Chittagong Water Supply Improvement & Sanitation Project ...ctg-wasa.org.bd/wp-content/uploads/2020/03/MIS-Plan.pdf · JULY 2016 – JUNE 2018 July 2016 Prepared by: NWSC- External

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Chittagong Water and Sewerage Authority (CWASA)

“To be the most efficient Water and Sewerage Authority in Bangladesh”

Chittagong Water Supply Improvement & Sanitation Project

(CWSISP)

Utility Modernization Umbrella Consultancy (CWSISP/S-31)

MANAGEMENT INFORMATION SYSTEM PLAN

JULY 2016 – JUNE 2018

July 2016

Prepared by: NWSC- External Services, Uganda

in association with M/s Devcon, Bangladesh and

UNESCO IHE, The Netherlands

Plot 39 Jinja Road, P. O. Box 7053, Kampala, Uganda

Tel: +256 313 315 100/111/715

Email:[email protected] Website: www.nwsc.co.ug

http://ctg-wasa.org.bd/

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TABLE OF CONTENTS List of Abbreviations and Acronyms ....................................................................................................... ii

List of Tables .......................................................................................................................................... iv

List of Figures ......................................................................................................................................... iv

1.0 INTRODUCTION ........................................................................................................................... 1

1.1 Preamble ................................................................................................................................. 1 1.2 Background to the Assignment ............................................................................................... 1 1.3 Structure of the Report ........................................................................................................... 1 1.4 The Chittagong Water Supply and Sewerage Authority (CWASA) .......................................... 2 1.5 The Status of Information Management in CWASA ............................................................... 3 1.6 Objectives and Scope of the Assignment ................................................................................ 4

2.0 APPROACH AND METHODOLOGY ............................................................................................... 5

2.1 Sub-Tasks/Steps Undertaken in Executing the Assignment ................................................... 5 2.2 Review of Background Literature ............................................................................................ 5 2.3 Interviews with Key Informants .............................................................................................. 6 2.4 Visits to Key Facilities .............................................................................................................. 6 2.5 Audit and Assessment of CWASA’s Key Business Processes ................................................... 6

2.5.1 Water Treatment & Production ...................................................................................... 7

2.5.2 Water Distribution and Network O&M ........................................................................... 8

2.5.3 New Connection Implementation ................................................................................... 8

2.5.4 Meter Reading & Billing .................................................................................................. 9

2.5.5 Revenue Management .................................................................................................... 9

2.5.6 Accounts & Finance Management ................................................................................ 10

2.5.7 Customer Complaints Handling .................................................................................... 10

2.5.8 Human Resource Management .................................................................................... 11

2.5.9 Monitoring & Evaluation (Management Reporting) ..................................................... 11

2.5.10 Customer Mapping & GIS .............................................................................................. 12

2.5.11 ICT Support Provision .................................................................................................... 12

2.5.12 Procurement & Transport ............................................................................................. 13

2.5.13 Public Relations Management ...................................................................................... 13

2.5.14 Project Management .................................................................................................... 13

2.6 Identification of Information Requirements for Key Business Processes ............................. 14 2.7 Information Management Gap Analysis ............................................................................... 14 2.8 Formulation of Information Management Improvement Strategies ................................... 18

3.0 THE CWASA MANAGEMENT INFORMATION SYSTEMS (MIS) PLAN (2016-2018) ..................... 21

4.0 FRAMEWORK FOR AN INTEGRATED MANAGEMENT INFORMATION SYSTEM ......................... 24

4.1 Functional Relationships between Processes ....................................................................... 24 4.2 Required Functionality for Integrated MIS Core Modules .................................................... 25

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5.0 REQUIREMENTS FOR ESTABLISHMENT OF PRIORITY IT INFRASTRUCTURE .............................. 27

5.1 Network Infrastructure ......................................................................................................... 27 5.2 Server Hardware ................................................................................................................... 27 5.3 Email Solution ....................................................................................................................... 28 5.4 Hardware and Data Security ................................................................................................. 28

6.0 STAFF CAPACITY DEVELOPMENT AND ON-THE-JOB TRAINING REQUIREMENTS ..................... 30

APPENDICES .......................................................................................................................................... 32

Appendix 1: List of Persons Met and Interviewed ............................................................................ 33 Appendix 2: Summary of Process Audit and Assessment for CWASA’s Key Business Processes ..... 36 Appendix 3: Sample Management Information Systems (MIS) Report for CWASA (April 2016) ..... 47 Appendix 4: Sources of Data for MIS Report .................................................................................... 50 Appendix 5: Summary of Critical Data and Information Generated and Managed for each Key Business Process ............................................................................................................................... 52 Appendix 6: The CWASA Management Information Systems (MIS) Plan 2016-2018 ...................... 64 Appendix 7: Assumptions and Accompanying Notes to MIS Plan Cost Estimates ........................... 76

List of Abbreviations and Acronyms AE Assistant Engineer

AIM Asset Information Management

AMR Automated Meter Reading

APA Annual Performance Agreement

BPDB Bangladesh Power Development Board

CCC Chittagong City Corporation

CE Chief Engineer

CHS Complaints Handling System

CM Commercial Manager

CSR Corporate Social Responsibility

CTS Complaints Tracking System

CUG Closed User Group

CWASA Chittagong Water Supply and Sewerage Authority

CWSISP Chittagong Water Supply Improvement and Sanitation Project

CWSISP-S31 Chittagong Water Supply Improvement and Sanitation Project, Package 31

DMD Deputy Managing Director

DMD (A) Deputy Managing Director (Administration)

DMD (E) Deputy Managing Director (Engineering)

DMD (F) Deputy Managing Director (Finance)

DR Disaster Recovery

DTW Deep Tube Well

EE Executive Engineer (also abbreviated XEN)

ERP Enterprise Resource Planning

FY Financial Year

GIS Geographic Information Systems

GoB Government of the People's Republic of Bangladesh

GWTP Groundwater Treatment Plant

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HOD Head of Department

HQ Headquarters

HR Human Resources

HRMIS Human Resources Management Information System

IAM Infrastructure Asset Management

ICT Information and Communication Technology

IDA International Development Agency

IS Information Systems

IT Information Technology

JICA Japanese International Cooperation Agency

KPI Key Performance Indicators

KSA Karnaphuli Service Area

KWSP Karnaphuli Water Supply Project

LAN Local Area Network

MD Managing Director

MIS Management Information System(s)

MLD Mega litres per day

MMS Meter Management System

MOD Maintenance, Operation and Distribution

O&M Operation and Maintenance

OJT On-the-Job Training

PANI Project for Advancing Non-Revenue Water Reduction Initiative

PBX Private Branch Exchange

PC Personal Computer

PD Project Director

PDU Procurement and Disposal Unit

PF Personal File

PID Planning and Infrastructure Development

PM&E Performance Monitoring and Evaluation

PMU Project Monitoring Unit

PPM Planned Preventive Maintenance

PRO Public Relations Officer

PVC Polyvinyl Chloride

RfP Request for Proposal

SA Systems Analyst

SAE Sub Assistant Engineer

SCADA Supervisory Control and Data Acquisition

SE Superintending Engineer

SLA Service Level Agreement

SM Social Media

SMART Strategic, Measurable, Achievable, Realistic, and Time-bound

SMS Short Message Service

SOP Standard Operating Procedure

SQL Structured Query Language

SWIFT Sustainable Water Supply Services Improvement and Financial Tenacity

SWTP Surface Water Treatment Plant

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TBD To Be Determined

TCD Training and Capacity Development

TIA Training Impact Assessment

Tk Taka

TNA Training Needs Assessment

UPS Uninterruptible Power Supply

URL Universal Resource Locator

VoIP Voice over Internet Protocol

VPN Virtual Private Network

WAN Wide Area Network

WASA Water and Sewerage Authority

Wi-Fi Wireless Fidelity

WTP Water Treatment Plant

WUM Water Utility Maturity

XEN Executive Engineer (also abbreviated EE)

List of Tables Table 1: Identified Gaps in Information Management Practices for Key Business Processes within

CWASA

Table 2: Categorization of Issues to be addressed for Information Management Improvement in CWASA

Table 3: Summary of MIS Plan Objectives and Improvement Strategies

Table 4: Summary of Expected Outputs and Deliverables of the CWASA MIS Plan

Table 5: Required Functionality for Core Modules of Integrated MIS Solution for CWASA

List of Figures Fig. 1: Map of Bangladesh, showing the location of Chittagong City

Fig. 2: Functional Relationship Diagram for CWASA’s core and support processes

Fig. 3: CWASA’s Maturity Scorecard 2015

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1.0 INTRODUCTION

1.1 Preamble This report describes and details a Management Information Systems (MIS) Plan that has been

formulated for Chittagong Water Supply and Sewerage Authority (CWASA), for implementation over

the period 2016-2018. The MIS Plan is one of the deliverables under the Utility Modernization

Umbrella Consultancy (Ref. CWSISP-S31), which is itself part of the Chittagong Water Supply

Improvement and Sanitation Project (CWSISP).

1.2 Background to the Assignment The Government of the People’s Republic of Bangladesh (GoB) has received financing from the

International Development Association (IDA) toward the cost of Chittagong Water Supply

Improvement & Sanitation Project (CWSISP). The project objective is to increase sustainable access to

safe water and improved sanitation, and to support the establishment of a longer term water supply,

sanitation and drainage capital development and operational management program for the city of

Chittagong. CWSISP entails aspects of infrastructure investments for water production facilities and

the water distribution network, as well as aspects of supporting the comprehensive institutional

development of CWASA.

Package 31 of CWSISP, the Utility Modernization Umbrella Consultancy (code-named CWSISP-S31), is

part of the institutional development program for CWASA under CWSISP. The main objective of

CWSISP-S31 is to develop and improve the capacity of CWASA in the operation and management of

water utility services, and support the modernization of CWASA’s operational structure, systems and

processes. The CWSISP-S31 assignment consists of eleven main components and tasks, with

associated deliverables.

Under Task 5 of the Utility Modernization Umbrella Consultancy, the Consultant is required develop a

Management Information Systems (MIS) Plan for CWASA. The primary objective of the task is to

enhance and streamline CWASA’s capacity for operational data capture & storage, data analysis &

information synthesis, information sharing & management, and application of operational

information for strategic planning and management decision-making on a sustained basis. This report

describes activities that have been undertaken towards implementation of this Task, as well as the

outputs and deliverables obtained as a result.

1.3 Structure of the Report This report is structured as follows. This Chapter introduces and briefly describes the project area

(CWASA), and outlines the objectives and scope of activities under Task 5 of the CWSISP-S31

assignment. Chapter 2 presents the approach and outlines the steps taken in implementing Task 5 of

the assignment. This is followed in Chapter 3 by an audit and assessment of CWASA’s key business

processes. In Chapter 4, the specific information requirements for each business process are

identified, followed by an analysis of gaps in existing information management practices in CWASA.

Chapter 5 describes the formulation of improvement strategies to address the identified information

management gaps, leading to the compilation of a Management Information Systems (MIS) Plan for

CWASA. This is followed in Chapter 6 by a specification of requirements for establishment of priority

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IT infrastructure. The report concludes in Chapter 7 with recommendations for staff training and

capacity development activities with regard to the improved, modern information management

systems and practices prescribed under this assignment.

1.4 The Chittagong Water Supply and Sewerage Authority (CWASA) Located in the Bay of Bengal 214 km southeast of

the capital, Dhaka (Fig. 1), Chittagong is the second

largest city, the main port city, and the commercial

capital of the People’s Republic of Bangladesh. The

city, including its suburban areas, covers an area

of around 550 km2, and has a population of 3.75

million. It is estimated that the city’s population

will grow to 5.2 million by the year 2021.

The Chittagong Water Supply and Sewerage

Authority (CWASA) was first established in 1963

under the East Pakistan Water Supply and

Sewerage Ordinance 1963, for the purpose of

providing water supply, sewerage and storm

water services to the city of Chittagong. The Water

and Sewerage Authority Act of 1996 repealed the

1963 Ordinance and provided for the

establishment of Water and Sewerage Authorities

to provide water supply, sewerage and drainage

services to cities and towns in Bangladesh, beginning with Dhaka and Chittagong. CWASA is currently

administered by a Board formed under the WASA Act 1996. The first board meeting under this Board

was held in September, 2012.

There is an Annual Performance Agreement (APA) between CWASA and the GoB which was first made

in 2011 and has been revised twice since. The initial APA spells out a number of Key Performance

Indicators and the strategies that must be formulated and pursued to increase CWASA’s capabilities.

More recently, the parent ministry has prepared a new performance agreement which has been called

the Annual Performance Memorandum of Understanding. Monthly performance reports (MIS reports)

are routinely prepared and form the basis for an annual performance report that is submitted to the

GoB.

Although CWASA is legally mandated to provide water supply, sewerage and drainage services, it

currently only provides water services to the residents of Chittagong. There are no piped sewerage

systems in Chittagong, and drainage services are currently provided by the Chittagong City

Corporation (CCC). The current water demand for Chittagong is estimated to be about 500 MLD,

compared to a total installed production capacity of only 210 MLD. This demand is projected to

increase to 1,241 MLD by 2021. As of April 2016, CWASA had a total of 62,613 customer connections

(Source: CWASA MIS Report for April 2016). Of these, 57,337 (or 91.6 %) were on supply and being

billed.

Fig. 1: Map of Bangladesh, showing the

location of Chittagong City.

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CWASA’s water supply system consists of two water treatment plants i.e. the Mohara Surface WTP

(90 MLD) and the Kalurghat Groundwater Iron Removal Plant and Booster Station (68 MLD). A new

surface water treatment plant, the Karnaphuli WTP, with an initial phase design capacity of 143 MLD,

is scheduled for commissioning by the end of 2016. In addition to the Surface and Ground WTPs,

CWASA operates 95 (ninety-five) deep tube wells installed to augment the water supply to the city.

There are 14 (fourteen) service reservoirs in the system, with a total storage capacity of 46 MLD. The

water transmission and distribution pipelines, amounting to a total length of 687 km, consist of various

pipe materials such as ductile iron, asbestos cement and PVC. A significant part of the CWASA water

distribution network is old and requires rehabilitation.

CWASA, with assistance from the GoB and development partners (the World Bank and the Japanese

International Cooperation Agency (JICA)), is implementing a number of projects to rehabilitate and

expand its water supply systems. The projects which are currently under implementation include: The

Karnaphuli Water Supply Project (KWSP1 & KWSP2), under JICA assistance; The Emergency Water

Supply & Deep Tube Well Rehabilitation Project, funded by the GoB; and the Chittagong Water Supply

Improvement and Sanitation Project (CWSISP), funded by the World Bank. In addition, there is the

ongoing Project for Advancing Non-Revenue Water Reduction Initiative (PANI1 & PANI2), also funded

by JICA.

1.5 The Status of Information Management in CWASA A preliminary appraisal of the status of information management in CWASA was carried out as part of

Task 10 under the CWSISP-S31 assignment, which undertook a review of the utility maturity scorecard

for CWASA to confirm its baseline performance, and to develop mechanisms for periodic review and

monitoring of the outcomes of implementing capacity development measures under the CWSISP

project. Findings indicated, among other things, that data is collected on a regular basis from various

operational units and primarily used by the Design Division to produce monthly quantitative

performance reports (termed MIS Reports), which utilize Key Performance Indicators (KPIs) from the

Annual Performance Agreement signed with GoB as a basis for reporting on CWASA’s performance.

These monthly MIS Reports subsequently form the basis for compilation and submission of annual

reports to GoB in compliance with the APA.

Beyond fulfilling this statutory obligation, however, the practice of data collection and analysis for

purposes of generating information for day-to-day management decision-making is not prevalent

within CWASA. Furthermore, there is no proper system in place for monitoring and evaluating the

performance of individual employees and business units, nor for tracking progress towards

achievement of set performance targets. In fact, there is currently no dedicated unit tasked with the

performance monitoring and evaluation function within CWASA. The Design Division simply performs

the role of collating and compiling data that is used to populate the MIS Reports mentioned above.

A considerable amount of data is generated through the daily activities of CWASA. Water production

data (quantity, quality and power consumption) is recorded daily. Customer meters are read regularly

and used for billing. However, meter readings are still captured using manual meter reading sheets

and the data entered into the billing system manually, and no subsequent analysis is made of the

meter reading field data, beyond its use for purposes of billing. The GIS system run by the Design

Division is supposed to update new connection information such as customer locations and

connection sizes, but this in not being done, and there is no interface between the GIS and the billing

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system. There is, however, an online billing platform where customers can check their bills and

statements.

Document control, which includes creation, storage, updating, maintenance and retrieval of official

documents, is predominantly manual. As a result, information flow is sporadic and cumbersome,

which hinders ease of access to information by different business units that may need it. The existing

internal and external communication infrastructure, too, is quite limited. There is a Local Area

Network (LAN) in place at the CWASA HQ, but no Wide Area Network (WAN) linking the HQ to other

key facilities and locations. There is no functional, organization-wide email system in use. Most staff

use their personal mobile phones for communicating amongst themselves and externally with

customers, though the organization does not provide airtime for this.

