A case Study in the Water and Sewerage Authority. Presented by Mrs. Jennifer Cudjoe-Brathwaite & Dr. Gwendoline Williams

Transcription

1 A case Study in the Water and Sewerage Authority Presented by Mrs. Jennifer Cudjoe-Brathwaite & Dr. Gwendoline Williams

2 Establishing the need for change: WASA- the Case Study Strategies for change Goal Planning & Management Introducing the Electronic Dashboard Programs to support the change Challenges Key Learning 2

3 Forces for Change Technology Structural Adjustments New Ideology Change in Environment Change in Political Regime Change in Customer Expectations WASA S ADMINISTRATION e.g. Achievement of developed nation status NEW PUBLIC MANAGEMENT/ GOVERNANCE FOCUS 05/07/2012 Jennifer Cudjoe-Brathwaite 3

4 WASA s Challenges 05/07/2012 Jennifer 4

5 WASA s Challenges 05/07/2012 Jennifer Cudjoe-Brathwaite 5

6 Universal Challenges Meeting Basic Water Needs Valuing Water Securing and sustaining a water supply 6

7 Public Sector Challenges Politics Bureaucracy Government Public Participation Citizens demands 7

8 INSTITUTIONAL CHALLENGES Water Resources Agency & Forestry Division Ministry of Health Ministry of Finance Environmental Management Agency Ministry of Public Utilities Regulated Industries Commission Customers Staff Policy Makers Regulating Bodies Customers 8

9 Reviewing the Change Initiatives 9

10 05/07/2012 Jennifer Cudjoe-Brathwaite 10

11 Transition to Goal Management Change Management present 05/07/2012 Jennifer Cudjoe-Brathwaite 11

12 Using Goal Management for Change 12

13 05/07/2012 Jennifer Cudjoe-Brathwaite 13

14 14

15 05/07/2012 Jennifer Cudjoe-Brathwaite 15

16 Goal Cascading Corporate Strategies & CXOs Goals CXOs Strategies & G Ms Goals GM strategies & DGM s Goals Operationalize the Action Plans 16

17 Goal Setting The SMART approach Specific Measurable We conducted meetings at regular intervals with managers so that they can learn more about the corporate goals and also they will also get involved all aspects of their divisions and departments. We knew that if a goals were not measurable, it cannot be achieved. So we reviewed the meetings after three months to see if the managers were inputting the goals, KPIs, targets and timelines. Achievable Relevant Timed The divisional leaders were advised to identify the best ways to improve the morale of employees and receive their inputs for the goal plans. A recognition and Reward program was developed to support the plan. Continuous monitoring and support was given to all divisions to ensure that staff received the knowledge, training, and expertise in their department The main goals set forth for organizational performance were realistic because they could actually happen. They were not goals that would turn people away due to the lack of interest. The time line to review each goal's progress in three months. This would allow enough time to see if the goals were attainable or needed to be changed. Allowing three months to see the progress would still give us ample time to change the goals if these specific goals were not working to improve the organizational performance 17

18 18

19 Achieve Corporate Governance Improve Customer Care Improve all areas for Institutional Strengthening CFO Financial Viability Improve Customer Care Provide Strategic Services COO Improve pipeline Integrity Ensure Water Security & Sustainability Improve Customer Response services CCO Build Organizational Capacity Improve organizational image Improve & Secure Assets 19

20 20

21 Adding the Balanced Scorecard 05/07/2012 Jennifer Cudjoe-Brathwaite 21

22 Mission and Objective(s) Principle Strategies and Measure Strategies Key Performance Indicators Baseline Data 2010 Measurement Tools Target Yr1 Yr 2 Timelines Yr.3 Yr. 4 Yr. 5 FINANCIAL Our Vision is to be an efficient, effective and financially viable organization providing continuous and high quality water and wastewater services at affordable rates. 05/07/2012 Financial Viability & sustainabil ity 1. Improve Financial Ratios. 2. Optimize expenditure. 3. Implement new Tariff structure. 4. Advocate for development funding. Change in Operating Ratios by Increased cash flows by $10m, annually Increased revenues. 100% funding for Capital projects Operating Ratio 2:1 zero (0) $ 40m/mtly Zero Balance Sheets. Income Statements Financial Statements Collections Reports Jennifer Cudjoe-Brathwaite Project Program 2:1 1.75: 1 1.5:1 1.25:1 1:1 $5m $10m $10m $10m $10m $375 m > > > $10m $15m $40m $375 m $375 m $375 m $375 m 22

