10/29/2009

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Theme: Public Sector Capacity Development : Towards Improved Service Delivery

15th ASEAN Conference on Civil Service Matters

Lim Ann SengDepartment of Water Services, Brunei

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1. The Vision and need for Institutional change

(As-Is state)

2. Roadmap and framework of change

(Will-be state)

3. Initiatives of Change

(secret ingredient)

4. Improvements (Current state)

5. Moving forward towards sustainability

10/29/2009

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MINISTRY OF DEVELOPMENT throughWATER SERVICES DEPARTMENT, PWD

Mission : `To provide clean, safe, affordable and continuous

water supply to the people of Negara Brunei Darussalam’

To plan, develop and manage water resources in the country

• 100% of overall population of about 385,000 served with

safe potable piped system

• 100% of water connections metered

• 2% of population in rural community are served with slow sand filtration

protopak system

• Water Quality that meets WHO International Guidelines

• Public water supply relies solely on surface water resources under 4 main

water supply systems

• Water tariff among the lowest in the region ie $0.11/m3 for the first 55m3

and $0.44/m3 after 55m3 (domestic rate).

WATER SUPPLY

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77% is for domestic and commercial use, 18% for oil and gas industry

and 5% for irrigation

3 existing impounding reservoirs with a total storage capacity of 55

MCM for water storage and augmenting river flow during drought

period against intrusion of saline water.

3 new reservoirs are to be developed ie Kargu Dam (10MCM-ongoing),

Ulu Tutong (100MCM-to be constructed) and Ulu Belait Dam (100MCM-

planning) will secure water supply till 2035 and beyond.

Consumption per capita is about 450 lcp and % NRW is 33%

WATER SUPPLY

1)External Client’s Charter

a) Customer survey :

Priority of isues

Intermitten water supply

Delayed water bills

b) Organizational Performance

Only 60% of Client’s Charter is met every month for 10 parameters

Low revenue collection

`Firefighting’ culture

Slow response

Service delivery of water bills

Very Satisfactory

Satisfactory

Average

Unsatisfactory

Service delivery of water supply

Very Satisfactory

Satisfactory

Average

Unsatisfactory

2005

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7

SYSTEM PROCESS PEOPLE/

STRUCTURERISK

Obsolete IT system

especially in Billing

(low revenue

late bills)

No documentation

Outdated legislative

acts

Lack of IT support

(manually done) for

operational

monitoring &

management.

• Lack of transparency

and assessibility

• Long winding

procedures thus

longer feedback

response

Unclear roles

Management by `top

down’ approach

Lack of technical &

professional staffs

Passive culture

leading to late

response/incorrect

bills

Inconducive

environment

Increase in public

complaints &

frustrations

Internal conflicts

Low performance

Losing public’s trust

Private sector’s

opportunity to take

over

First we had to identify the Need for Change (As-Is state)

and vision forward…

1. The Vision and need for Institutional change (As-Is state)

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WILLINGNESS FROM THE TOP FOR CHANGE INITIATED

EFFORTS TO :-

Introduce Institutional Strengthening using the concept of Change

Management

Improving the level of customer service that meets the customers

expectation and satisfaction in terms of fast and efficient.

Alignment of strategic plans and plan of actions

1. The Vision and need for Institutional change (As-Is state)

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Strategic Alignment

`Restructuring’

Strategies & plan of Actions

`Benchmarking’

Certification of ISO’s

Refining systems /internal

process

Improvements in

management systems/ IT

People/HRD/Environment

Positive culture mindset

& customer orientated

Regulator

New entity

Analyze current Status

(Where are we?)

Incremental/Transactional Change

Transitional Change

Transformational Change

•Doing what we currently do but faster, simpler, better

As-Is

Future

Will-beYr 2005

2. Roadmap and framework of change (Will-be state)

Capacity Building

Short term Medium term

Long term

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Success was based on balancing the four key components of

implementing new change into an organisation

CU

LTU

RE

ICT

Conducive Environment

Performance basedTransparency

New mindset &

sense of belonging

3. Initiatives of Change (secret ingredient)

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TACTIC : In terms of `Holistic’ and `Parallel’ using concepts of

Change Management

1010

Where are we ?Where are we ?

Organization

(Internal TPOR)

Customers

(External TPOR)

Asean Pacific

(KPI’s)

DWSW.A.T.E.RW.A.T.E.R FORFOR ALLALL

(DWS Business Plan)

•Alignment

Structural approach of Structural approach of realisingrealising our visionour vision

NATION VISIONNATION VISION1st

2 nd

3 rd

4 th

5 th

6 th

7 th

8 th

MOD VISIONMOD VISION

JKR VISIONJKR VISION

DWS VISIONDWS VISION

MISSIONMISSION

GOALS & OBJECTIVESGOALS & OBJECTIVES

STRATEGIESSTRATEGIES

ACTION TAKENACTION TAKEN

Built Environment

of Distinction

Quality Living, Sustainable Development,

Prosperous Nation

W.A.T.E.R FOR ALL

Memperolehi ketenteraman dan keselamatan, kebajikan serta kebahagiaan bagi rakyat Negara Brunei Darussalam. ‘(Petikan Titah pada 1hb Januari 1984