1.6 Objectives and Scope of the Assignment The main objective of Task 5 of the CWSISP-S31 project is to develop a Management Information

Systems (MIS) Plan for CWASA, aimed at improving CWASA’s data capture & storage, information flow,

internal communications, and data analysis and use for management decision-making. The specific

objectives are:

To carry out an audit and assessment of CWASA’s key and critical business processes, with a

view to identifying information management requirements and gaps;

Based on the identified gaps in information management systems and practices, to formulate

improvement strategies, and identify tasks and activities necessary to implement these

strategies;

To develop a framework for an appropriate integrated information management system for

CWASA, and specify requirements for procurement and roll-out of critical components of the

prescribed system.

The expected outputs and deliverables under Task 5 of the CWSISP-S31 assignment include the

following:

A Management Information Systems (MIS) Plan for CWASA

Requests for Proposals (RfPs) for procurement of IT systems as required

On-the-job training reports on good information management practices

This report describes and elaborates activities undertaken to date in implementing Task 5, and in

particular, the formulation of a MIS Plan for CWASA. In executing Task 5 under the CWSISP-S31 project,

the focus has been on providing information management support for identified key and critical

business processes, while ensuring that proposed activities and interventions are harmonized with

relevant tasks, undertakings and deliverables under parallel ongoing projects such as the JICA funded

PANI project. Furthermore, a process-based approach to the assignment has been adopted, as

described in the next Chapter.

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2.0 APPROACH AND METHODOLOGY

2.1 Sub-Tasks/Steps Undertaken in Executing the Assignment In executing this assignment, a process-based approach was adopted. This approach involved

considering each of CWASA’s key business processes in turn, and appraising these processes with

respect to their information management requirements and current practice. Prior to the appraisal, a

review of project reports and other relevant documents pertaining to CWASA was carried out, as a

way of gaining a clearer context and understanding of the prevailing conditions within the project

area. Information gained from this review was subsequently validated and augmented through

interviews with key informants and visits to key facilities and installations.

In summary, the approach involved the following sub-tasks/steps:

A desk review of background literature

Interviews with key informants

Visits to key facilities

Audit and assessment of CWASA’s key business processes

Identification of data and information requirements pertaining to each business process

A gap analysis of information management practices within each business process

Formulation of information management objectives and improvement strategies to address

the identified gaps

2.2 Review of Background Literature In order to gain a clearer understanding of CWASA’s organizational setup and the status quo pertaining

to CWASA’s information management systems and practices, a desk review of available and relevant

reports and background literature was conducted. During this exercise, the following reports and

documents were reviewed:

1. The Institutional Assessment for CWASA, Final Report, May 2012

2. CWASA Strategic Plan 2012/13-2016/17

3. CWASA Strategic Plan 2015-2020

4. CWASA Annual Performance Agreement (APA) with Government of Bangladesh (GoB)

(English-translated version)

5. CWASA Rolling Five-Year Business Plan (July 2013-June 2018)

6. CWASA Go-Ahead Programme (Rolling Annual Plan, 2015-2016)

7. CWASA MIS Report (April 2016)

8. CWSISP/S-31 SWIFT PIP 90-Day Action Plan, Mar-May 2016

9. CWSISP/S-31 Review of Organogram and Decentralisation Options (Task 1)

10. CWSISP/S-31 Report on SOPs, O&M manuals, and Maintenance Management Programme

for CWASA facilities and equipment (Task 3)

11. CWSISP/S-31 Commercial Management Plan (Task 4)

12. CWSISP/S-31 Staff Training and Capacity Development Report (Task 6)

13. CWSISP/S-31 CWASA Revised Maturity Scorecard 2015 (Task 10)

14. JICA Final Report on Organisational Restructuring (July 2013)

15. JICA PANI Annual Progress Report (June 2015)

16. CWASA Organogram 2016 (English-translated version)

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2.3 Interviews with Key Informants In parallel with the desk review of relevant background literature, interviews were scheduled and held

with identified key personnel from different business units across CWASA. The purpose of the

interviews was as follows:

To apprise the interviewees of the aim and objectives of the specific task at hand

To obtain first-hand information on the functions, responsibilities and inner workings of the

respective Wing/Circle/Division/Section, including a description of the key processes handled

by the business unit

To identify the information requirements of the business unit, and the available sources for

this information

To identify the data generated by the business unit, and the subsequent use to which this data

is put

To identify the current tools and systems in use (manual or computerised) for handling data

and information within the business unit

To identify and elicit challenges faced and proposals for improvement in information

management tools and practices within the business unit

A detailed list of persons interviewed, and the specific areas of interest discussed, is contained in

Appendix 1.

2.4 Visits to Key Facilities During the project inception mission in August 2015, as well as the subsequent mission in July 2016

that was focused on Task 5, the Consultant was able to visit a number of key installations and witness

first-hand the physical condition and operating environment at these facilities and installations. Places

visited and assessed included the following:

Mohara Surface Water Treatment Plant, located at Mohara

Kalurghat Groundwater Iron Removal Plant and Booster Station, located at Kalurghat

Dampara Water Works, located at Dampara

CWASA Head Office, located at Dampara (various Sections and Divisions, including the

Computerised Billing Section and the ICT Server Room)

MOD2 Zonal Office, located at Dampara

Following the background literature reviews, interviews with key personnel, and field visits to key

facilities, the Consultant engaged in a number of activities as earlier outlined, geared towards

generating the required outputs and deliverables under Task 5. These activities are described in detail

in the Sections that follow.

2.5 Audit and Assessment of CWASA’s Key Business Processes For purposes of this assignment, the primary focus has been on an identified set of business processes

that have been considered to be key and critical for the proper functioning of CWASA, in fulfilling its

mandate of providing water and sanitation services for the City of Chittagong. The key business

processes that have been identified and assessed are:

1. Water Treatment & Production

2. Water Distribution and Network O&M

3. New Connection Implementation

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4. Meter Reading & Billing

5. Revenue Management

6. Accounting & Financial Management

7. Customer Complaints Handling

8. Human Resource Management

9. Monitoring & Evaluation (Management Reporting)

In addition to these key business processes, the following support processes have been identified and

appraised as well:

• Customer Mapping & GIS

• ICT Support Provision

• Procurement & Transport

• Public Relations Management

• Project Management

In the sub-sections that follow, each of the above key and support business processes is briefly

described. A summary assessment of the different business processes within the context of their

current information management systems and practices is contained in Appendix 2. Identified gaps in

the various processes, as they relate to information management practices within CWASA, are further

explored in Section 2.7.

2.5.1 Water Treatment & Production

Responsibility for water treatment and production in CWASA falls under the Treatment & Production

Circle of the Engineering Wing. Currently, CWASA has two functional water treatment plants (WTPs),

namely the Mohara Water Treatment Plant (Surface Water) and the Kalurghat Iron Removal Plant and

Booster Station (Groundwater). A third water treatment plant, the Karnaphuli Water Treatment Plant,

is nearing completion and is expected to be commissioned later this year. There are also plans to

construct a fourth surface WTP at Modunaghat by the end of 2017. In addition to the WTPs, there are

94 to 96 Deep Tube Wells (DTWs) that have been established to augment supply to the CWASA service

area. Of these, about 54 DTWs supply water into direct distribution, while the remainder channel their

water to the Kalurghat Iron Removal Plant for further treatment.

At Mohara, raw water is abstracted from River Halda and is initially channeled through a desilting

basin. From there, it goes to a rapid mixing chamber, where chlorine and alum are added.

Subsequently, it goes through the traditional treatment processes of clarification, filtration and

disinfection, and the treated water is finally pumped to network storage and subsequent distribution.

At Kalurghat, groundwater from 27 DTWs (those considered to be high in iron levels) goes through a

pair of aerator tanks, and is subsequently channeled through two sedimentation basins and into a

clear water well, from where it is disinfected with chlorine and pumped to network storage and

distribution. Groundwater from the remaining 14 DTWs does not go through aeration and

sedimentation, but instead is directly channeled to the clear water well for subsequent disinfection

and distribution.

Under the Karnaphuli Water Supply Project (KWSP), a SCADA system is being implemented to link the

new Karnaphuli WTP to the storage reservoir located at Nasirabad, and subsequently to District

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Metered Areas (DMAs) located within the Karnaphuli Supply Area (KSA). The control room for the

SCADA system is planned to be located at Nasirabad. Progress towards implementation of the SCADA

system has been slow to date; however, the Karnaphuli WTP itself has been designed and constructed

in such a way that fully manual operation is possible.

Most data management activities at the WTPs and DTW locations are manual. Daily water production,

water quality and electricity consumption measurements are recorded in manual registers, and the

data is submitted daily using physical copies and by telephone to the Design Division, from where it is

compiled and conveyed (by telephone and SMS) to various key officials, including the Superintendent

Engineer (MODs), The Chief Engineer, The Deputy Managing Director (Engineering) and the Managing

Director. In general, WTP and DTW maintenance is outsourced to annual (“yearly”) contractors.

2.5.2 Water Distribution and Network O&M

Water distribution and network operation & maintenance (O&M) in CWASA are the responsibility of

the Maintenance, Operation and Distribution (MOD) Zones, which together constitute the MOD Circle

under the Engineering Wing. There are four MOD Zones provided for within the CWASA organizational

structure, namely MOD1 (Agrabad), MOD2 (Dampara), MOD3 (Kalurghat) and MOD4 (Jubilee Road).

Of these, MOD1 and MOD2 are currently operational. Key functions handled by the MOD Zones

include: Water production from DTWs; Water distribution to customers; Network maintenance;

Overseeing water bowser sales; Responding to customer complaints. Associated with the MOD Zones

are MOD Revenue Zones, which handle functions such as: Meter reading; Bill distribution; Revenue

collection; Disconnections & reconnections; Meter servicing.

DTW production data, including both flow and electricity meter readings, is recorded daily and a

physical copy of the records is dispatched to the CWASA Head Office (for the attention of EE-Design

Division, SE-MOD, CE, DMD-Eng and MD). Customer complaints are received either by phone or by

physical visits to the zonal office by customers. Complaints are logged in manual registers, and are

subsequently assigned to field staff for follow up. Leakages and other small pipeline maintenance jobs

are handled by CWASA zonal staff, while in general DTW electromechanical equipment maintenance

is outsourced to yearly contractors. There are frequent breakdowns of the DTWs, sometimes caused

by power outages from the Bangladesh Power Development Board (BPDB).

2.5.3 New Connection Implementation

Implementation of new customer connections in CWASA is a function and responsibility of the Sales

Division under the Finance Wing. The process starts with a customer purchasing and submitting an

application form. A site visit to ascertain connection feasibility follows. Once the application is

approved, a demand note is issued to the customer, who pays the required connection fees together

with a security deposit. A work order is issued to field staff. Upon connection implementation, a

completion report is sent to the Revenue Division, which in turn submits customer details to the

Computerized Billing Section for account creation in the Billing System.

The Sales Division is responsible for maintenance of customer service lines for the first six months

following connection, after which their maintenance becomes the responsibility of the respective

MOD Zone. The Sales Division also receives and handles requests for relocation of service lines, as well

as applications for connection enlargement.

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Currently, the new connection process takes on average 7 to 15 days to complete. Delays in the

process are associated with the numerous approval levels at various stages of the process, and the

manual nature of the process itself. There are also delays between connection implementation and

account opening. Currently, it takes approximately two months from connection to submission of

customer details to the Revenue Division. Current staffing levels, too, are inadequate to meet

CWASA’s monthly new connection targets. On average, only 250 to 300 new connections are made

per month. As a result, the Sales Division is considering outsourcing (sub-contracting) the new

connection process as a way of meeting annual targets.

2.5.4 Meter Reading & Billing

Meter reading in CWASA is a function of the MOD Revenue Zones of the Revenue Circle, under the

Finance Wing. Billing, on the other hand, is carried out by the Computerized Billing Section, under the

ICT Division of the Finance Wing. The two processes are directly related, however, as the former

provides critical input into the latter.

As earlier outlined, new connection details from the Sales Division are used to create customer

accounts in the billing system. Subsequently, meter readings collected by meter inspectors from the

respective MOD Revenue Zones are used to generate monthly bills for water consumed. Physical bills

are printed out and distributed to customers by the meter inspectors. Additionally, SMS notifications

are sent to customers upon billing. Customers can also access their bill information online through the

CWASA website.

Customers make bill payments through participating banks and/or mobile service providers. There are

currently 34 participating banks and three participating mobile service operators. Internet VPN

connectivity is used to upload billing data to mobile operator servers daily. Likewise, bill payment data

is transferred to CWASA’s online billing server from the participating banks daily. However, a common

complaint is that customers sometimes make payments but the banks delay to post these payments,

which results in delayed updates to the CWASA billing server.

The meter reading process is fully manual, and utilizes manual meter reading sheets for field collection

of meter readings. The billing system is not coupled to the meter reading process, and there are no

system defined meter reading walks or cycles. Readings from the field are manually entered into the

billing system. There are no processes in place for auditing of meter readings, nor of generation and

analysis of meter reading anomalies prior to billing.

There is no Help Desk at the CWASA Head Office dedicated to handling of billing-related complaints.

It is common to find customers with billing-related complaints physically moving from desk to desk

within the Computerized Billing Section, seeking to have their complaints resolved. The same thing

applies to customers with other kinds of complaints. In general, there is lack of a centralized unit to

receive and coordinate the handling of customer complaints.

2.5.5 Revenue Management

Revenue management in CWASA is a function and responsibility of the Revenue Circle, under the

Finance Wing. Tasks and duties include: Billing preparation (provision of metering data to the ICT

Division); Bill delivery (distribution of physical bills); Follow up and collection of payment arrears;

Disconnections and reconnections; Meter servicing and replacement of faulty meters; Licensing of

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Deep Tube Wells; and Customer complaints handling relating to requests for phased (instalment)

payments, connection status, and changes in service and tariff categories.

Whereas the meter installation function is handled by the Sales Division, meter servicing,

disconnection and reconnection are done by the Revenue Division. However, there are reported

staffing shortages for this function. There are supposed to be five disconnection squads in place, but

these are not readily evident on the ground. Meter inspectors, too, are insufficient in number. There

is a tender process currently underway to sub-contract/outsource the activity of bulk replacement of

faulty customer water meters to an external contractor.

2.5.6 Accounts & Finance Management

The accounts and finance management functions in CWASA are the responsibility of the Accounts

Circle, under the Finance Wing. The Accounts Circle consists of four Sections (located on different

floors of the CWASA Head Office building). These are:

• The Accounts Management Section, which handles the following functions:

- Preparation of final accounts

- Management of fixed assets

- Tracking of project works in progress

- Inventory management

• The Revenue Accounts Section, which handles the revenue tracking function, and tracks

revenues from:

- Water sales at customer connections and street hydrants

- New connection fees

- DTW licensing fees

- Water bowser sales

• The Accounts Finance Section, which handles payments to suppliers and service providers

• The Budget Section, which deals with budget preparation, including both estimation and

rectification of budgets.

An accounting software solution named “Dheraaj” (made in India) was previously acquired for use in

CWASA’s accounting function. However, it was never fully implemented. In 2003, another software

solution named Tally (also made in India) was procured, and is currently in use in the Accounts Circle.

Support for the Tally software is provided by a local Tally supplier.

There are some staffing inadequacies reported within the Accounts Circle. Out of the 12 staff of the

Accounts Management Section, only 3 staff are trained to, and work with, Tally. As a result, there is a

significant backlog in data entry into Tally, with entry of data for the 2013-2014 FY only 60% completed

to date. Out of the three staff available for the Revenue Accounts function, two are set to retire. There

is only one staff in the Accounts Circle (the Budget Officer) who handles the budgeting process. This

staff currently also holds an additional charge as Revenue Officer (Accounts).

2.5.7 Customer Complaints Handling

As earlier mentioned, handling of customer complaints of a technical (engineering) nature in CWASA

is primarily the responsibility of the respective MOD Zones, under the MOD Circle of the Engineering

Wing. Complaints are received and logged at Customer Help Desks set up at various locations.

Currently, there are four complaint handling centres: One at Dampara Water Works (MOD2); two at

Jubilee Road (Mod4); and one at Agrabad (Mod1).

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The process typically starts with a customer either walking in or calling the Zonal office with a

complaint. The most common categories of customer complaints are leakages, dirty water, and no

water. Complaint details are captured in a manual complaints register, following which they are

assigned to field teams for follow-up. A field team typically consists of two staff (a plumbing mistry

and a helper), equipped with appropriate tools and riding on a tempu (a three-wheeled motorized

vehicle). However, there is a reported shortage of trained manpower (mistry) within CWASA.

Supervision of field works is by physical inspection, and is carried out by pipeline supervisors, the Sub-

Assistant Engineer, and Assistant Engineer. Difficult cases and/or delayed jobs are sometimes

escalated to the Executive Engineer. Monthly reports are compiled and submitted to the Chef

Engineer, the SE-MOD, and the DMD (Engineering). Typical report contents include: Total complaints

received; Leakages reported; Leakages repaired; Water shortage complaints received; Water

shortages solved; Total cases attended to.

As indicated above, the complaints handling process in CWASA is manual from start to finish. There

are no IT software solutions deployed to support this function. The Systems Analyst has made

attempts to develop a computerized Complaints Tracking System (CTS); however, so far there seems

to be little interest within the Finance Wing regarding the implementation and adoption of this

system.

