Transition from one management style to another is such a critical and delicate phase that can make or break an organization. At this stage, strategy is everything. Ghana Water Company Limited (GWCL) chose to partner with 2ML Consulting Limited to develop a 100 Days High Impact Performance Improvement Programme (HIPIP). The results were amazing; revenue collection increased by 44% (close to USD2M) in the first month of the HIPIP.
Following sector reforms that the government of Ghana had been implementing to improve service delivery since the early 90s, GWCL was established on 1st July 1999 after the conversion of Ghana Water and Sewerage Corporation into a state-owned limited liability company under the Statutory Corporations. GWCL is responsible for the production, distribution and conservation of water in urban Ghana for public, domestic, commercial and industrial use.
Despite the introduction of such relevant institutional reforms (including private sector management by AVRL), the performance of Ghana’s urban water supply remained inadequate.
At the end of the private sector management contract, the government of Ghana with support from the World Bank adopted the introduction of an Internally Delegated Management Framework as a measure to strengthen governance and accountability in the operations of GWCL. The Head Office would play the role of an Asset Holding Authority (AHA) and enter into internally delegated management contracts with the Regional Offices.
The main objective of the HIPIP was to provide a framework for sensitization of staff sensitization on the implications of the approved reform and to lay a strong foundation for successful implementation of the internally delegated management contracting framework.
Features of GWCL’s HIPIP
2ML Consulting Limited invited to facilitate the design and implementation of GWCL’s 100 days High-Impact Performance Improvement Programme (100 days HIPIP). The main objective of the HIPIP was to provide a framework for sensitization of staff sensitization on the implications of the approved reform and to lay a strong foundation for successful implementation of the internally delegated management contracting framework.
At the beginning of 100 days HIPIP, the performance of GWCL was weak; characterized by very high NRW (about 57%), slow response to leaks and bursts, poor staff attitude, poor customer care and an average operating deficit of about 9.2 million Ghana Cedi. Billings were about 24.8 million Ghana Cedi while collection was 17 million Ghana Cedi; representing a revenue collection efficiency of only 68%. Staff motivation was low and their general attitude to performance was resigned.
The GWCL’s HIPIP was focused on four main areas including increasing revenue, reducing Non-Revenue Water, improving customer service and ensuring successful implementation of the internally delegated management framework.