Strategic Planning for Zamboanga City Water District

Table of Content Board Resolution Message of the Chairman of the Board Message of the General Manager Executive Summary Chapter 1 – About Zamboanga City Chapter 2 – Histor Historical ical Profile Profile of Zam Zamboa boanga nga City Water District District Chapter 3 – Company Profile Chapter 4 – Strategic Concerns Chapter 5 – Vision, Mission and Core Values Values Chapter 6 – – Strategic Goals Chapter 7 – Operational Plan Chapter 8 – Plan Implementation Chapter 9 – Plan Monitoring and Evaluation

Acronyms Acknowledgement

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ZCWD S t r a t e g i c Pl Pl a n 2 0 1 00-- 2 0 14 14

Messageof theChairman Congratulations!

The realization of the Strategic Plan for 2010-2014 is a milestone achievement of the Zamboanga City Water District.

A roadmap has been set. We now have our tool to effectively plot the direction where we want to go and how we will get there, and what we want to achieve by 2014. The Plan also lays down the fundamental purpose of the organization, which is to provide adequate and sustainable supply of potable water, sewerage services, and collaborates with all stakeholders in the protection and preservation of watershed and the environment. The major programs, projects and activities enumerated in the Plan are manifestations of the organization’s commitment to continuously improve delivery of services to its customers. I am grateful that we have finally established a base in which progress can be measured and a mechanism to determine where the needed change can be made.

The never-ending road of public service continues to challenge and engage every official and employee to transform the Zamboanga City Water District into a premiere water utility. We cannot falter. We have to prevail. We have to be more resilient and ready for the long road that beckons us. The Strategic Plan is our tool and guide in charting a better future for us and our customers. Together, let’s unite and move in one direction towards our vision.

On behalf of the Board of Directors, I would like to extend my profound compliments to the management, planning team and all those who, in one way or the other, have contributed in formulation of this plan document.

EDWIN N. MAKASIAR Chairman, Board of Directors

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ZCWD St r a t e g i c Pl a n 2 0 1 0- 2 0 14

Messageof theGeneral Manager Saludo de Paz!

The Zamboanga City Water District (ZCWD) has been gearing itself towards expanding its services to the Zamboangueños along with responsive and innovative developmental projects to modernize and upgrade its facilities particularly the distribution lines. Since its historic start in April 1, 1974, the ZCWD has risen to the challenges and the increasing demands of its customers. Amidst all the changes and innovations, the ZCWD has always maintained its strength in service and commitment. It takes pride in continuously improve services to the public in general and its customers in particular. The Strategic Plan 2010-2014 is a document that outlines the thrusts and priorities of the ZCWD in the next five years. It serves as a tool for ensuring that the programs, projects and activities are realized within the timeframe and that strategic goals are achieved. It is also the water district’s roadmap to a better future. I am happy that the ZCWD has taken a bold step forward with the formulation of a strategic plan that will serve as a guide towards developmental initiatives of the office in pursuance of improved services. As we strive to be a premiere water utility, it is essential that we utilize every available resource and improve mechanism for progress. The conduct of the strategic planning workshop paved the way for the management and the Board of Directors to identify the different concerns of the office and the strategies that will address these concerns. As we look with optimism in the future coupled with hard work and dedication, I share with the ZCWD these aspirations to serve the public in the best possible way. Finally, I thank all the members of the Board of Directors, management and staff who have put their minds and hearts in the realization of the plan, including the staff of the Management Services Division who composed the planning team. Muchas gracias!

LEONARDO REY D. VASQUEZ General Manager ZCWD St r a t e g i c Pl a n 2 0 1 0- 2 0 14

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Executive Summary The Strategic Plan 2010-2014 is the Zamboanga City Water District’s roadmap to a better future. Chapter 1 briefly narrates the history of Zamboanga City, which is the franchise area of the ZCWD. Specifically, it shows how the city’s population has grown by an average growth rate of 3.54 percent from 2000 to 2007. Assuming that the 3.54 percent growth rate remains constant over the next 5 years, the estimated population of the city would be 982,826 in 2014 and over a million people by 2015. This chapter also emphasizes on the geographical advantage of Zamboanga City in the Brunei-Indonesia-Malaysia-Philippines East Asean Growth Area (BIMP EAGA). The historical profile of ZCWD is discussed in Chapter 2. It gives an account of how the water district grew from a small waterworks and sewerage system in 1948 to a very large water utility company in 2004 and from a quasi-public corporation to a government owned and controlled corporation. It also embodies a brief description of its service area, which is about 45 percent of the city’s 98 barangays. Chapter 3, details the organizational structure and composition of the various offices of the ZCWD, including its major facilities. The strategic concerns that need considerable attention and resources are explained in Chapter 4. These concerns are focused on the factors that matter much to the customers such as quality of water, slow response to restorations, low pressure, long queuing time during payments and others. It also describes major factors affecting personnel growth and development. In short, this chapter focuses on the external and internal factors affecting the efficient delivery of services and the ability of staff to adapt and adjust to the fast changing environment. The next chapter (5) clearly states the office’ dreams and aspirations to be a premiere water utility company that provides excellent service to its customers. The six core values articulate how every officialand employee of the water district should conduct themselves in the performance of their job. Chapter 6 enumerates the four major strategic goals that the water district has to achieve by 2014. A major content of the Strategic Plan is contained in Chapter 7. The Operation Plan provides a menu of programs, projects and activities that were identified to support the attainment of the strategic goals enumerated in Chapter 6. It specifies key performance indicators (KPI) or objectively verifiable indicators (OVI), which are the bases for measuring organizational and individual performance outputs. The Operational Plan also guides all operating units of the ZCWD in the formulation of annual work and financial plan. The last two chapters of the Strategic Plan describe how all the programs, projects and activities will be implemented, monitored, and evaluated. Specifically, mid-term and terminal reviews will be undertaken in 2012 and 2014, respectively, to assess what has been achieved and determine what more could be done to address gaps in implementation. Finally, the Strategic Plan is a milestone in the history of ZCWD. Its formulation was a product of participatory processes involving middle and top management and the members of the Board of Directors. With this plan document, the ZCWD will be able to prioritize its development efforts and re-focus its scarce resources to addressing the strategic concerns, such as but not limited to, addressing the high non-revenue water (NRW) and unaccounted for water (UFW), improving services to customers, enhancing employee capabilities, modernizing the office, and professionalizing our approaches to doing business. A just and responsible implementation of the plan by its dynamic human resource coupled with responsive policy environment will magnify the image of the ZCWD as a premiere water utility company that is at par with international standards.