2.5.8 Human Resource Management

Human resource management in CWASA is a function of the Secretariat, under the Administration

Wing. Currently, there are 20 grades of staff (excluding the top two grades), divided into four classes,

as follows (numbers as per the CWASA organogram for 2016):

Class 1 Officers (68 No.)

Class 2 Officers (32 No.)

Class 3 Staff (488 No.)

Class 4 Staff (371 No.)

CWASA employs staff on either full-time or temporary basis. Categories of temporary staff consist of

either work charge (monthly basis), master role (daily basis), or project staff (contract basis). A

Personal File (PF) is maintained for each staff.

Staff payroll management is currently handled by the Computerized Billing Section. The section utilizes

a Foxpro-based system (a stand-alone database application which is near-obsolete), for computation

of staff monthly salaries and emoluments and generation of pay slips. All other HR management

processes are manual.

2.5.9 Monitoring & Evaluation (Management Reporting)

Currently, CWASA does not have a dedicated Performance Monitoring & Evaluation (PM&E) unit.

However, the Design Division of the Construction Circle, under the Engineering Wing, is tasked with

the role of collecting and collating performance data from the various business units, and compiling it

into a monthly “MIS Report” which is circulated to key officers within CWASA. The MIS Reports so

generated are subsequently used as a basis for an annual performance report which CWASA submits

to the GoB, as required under the Annual Performance Agreement or MoU signed with the latter.

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To compile the MIS Report, the Draftsman in the Design Division calls up relevant officers in the various

units/departments and asks them to furnish their respective performance data. The performance data

is submitted in hard-copy format to the Draftsman, who enters and compiles the data using the MIS

Report template developed under the JICA-funded PANI project. The MIS Report is subsequently

reviewed and subjected to the following chain of approvals: EE-Design; SE-Construction; DMD-

Engineering; MD. Thereafter, the approved report is circulated to 38 different personnel/officers

across CWASA.

The MIS Report contains the following categories of performance data: Connection data; Tariff rates;

Billing & collection data; Financial data; Water supply data; Personnel data; and Customer services

data. A sample MIS Report for the month of April 2016 is shown in Appendix 3, while Appendix 4

indicates the specific sources (persons/business units) of data contained in the MIS Report. It is

reported, however, that delayed submission of data by the different business units is common, which

has resulted in a time lag of about two months in report preparation (the latest circulated MIS Report

usually applies to a period about two months prior to the current month). It is also reported that errors

in the submitted data also contribute to delays in getting the report ready.

As earlier indicated, in addition to the key business processes described above, a number of support

processes have been appraised as well, and these are described below.

2.5.10 Customer Mapping & GIS

According to the CWASA organizational structure, the customer mapping and GIS function is supposed

to be performed by the Design Division, under the Construction Circle of the Engineering Wing.

However, the only activity currently taking place in respect this function is being done within the JICA-

funded PANI project, and specifically for customers located within the project area, i.e. the Karnaphuli

Service Area (KSA), which constitutes 60-70% of CWASA’s service area. Under the PANI project,

customer field surveying is carried out by five engineers (project staff), while 2-3 engineers from

CWASA seconded to the PANI project have been trained to handle the GIS function. Training of CWASA

survey staff is reported to be ongoing, and the mainstreaming of the GIS function into CWASA

operations and integration with activities of the Billing and Sales Divisions is planned to take place this

year.

To date, between 50,000 and 60,000 customer connections located within the KSA have been

surveyed and captured in the GIS database. However, this GIS data has not yet been utilized by CWASA

in its day-to-day commercial operations. Another 27,000 or so connections located outside the KSA

are expected to be mapped and updated as well. In addition to customer data, the piped water

distribution network within the project (KSA) area has been mapped. No mapping of the piped water

network outside the KSA has been done, however.

2.5.11 ICT Support Provision

Provision of Information and Communication Technology (ICT) support in CWASA is the responsibility

of the ICT Circle, under the Finance Wing. There are approximately 50-60 desktop PCs deployed across

CWASA, although a significant number of them are reported to be out of service. In addition to the

desktop PCs, the ICT Circle also maintains three servers (online, offline and internal backup) for the

Billing function, as well as a server for the Accounts function. The servers are housed in a server room

located within the Computerized Billing Section in the CWASA Head Office at Dampara. There is a

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limited Local Area Network (LAN) coverage implemented for the CWASA Head Office, both wired and

wireless.

For internal communication, there is a traditional switch (PBX) intercom system in use at the CWASA

Head Office, which also facilitates external landline communication for key offices. There is no Voice

over Internet Protocol (VoIP) based communication system in use within the CWASA Head Office or

for communication across the various CWASA facilities and locations.

CWASA does not currently maintain an official Social Media presence (Facebook, Twitter, Instagram

or the like). However, CWASA has a website (URL: www.ctg-wasa.org.bd), which is maintained and

updated by the Computerized Billing Section. Furthermore, position-based corporate email addresses

(e.g. [email protected]) have been created on the CWASA domain for 30-40 key

positions; however, these email addresses have not been adopted for effective use by their intended

beneficiaries. Instead, the use of personal email addresses for official communication is prevalent.

2.5.12 Procurement & Transport

According to the CWASA organizational structure, Procurement & Transport are functions supervised

by the Office of the Secretary, under the Administration Wing. However, in practice, the procurement

function in CWASA is not a centralized function, but rather carried out directly by the individual

business units. The only procurement handled by the Administration Wing is for items such as

stationery and related office requirements. As a result, it is currently not easy to monitor and track

data and information relating to procurement activities within CWASA.

2.5.13 Public Relations Management

Public Relations Management in CWASA is a function carried out by a Public Relations Officer (PRO)

who reports to the Secretary, under the Administration Wing. Responsibilities include the following:

Liaising with print and electronic media on behalf of CWASA; Monitoring public views and sentiments

towards CWASA operations as expressed through print and electronic media; Advising CWASA

management on media related issues; Arranging press conferences and dispatching press releases to

print and electronic media; Publishing tender notices and adverts (e.g. supplementaries); Managing

the allocation of telecommunication lines/facilities within CWASA (including ensuring that key staff

are equipped with landlines, and following up resolution of reported faults with telephone lines);

Running school/community awareness campaigns; and Designing and implementing Corporate Social

Responsibility (CSR) initiatives and drives.

In addition to the responsibilities outlined above, the PRO has been nominated as CWASA’s

Information Officer under the “Right to Information Act 2009”. Under this Act, citizens can request for

information on a wide range of issues using a prescribed type of form, following which the Information

Officer must process requests, refer the requests to relevant officers in CWASA for provision of the

required information, and ensure that feedback is provided to the concerned citizens within the

duration prescribed under the law (20 working days).

2.5.14 Project Management

There is no dedicated unit within the CWASA organizational setup responsible for coordinating and

supervising the implementation of internally and externally funded capital projects. Instead, there are

officers from various business units, mainly under the Engineering Wing, who have been delegated

responsibility as Project Directors (PDs) for the various ongoing projects, on top of the day-to-day

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duties and responsibilities under their mainstream dockets. For example, the DMD (Engineering) is

the PD for the JICA funded PANI Project, while the Chief Engineer is the PD for the Karnaphuli Water

Supply Project (KWSP), also under JICA funding.

2.6 Identification of Information Requirements for Key Business Processes In this activity, the critical types of data and information that must be managed for the proper

execution of the key business processes described above were identified and compiled. For each

business process, the data generated at various stages of the process was determined. The source and

repository of each dataset was identified, and the information outputs at each stage, and in particular

those outputs that constitute the performance measures that are currently tracked in the CWASA

monthly MIS Report, were specified. Appendix 5 summarizes the findings in this regard.

From this compilation, it is evident that CWASA’s information management requirements are quite

considerable. A potentially huge amount of data is routinely generated as part of the day-to-day

operations of the different business units within the organization. Much of this data, if well managed,

can act as a source of valuable information for performance analysis and operational decision-making

in the short term, as well as for more long-term strategic planning and organizational policy-making.

Unfortunately, this vast resource is not being fully harnessed in CWASA at present, owing to existing

gaps in information management practices within the Authority, as discussed in the Section that

follows.

2.7 Information Management Gap Analysis In this step, a number of gaps in terms of information management requirements for the proper

and/or effective execution of CWASA’s key business processes were identified and highlighted. These

gaps are outlined in Table 1 for each business process.

Table 1: Identified Gaps in Information Management Practices for Key Business Processes within

CWASA

Key Business Process

Identified Gaps relating to Information Management

Water Treatment & Production

There is hardly any computerisation of record-keeping in the water production process. Most records within the Surface and Ground WTPs (Mohara and Kalurghat respectively) are maintained in manual registers.

Whereas under the KWSP project there is a SCADA system designed to link the new Karnaphuli WTP with DMAs in the distribution network, this system has not yet been fully implemented and operationalized.

Water Distribution and Network O&M

Record keeping for complaints handling involves the use of manual complaints registers which, in the majority of cases, are not even used for their intended purposes.

There is no mechanism in place for tracking progress of complaints handling, for escalating delayed or unfinished tasks, and for providing feedback to customers upon job completion.

There are no explicit performance targets for MOD engineering operations, and neither is there a mechanism for tracking progress towards target achievement.

There is no effective system in place to monitor the compliance of DTW maintenance yearly contractors to expected performance standards, and to document maintenance activities of these contractors.

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New Connection Implementation

Lack of a computerised information management system to handle the new connection process. The process is largely manual, with almost no ICT applied.

Lack of automated reporting on new connections. The Executive Engineer Sales produces a monthly but manually prepared report. There are no other operational and management reports available.

Lack of a new connection payments bank interface for confirming genuine payments made by customers.

JICA staff under the PANI project have made efforts to translate and digitise the New Connection form for online (digital) use; however, the challenge with this is that there are no computers in the Sales Division to facilitate and mainstream the use of the online application form.

Meter Reading & Billing

The Computerised Billing System in its current form does not provide support for key commercial processes such as new connections, meter reading, customer inquiry, customer account maintenance, and service changes.

The billing system is only a repository of meter reading history, and is not optimized for meter reading service efficiency. Meters are not linked to any Book, Walk, Sequences and Reading Cycles definable and updated from the billing system. As a result, meter readers utilise manual meter reading books, which is an inefficient meter reading approach.

Meter reading practices are manual and outdated. No meter reading technologies such as hand-held meter reading devices, Automated Meter Reading (AMR), or On-Spot Field Billing have been adopted. The meter reading process is entirely manual and thus prone to error.

There is no anomalies generation and handling process in place to address meter reading anomalies prior to billing.

Lack of meter reading analysis for improved reading accuracy. No meter reading audits are carried out, and neither are meter reading exceptions produced and reviewed to guarantee a higher meter reading accuracy.

There is lack of a meters inventory/database, disaggregated for meters in the store, meters in the field, and meters returned from the field. This limits the capability to validate meters and track their location, status and age.

Revenue Management

Account maintenance across the commercial cycle is manual and tedious right from meter reading management, journals & adjustment to service maintenance. Manual files are maintained for each customer. The Revenue Division office is cluttered with piles and piles of files as a result.

There is insufficient IT equipment to support the revenue management function. The Computerised Billing System itself in its current form is not robust enough to support the revenue management function.

With the Computerised Billing System, it is not possible to view revenue collection information from the WASA bank based at the CWASA HQ (Janatha Bank), as well as the mobile service providers, in real time on a daily basis.

No reports/data are generated by the Revenue Division regarding revenue collection; instead, reporting on revenue is done by the ICT Division.

There is limited use of debt management tools such as Debt Age reports, Arrears Payment Agreements, etc.

Accounting & Financial Management

There is an insufficient number of computers in the Revenue Division to handle the Accounting and Financial Management function.

The Tally accounting software in use requires customisation in order for it to suit the accounting requirements of CWASA. There is no interface with the Sales,

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Billing and Revenue functions. There is no budgeting functionality, no stores/inventory management functionality, and no payroll management functionality.

Out of the 12 staff of the Accounts Management section, only 3 staff have access to and work with Tally.

There is a backlog of data entry into Tally, with entry of data for the 2013-2014 FY only 60% complete to date.

Customer Complaints Handling

There is no Call Centre, nor is there a toll-free line for customers to use in reporting issues and lodging complaints. Customers often have to physically visit the CWASA offices in order to lodge their complaints.

There is no electronic system in place for logging customer complaints. There are manual complaints registers to be found at the Customer Help Desks located at the various MOD offices and at the CWASA HQ. However, in many cases these registers are not used for their intended purpose.

There is no mechanism in place for tracking progress of resolution of reported cases. There are no escalation mechanisms in the event that tasks remain unattended to or unresolved. As a result, delays in customer complaints handling are commonplace.

There is no dedicated customer help desk for billing related complaints handling. Often, customers with billing-related issues/complaints come right up to the individual officers in the Computerised Billing Section seeking solutions to their complaints, thereby causing a lot of disruption/distraction to the billing staff.

Likewise, for other types and categories of complaints, customers often have to physically move from desk to desk in order to have their issues resolved.

Human Resource Management

All HR management processes are manual. There is no computerised HRM system to document and manage staff related records, including staff scheduling and shift management.

There is no proper system in place for monitoring and evaluating the performance of individual employees.

Monitoring & Evaluation (Management Reporting)

Lack of a dedicated Monitoring & Evaluation Unit within the corporate structure. This function (in its present form) is currently being carried out by the Design Division of the Construction Circle, under the Engineering Wing.

Lack of an ICT Strategy for upscaling adoption and utilization of ICT for improving performance monitoring and management reporting.

Delayed data submission, which leads to a time lag of about two months in report preparation (the latest circulated MIS report usually applies to a period about two months prior).

Frequently, there are errors in submitted data resulting from the manual way in which this data is compiled and maintained.

The MIS Report lacks information on stock/inventory levels, as well as on CWASA support processes such as Customer mapping & GIS, ICT support services, Procurement, Transport, Public relations, Training & staff capacity development, and Project management.

Customer Mapping & GIS

The CWASA water supply service area and customer base is yet to be mapped and fully digitized into an effective GIS. This limits comprehensive validation of new connections and existence of a structured new connection database.

There is a disconnect between GIS under the JICA funded PANI project and CWASA’s Sales Division. The implementation and institutionalization of the GIS system remains at the PANI project level, yet CWASA could have taken

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advantage of the significant data cleaning and mapping measures undertaken to date to improve efficiency of its commercial operations.

Under the PANI project, there is scope for upscaling the survey and mapping of customer connections to areas outside of the KSA project area. However, this has not yet been done.

CWASA mainstream staff have not been trained in customer surveying and mapping.

The available computer facilities and equipment are insufficient. For example, there are no computers within the Sales Division to handle the GIS/mapping function. Likewise, the available licenses for the GIS software in use are limited (e.g. there are only four ArcGIS desktop licenses, and no ArcGIS server license).

ICT Support Provision

Computer Hardware & Networking Infrastructure:

The existing Local Area Network (LAN) within the CWASA HQ is implemented in a haphazard, disorganised manner, and is not easy to maintain and secure.

There is no Wide Area Network (WAN) connectivity to other CWASA facilities/installations outside the HQ.

There is no IT infrastructure performance monitoring software in place.

The existing system security measures are insufficient. There are insufficient backup servers and insufficient power backup (UPS) systems. Whereas a server firewall software solution was procured, it was not properly configured and implemented by the software vendor.

The existing server room housing the CWASA online billing server and other servers is poorly constructed, insecure, and not well ventilated.

There is no off-shore Disaster Recovery (DR) site.

There are no Service Level Agreements (SLAs) in place with computer hardware/software suppliers for routine and preventive system maintenance.

IT Support Services:

There is no dedicated IT support team in place in CWASA. In general, unless necessary structural changes are implemented, CWASA may not ready for the business expansion anticipated after full completion and commissioning of the KWSP. The current organisational setup requires review to manage and support an ICT-driven organization.

There are low levels of computer literacy amongst CWASA staff, with only approximately 20% of staff reported to have basic computer knowledge. There is a general apathy towards the use of ICT systems. Most staff think it is personnel from the ICT Division alone who should use ICT systems, and not they themselves within their respective departments/units.

Procurement & Transport

The procurement function is currently directly performed by the various units, and is not a centralised function. This makes it difficult to monitor and control procurement activities within the Authority.

Public Relations Internal and External Communication:

There is a fixed phone intercom system in place at the CWASA HQ, with maintenance support provided by MOD2. However, this system is not a VoIP based system, and does not extend/connect to fixed phones in other CWASA offices/facilities outside of the HQ.

Communication with field staff is by use of personal mobile phones. There are no company owned mobile phones or lines in use for field operations. Instead,

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field staff end up having to use their personal mobile phones to communicate with office staff and with customers, because there are no office mobile lines.

Most office processes are still manual. The culture of electronic communication is not yet prevalent among staff. Computers themselves are fairly available, but their adoption and use for internal communication is quite low.

The corporate email addresses that were established on the CWASA domain have not been widely adopted for use by the officers for whom they were set up.

Use of Social Media:

Social Media has not been adopted within CWASA as a practical medium for internal or external communication. In general, use of Social Media is regarded as being a preserve of teenagers.

In general, access and use of the internet is not widespread within CWASA.