23 Mission and Objective(s) Principle Strategies and Measure Strategies Key Performance Indicators Baseline Data 2010 CUSTOMER Measurement Tools Target Yr1 Yr 2 Timelines Yr.3 Yr. 4 Yr.5 Our Vision is to be an efficient, effective and financially viable organization providing continuous and high quality water and wastewater services at affordable rates. We see ourselves as customer focused employing appropriate technology and sound business practices with a committed and highly effective workforce having a since of pride to be WASA, forging sustainable partnership with all stakeholders, ever sensitive to the environment 05/07/2012 Water Security & Sustainability 24/7 Water delivery to all Customers 1. Complete 12 % projects months Project Plan. completed 2. New water sources. 3. Integrated Water Resource Management best practices 4. Improve Pipeline Integrity 1. Upgrade supply and production infrastructure. # new water sources identified for new supply. 1. % Increase in the number of IWRM standards met 2. # IWRM policies developed and implemented. 1. % reduction in the number of existing leaks per area. 2. % Increase in Customer satisfaction per area. 1. % improvement in supply. 2. % decrease in UFW. 2. Expand 1. % increase in distribution network asset base. 2. # new distribution lines run and supply Project Plans and # projects already completion in progress. reports Zero Zero Existing leakage report of STORMS. Zero data Zero data Water Resources Monthly Report Water Resources Monthly Report 1. STORMS Report 2. Customer Surveys. 3. Media Reports Production readings & reports District Metered Areas Reports. Jennifer Cudjoe-Brathwaite 75% 100% > 2 > 2 > 2 > 2 > 2 10% 20% 50% 20% 1. 10% 2. 20% 1. 20% 2. 20% 1. 10% 2. 10% 1. 0% 2. 10% 1. 0% 2. 10% Project Plans and Project completion 10% 20% 40% 5% 5% reports. 23

24 Introducing the Electronic Dashboard 24

25 The Electronic Dashboard :Dashboard examples for UNpresentation.ppt 25

26 System Overview How can you use the Performance Management system? Access the online system using the Web browser. This completely secure online system provides a central location for managing and storing Goal Plans and review forms. The online system includes useful tools to help you Write Feedback, and Scan Your Review Form for spelling errors and legal issues. Generate Divisional, Departmental, and/or Individual reports. 26

27 Adding other programs for success 27

28 28

29 Barriers & Resistance 29

30 Challenges 05/07/2012 Jennifer Cudjoe-Brathwaite 30

31 Categories of Barriers Emotional Environmental 05/07/2012 Barriers encountered Barriers There was a preference to evaluate existing ideas instead of generating new ones. In many projects, people were not able to lean back and think about a solution to issues because they felt under pressure to deliver results quickly. Many persons perceived the changes as threats for their personal status, because the changes were aimed at moving the whole organization as well as every single employee out of their comfort zone. The inability to accept criticism was a major issue when trying to establish trust and for gaining the support. Some managers were successful because the had good ideas and were able to implement them. But only those, who listened Jennifer to their Cudjoe-Brathwaite employees, were able to use their creativity as well. Reasons Emotional barriers could cause serious problems within the change process, since they hinder the generation of new ideas and approaches. Environmental barriers have effects on all phases of change, as they can create a feeling of togetherness and mutual support for the status quo, as well as encourage egoism and competition. 31

32 Managing Goals 32

33 Goals affect performance by directing attention, mobilizing effort, increasing persistence, and motivating strategy development Locke, Shaw, Saari, Latham, 1981 Psychological Bulletin, Vol. 90, page

34 Quotes from famous people I feel that the most important step in any major accomplishment is setting a specific goal. This enables you to keep your mind focused on your goal and off the many obstacles that will arise when you re striving to do your best Kurt Thomas Obstacles are those frightful things you see when you take your eyes off your goals Sydney Smith Never look down to test the ground before taking your next step; only he who keeps his eye fixed on the far horizon will find his right road Dag Hammarskjold The tragedy of life doesn t lie in not reaching your goal. The tragedy lies in having no goals to reach Benjamin Mays Jennifer Cudjoe-Brathwaite 05/07/

35 Thank You! 05/07/2012 Jennifer Cudjoe-Brathwaite 35