
Operational manuals, procedures and guidelines available/in use
Employee Satisfaction Survey implemented
Customer Satisfaction Survey implemented
Plan for ISO 17025 certification
Increased knowledge and skills laboratory staff: phytoplankton identification, microbiology and use of new modern equipment
Increased knowledge on methods of prevention and mitigation of eutrophication
Plan for improvement water quality data management, reports and access/distribution through Internet.
Which factors had a positive influence on the success of your WOP?
- Accurate identification of capacity needs
- Appropriate partner selection
- Participation of external actors