Project Management

There is no centralised Project Monitoring Unit (PMU) coordinating the activities of various ongoing projects within CWASA. As such, it is difficult to track and report on progress and outputs of the various project activities.

Documentation of engineering works (including as-built drawings, resources applied, equipment used, money spent etc.) is not readily accessible.

2.8 Formulation of Information Management Improvement Strategies The prevailing information management gaps identified in the previous Section may be clustered into

five problem categories, namely:

IT infrastructure and equipment challenges

Software and information systems shortcomings

Human resource capacity issues and staffing gaps

Performance monitoring and management reporting gaps

Technology transfer gaps

Table 2 outlines the issues to be addressed within each problem category.

Table 2: Categorization of Issues to be addressed for Information Management Improvement in

CWASA

PROBLEM CATEGORY ISSUES TO BE ADDRESSED

1. IT infrastructure and

equipment challenges

Insufficient computer hardware

Insufficient networking infrastructure

Insufficient system security measures

Insufficient IT support systems and practices

Insufficient internal and external communication systems

2. Software and information

systems shortcomings

Lack of systems to computerize and optimize key

processes

Gaps in existing computerized systems

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PROBLEM CATEGORY ISSUES TO BE ADDRESSED

3. Human resource capacity

issues and staffing gaps

Gaps in the organizational structure

Insufficiencies in staffing levels and capacities

Lack of an information systems culture amongst staff

4. Performance monitoring

and management reporting

gaps

Insufficient performance monitoring framework

Insufficient data analysis and reporting practices

Process-related gaps

Gaps in information sharing and information flow

5. Technology transfer gaps Gaps in mainstreaming of project outputs

Staff training, knowledge transfer and capacity building

gaps

Based on the identified categories of problem issues, five information management improvement

objectives have been identified. The five objectives are:

1. Ensure that CWASA’s IT infrastructure is sufficient to meet the Authority’s information

management requirements in the immediate and long term, particularly taking into

consideration the anticipated growth in business subsequent to commissioning of KWSP1 and

KWSP2.

2. Ensure that adequate, appropriate and effective information management systems and

software solutions are in place to support CWASA’s core business processes.

3. Ensure that CWASA’s organizational structure, staffing levels, staff culture, attitude, mindset

and capabilities are adequate to meet CWASA’s information management requirements.

4. Improve the efficiency and effectiveness of CWASA’s performance monitoring and

management reporting.

5. Ensure that relevant outputs from various ongoing projects are harmonized and

mainstreamed, and that technology transfer and staff capacity development is fully achieved

as planned.

For each of these improvement objectives, a set of improvement strategies have been formulated, as

outlined in Table 3.

Table 3: Summary of MIS Plan Objectives and Improvement Strategies

OBJECTIVE IMPROVEMENT STRATEGIES

1.0 Ensure that CWASA’s IT infrastructure is sufficient to meet the Authority’s information management requirements in the immediate and long term, particularly taking into consideration the anticipated growth in business subsequent to commissioning of KWSP1 and KWSP2.

1.1 Equip CWASA’s business units with sufficient computer hardware equipment and core basic software applications.

1.2 Establish an adequate IT network infrastructure backbone for CWASA.

1.3 Implement robust IT systems security measures. 1.4 Institute appropriate IT support mechanisms and

practices. 1.5 Improve internal and external communication

systems.

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OBJECTIVE IMPROVEMENT STRATEGIES

2.0 Ensure that adequate, appropriate and effective information management systems and software solutions are in place to support CWASA’s core business processes.

2.1 Modify, improve and upgrade CWASA’s existing computerised information management systems and solutions.

2.2 Introduce new computerized information management systems and solutions.

2.3 Utilize improved, modern tools and technologies for field data collection and management.

3.0 Ensure that CWASA’s organizational structure, staffing levels, staff culture, attitude, mindset and capabilities are adequate to meet CWASA’s information management requirements.

3.1 Make necessary modifications to the organizational structure to cater for the information management and performance monitoring requirements of CWASA.

3.2 Re-orient staff culture and mindsets towards adoption of information systems and computerized information management practices.

3.3 Undertake Business Process Re-engineering for critical business processes, with a view to phasing out manual methods of data management to the extent possible and replacing them with more streamlined, computerized methods.

4.0 Improve efficiency and effectiveness of CWASA’s performance monitoring and management reporting.

4.1 Review and revise CWASA’s performance monitoring framework to ensure that it is ICT enabled, process oriented, target driven, and that it encompasses all key and support business processes.

4.2 Improve CWASA’s data analysis and report generation practices.

4.3 Streamline and address gaps in key business processes hindering effective information management and efficient process flows.

4.4 Improve and streamline information sharing and information flow.

5.0 Ensure that relevant outputs from various ongoing projects are harmonized and mainstreamed, and that technology transfer and staff capacity development is fully achieved as planned.

5.1 Follow up the effective completion, operationalization and mainstreaming of undertakings under the JICA PANI project that impact on information management practices in CWASA.

5.2 Follow up the training and knowledge transfer to mainstream CWASA staff of specialised skills and competencies in information management practices from project partners/consultants/counterparts.

These strategies, and the specific tasks and activities necessary to implement them, together

constitute the Management Information Systems (MIS) Plan for CWASA, which is the primary output

of this assignment. The MIS Plan is presented in detail in the Chapter that follows.

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3.0 THE CWASA MANAGEMENT INFORMATION SYSTEMS (MIS) PLAN

(2016-2018) Based on the information management improvement objectives derived in the previous Chapter, a

Management Information Systems (MIS) Plan for CWASA has been formulated, to be implemented

over the period 2016-2018. The CWASA MIS Plan (2016-2018) prescribes a set of tasks and activities

necessary to implement improvement strategies that have been formulated to address the identified

problem issues. It allocates primary responsibility for each task or activity to specific

Wing/Circle/Division Heads within CWASA, and also sets a time frame within which each task or

activity should be implemented. An estimate of the cost of implementing each activity is also provided,

where applicable. Furthermore, expected outputs and deliverables for each set of strategies, tasks

and activities are specified.

Table 4 summarizes the expected outputs/deliverables of the MIS Plan corresponding to each

objective. The detailed MIS Plan is contained in Appendix 6, while Appendix 7 outlines the assumptions

made in costing the activities within the MIS Plan.

Table 4: Summary of Expected Outputs and Deliverables of the CWASA MIS Plan

MIS PLAN OUTPUTS/DELIVERABLES CORRESPONDING TO EACH IMPROVEMENT OBJECTIVE

Objective 1: Ensure that CWASA’s IT infrastructure is sufficient to meet the Authority’s information management requirements in the immediate and long term, particularly taking into consideration the anticipated growth in business subsequent to commissioning of KWSP1 and KWSP2.

Outputs/Deliverables:

A comprehensive inventory of IT equipment.

New computer hardware (Servers, PCs, printers & accessories) procured as required.

Basic and specialized software applications (both desktop and server software) and

licenses procured as required.

Improved and expanded LAN at each core facility/location.

Corporate-wide WAN linking core facilities and locations.

A network infrastructure performance monitoring solution.

An upgraded server room at CWASA HQ.

Backup servers for mission-critical software systems.

An effective Uninterruptible Power Supply (UPS) solution.

An off-site Disaster Recovery (DR) site.

Effective firewall and user access control solutions.

Service-Level Agreements (SLAs) with hardware and software vendors.

A computerized corporate-wide IT Support Requests handling system.

A functional Call Centre, preferably served by toll-free line(s).

A VoIP or IP PBX internal telephony solution.

Staff equipped with company mobile phone lines on a Closed User Group (CUG).

A functional corporate-wide email system.

Social Media (SM) platforms to enhance both internal and external information sharing.

Functional internet access for core offices.

Objective 2: Ensure that adequate, appropriate and effective information management systems and software solutions are in place to support CWASA’s core business processes.

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The existing Computerized Billing System remodelled and modified to provide functionality for: - New connection processing & implementation - Meter reading management - Revenue & debt management - Customer inquiry - Report generation - Meter exchanges - Tariff & service changes

The interface with partnering banks and mobile service providers modified to cater for: - Real time data synchronization and access - SMS confirmations to customers upon payment - Handling of non-consumption related payments

The existing Tally accounting software modified and customized to cater for: - Budgeting - Procurement, logistics, stores and inventory management - Payroll management - Interface with sales, billing and revenue management functions

A computerized Human Resource Management Information System (HRMIS) procured and implemented.

A computerized Complaints Handling System (CHS) developed and implemented.

A computerized Meter Management System (MMS) procured and implemented.

An integrated data management system for water production & treatment and plant maintenance developed and implemented.

A computerized Asset Information Management (AIM) solution procured and implemented.

Improved, modern field data collection tools and technologies procured and deployed: - Hand-held meter reading devices - Automatic Meter Reading (AMR) enabled meters - Pre-paid meters - Data loggers, pipe locators, portable pressure gauges and leak detection equipment

Objective 3: Ensure that CWASA’s organizational structure, staffing levels, staff culture, attitude, mindset and capabilities are adequate to meet CWASA’s information management requirements.


CWASA’s organization structure modified to create the following units: - A Performance, Monitoring & Evaluation (PM&E) unit under the MD’s office; - A Procurement Monitoring Unit (PMU) under the Administration wing; - An Infrastructure Asset Management (IAM) unit under the Engineering wing; - A Planning & Infrastructure Development (PID) unit under the Engineering wing.

ICT Circle staffing reviewed and strengthened to include capacity for IT support service provision.

Computer appreciation, sensitization and awareness campaigns implemented.

Staff trained in basic and specialized computer software applications.

Key business processes re-engineered to phase out manual methods of data management and introduce streamlined computerized methods.

Objective 4: Improve efficiency and effectiveness of CWASA’s performance monitoring and management reporting.


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A strategic plan document detailing practical measures for upscaling the application of ICT in CWASA’s performance monitoring and management reporting.

A matrix of Key Performance Indicators (KPIs), with SMART (specific, measurable, achievable, realistic and time-bound) performance targets specified for all key and support business processes.

A robust framework for performance tracking.

System-generated reports developed and implemented for key business processes.

Meter reading audits instituted and operationalized.

Meter reading/billing anomalies handling instituted and operationalized.

Complaints tracking and escalation system instituted and operationalized.

A dedicated help desk for billing related complaints established.

Re-engineered, modernized meter reading practices instituted and operationalized.

Performance data verification and validation mechanisms instituted and operationalized.

Capital works project information sharing mechanisms instituted and operationalized.

Objective 5: Ensure that relevant outputs from various ongoing projects are harmonized and mainstreamed, and that technology transfer and staff capacity development is fully achieved as planned.


The SCADA system for the new Karnaphuli WTP fully operationalized.

All CWASA customer connections mapped and updated in GIS database.

Customer GIS data mainstreamed to CWASA’s technical and commercial operational business units.

CWASA staff trained in GIS data management.

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4.0 FRAMEWORK FOR AN INTEGRATED MANAGEMENT INFORMATION

SYSTEM In this Chapter, an integrated Management Information Systems (MIS) framework for CWASA is

proposed. The framework outlines the relationships between CWASA’s functional units and core

business processes, and in a sense serves as a blueprint for future implementation of a fully-fledged

Enterprise Resource Planning (ERP) solution for CWASA. A simple definition of an ERP system is that

ERP systems aid the flow of internal business processes and allow for communication between a

business’s departments and its internal functions and data.

4.1 Functional Relationships between Processes An ERP solution for CWASA should, in principle, provide support for all of CWASA’s core business

processes as identified. In addition, support processes and functions must be recognised as playing an

integral role in the smooth functioning of the core business processes. In this respect, CWASA’s core

processes may be summarized as: Produce water; Distribute water; Bill customers; Collect payments.

In support of these core processes, CWASA needs to grow its business through expanding its customer

base and water supply infrastructure, and keep track of where these customers and infrastructure

assets are located. All of this should be done in an efficient, cost-effective manner, utilizing optimal

staffing inputs and supported by the necessary logistics (finances, equipment, supplies and services),

to the satisfaction of internal (management) and external (customers) stakeholders.

Thus, for purposes of proposing an integrated MIS framework for CWASA, the functions played by

CWASA’s business processes have been clustered as follows:

1. Core Functions




Revenue Management

2. Business Growth Functions



Project Management

3. Efficiency and Effectiveness Functions





4. Stakeholder Management Functions


Public Relations Management

5. Supervisory Functions


The inter-relationships between the above functions and processes are illustrated in Fig. 2.

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Fig. 2: Functional Relationship Diagram for CWASA’s core and support processes

4.2 Required Functionality for Integrated MIS Core Modules From Fig. 2, it is clear that if one were to implement a modular integrated MIS (or ERP) solution for

CWASA, with a core module supporting each of the four identified core processes, then the

functionality that the respective core modules of the MIS would have to support would be as shown

in Table 5.

Table 5: Required Functionality for Core Modules of Integrated MIS Solution for CWASA

Core Process Required Functionality for Corresponding MIS Core Module

Water Production Track water production infrastructure development

Document (map) production infrastructure

Maintain production infrastructure

Allocate financial resources

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Core Process Required Functionality for Corresponding MIS Core Module

Procure necessary inputs

Control and manage expenditure

Manage water production staff deployment

Manage water production ICT support requests

Monitor and track water production performance

Water Distribution Track water distribution infrastructure development

Handle new connections

Document (map) water distribution infrastructure & customer locations

Maintain water distribution infrastructure

Handle water distribution related complaints


Procure necessary inputs/supplies/services


Manage water distribution staff deployment

Manage water distribution ICT support requests

Promote and market services to external stakeholders

Monitor and track water distribution performance

Billing Handle new connections

Document (reference) customer locations

Handle billing related complaints



Track revenue (payments)

Manage billing staff deployment

Manage billing ICT support requests


Monitor and track billing performance

Revenue Collection Document (map) and analyze customer locations



Manage collected revenue

Manage revenue collection staff deployment

Manage revenue collection ICT support requests


Monitor and track revenue collection performance

Note, from Table 5 above, that a number of functionalities (shown in italics) are common across

different modules. The implication of this is that, for any proposed integrated MIS (or ERP) solution,

these common functionalities would be catered for by the use of shared (common) databases and/or

modules accessible by the different core modules.

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5.0 REQUIREMENTS FOR ESTABLISHMENT OF PRIORITY IT

INFRASTRUCTURE In this report, having a basic IT infrastructure backbone has been identified as critical for CWASA to

achieve optimal information management and streamlined internal communication and information

sharing. The specific requirements considered cover the following aspects of IT infrastructure:

Network infrastructure

Server hardware

Hardware and data security

Email systems

Recommendations concerning each of these are briefly outlined in the Sections that follow. It should

be noted that a more detailed assessment of requirements and development of specifications would

of necessity be carried out as part of Tasks 1.1 to 1.5 of the CWASA MIS Plan implementation.

5.1 Network Infrastructure It is recommended that a server room (minimum Tier 2) be established on the ground floor of the

CWASA HQ at Dampara, with a fiber link running in serial to all the floors (from gf to 1st, from 1st to

2nd, 2nd to 3rd etc.). At each floor, a fiber termination panel and a Cisco Catalyst switch or a D-Link

gigabit switch with fiber patch panels will be installed.

Depending on the number of users on each floor, additional Ethernet switches (and therefore a switch

rack) will be installed on each floor, with Cat6 cables running from the switch rack located on the

respective floor to the wall jacks in the offices on that floor. Needless to say, the switch racks will have

to be sited in such a way that their security is guaranteed, considering that they will be located outside

of the server room.

At the off-shore sites (the Zonal offices as well as the Water Treatment Plants), considering that most

networking services including DHCP, AD, DNS and file storage will be implemented and managed at

the Head Office, there will only be need for a Cyberoam installation. The model used will depend on

the number of users at the site, taking into consideration future up-scaling. In addition, there will be

a Cisco Catalyst switch or two installed at each site, again depending on the number of users. Multi-

Protocol Label Switching (MPLS) will be used to connect the different sites to the Head Office, using

an ISP fiber link as the backhaul.

Wireless access points will be established both at the Head Office and at the off-shore sites as

required. For these, the Unifi UAP-AC outdoor enterprise Wi-Fi system is recommended. Alternatively,

as a cheaper alternative, the Unifi APs could be replaced with Linksys, albeit at the cost of efficiency

and centralized management. Likewise, the Cyberoams may be replaced with cheaper MPL enabled

routers, and as earlier mentioned, the Cisco switches may be replaced with cheaper D-Link switches.

5.2 Server Hardware All servers will be located in the server room at the CWASA Head Office at Dampara. The servers will

include domain controllers, file servers, email servers, online billing servers, and any other dedicated

servers CWASA may wish to acquire in the future. The servers will be rack-mounted in the server room,

with a full-time HVAC system installed.

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For the Domain Controllers (at least 2 No.), the following specifications are proposed: Dell PowerEdge

T430 tower servers (64 bit), 4 GB RAM, 1TB HDD, Intel Xeon E5-2603 V4. Additional hard disks may be

procured, depending on the need. For the server OS, Windows Server 2012 R2 (Enterprise) is

recommended. There is no need for extra hardware for the DHCP/DNS functions. For file storage, one

of the DCs can be used as a file server. Further file storage can be provided using a Synology DiskStation

Network Attached Storage (NAS) solution, which can also be used for on-site backup (about 12TB) set

up as NAS. As an additional security measure, DiskStation NAS can be set up at selected Zonal offices

to provide secondary backup. There will be a need to procure a vendor to establish offsite backup as

per Task 1.3.4 of the CWASA MIS Plan.