•ISO Certification

•Capacity Building & IT

•Environment

•Strategic Management (Balance scorecard/Business

Plan/Action Plan/Benchmarking/Auditing)

•Public Private Participation

•E-BIS (new Billing system)

•Customer Website

•Environment & Information

•Spot Billing

•System GIS Mapping &MAXIMO

(Complaint Management)

•Telemetry system

(Surveillance of water supply)

•Emergency Task Force Team

•KPI’s

•`Common platform’ with

established Water Utilities

•Networking

Solutions Tailored

3. Initiatives of Change (secret ingredient)

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1) IT SUPPORT SYSTEM

Greater efficiency in the management of Customer Complaints

especially during crisis

Improved bills and increase in revenue collection (doubled)

A standardised approach to Maintenance and Work Order

Management

More efficient tracking of Inventory in the Stores

An improved Customer & Asset Information base

Better access to Maps and Asset Information

More secure IT Infrastructure

4. Improvements (Current state)

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•Increase in payment counters and

payment modes

•One stop agency for water

payment modes including

application fees

•Increase in payment opening

hours including public holiday

•More conducive environment for

staffs and customers

4. Improvements (Current state)

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• Improvement in staffs image

• Customer orientated work culture

(Sense of belonging and believe to

change)

• Increase in technical competency

through HRD Development

• Collaboration with other established

utilities through MOU

• Knowledge transfer for new system

and multidisciplinary skills (especially

during crisis)

• BE THE CHANGE !

4. Improvements (Current state)

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`Assurance’ for better performance

Certification of ISO 17025 - General Requirements for the

Competence of Testing and Calibration Laboratories

Certification of ISO 9001:2000 (now revised to ISO

9001:2008) for provision of water supply

ISO tailored to culture and package in one vision and one

direction

Development of internal & external benchmarks

(KPI’s,Clients Charter,Balancescorecard)

Simplified process with shorter time resulting in improved

customer survey

New revised Water Act focussing on water security

4. Improvements (Current state)

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PWD

7 Depts

DWS

Emergency

Task Force Team

NDMC

CCC

140 Hotline

OCCMAXIMO, GIS,

Telemetry system

TASK

-Receives calls (Public/NDMC)

-Attends tanker request

-Alerts Emergencies

-Call back

-24 hrs (3-8 lines)

TASK

-Coordinates & manage crisis (TPOR &

Complaints)

-Alerts Emergency Taskforce Team & PWD

team

-Expedite response

-Issues Work order (Computerised)

MISSION

To achieve an efficient and coordinated respond to complaints from CCC (Through 140)

OBJECTIVES To respond to public complaints in the shortest possible time

To coordinate and manage planned and unplanned operational strategies and emergencies

ESTABLISHMENT OF PWD OPERATION CONTROL CENTRE

4. Improvements (Current state)

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TheChange Doesn’t Stop Here !

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1) Maintaining sustainability with new changes

• Benchmarking from three aspects (Establishing targets for each

unit, KPI’s). Monitor every month – Analyze results – Act on

Improvements – monitor internal and external TPOR performance.

• Utilizing the concept of Plan,Do,Check,Act + `Wedge of Adaptability’

towards Sustainability

Ie Any new system/IT/`tailored solution’ has to go through an

Analyzing process of Auditing (capacity & capability) and

improve/upgrade to suit any current changes influenced by

changing factors/ environment/ customer expectation. This is what

we call the mechanism `Wedge of Adaptability’

2) Committing to implementation in accordance to planned

5. Moving forward towards sustainability

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CURRENT AND FUTURE

PLANNING/IMPLEMENTATION

•Source improvement works including dams

• Construction of new treatment works

and upgrading of existing plant

• Construction of new transmission pipelines

•Construction of additional terminal and service

reservoirs

•Replacement programme for

distribution pipelines

•Enhancement of water quality

monitoring system

•Study on development of

alternative source of water

supply

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Bill Issuance

Very Satisfactory

Satisfactory

Average

Unsatisfactory

Bill Issuance

Very Satisfactory

Satisfactory

Average

Unsatisfactory

BEFORE (2005) AFTER (2009)

Continuos Water Supply

Very Satisfactory

Satisfactory

Average

Unsatisfactory

Continuos Water Supply

Very Satisfactory

Satisfactory

Average

Unsatisfactory

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1) Monitoring process and analyzing continuously (Benchmarking)

2) Continuous Auditing (ie ISO and Internal/External TPOR)

3) Transparency and communication in all aspects

4) Leadership that is more caring and innovative and established a strong HRD

5) Thinking and implementing `out of the box’

6) Plan,Do,Check,Act + `Wedge of Adaptability’

(TOWARDS SUSTAINABILITY)

SECRET INGREDIENT TO CHANGE

MANAGEMENT: BELIEVE !

Ie Any new system/IT/`tailored solution’ has to go through an Analyzing

process of Auditing (capacity & capability) and improve/upgrade to

suit any current changes influenced by changing factors/

environment/ customer expectation. This is what we call the

mechanism `Wedge of Adaptability’

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TODAY MATTERS !

THANK YOU !

JUST DID IT !!!