WOP: Nairobi City Water and Sewerage Company (NCWSC) - National Water and Sewerage Corporation (NWSC)
February 05, 2014
The aim of this WOP is to develop a medium-term Performance Improvement Plan, and implement a short term action plan
GENERAL WOP INFORMATION
December 03, 2013 - February 03, 2015
Was the code of conduct followed?
Did the operators sign a formal partnership agreement?
PARTNERS AND THEIR INPUTS
Other supporting organizations
Total cost of WOP ($)
THEMES AND OBJECTIVES
- Expanding services to low income households
- Non Revenue Water (NRW) management
Developing PIP (Performance Improvement Plans)
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
The first step in the WOP is to conduct an assessment of the recipient utility, carried out jointly with the mentor operator. The assessment process will be actively inclusive and will solicit the input of a broad cross section of utility staff, as well as important external actors from civil society and the municipal political sphere.
The assessment will aim to identify 1) existing strengths, weaknesses, opportunities, and threats; 2) Capacity strengths and needs; 3) values and priorities; and 4) potential solutions.
Based on the assessment, GWOPA will assist the partners in designing their partnership.
The WOP work plan will define the WOP objectives, targets, expected resource contributions, results and anticipated timeline.
WOPs shall aim to include both learning and process targets.
The implementation phase is where the bulk of the technical assistance happens. This phase is carried out by the partner utilities, with GWOPA facilitation. GWOPA will also ensure regular monitoring of the WOP by the operators and support them to carry out corrective measures as needed.
Describe the overall results
1. Development of fundable Performance Improvement Plans (PIPs) for further improvement of services.
2. Beneficiary operators have enhanced knowledge and skills to address operational shortcomings and to manage loans.
3. Beneficiary operators have a clear understanding of their hard (infrastructural) and soft (skills development) needs.
4. Development of a fundable Performance Improvement Plan