5.3 Email Solution For the email server, a Dell OptiPlex core i7 or core i5 desktop computer with 8 GB RAM and 1 TB HDD,

running on Ubuntu 16 server (open source), and with Zimbra Collaboration Server (the community

edition is free, but there is also a paid option), is recommended. This is a cheaper option to Microsoft

Exchange. There will be need to setup email archiving, to purchase SSL certificates, and to acquire an

antivirus and anti-spam solution for the mail server (e.g. Bitdefender).

5.4 Hardware and Data Security It is recommended that both biometric access control and CCTV monitoring be implemented for the

server room at the CWASA Head Office. Furthermore, a Cisco ASA firewall will be implemented.

Endpoint antivirus solutions such as Kaspersky, Bitdefender or Sophos will offer protection for client

computers.

In summary, the following minimum IT infrastructure is recommended for the Head Office and the

offshore sites (i.e., Zonal Offices and Water Treatment Plants).

NETWORK SETUP:

Head Office:

• 2-Tier (minimum) server room, equipped with HVAC solution and backup power

• Cisco ASA firewall

• Cyberoam (CR500iNG XP)

• Cisco catalyst switches 2900 series or later

• Cat6 cabling and wall jacks

• Wireless access points (Unifi UAP-AC outdoor)

• Racks

Branch Offices (for each)

• Cyberoam (CR100iNG)




• Rack

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Water Treatment Plants (for each)

• Cyberoam (CR50iNG)




• Rack

SERVERS:

Domain Controllers:

• Dell PowerEdge T430 tower servers (64 bit), 4 GB RAM, 1TB HDD, Intel Xeon E5-2603 V4 (2

pieces)

• Additional hard disks, depending on the need

• Windows Server 2012 R2 (Enterprise) licenses

Email:

• Dell OptiPlex core i7 or core i5 desktop computer, 8 GB RAM and 1 TB HDD

• Ubuntu 16 server (open source)

• Zimbra collaboration server

• Need to setup email archiving

• Need to purchase SSL certificates

• Antivirus and anti-spam solution (e.g. Bitdefender security for mail servers)

DNS/DHCP:

• No need for extra hardware

File Storage:

• One of the Domain Controllers can be used as a file server

• Synology DiskStation can be used for further file storage and on-site backup (about 12TB)

set up as NAS

• Need to procure a vendor for offsite backup solution

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6.0 STAFF CAPACITY DEVELOPMENT AND ON-THE-JOB TRAINING

REQUIREMENTS Under Task 6 of the CWSISP-S31 package (Development and implementation of a staff training and

capacity development programme), a comprehensive assessment of staff competencies (C), training

needs (TN) and capacity development needs (CDN) for CWASA staff across the board has been carried

out. The analysis considered planned training activities under Tasks 3, 4, 5, 7, 8, 9 and 11 of the Utility

Modernization Umbrella consultancy in order to promote synergies, minimize duplication and enable

an integrated approach to the resulting Training and Capacity Development (TCD) interventions.

Specifically for Task 5, which is the subject of this report, the staff training and capacity development

programme targets on-the-job-training for all staff on good information management systems and

practices. It should be noted that from findings of the Revised CWASA Maturity Scorecard and Baseline

Assessment (Task 10) undertaken at the end of 2015, CWASA was graded at a level of 1.5 (i.e. between

initial and basic levels) on the Water Utility Maturity (WUM) model with respect to the Information

and Knowledge Management indicator, an attribute used to gauge utility maturity under the Tools

dimension of the WUM framework. On the related indicators of Monitoring & Evaluation and Internal

& External Communication, CWASA was graded at a level of 1 and 1.5 respectively (Fig. 3).

Fig. 3: CWASA’s Maturity Scorecard 2015. (Maturity levels: 1 = Initial; 2 = Basic; 3 = Proactive; 4 =

Flexible; 5 = Progressive)

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According to the staff training and capacity development needs assessment carried out under Task 6,

the following gaps and areas for capacity improvement were identified relating to the three indicators

above (Information & Knowledge Management, Monitoring & Evaluation, and Internal & External

Communication):

Improved competencies and motivation for information management and knowledge sharing

An integrated and accessible system for knowledge sharing

A policy for knowledge and information sharing

A well-structured monitoring and evaluation system

An effective link between monitoring data and management decision-making

Increased communication skills of management staff

Improved staff - stakeholder interaction

An external communication policy

A procedure for internal communication, including documentation of meeting results

Based on the identified capacity gaps and a detailed appraisal of staff categories/classes requiring

training in the respective functional areas, and given the low level at which CWASA has been scored

on the WUM model with regard to information management, training in basic software applications

has been identified as an immediate priority training area, targeting selected staff spanning all

operational areas of CWASA.

As a starting point, it is planned that, in the next phase of implementation of Task 5 of this assignment,

a training programme shall be rolled out addressing the identified priority capacity gaps in information

management. The main mode of delivery of this plan shall be On-the-Job Training (OJT), whereby

instruction sessions shall be complemented by supervised practice assignments, one-on-one hand-

holding, coaching, as well as practice drills.

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APPENDICES

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Appendix 1: List of Persons Met and Interviewed

Wing Division/Circle Name Position Contact Details Area Discussed Specific Issues Discussed

Finance ICT Circle Shafiqur Bashar Russel

Systems Analyst

[email protected] ICT/Billing Hardware issues - IT infrastructure in existence - Gaps - Proposed improvements

Software issues - Systems in existence - Gaps - Proposed improvements

Training requirements

Timelines for project implementation

Engr. Lutfe Jahan

Computer Programmer

[email protected]

Accounts Circle

Raktim Deb Accounts Officer

[email protected]; 01676-020197

Accounts Functions under Accounts Circle

Current status of accounting software solutions

Challenges/limitations of accounting software

Nazmun Nahrine

Budget Officer (with Additional Charge as Revenue Officer - Accounts)


Budgeting; Revenue Accounts

Budget preparation process

Management of revenue accounts (revenue collection through banks and mobile service providers)

Challenges encountered and proposals for improvements

Sales Division Md. Golam Sankar

Executive Engineer (Sales); Additional Duty as SE-MODs

Functions of MODs

Overview of functions/responsibilities under MOD zones

Complaints handling process

Challenges encountered

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Md. Jasim Uddin

Assistant Engineer (Sales)

[email protected]; 01711-356769; 01611-356769

New Connection Process

Description of New Connection process


Proposals for improvements

Revenue Division

S.M. Badruddoza

Revenue Officer

[email protected]; 031-616042; 01819-352039

General activities of Revenue Division

Meter reading process

Bill preparation

DTW licensing

Customer complaints handling

Erfan Sazzad Revenue Officer


Engineering Office of the DMD

Razan Kumar Sankar

DMD Engineering; PD PANI

PANI Project; General engineering operations

Timelines & deliverables for PANI-2

Plans for mainstreaming PANI outputs

Performance data flow within Engineering wing

Office of the Chief Engineer

Engr. Muhammad Zohurul Hoque

Chief Engineer; PD KWSP

[email protected]; 01819-940263; 031-2851698

General engineering operations; Activities under KWSP

Performance improvement proposals

Staff capacity improvement requirements

Status of SCADA system implementation

Design Division

Selim Nawaz Draftsman 01926-991869 MIS Report MIS report data categories

Sources of data for the MIS report

Procedure for report compilation


Proposals for improvements

PD CWSISP Courtesy call

Brief on objectives of assignment

PANI Project Keya Chowdhury

Assistant Engineer

[email protected] GIS activities under PANI project

Customer surveying and updating activities to date within KSA

Systems and software applications in use for GIS function

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Challenges

Proposed improvements

Dampara Water Works (MOD2)

Tridib Chowdhury

Overseer, Water Works, MOD-2

01814-771795 Water Bowser management, Complaints management

Water bowser sales process (application, payment, delivery)

Complaints handling process

Water distribution balancing (rationing) activities

MOD2 Division

Engr. Abdur Rouf

Executive Engineer; also EE for KWSP1

[email protected]; 01735-328292; 031-617973

SCADA system; General zonal engineering Ops.

Typical MOD engineering operations, as exemplified by MOD2

Customer complaints handling

Progress of SCADA system implementation

Administration Office of the Secretary

Md. Shamsuddoha

Secretary [email protected]; 031-614269, 01711-196668

HR matters Overview of HR issues

Gaps in information management systems and practices

Public Relations Division

Kazi Nurjahan Shila

Public Relations Officer;

Information Officer for

CWASA

[email protected]; [email protected]; 031-615242

PR and Communication matters; Customer Care

Duties and responsibilities of PRO

Description of internal communication systems and practices

“Right to Information Act” obligations

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Appendix 2: Summary of Process Audit and Assessment for CWASA’s Key

Business Processes

SALIENT FEATURES/PROCESS DESCRIPTION Business Process/ Function: Water Treatment & Production Location/Host Department/ Process Owner: The respective WTPs (Mohara, Karnafuli, Kalurghat), under the Treatment & Production Circle of the Engineering Wing

Water Treatment Plants (WTPs)

Currently two fully functional WTPs: A 90 MLD Surface WTP located at Mohara, and a 68 MLD Ground WTP and Booster Station located at Kalurghat.

A third 143 MLD water treatment plant (Karnaphuli WTP) is expected to be commissioned later this year

Plans to construct a fourth surface WTP at Modunaghat by the end of 2017.

Mohara: Conventional treatment (clarification, filtration, disinfection) of raw water extracted from R. Halda.

Kalurghat: Iron removal (through aeration and sedimentation and subsequent disinfection) from groundwater channelled from approx. 27 deep tube wells (DTWs)

Deep Tube Wells (DTWs)

94 to 96 DTWs in existence across CWASA.

Daily production records submitted by telephone and SMS from Design Division.

The SMSs go to: - SE (MOD) - Chief Engineer - DMD (Engineering) - MD

Karnafuli Water & Sanitation Project (KWSP):

Funded by JICA.

Launch scheduled for September 2016.

KWSP serves three zones within the Karnafuli Service Area (KSA).

Each of the three zones consists of nine blocks, and each block has 8-10 DMAs.

KSA constitutes 60-70% of the CWASA service area.

Entire water distribution network within the KSA to be replaced under the KWSP-2 project.

HR development necessary, targeting capacity and skills of staff handling the engineering function.

Majority of these staff are below 50 years of age; they need training and mind change towards a service-oriented culture.

SCADA System:

9 pumps located at Nasirabad (implemented under KWSP1, and near completion).

There is a provision for four extra pumps, to be implemented under KWSP2.

Reservoir works have been implemented in such a way that manual operation is possible.

There is provision, however, for a SCADA system, but there has been very slow progress to date towards its implementation.

The SCADA system is to be implemented under KWSP2.

Control room to be located at Nasirabad. An Executive Engineer has already been identified to head this function.

Aimed at connecting the WTP with DMAs in the distribution network.

SCADA equipment (to be) obtained from Siemens (who are the sub-contractor for the SCADA system).

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SALIENT FEATURES/PROCESS DESCRIPTION Some Identified Shortcomings:

DTW maintenance is currently outsourced to an annual (yearly) contractor, with a target maximum downtime (recovery time) of 72 hours in the event of DTW breakdown, or else the contractor is liable to being penalised. But it is difficult to track compliance to this requirement.

Daily reports should be available to Management, for purposes of tracking operational status and performance of DTWs.

Tracking of DTW performance is also important as a means of assessing the competence of the contractors.

Business Process/ Function: Water Distribution and Network Operation & Maintenance Location/Host Department/ Process Owner: MOD Zones, under the MOD Circle of the Engineering Wing

Key functions/processes include: - Water production (DTWs) - Water supply to customers - Network maintenance

Typical MOD Operations (Exemplified by Mod 2):

DTW production data collected daily and entered into computer.

Production data includes both flow and electricity meter readings.

Hard-copy printout dispatched to HQ (SE-MOD, CE, DMD-Eng) and Design Division (EE-Design).

There are frequent breakdowns of the DTWs, sometimes caused by power outages from the PDB.

There are around 700 street hydrants, mainly situated in slum areas, where water is sold at domestic rates.

There are no fire hydrants in Chittagong.

Leakages and other small pipeline maintenance jobs are handled by the zone, while electromechanical equipment maintenance is outsourced to yearly contractors.

Instructions to contractors are issued verbally. Feedback from contractors is also received verbally.

Complaints are received either by phone or by physical visits to the zonal office by customers. Reports Generated:

Water production from DTWs (daily, hardcopy)

Electricity consumption

Count of reported incidences (compiled, classified and submitted monthly)

Engineering operations report (feeds into MIS report, and consists of): - Production from DTWs - Power consumption - Maintenance - Construction works in progress

Monthly production reports per DTW: - Pump No - Volume of water produced - Electricity consumed - No. of hours of downtime - Total running hours

Water Bowser Sales:

There is a water bowser management software system implemented at Dampara Water Works.

Four categories of water bowser services: - Large tanker for urgent requirements (10,000 litres at 2500 Tk, delivered within 24 hours) - Normal tanker (1400 Tk, supplied on priority basis)

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SALIENT FEATURES/PROCESS DESCRIPTION - Own carriers (private tankers typically purchase 1 m3 at 100 Tk) - Free supply (done in emergency situations)

The process is as follows: - Application information entered into system - Application form printed out and signed by applicant - Demand Note issued in triplicate to applicant - Applicant takes Demand Note to WASA bank and deposits required fees - Delivery Order issued in quadruplicate - Water bowser delivery is scheduled and implemented

Payments are only made at the WASA bank at Dampara.

There is only one sale point, located at Dampara; however, there are two delivery points, one located at Dampara and the other at Kalurghat.

Water that is delivered is typically stored in underground reservoirs. Some Identified Shortcomings:

No explicit performance targets for MOD engineering operations.

No mechanism for tracking progress towards target achievement.

Necessary for capacity development (for XEN MODs) to achieve self-reliance in implementing engineering works, rather than solely relying on the use of yearly contractors, even for piecemeal tasks (delegated works).

Decision making within the Engineering Wing is currently highly centralised. It should be possible to delegate authority to XEN (MODs) to implement contingency plans.

There is scope for improvement of operations of MODs, to a more integrated functioning with centralised reporting.

Business Process/ Function: New Connection Implementation Location/Host Department/ Process Owner: Sales Division, under the Finance Wing

Process for New Connections Implementation: (i) Customer purchases and submits application form (in duplicate) to XEN-MODs (ii) Site visit by SAE (iii) Application approved by: DMD-Finance (up to ¾” connection); MD (1” and above) (iv) Demand Note issued to customer (v) Customer makes payment in bank for connection materials and security deposit (vi) Work order issued to connection team (vii) Where required, road cutting permission is sought from CCC (viii) Connection implemented by connection team (ix) Account Number issued by Sales Division (x) Completion Report sent to Revenue Division (xi) Revenue Division submits account details to Computerised Billing section for account creation in

Billing System Additional Notes:

New connection application form is purchased from WASA Bank at 200 Tk.

Additional requirements include the following: - Property ownership form - National ID and photograph - Location sketch (from Certificate of Title) - Undertaking by property co-owners, if any

Security deposit: 30,000 Tk for domestic premises; 30,000 Tk for landlord and 60,000 Tk for tenant, for commercial premises.

Connection team consists of a plumbing mistry and an assistant plumbing mistry.

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SALIENT FEATURES/PROCESS DESCRIPTION Account No consists of the Mohalla (area) code and a serial number within the Mohalla.

Two customer files are prepared: One copy goes to Revenue Division, and the other copy stays with the Sales Division.

Connection process takes on average 7 to 15 days.

On average, 250 to 300 new connections are made per month.

It takes approx. two months from connection to submission of customer details to the Revenue Division.

Sales Division is responsible for maintenance of service lines for the first six months, after which they become the responsibility of the respective MOD Zone.

Sales Division also handles relocation of service lines as well as connection enlargement.

The Division is considering outsourcing (sub-contracting) the new connection process as a way of meeting annual targets, currently set at 5000 new connections for this FY.

All record-keeping and information management within the Sales Division is manual. Sales Division maintains a manual register of customer account details, which include the following information: - Meter No - Meter size - Customer name and address - Account No - Connection date - Consumption category - Completion date

Some Identified Shortcomings:

Lack of a computerised information management system to handle the new connection process.

Process too bureaucratic, with too many approval levels.

The main delay in the connection process is as a result of these approval levels, otherwise connection itself takes about 7 days.

Current staffing levels for the new connection teams are insufficient to meet new connection targets; they consist of only three plumbing mistries and two assistant plumbing mistries.

JICA staff under the PANI project have made efforts to translate and digitise the New Connection form for online (digital) use; however, the challenge with this is that there are no computers in the Sales Division to facilitate this process.

Business Process/ Function: Meter Reading and Billing Location/Host Department/ Process Owner: Computerised Billing Section, under the ICT Division of the Finance Wing

Billing:

New connection details from Sales Division are used to create customer accounts in billing system.

Meter readings from Revenue Division are used to generate monthly bills for water consumed.

Customers access their bills through the CWASA website.

SMS notifications are also sent to customers upon billing.

