An Integrity Management project was initiated in 2015 with the Khulna Water Supply and Sewerage Authority (KWASA) in Bangladesh that illustrates how a public sector utility can implement a management approach based on a structured change process to achieve improved performance and strengthened integrity. The water operator, which serves the City of Khulna (population of around 1 million), initiated the integrity change process supported by the Water Integrity Network (WIN), the Bangladesh Water Integrity Network (BAWIN), as part of Transparency International Bangladesh and the Centre for Water Management Services (cewas). The project was implemented between 2015-2017 and currently, a 2nd phase of the project is under implementation with NGO Forum as local partner. The project is in line with the Bangladesh government’s National Integrity Strategy, which urges government institutions to establish anti-corruption and integrity systems, especially through proper implementation of rules and regulations, procedural reform and capacity development.
KWASA, as a relatively new operator, was struggling to handle its internal management while simultaneously ensuring adequate service to customers, showed an interest in knowing more about integrity management. WIN introduced the Integrity Management Toolbox (IMT), as a means to strengthen integrity management. KWASA was keen to address irregularities and insufficient service levels, which were being reported in the local press and becoming a reputational issue. KWASA management decided to adopt the tool to improve the utility’s efficiency and integrity and increase its institutional image. In addition, the Managing Director was keen on strengthening service delivery by developing and improving employee performance.
OBJECTIVES AND ACTIVITIES
The overall goal of the project was to address the WOPs efficiency, performance, and integrity concerns. The project supported:
- • Improving levels of integrity and performance of KWASA;
- • Contributing to raising awareness on water integrity in Bangladesh;
- • Building integrity ready institutions that will enhance their creditworthiness
- • Enhancing capacity of partners to facilitate integrity management projects; that led to the establishment of integrity coaches in Bangladesh.
- • Documenting good practices for other WOPs;
- • Knowledge sharing with other WOPs in Bangladesh, because of which two other WOPs, Chittagong WASA and Rajshahi WASA started applying the IMT.
The project partners worked with trained local coaches to support the WOP throughout the initiation and implementation process. During the workshop, KWASA identified integrity risks, selected the suite of tools to address those risks, and developed a road map for implementation in line with the business model of the WOP. The integrity coaches who are external to the WOP supported the implementation and periodically guided stakeholders without making decisions for them. The entire process depends solely on organizational management and employees and is supported by an appointed internal integrity agent.
The initiative involved a series of key activities that can be summarized in the chart below.
The full cycle of integrity management comprises the following seven steps:
- • Step 1: Introduction to the Integrity Management Process
- • Step 2: Description of the Business Model
- • Step 3: Identification of the Integrity Risks
- • Step 4: Identifying priority tools to address integrity risks
- • Step 5: Development of an improved Business Model
- • Step 6: Development of a Roadmap that will apply selected tools to address selected risks
- • Step 7: Implementation and Monitoring of the Integrity Change Process
The project established a roadmap related to KWASA’s overall management and service consisting of six goals:
- • 1 Distribute undelivered customer bills
- • 2 Reduce the connection procedure timeframe
- • 3 Establish a district metering area
- • 4 Estimate daily water consumption and production
- • 5 Reduce time needed to identify and correct pipeline disruptions
- • 6 Improve internal financial advances and collections procedures
RESULTS AND IMPACT
KWASA achieved most of the objectives set for the first phase of Integrity Management Toolbox implementation, reducing undelivered bills by 75 percent, reducing time to establish new connections by 30 percent, halving the time needed to identify and fix disruptions, and better estimating the daily consumption of water.
The KWASA billing system is now better organized and systematic. Besides better tracking of customers, the commercial department initiated the use of integrated software to issue bills for both meter and non-meter resident accounts. As a result, revenue has increased and customers have expressed satisfaction with the new system.
Before implementation of the Integrity Management Toolbox brokers were assigned responsibility for connecting new water lines. Now customers can now apply directly to KWASA for a new connection. The internal process for managing these requests has been entirely reworked and streamlined and is monitored systematically. Big efforts have also been made to make the information about connection procedures transparent to the public through a major dissemination campaign and news reports.
KWASA installed new meters and standardized the meter-reading procedure, also changing the process for hiring or subcontracting meter reading.
Feedback obtained at public consultations and through user surveys is generally positive.
KWASA’s management has been recognized in the international and local press for the integrity work being done. The Managing Directors has also been invited to major water sectors forums such as the Stockholm World Water Week to share his experiences. He is regularly championing integrity in forums for utility managers in Bangladesh and in the region.
KWASA has generated change not only within but also among consumers and civil society by building an awareness campaign and establishing interactive sessions bringing together KWASA staff members and customers. The IM project complemented internal reform processes and in addressing integrity-related challenges.
Convincing an organization
The topic of integrity and corruption in the water sector inherently make the process convincing others to work on the topic difficult. In the case of KWASA, through a sustained dialogue and explaining the implications of applying integrity management, KWASA decided to undertake this project. This required time and patience.
Leadership and commitment
The motivation, role, and long-term commitment of leadership and senior management are crucial to the success of the project. In the case of KWASA, the MD is leading from the front.
Motivated team
The KWASA integrity team and other employees were equally motivated and committed to the project, which helped in implementing the roadmap and achieving the project goals and targets. The team worked together to enhance the organization’s reputation and increase its revenue. They have learned how to work together as a team to pursue their IM goals. After the IM Toolbox training, their efficiency and integrity in carrying out their responsibilities increased.
Embedding integrity in an organizational structure and processes
At KWASA, the IM project was not taken up as an isolated project; gradually, the MD started embedding integrity elements within the organizational structure, leading to a sustained effort to continue addressing integrity challenges. Even after project completion, KWASA have been undertaking new measures.
Interaction with beneficiaries
KWASA regularly organized interaction and public hearings with the customers, which kept them updated on the steps being taken to address their grievances. The public also had the opportunity to raise their grievances directly with the MD during these sessions. Customers found this process useful. Additionally, press briefings held by KWASA were a crucial part of the outreach process.
TRANSFERABILITY
As mentioned, this approach to integrity management has been extended to two other WOPs in Bangladesh, establishes the scalability of the approach. The tool is adaptable according to the local context, it is driven by the WOPs themselves and is one of the few tools that addresses issues of integrity and TAP. The IMT has been applied in about 30 WOPs globally. It is to be noted that this is a preventive approach to tackling corruption, and WOPs may be reluctant to apply this approach if they get a wrong perception about the tool and objectives of such an intervention.
Other WOPs can apply this approach and incorporate an integrity management plan in their processes. This will require, initially for the WOPs to be convinced that this is a tool for improving their performances, reputation, it is a change management tool, and strengthens institutional integrity and creditworthiness. At scale, WIN can provide trainings to WOPs including the establishment of integrity roadmaps. The first phase of such a Toolbox implementation is generally coached by an external advisor and WOPs would be in a good position to support implementation or follow up and give input to such a coaching process. The implementation of the roadmap is dependent on additional resources and alignment with the WOP’s current priorities. In addition, this will create a pool of integrity coaches in countries who can replicate the process in other WOPs.
KEY ACTORS INVOLVED
Water Integrity Network: Technical and financial support
Cewas: Technical support and back stopping
Transparency International Bangladesh and BAWIN: Implementing partner including providing external integrity coaches
KWASA: Implementation organization of the good practice
RESOURCES