Customers make payments through participating banks and/or mobile service providers.

There are three participating mobile service operators and 34 participating banks.

Internet VPN connectivity is used to upload billing data to mobile operator servers daily.

Likewise, bill payment data is transferred to CWASA’s online billing server from the participating banks daily.

However, a common complaint is that customers sometimes make payments but the banks delay to post these payments.

Billing Software:

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SALIENT FEATURES/PROCESS DESCRIPTION Microsoft SQL Server database (backend)

Visual Basic Desktop Application (frontend)

Connectivity to Mobile Service Operators over VPN Some Identified Shortcomings:

The Billing system in its current form does not cater for a number of key commercial and revenue functions, such as new connections, meter reading, customer inquiry, customer account maintenance, and service changes.

Often, customers with billing-related issues/complaints come right up to the individual officers in the Computerised Billing Section, causing a lot of disruption/distraction.

Proposed the establishment of a separate help desk/counter specifically for billing related issues and complaints.

Decentralisation of revenue operations to zones would require dedicated staff to handle Billing and IT functions at Zonal level.

Business Process/ Function: Revenue Management Location/Host Department/ Process Owner: Revenue Circle, under the Finance Wing

Functions under the Revenue Circle:

Meter reading

Billing preparation (provision of metering data to ICT Division)

Bill delivery (physical bills)

Follow up and collection of arrears

Disconnections and reconnections

Meter servicing

Licencing of Deep Tube Wells, including: - processing of applications - handling payments (annual, for the period Mar-Feb)

Responding to customer complaints relating to: - requests for instalment payments - connection status - changes of tariff categories

Meter Management:

Whereas the meter installation function is handled by the Sales Division, meter servicing, disconnection and reconnection are done by the Revenue Division.

There is a tender process currently underway to sub-contract/outsource the activity of bulk replacement of faulty customer water meters.


Staffing inadequacies.

Insufficient IT equipment and support.

No register for customer complaints handling.

Customers often have to physically move from desk to desk in order to have their issues resolved.

Delays in customer complaints handling.

No reports/data submitted regarding revenue collection; reporting is done by the ICT Division.

Insufficient number of meter inspectors.

There are supposed to be five disconnection squads, but these are not evident on the ground.

No anomalies handling process. Recommendations:

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SALIENT FEATURES/PROCESS DESCRIPTION Computerisation of records.

Use of hand-held meter reading devices, to avoid data manipulation.

Business Process/ Function: Accounting and Financial Management Location/Host Department/ Process Owner: Accounts Circle, under the Finance Wing

The Accounts Circle consists of four Sections, located on different floors of the building.

The Accounts Management section handles the following functions: - Preparation of final accounts - Management of fixed assets - Tracking of project works in progress - Inventory management

The Revenue Accounts section handles the revenue tracking function.

The Accounts Finance section handles payments to suppliers and service providers.

The Budget section deals with budget preparation, including both estimation and rectification of budgets. Accounting Software:

“Dheraaj” software (made in India) was previously acquired for the accounting function. However, it was never fully implemented.

Tally software was obtained in 2003 and is currently in use.

Software housed on dedicated server, and is accessible to all staff of the Accounts Circle.

Data is backed up onto a desktop computer.

Support provided by local Tally supplier. Budgeting:

Every September, all Divisions and Departments are notified of their budgetary status.

They respond with their budgetary projections for the coming FY.

A budget is drafted by the Budget Officer in consultation with the Chief Accounts Officer and DMD (Finance).

In December, the draft budget is reviewed by a collective meeting of all Divisional and Departmental Heads.

The draft budget is submitted to the ministry for review and approval.

A final budget meeting is held to discuss and disseminate the approved budget.

Project budgeting is a separate activity, with mid-term project budgets prepared by the Budget Officer for submission to the ministry.

The budget preparation process is manual (but also involves the use of Excel spreadsheets). Revenue Accounts:

Revenue Officer (Accounts) receives information from participating banks on monthly revenue collections made on behalf of CWASA.

Submits this information to the Secretary for onward transmission to the ministry.

Revenue is obtained from water sales at customer connections, new connection fees, DTW licensing, and water bowser sales.


Out of the 12 staff of the Accounts Management section, only 3 staff work with Tally.

Backlog in data entry into Tally. Entry of data for the 2013-2014 FY only 60% completed to date.

The Tally software requires customisation in order for it to suit the accounting requirements of CWASA.

There is no interface with the Sales, Billing and Revenue functions.

There is no budgeting functionality.

No stores/inventory management functionality.

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SALIENT FEATURES/PROCESS DESCRIPTION No payroll management functionality.

Insufficient number of computers.

Insufficient staffing levels.

With the billing software, it is not possible to view revenue collection information from the WASA bank based at HQ (Janatha Bank), as well as the mobile service providers, in real time on a daily basis.

Out of the three staff available for the Revenue Accounts function, two are set to retire.

There is only one staff in the Accounts Circle who handles the budgeting process, namely the Budget Officer. Moreover, the Budget Officer holds an additional charge as Revenue Officer (Accounts).

Business Process/ Function: Customer Complaints Handling Location/Host Department/ Process Owner: MOD Zones, under the MOD Circle of the Engineering Wing

Customer Help Desks are located at CWASA offices.

There are four Complaint Handling centres; one at Dampara Water Works (MOD2), two at Jubilee Road (MOD4), and one at Agrabad (MOD1).

The most common categories of customer complaints are: - Leakage - Dirty water - No water

Customer either walks in or calls with a complaint.

Complaint details are captured in a manual complaints register.

Details captured include: Date; Time; Complaint No; Address; Type of Complaint; How received; Remarks; Repairing time; Description of size; Other description; Materials used; Signatures of supervisor, SAE, and AE; Remarks.

For MOD2, there are 2 response teams, each consisting of two staff, using two tempus (three-wheeler bikes).

Supervision of field works is by physical inspection, and is carried out by pipeline supervisors, SAE, and AE.

Monthly reports are submitted to: CE, SE-MOD, DMD (Eng).

Typical report contents include: - Total complaints received - Leakages - Leaks repaired - Water shortages - Water shortages solved - Attended (total)


There is no Call Centre, neither is there a toll-free line for reporting of customer complaints.

Manual complaints tracking registers, which in many cases are not even used.

No mechanism in place for tracking progress of resolution of reported cases.

No escalation mechanisms in place for uncompleted tasks.

Communication with field staff is by use of personal mobile phones (no company owned mobile phones available).

Shortage of trained manpower (mistry) and tools (die sets, slide wrenches, pipe wrenches, spades and hoes).

Need a mechanism for Top Management overview, and escalation, of leak repair activities.

The Systems Analyst is currently developing a computerised Complaints Tracking System (CTS); however, so far there seems to be little interest within the Finance Wing regarding this system.

Business Process/ Function: Human Resource Management Location/Host Department/ Process Owner: Secretary, under the Administration Wing

All HR management processes are manual.

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SALIENT FEATURES/PROCESS DESCRIPTION A Personal File (PF) is maintained for each staff.

Currently, 20 grades of staff, excluding the top two grades.

The Accounts Division performs salary computations, including leave payments, provident fund deductions, and contract gratuity.

From this year, salary calculation will be made easier, due to a system introduced across the country that harmonises salary increment/notching dates to 1st July for all government employees.

Payroll Management:

Currently handled by the Computerized Billing Section.

Utilise Foxpro-based system, a stand-alone system which is near-obsolete.

Computation of staff monthly salaries and emoluments.

Generation of payslips. Recommendations:

Payroll/HR system (HRMS), required to also handle leave management, staff movements, staff transfers, Provident Fund deductions, etc.

The Systems Analyst proposes that this system be developed internally.

Business Process/ Function: Monitoring & Evaluation (Management Reporting) Location/Host Department/ Process Owner: Design Division, under the Construction Circle of the Engineering Wing

MIS Report Compilation: Function currently performed by Draftsman, using the following steps: (i) Calls up relevant officers in various units/departments (refer to Appendix 4) and asks them to furnish

their respective performance data. (ii) Performance data is submitted in hard-copy format to Draftsman. (iii) Draftsman enters and compiles the data using the MIS Report template developed under the JICA-

funded PANI project. (iv) MIS Report is reviewed and subjected to the following chain of approvals: XEN-Design; SE-Construction;

DMD-Engineering; MD. (v) Approved report is subsequently circulated to 38 different personnel/officers across CWASA. MIS Report Contents (refer to detailed example in Appendix 3):

Connection data

Tariff rates

Billing & Collection data

Financial data

Water supply data

Personnel data

Customer services data Some Identified Shortcomings:

Delayed data submission, which leads to a time lag of about two months in report preparation (the latest circulated MIS report usually applies to a period about two months prior).

Errors in submitted data.

The MIS Report lacks information on stock/inventory levels. Recommendations:

Improved reporting times.

Improved data accuracy/correctness.

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SALIENT FEATURES/PROCESS DESCRIPTION Propose development of a centralized data collection system.

Business Process/ Function: Customer Mapping & GIS Location/Host Department/ Process Owner: Currently performed by JICA-funded PANI Project office, for customers within the Karnaphuli

GIS:

2-3 engineers from CWASA seconded to the PANI project have been trained to handle the GIS function.

Field surveying is carried out by five engineers deployed under PANI (JICA staff). Training of CWASA survey staff is ongoing.

Integration with Billing and Sales divisions is planned to take place this year.

In addition to customer data, the piped network within the project (KSA) area has been mapped. No mapping of the piped network exists outside the KSA.

About 50,000 to 60,000 customers within the KSA have been mapped to date.

Surveying of households outside KSA was previously planned to be included under CWSISP, but was later excluded.

Available customer GIS data consists of: - Customer location - Account No - Meter No

PANI GIS staff currently engaged in updating customer data obtained from the Sales Division into the GIS database.

However, this data has not yet been utilised by CWASA in day-to-day commercial operations. GIS Software specifications:

ArcGIS 10.1 Desktop

4 desktop licences

Three persons trained in the use of ArcGIS.

Also use Microsoft Access for data management. Some Identified Shortcomings:

There is a disconnect between GIS under PANI and the Sales Division.

Computer equipment is insufficient. For example, there are no computers within the Sales Division to handle the GIS data.

Difficult (uncooperative) customers hinder the household survey process.

Recommended a workshop to create awareness and promote GIS uptake by CWASA.

Logistics (laptops) and training of CWASA staff required to mainstream the GIS function within CWASA.

Business Process/ Function: ICT Support Provision Location/Host Department/ Process Owner: Computerised Billing Section, under the ICT Division of the Finance Wing

Computer Hardware:

Servers: 3 No. servers for Billing, i.e. online, offline and internal backup; 1 No. server for Accounts.

Desktop PCs: Approx. 50-60 PCs in existence across CWASA. Communication Systems:

Intercom system in existence for internal communication within HQ.

Landlines in use at HQ for external communication by key staff.

Position-based corporate email addresses created on CWASA domain webmail for 30-40 key positions (e.g. [email protected])

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SALIENT FEATURES/PROCESS DESCRIPTION Networking:

Limited LAN coverage at HQ.

Limited Wi-Fi also implemented for HQ. CWASA Website:

Maintained by the Computerized Billing Section.

URL: www.ctg-wasa.org.bd Some Identified Shortcomings: Computer Hardware & Networking Infrastructure:

Firewall procured but not configured (not implemented by vendor).

Existing LAN is implemented in a disorganized manner, and is not easy to secure.

There is no WAN connectivity to other CWASA facilities/installations outside the HQ.

Insufficient backup servers.

Insufficient power backup (UPS) systems.

No off-shore Disaster Recovery (DR) site.

No Service Level Agreements (SLAs) with suppliers in place for maintenance of hardware/software systems.

Communication Systems:

No company mobile phones in use, resulting in the widespread use of personal mobile phones for company business.

Corporate email addresses that were established on the CWASA domain have not been adopted for use. IT Support:

No dedicated IT support teams in place.

No IT infrastructure performance monitoring software.

Low levels of computer literacy, with only approx. 20% of staff computer savvy.

There is a general apathy towards the use of ICT systems. Most staff think it is the ICT Division alone who should use ICT systems, and not they themselves within their respective departments.

Not ready for the business expansion anticipated after completion/commissioning of KWSP. Proposed the outsourcing of an external service provider for IT support.

Business Process/ Function: Procurement & Transport Location/Host Department/ Process Owner: Transport & Procurement Section, under the Administration Wing

There is no centralized Procurement and Disposal unit (PDU) in CWASA. The procurement function is currently performed directly by the various business units, and is not an integrated function. This makes it difficult to monitor and control.

Business Process/ Function: Public Relations Management Location/Host Department/ Process Owner: Public Relations Section, under the Administration Wing

Main Responsibilities:

Liaise with print and electronic media on behalf of CWASA.

Monitor views expressed through media.

Advise CWASA management on media related issues.

Arrange press conferences.

Publish tender notices in print media.

Dispatch press releases to print and electronic media.

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SALIENT FEATURES/PROCESS DESCRIPTION Manage telecommunication system within CWASA:

- Ensure that key staff are equipped with landlines - Follow up reported faults on telephones

Display adverts, e.g. supplementaries.

Run school/community awareness campaigns.

Was nominated as CWASA Information Officer under the “Right to Information Act 2009”.

Under this Act, citizens can request for any information using a prescribed type of form, following which the Information Officer must: - process requests - refer requests to relevant officers - ensure that information is provided to the concerned citizens within the duration prescribed under the law (20 working days).

However, she often has to push in order to get the data she requires, by: - making phone calls - visiting offices - knocking on doors - following up, etc.

On Internal Communications:

Intercom system exists, with support provided by MOD2.

However, field staff end up having to use their personal mobile phones to communicate with office staff, because there are no office mobile lines.

On email communication:

Most office processes are still manual.

Culture of electronic communication not yet prevalent among staff.

Computers themselves are now available, but their usage is still low. On Social Media:

Not a commonly used medium for communication.

Usage mostly common/associated with teenagers.

In general, internet usage itself is low. Recommendations:

Have dedicated helplines (mobile) for customers to use in lodging their complaints.

Provide these contact numbers on display adverts.

Business Process/ Function: Project Management Location/Host Department/ Process Owner:

No centralized Project Monitoring Unit in CWASA. Instead, project management is a responsibility delegated to selected officers designated as Project Directors (PDs) for the various internally and externally funded capital development projects.

Identified Shortcoming:

Insufficient documentation of engineering works (including as-built drawings, resources applied, equipment used, money spent etc.)

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Appendix 3: Sample Management Information Systems (MIS) Report for CWASA (April 2016)

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Appendix 4: Sources of Data for MIS Report

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Appendix 5: Summary of Critical Data and Information Generated and Managed for each Key Business Process

Key Business Processes

Responsible Business

Unit

Major Functions/ Process Stages

Critical Data/ Information Generated Data Source/ Repository

Information Outputs (Performance

Measures) feeding into MIS Report


Water Treatment & Production Circle, under the Engineering Wing

Abstract raw water from source

Treat water

Convey treated water to reservoir storage for subsequent distribution

River water levels

Raw water quality measurements

Raw water pump hours

Raw water flow volumes

Raw water pump electricity consumption

Chemical usage

Treated water pump hours

Treated water flow volumes

Treated water pump electricity consumption

Treated water quality measurements

Booster pump hours

Booster flow volumes

Booster pump electricity consumption

Plant downtime

Plant electromechanical equipment failures handled

Plant PPM tasks accomplished

Plant staff deployment

SCADA system operational data

River water level sensors

Production flow meters

Electricity meters

Conductivity & Turbidity meters

Laboratory test result logs

Chemical usage logs

Incident registers

PPM logs

SCADA system logs

Capacity of Surface WTP (E3)

Capacity of Ground WTP (E4)

Production (distributable water) (E15)

Unit production costs (E16)

Water quality sample (E19)

Satisfactory sample in chlorine level (E20)

Satisfactory sample in microbiological level (E21)


MOD Circle, under the Engineering Wing

Pump water from DTWs to direct distribution or to GWTP

Distribute water to consumers

DTW levels (static water level; drawdown)

DTW production volumes

DTW water quality measurements

DTW electricity consumption

DTW functional status

DTW downtime due to power outages

DTW level sensors

Flow meter readings

Electricity meter readings

No. of DTWs in operation (E5)

Capacity of DTW – direct distribution (E6)

Capacity of DTW – supply to GWTP (E7)

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Unit





Maintain pipelines and DTWs

Handle customer complaints

DTW downtime due to electromechanical faults

DTW failures resolved by Yearly Contractor(s)

DTW flow volumes to direct supply

DTW flow volumes to Ground WTP

Water from Surface WTP

Water bowser applications received

Water bowser deliveries made

Pipeline failures reported

Pipeline failures resolved by WASA teams

Pipeline failures resolved by Yearly Contractor(s)

Customer complaints received

Customer complaints resolved

Staff deployment for complaints handling

Logistics used (transport, equipment)

Repair materials used

Response time to resolution of reported complaints

Manual incident registers

Water bowser management software

Capacity of distributable water production (E8)

DTW water to users before boosters (E15.1)

Water supply coverage (A6)

Length of pipeline (E9)

Leakage occurrence (E18)

Non-Revenue Water (E17)

Leakage complaints received and attended (G3)


Sales Division, under the Finance Wing

Receive New Connection applications

Conduct site visits and assessments

Applications received

Site visits conducted

Applications approved

Applications paid for

Work orders issued

Connections implemented

Meters issued

Copies of application forms

Copies of demand notes

Payment records from bank

Manual registers

Service connection applications received (G1.1)

Service connections given (G1.2)

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Unit





Process new connection applications

Effect new connections

Assign Account Numbers to new customers

Maintain new connection lines for first six months

Relocate service lines where required

Completion reports submitted to Revenue Division - Customer details - Consumption category - Account details - Meter details - Payment details

New accounts created in Computerised Billing System

Accounts under maintenance within six-month service period

Service line relocation requests

Individual customer files

Completion reports

Account details in Computerised Billing System


Meter Reading: Revenue Zones of the Revenue Circle, under the Finance Wing Billing: Computerised Billing Section of the ICT Circle, under

Allocate meter reading sheets to meter inspectors

Read meters

Investigate and correct meter reading anomalies

Forward meter readings to Computerised Billing Section

Input meter readings

Number of meters read

Meter readings

Meter reading anomalies reported

Meter reading anomalies resolved

Meter readings captured in Computerised Billing System

Bills generated

Bills uploaded to CWASA website

SMS notifications (bills) dispatched to/by Mobile Service Providers

Bills printed for physical distribution

Meter reading sheets

Computerised Billing System

Servers of participating banks and mobile service providers

CWASA website domain database

Total registered connections (A1)

Meter installation rate (metering ratio) (A3.4)

Percentage of installed meters that are functional (A3.5)

No. of Street Hydrants (A4)

No. of Religious Institutions (A5)

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Unit





the Finance Wing

Generate bills

Upload bill data to CWASA website

Send SMS bill notifications to customers

Print physical bills

Billable (non-disconnected) connections (A1.1)

Non-billable (disconnected) connections (A1.2)

Billed connections (A1.3)

Breakdown of billable connections by customer type (A2)

Breakdown of billable connections by metering status (A3)

Bill sent out ratio (A7)

Revenue Management

Revenue Circle, under the Finance Wing

Distribute physical bills

Track payments made through banks and mobile service providers

Handle and resolve billing related complaints

Follow up payment of unpaid bills

Total amount billed

Bills distributed

Paid bills

Unpaid bills

Arrears status

Arrears payment agreements

Disconnections made

Reconnections made

Meters serviced

Meters replaced

Total collections

DTW licenses issued

DTW licenses revoked


Servers of participating banks and mobile service providers

Manual registers

Total billing (C1)

Billing (private) (C1.1)

Billing (government) (C1.2)

Billed volume (C2)

Total collection (C3)

Collection (private) (C3.1)

Collection (government) (C3.2)

Revenue collection efficiency (C4)

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Unit





Carry out disconnections and reconnections

Engage arrears reduction strategies

Service water meters

Replace faulty water meters

Issue DTW licenses

Collection efficiency (private) (C4.1)

Collection efficiency (government) (C4.2)

Billing complaints received (G2.1)

Billing complaints acted on (G2.2)


Accounts Circle, under the Finance Wing

Units/Functions:

Accounts Management Section: - Prepare final accounts - Manage fixed assets - Track progress of project works - Manage stores inventory

Revenue Accounts Section: - Track revenue

Asset Management:

New assets acquired

Old assets disposed of

Capital works implemented

Asset maintenance records

Asset (re)valuation

Depreciation Revenue Management:

Revenue collections via banks

Revenue collections via mobile service providers

Water bowser sales

DTW licencing fees payments

Accounts receivable (arrears)

Fixed asset register

Tally Accounting System


Bank reports

Mobile service provider reports

Water bowser management system

Excel spreadsheets (Budgeting)

Total revenue (D1)

Water revenue (D1.1)

Revenue from tube well licensing (D1.2)

Other operating revenues (D1.3)

Interest on income (D1.4)

Total expenses (D2)

Personnel costs (D2.1)

Electricity costs (D2.2)

Chemicals (D2.3)

Depreciation (D2.4)

Other operating costs (D2.5)

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Unit





collection - Track arrears

Accounts Finance Section: - Handle payments to suppliers and service providers - Handle salary and wage payments to staff

Budget Section: - Prepare and manage budgets, including project budgets - Track and ensure budget compliance

Budgeting and Procurement Financing:

Budgetary allocations

Procurement plans

Budget status

Project budget status

Inventory of stock items

Purchase requisitions raised

Purchase orders issued

Invoices received for works, supplies & services

Payment vouchers raised

Payments made for works, supplies & services

Payroll Management:

Salaries & wages

Provident fund deductions

Other statutory deductions

Gratuity payments

Staff loan deductions

Foxpro database (Payroll management)

Project reports

Financial expenses (D2.6)

Net income (D3)

Cash at bank (D4)

Stock and stores (D5)

Accounts receivable (D6)

Accounts receivable from Government (D.6.1)

Accounts receivable from Private (D.6.2)

Long term loans (D7)

Operating ratio (D8)

Collection period (D9)


MOD Zones of the MOD Circle, under the Engineering Wing

Receive customer complaints (submitted by phone, or by customer physically

Complaints received

Complaints assigned

Complaints tracking - Customer details - Contact No - Nature of complaint - Date/time reported

Manual Complaints Registers

Leakage complaints received and attended (G3)

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Unit





walking into CWASA offices)

Log complaint details in Complaints Register

Assign job(s) to (field) implementation team(s)

Take (field) action to resolve complaint issue

Update Complaints Register

- Place reported - Job allocation - Job status - Date/time resolved - Staff deployed - Action taken - Materials used - Feedback to complainant

Complaints resolved

Response time to resolution of complaints


Secretariat, under the Administration Wing

Functions:

Workforce management

Workforce scheduling

Payroll Management

Approved staff levels & grades

Staff personal details

Staff appointments and deployments

Staff job descriptions and Key Result Areas (KRAs)

Staff additional charges

Staff attendance records

Staff leave schedules

Staff appraisals and performance data

Salaries, wages & emoluments

Provident fund contributions

Promotions

Human Resource Manual

Organogram

Staff Personal Files (PF)

Manual registers

Foxpro-based payroll management system

Total no. of permanent employees (F1)

Employees in Class 1 (Officers) (F1.1)

Employees in Class 2 (Supervisory staff) (F1.2)

Employees in Class 3 (Clerical staff) (F1.3)

Employees in Class4 (Sub-clerical staff) (F1.4)

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Unit





Demotions

Dismissals

Retirements

Disciplinary cases

Total no. of non-permanent employees (F5)

Non-permanent employees on Work Charge (6 month contract workers) (F5.1)

Non-permanent employees on Master Roll (daily basis casual workers workers) (F5.2)

Project staff (hired by project budget) (F5.3)

No. of permanent employees per 1000 connections (F2)

Average monthly salary (F3)

Percentage of overtime to basic salary (F4)


Currently handled by the Design Division of the Construction

Request performance reports from various business units

Performance data of various categories, including the following: - Connection data - Applicable tariff - Billing & collection data - Financial data

Manual performance reports from various business units

The entire MIS Report in its current form (refer to Appendix 4 for a sample) is a monthly compilation of performance data

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Unit





Circle, under the Engineering Wing

Receive & collate performance data

Generate (populate) MIS report

MIS report reviewed and approved by various officers

MIS report circulated to concerned staff

- Water supply data - Personnel data - Customer services data

Selected (derived) Key Performance Indicators (KPIs): - Non-Revenue Water - Revenue Collection Efficiency - Collection Period - Staffing Ratio (staff per 1000 connections) - Operating Ratio - Metering Ratio - No. of Water Quality Samples - Leakage Occurrence (Leaks per km) - Water Supply Coverage - Average Tariff - Unit Production Costs

Compiled monthly MIS report(s)

from the various business units and key business processes.

SUPPORT PROCESSES:


MOD Zones of the MOD Circle, under the Engineering Wing; However, currently handled by JICA funded PANI project

Obtain new connection list(s) from Sales Division

Carry out field survey and mapping of new customers

Enter (plot) customer details in GIS database

Field surveys scheduled

Field surveys completed

Customer details - Customer location - Account No - Connection details - Consumption category - Metering status - Supply status

Connections updated in GIS database

New connection files from Sales Division

GIS database

Physical map printouts


None at present

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Unit





Update Computerised Billing System with customer location details

Maps generated and distributed to end user departments

Customer accounts updated in Billing System


ICT Circle, under the Finance Wing

Install and maintain IT infrastructure

Procure, install and manage software systems and applications

Develop, deploy and maintain in-house software solutions where applicable

Liaise with external hardware and software support service providers

Provide IT support services (including basic training in ICT technologies) to CWASA staff

IT hardware inventory & status

IT software systems inventory & status

IT network infrastructure inventory & status

ICT systems software licencing status

Service Level Agreements with external suppliers and service providers

IT support services: - Cases reported - Cases handled

Excel spreadsheets

None at present

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Unit






Transport & Procurement Section under the Administration Wing

Oversee and coordinate the procurement and logistics function at CWASA

Allocate and coordinate CWASA transportation fleet (Trucks, Jeeps, Station wagons, Pickups, Motor cycles, Tempos, etc)

Prequalified supplier lists

Item specifications

Budgetary provisions

Procurement plans

Stock levels

Purchase requisitions

Purchase orders

Works & services rendered

Items supplied

Payments for works, supplies and services

Transportation fleet

Vehicle maintenance records

Manual registers None at present

Public Relations Management

Public Relations Section, under the Administration Wing

Functions:

Media Liaisons

Corporate Branding and Corporate Social Responsibility (CSR)

Internal Communication

Landline allocation and maintenance

“Right to Information Act”

Pressers

Adverts

Tenders

Topical issues featuring in the press (“finger on the pulse”)

Notices

Public awareness campaigns

“Right to Information Act”: - Requests received - Requests processed - Feedback to customers

Newspapers

Newspaper cuttings

Corporate policy documents - vision - mission - quality policy

Corporate strategic plan(s)

Corporate programme documents

Manual registers

None at present

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Unit





statutory obligations

Staff Capacity Development

Planning, Development & Training Circle, under the Engineering Wing

Functions:

Staff training

Capacity development

Staff capacity assessments

Training Needs Assessments (TNA)

Training strategies

Training plans

Identified resource persons

Participating entities/ institutions

Training budgets

Training courses delivered/undertaken

Staff trained

Training outputs/outcomes

Training Impact Assessments (TIA)

Manual reports None at present

Project Management

Designated Project Directors (PDs) for various projects, mostly under the Engineering Wing

Functions:

Overseeing the implementation of various donor funded projects, such as: - CWSISP, funded by World Bank - PANI, funded by JICA - KWSP, funded by JICA

Construction works in progress

Milestones achieved

CWASA staff seconded to projects

Project outputs/outcomes

Project reports None at present

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Appendix 6: The CWASA Management Information Systems (MIS) Plan 2016-2018

STRATEGY TASKS/ACTIVITIES BY WHOM BY WHEN ESTIMATED COSTS (USD)

OBJECTIVE 1.0 Ensure that CWASA’s IT infrastructure is sufficient to meet the Authority’s information management requirements in the immediate and long term, particularly taking into consideration the anticipated growth in business subsequent to commissioning of KWSP1 and KWSP2.

1.1 Equip CWASA’s business units with sufficient computer hardware equipment and core basic software applications

1.1.1 Carry out a comprehensive inventory of computer hardware (servers, PCs, printers and associated accessories) across CWASA.

SA Immediate Nil

1.1.2 Establish the gaps in numbers of equipment required to meet the information management needs of each business unit.

SA Immediate Nil

1.1.3 Procure the required computer hardware equipment in a phased, priority-based manner.

CM/SA/EE-Proc

Mar 2018 90,000

1.1.4 Carry out a needs assessment, identify and procure sufficient software licenses for core basic applications (such as the Microsoft Office suite of applications) as well as specialised applications (such as GIS).

SA June 2018 200,000

1.2 Establish an adequate IT network infrastructure backbone for CWASA

1.2.1 Carry out a comprehensive assessment of CWASA’s current network infrastructure and identify gaps in the existing setup.

SA Immediate Nil

1.2.2 Procure an external service provider to design and implement a robust LAN (wired and/or wireless) for the CWASA HQ, as well as for each of CWASA’s main facilities/installations.

CM/SA/EE-Proc

Dec 2017 40,000

1.2.3 Procure an external service provider to implement a robust WAN (via leased lines and/or VPN) connecting CWASA’s HQ to the other key facilities/installations.

CM/SA/EE-Proc

Dec 2017 30,000

1.2.4 Procure and implement a software solution for real-time monitoring of network performance (both LAN and WAN).

CM/SA/EE-Proc

Mar 2018 10,000

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1.3 Implement robust IT systems security measures

1.3.1 Remodel and renovate the server room at CWASA’s HQ to acceptable industry standards (minimum Tier 2), including installing adequate ventilation/air-conditioning and secure access control.

CM/SA/EE-Proc

Dec 2017 200,000

1.3.2 Procure and install backup servers for the core IS solutions (both existing and proposed) in CWASA (billing, accounting, HR management, email, website, procurement).

CM/SA/EE-Proc

Mar 2018 Covered under 1.1.3

1.3.3 Procure and install an appropriate power backup and surge protection solution for the server room and critical locations within CWASA (such as the Computerised Billing Section).

CM/SA/EE-Proc

Mar 2018 50,000

1.3.4 Identify an appropriate off-site location (e.g. the stores premises at Halishahar), and establish a Disaster Recovery (DR) site for all mission-critical IS solutions.

CM/SA/EE-Proc

Mar 2018 100,000

1.3.5 Implement a robust solution for LAN and WAN user access control, as well as an effective firewall to secure the network against unauthorised external access.

CM/SA/EE-Proc

Jan 2018 15,000

1.4 Institute appropriate IT support mechanisms and practices

1.4.1 Establish Service Level Agreements (SLAs) with computer hardware/software suppliers for routine and preventive system maintenance

SA Mar 2018 15,000

1.4.2 Develop and implement a computerized IT Support Requests Handling system

SA Mar 2018 8,000

1.5 Improve internal and external communication systems

1.5.1 Establish a prototype Call Centre, preferably with toll-free lines from each of the (three) mobile service providers, to facilitate customer complaints logging and handling.

CM Dec 2018 50,000

1.5.2 Procure a service provider to supply and install a Voice over IP (VoIP) or IP PBX telephony solution for CWASA, to replace the current traditional PBX based system and extend intercom connectivity to other facilities/locations of CWASA. (subject to licensing guidelines for IP Telephony services in Bangladesh)

CM Dec 2018 30,000

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1.5.3 Acquire mobile phone lines and establish a Closed User Group (CUG) with preferential rates for CWASA staff, in partnership with one or more of the mobile service providers.

CM Dec 2017 10,000

1.5.4 Implement an effective organization-wide email solution, and train CWASA staff across the board in its use and benefits.

SA/CM Dec 2017 5,000

1.5.5 Establish social media platforms (Facebook, Twitter, WhatsApp) for CWASA, and popularise them as a means of improving internal and external information sharing and providing real time status updates of CWASA operations.

SA/CM Immediate Nil

1.5.6 Provide internet access to key and critical offices within CWASA, and train end users in basic internet usage. Includes annual (recurrent) cost for lease of data links.

SA Dec 2017 300,000

Expected Outputs:

A comprehensive inventory of IT equipment

New computer hardware (Servers, PCs, printers & accessories) procured as required

Basic and specialized software applications (both desktop and server software) and licenses procured as required

Improved and expanded LAN at each core facility/location

Corporate-wide WAN linking core facilities and locations

A network infrastructure performance monitoring solution

An upgraded server room at CWASA HQ

Backup servers for mission-critical software systems

An effective Uninterruptible Power Supply (UPS) solution

An off-site Disaster Recovery (DR) site

Effective firewall and user access control solutions

Service-Level Agreements (SLAs) with hardware and software vendors

A computerized corporate-wide IT Support Requests handling system

A functional Call Centre, preferably served by toll-free line(s)

A VoIP or IP PBX internal telephony solution

Staff equipped with company mobile phone lines on a Closed User Group (CUG)

A functional corporate-wide email system

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Social Media (SM) platforms to enhance both internal and external information sharing

Functional internet access for core offices

OBJECTIVE 2.0 Ensure that adequate, appropriate and effective information management systems and software solutions are in place to support CWASA’s core business processes.

2.1 Modify, improve and upgrade CWASA’s existing computerised information management systems and solutions.

(Note that, whereas the current Billing System was originally developed by an external consultant, subsequent system modifications are being done and are to be done internally by the SA/Computer programmer)

2.1.1 Develop and implement a module, within the existing Computerised Billing System, to handle the New Connection process (from application, approval and payment through to connection implementation).

SA/CP Dec 2017 15,000

2.1.2 Implement design modifications to the existing Computerised Billing System to cater for customer account maintenance across the entire commercial cycle, including account creation, meter reading management, billing, revenue and debt management, customer inquiry, report generation, handling of meter exchanges, and effecting of tariff and service changes.

SA/CP Jun 2018 15,000

2.1.3 Modify the existing interface with partnering banks and mobile service providers in order to cater for real-time two-way data synchronisation and access, SMS confirmation to customers upon receipt of payments, and handling of non-consumption related payments such as new connection fees.

SA/CP Jun 2018 15,000

2.1.4 Develop and implement a computerised Accounts Module to meet the specific requirements of CWASA, including functionality for budgeting, procurement, stores/inventory management, payroll management, and creation of an interface with the sales, billing and revenue management functions.

NB. Procurement (external tender processes) is currently handled through the EGP – Electronic Government Procurement) system, through the Central Procurement Support Unit. However, internal processes, including managing the annual procurement plan, should be included here. Payroll management has been implemented as a module in the HRMIS.

SA/CP Jun 2019 15,000

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2.2 Introduce new computerized information management systems and solutions

2.2.1 Develop and implement a computerized Human Resource Management Information System (HRMIS) solution addressing the full scope of CWASA’s HR information management requirements.

NB. Implementation has already commenced internally, starting with a payroll system. Personnel management system to follow.

SA /CM Dec 2018 10,000

2.2.2 Develop and implement a customized computerized Complaints Handling System (CHS), tailored to the requirements of CWASA, to log, track and manage the resolution of customer complaints.

SA Jun 2018 10,000

2.2.3 Procure and implement a computerized Meter Management System (MMS) solution for CWASA, to track and maintain data on customer meters over their lifespan.

SA/CP Jun 2019 10,000

2.2.4 Develop and implement an integrated data management system for water production data, covering the entire scope of water production, treatment and maintenance (planned and reactive) activities at the various WTPs.

SA/CP Jun 2019 10,000

2.2.5 Procure and implement a comprehensive Asset Information Management (AIM) solution for CWASA, to manage and maintain data on CWASA’s fixed assets over the entire asset lifecycle (including planning, acquisition, operation, maintenance, replacement and disposal).

CM Dec 2018 400,000

2.3 Utilize improved, modern tools and technologies for field data collection and management.

2.3.1 Equip meter inspectors with ruggedized hand-held meter reading devices to facilitate on-spot billing and generation of instant bills.

CM/CE Dec 2018 15,000

2.3.2 Procure and install (on a pilot basis) Automatic Meter Reading (AMR) enabled meters on selected critical installations that require constant consumption monitoring.

CM/CE Dec 2018 10,000

2.3.3 Procure data loggers, pipe locators, portable pressure gauges and leak detection equipment, to facilitate field investigations and rapid resolution of customer complaints.

NB. Implementation has already commenced internally, starting with a payroll system. Personnel management system to follow.

CM/CE Dec 2018 15,000

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2.3.4 Procure and install pre-paid meters on selected installations (e.g. street hydrants serving LICs).

CM/CE Dec 2018 60,000

Expected Outputs:

The existing Computerized Billing System remodeled and modified to provide functionality for: - New connection processing & implementation - Meter reading management - Revenue & debt management - Customer inquiry - Report generation - Meter exchanges - Tariff & service changes

The interface with partnering banks and mobile service providers modified to cater for: - Real time data synchronization and access - SMS confirmations to customers upon payment - Handling of non-consumption related payments

The existing Tally accounting software modified and customized to cater for: - Budgeting - Procurement, logistics, stores and inventory management - Payroll management - Interface with sales, billing and revenue management functions

A computerized Human Resource Management Information System (HRMIS) procured and implemented

A computerized Complaints Handling System (CHS) developed and implemented

A computerized Meter Management System (MMS) procured and implemented

An integrated data management system for water production & treatment and plant maintenance developed and implemented

A computerized Asset Information Management (AIM) solution procured and implemented

Improved, modern field data collection tools and technologies procured and deployed: - Hand-held meter reading devices - Automatic Meter Reading (AMR) enabled meters - Pre-paid meters - Data loggers, pipe locators, portable pressure gauges and leak detection equipment

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OBJECTIVE 3.0 Ensure that CWASA’s organizational structure, staffing levels, staff culture, attitude, mindset and capabilities are adequate to meet CWASA’s information management requirements.

3.1 Make necessary modifications to the organizational structure to cater for the information management and performance monitoring requirements of CWASA.

3.1.1 Establish a dedicated Performance Monitoring & Evaluation (PME) Unit within CWASA, preferably as a stand-alone unit reporting to the MD.

MD/ DMD(A)

Dec 2018 Nil

3.1.2 Centralize the monitoring and coordination of all procurement activities under the Administration Wing, in order to improve transparency, efficiency and documentation of the procurement function.

NB. If Procurement is centrally monitored through the EGP. Then we drop

MD/ DMD(A)

Mar 2018 Nil

3.1.3 Establish an Infrastructure Asset Management (IAM) Division under the Construction Circle of the Engineering Wing, to cater for the Strategic Asset Management function in CWASA.

MD/ DMD(E)

Dec 2018 Nil

3.1.4 Establish a centralized Planning & Infrastructure Development (PID) Unit in CWASA (under the Engineering Wing), charged with planning, supervising, monitoring and documenting project activities under the various internally and externally funded capital works projects.

MD/ DMD(E)

Dec 2018 Nil

3.1.5 Review the structure of the ICT Circle with a view to establishing staffing capacity to meet IT support requests and requirements across CWASA.

MD/ DMD(A)/SA

Dec 2017 Nil

3.2 Re-orient staff culture and mindsets towards adoption of information systems and computerized information management practices.

3.2.1 Carry out awareness campaigns to demystify and popularise computer usage amongst CWASA staff.

SA/CM Immediate Nil

3.2.2 Provide training to staff across the board in basic computer software applications (word-processing, spreadsheets, presentation software, internet usage, email communication).

NB. Prepare materials for awareness campaigns –drafts to be provided by NWSC as part of the implementation hand-holding process.

SA/CP Dec 2017 1,000

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3.2.3 Provide specialised training to staff charged with use of the different existing and new information systems and software solutions, in the application of these systems and solutions.

SA/CP Dec 2017 8,000

3.3 Undertake Business Process Re-engineering for critical business processes, with a view to phasing out manual methods of data management to the extent possible and replacing them with more streamlined, computerized methods.

3.3.1 Organize brainstorming workshops to identify key business processes and formulate improvement strategies

All DMDs Dec 2017 Nil

3.3.2 Implement process changes and modifications in a phased, prioritized manner.

All HODs Dec 2017 Nil

3.3.3 Provide the associated computer systems and solutions to match the requirements of modified business processes.

SA Jun 2018 Refer to 2.1 & 2.2

Expected Outputs:

CWASA’s organization structure modified to create the following units: - A Performance, Monitoring & Evaluation (PM&E) unit under the MD’s office; - A Procurement Monitoring Unit under the Administration wing; - An Infrastructure Asset Management (IAM) unit under the Engineering wing; - A Planning & Infrastructure Development (PID) unit under the Engineering wing.

ICT Circle staffing reviewed and strengthened to include capacity for IT support service provision.

Computer appreciation, sensitization and awareness campaigns implemented.

Staff trained in basic and specialized computer software applications.

Key business processes re-engineered to phase out manual methods of data management and introduce streamlined computerized methods.

OBJECTIVE 4.0 Improve efficiency and effectiveness of CWASA’s performance monitoring and management reporting.

4.1 Review and revise CWASA’s performance monitoring framework to ensure that it is ICT

4.1.1 Develop and implement an ICT strategy for upscaling adoption and utilization of ICT for improving performance monitoring and management reporting.

DMD(F) Jun 2018 Nil

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enabled, process oriented, target driven, and that it encompasses all key and support business processes.

4.1.2 Formulate explicit performance targets for critical stages of key business processes, with accountability for target achievement at all levels.

All DMDs/ HODs

Dec 2017 Nil

4.1.3 Institute mechanisms for continuous tracking of progress towards target achievement.

All DMDs/ HODs

Dec 2017 Nil

4.1.4 Institute effective mechanisms to monitor compliance of sub-contractors to set performance targets.

All DMDs/ HODs

Immediate Nil

4.1.5 Develop targets and performance indicators for support processes not currently covered within the MIS report (such as Customer mapping & GIS; ICT support services; Procurement & transport; Public relations; Training & staff capacity development; and Project management).

All DMDs/ HODs

Dec 2017 Nil

4.2 Improve CWASA’s data analysis and report generation practices.

4.2.1 Improve the efficiency of management reporting through development and routine application of system-generated reports for all key technical and commercial business processes.

SA/ All HODs

Dec 2017 Covered under 2.1 & 2.2

4.2.2 Institute the practice of meter reading audit and analysis, for improved meter reading accuracy.

CM Immediate Nil

4.2.3 Institute an anomalies generation and handling process in order to identify and address meter reading anomalies prior to billing.

CM Immediate Nil

4.3 Streamline and address gaps in key business processes hindering effective information management and efficient process flows.

4.3.1 Institute a mechanism for tracking progress of resolution of reported customer complaints, including escalation mechanisms in the event of non-action and delays.

CM Jun 2018 Nil

4.3.2 Establish a dedicated customer help desk for billing related complaints.

NB. Complaints desk already established at Dampara, not just for billing issues but for all issues.

CM Dec 2017 Nil

4.3.3 Improve meter reading practices to utilise system defined meter reading Book, Walk, Sequence cycles and system generated meter reading sheets, and phase out the use of inefficient and outdated manual practices.

CM/SA Dec 2018 Nil

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4.4 Improve and streamline information sharing and information flow.

4.4.1 Set strict timelines for submission of performance data and reports, and enforce adherence to these timelines.

All DMDs Immediate Nil

4.4.2 Institute mechanisms for timely data validation and performance verification, to avoid or minimize errors in management reporting.

All DMDs Immediate Nil

4.4.3 Institute mechanisms for proper documentation and information sharing on capital project works (including as-built drawings, resources applied, equipment used, money spent etc.)

DMD(E) Immediate Nil

Expected Outputs:

A strategic plan document detailing practical measures for upscaling the application of ICT in CWASA’s performance monitoring and management reporting

A matrix of Key Performance Indicators (KPIs), with SMART (specific, measurable, achievable, realistic and time-bound) performance targets specified for all key and support business processes

A robust framework for performance tracking

System-generated reports developed and implemented for key business processes

Meter reading audits instituted and operationalized

Meter reading/billing anomalies handling instituted and operationalized

Complaints tracking and escalation system instituted and operationalized

A dedicated help desk for billing related complaints established

Re-engineered, modernized meter reading practices instituted and operationalized

Performance data verification and validation mechanisms instituted and operationalized

Capital works project information sharing mechanisms instituted and operationalized

OBJECTIVE 5.0 Ensure that relevant outputs from various ongoing projects are harmonized and mainstreamed, and that technology transfer and staff capacity development is fully achieved as planned.

5.1 Follow up the effective completion, operationalization and mainstreaming of undertakings under the JICA PANI project that impact on information

5.1.1 Implement and effectively operationalize the SCADA system for the Karnaphuli Water Treatment Plant.

NB. SCADA system partly implemented to date. Optic fibre installation yet to be completed. KWTP and the two reservoirs to be linked. The contractor for the SCADA system is Yukogawa (Japanese).

PD KWSP2 Dec 2017 KWSP2 Funds

5.1.2 Complete the surveying, mapping and updating in GIS of customer connections within the Karnaphuli Service Area (KSA).

PD PANI/ PD KWSP2

Dec 2017 KWSP2 Funds

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management practices in CWASA.

5.1.3 Upscale the surveying and mapping of customer connections and water distribution mains outside of the KSA.

PD PANI/PD KWSP2/

CM


5.1.4 Transfer and make available GIS data on the surveyed and mapped customer connections and water distribution mains, currently maintained within the JICA PANI project offices, to the relevant mainstream business units within CWASA (specifically, the Sales Division under the Finance wing, the Design Division of the Construction Circle under the Engineering wing, and the various MOD Zones under the Engineering wing).

NB. Note that PANI project is currently suspended, pending investigations into corruption allegations

PD PANI/PD KWSP2/

Dec 2017 Nil

5.1.5 Institute measures and procedures to mainstream the use of GIS data to improve the efficiency of relevant stages and processes of CWASA’s commercial operations, such as meter reading, bill distribution, revenue and debt management, and new connection implementation.

CM Dec 2017 Nil

5.1.6 Ditto for technical processes such as water distribution, network O&M, customer complaints handling, and planning & development of network infrastructure.

CE Dec 2017 Nil

5.1.7 Institute mechanisms for routinely updating the GIS database with new connection information and network extensions on a continuous basis.

CM/CE/PD KWSP2

Jan 2018 Nil

5.2 Follow up the training and knowledge transfer to mainstream CWASA staff of specialised skills and competencies in information management practices

5.2.1 Train CWASA mainstream staff in customer surveying, mapping and GIS data creation and maintenance.

PD PANI/PD KWSP2


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from project partners/consultants/counterparts.

Expected Outputs:

SCADA system for the new Karnaphuli WTP operationalized

All CWASA customer connections mapped and updated in GIS database

Customer GIS data mainstreamed to CWASA’s technical and commercial operational business units

CWASA staff trained in GIS data management

KEY TO ABBREVIATIONS:

CE – Chief Engineer DMDs – Deputy Managing Directors CM – Commercial Manager EE-Proc – Executive Engineer, Procurement Division CP – Computer Programmer HODs – Heads of Department DMD(A) - Deputy Managing Director (Administration) PD KWSP – Project Director, Karnaphuli Water Supply Project DMD(E) - Deputy Managing Director (Engineering) PD PANI – Project Director, PANI Project DMD(F) - Deputy Managing Director (Finance) SA – Systems Analyst

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Appendix 7: Assumptions and Accompanying Notes to MIS Plan Cost Estimates

ITEM DESCRIPTION Strategy/Action # Cost Estimate (USD) Accompanying Notes/Assumptions

Computer hardware 1.1.3 90,000 Assuming initial numbers as follows: 3 core servers ($5000 per server); 3 backup servers ($5000 per server); 50 new PCs ($800 per PC); 10 new network printers ($1200 per printer); 3 heavy duty printer/scanner/copiers ($1000 per machine); On-site backup (NAS).

Computer software and licenses 1.1.4 200,000 Lumpsum, to cater for core basic office applications, specialised GIS software, and antivirus solutions.

LAN implementation 1.2.2 40,000 Lumpsum, to cater for wired (Ethernet) LAN (cabling, switches, wall jacks etc.), as well as wireless access points and controllers, for HQ and offsite installations.

WAN implementation 1.2.3 30,000 Includes routers and cost (initial) of obtaining leased lines, but does not include recurrent data connection costs

Software solution for real-time monitoring of network performance

1.2.4 10,000 Acquisition costs (one-time licence plus limited period maintenance) for a network monitoring software solution e.g. Solarwinds

Server room (Tier 2) 1.3.1 200,000 Lumpsum for establishment of a Tier 2 server room, including rack cabinets, network cabling, HVAC, biometric access, CCTV

Backup servers 1.3.2 Included in 1.1.3

UPS solution for server room 1.3.3 50,000 Includes power inverter solution

Establishment of DR site (off-site secondary server room)

1.3.4 100,000 Allow for establishment of off-site Tier 1 server room for data backup and disaster recovery

Firewall solution 1.3.5 15,000 Cisco ASA firewall for HQ; Cyberoams for offsite locations (8 No.)

Call Centre 1.5.1 50,000 Assume an initial establishment of 10 call centre workstations, at approx. $5000 per workstation (incl. furniture, cabling, IT & telephony equipment, telecommunication (E1) link, LAN, Agent PCs, Headsets, CRM software, plus an allowance for a power backup solution).

VoIP/IP PBX telephony solution 1.5.2 30,000 Includes cost of on-site IP-PBX equipment and VoIP enabled phone sets, but does not include internet service costs

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ITEM DESCRIPTION Strategy/Action # Cost Estimate (USD) Accompanying Notes/Assumptions

CUG solution 1.5.3 10,000 Handsets and CUG lines for at least 100 employees (Class 1 and Class 2 Officers) for a start

Corporate email solution 1.5.4 5,000 Refer to 1.1.3 for hardware requirements; for the email server software, the Zimbra open source collaboration suite is proposed. Allow here for SSL certificate purchase.

Internet and data connectivity 1.5.6 300,000 Includes annual cost of lease of data communication links

HRMIS 2.2.1 10,000 Allow for procurement of commercial off-the-shelf product that also includes payroll management functionality

MMS 2.2.3 10,000 Allow for procurement of commercial off-the-shelf product

AIMS 2.2.5 400,000 Allow for procurement of commercial off-the-shelf product

Hand-held meter reading devices 2.3.1 15,000 Assuming equipping of 40 meter readers (MIs) for a start

AMR meters for selected critical installations (large meters)

2.3.2 10,000 Assuming around 50 critical large meters to be continuously monitored for a start, at approx. $200 per connection for the meters

Leak detection equipment 2.3.3 15,000 Assuming the following numbers for a start: 1 leak correlator; 1 pipe locator; 1 ultrasonic flow meter

Pre-paid meters 2.3.4 60,000 Assuming 100 pre-paid meters (communal water dispensers) installed on selected street hydrants serving the urban poor (LICs) for a start, at a unit cost of approx. $600 (incl. accessories).

Documents

Chittagong Water Supply Improvement & Sanitation Project ...ctg-wasa.org.bd/wp-content/uploads/2020/03/MIS-Plan.pdf · JULY 2016 – JUNE 2018 July 2016 Prepared by: NWSC- External