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AboutZamboangaCity 1

1

Zamboanga City: A brief historical profile

Zamboanga City has a rich and colorful history as early as the 13th and 14th centuries, when it was the center of barter trade among the Chinese-Malays and local natives. “Samboangan” comes from the Malay word “Sambuan”, meaning, the long pole used to move the frail vintas. Some opined that the name Zamboanga could have been derived from the Malay word “Jambangan” which means “a pot or place of flowers.” The Spaniards made their presence felt in 1593 with a Catholic Mission briefly established at La Caldera, now known as Recodo. However, the city traces its foundation to June 23, 1635 when Fr. Melchor De Vera, a Spanish Jesuit-Priest and an Engineer laid the corner stone what is now historic Fort Pilar. Fort Pilar became the center of settlement and provided protection from pirates. In 1872, the Spanish Crown formally proclaimed the settlement as “Leal y Valiente Villa.” The long and relatively continuous presence of the Spaniards amidst diverse Filipino ethno-linguistic groups spawned the unique language “Chavacano”, an amalgam of Spanish and many other native dialects. Chavacano remains the predominant medium of communication in the city today. In 1898, the Americans occupied Zamboanga. In 1901, the settlement was formally organized into a municipality under Public Act No. 135. From 1903 to 1913, Zamboanga was the capital of practically the whole of Mindanao comprising five districts, namely: Cotabato, Davao, Sulu, Lanao and Zamboanga. On October 12, 1936, Zamboanga became a Chartered City under Commonwealth Act No. 39. From its historic past, Zamboanga City has evidently played a dominant role in Southwestern Mindanao as the center of trade and commerce, transportation and communications, education, government, and religion. On November 22, 1983, the then Ministry of Local Government declared Zamboanga a highly urbanized city in accordance with the provisions of the Local Government Code of 1983(BP 337).

For a community to move forward, it is essential that it looks back to its past, remembering the city’s historical assets and making its historical landmarks significant that should be protected and preserved at all times. The most enduring landmark of the Spanish era is the Fort Pilar, which eventually became the Shrine of the Lady of the Pillar.

(Footnotes) 1 City Planning and Development Office, Zamboanga City


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Physiography The City of Zamboanga is located at the southernmost tip of the Zamboanga Peninsula. It is approximately 505 nautical miles south of Manila, 365 nautical miles northeast of Kota Kinabalu (Malaysia), 345 nautical miles northeast of Manado (Indonesia), bounded to the west by Sulu Sea, on the east by the Moro Gulf, and on the south by the Basilan Strait and Celebes Sea. Its distance from Cebu City is about 270 nautical miles, and is 320 nautical miles from Davao City. As of the 2007 census, more than 774,407 people inhabited the approximately 142,089.99 hectares or 1,420.899 square kilometers of Zamboanga City. This does not include the 33 other islands/islets within the territorial jurisdiction of the city, having an estimated aggregate area of 6,248.50 hectares making the total land area of the city 148,338.49 hectares. This total land area can still be increased by 42,000 hectares more with Limpapa and Lunday Valley areas, subjects of legal suits for territorial jurisdiction, should the courts decide in favor of the city against the province of Zamboanga del Norte. The overall topography of the city could be described as rolling to very steep. There are some flat lands, mostly narrow strips along the east coast. The urban center is mostly flat with a gentle slope to the interior. The highest registered elevation is 1,346 meters. The southwest and eastern sides of Zamboanga City are grounded by irregular coastlines with generally rocky terrain with occasional stretches of sandy and gravelly beaches. The coastal profile usually descends abruptly towards the sea. In some places where there are rivers, embayment occurs, thus, filling up areas with alluvial materials producing small tracts of coastal plains and sometimes broad plains. There are 37 barangays in District I and 61 barangays in District II. Within these two districts there are 30 urban barangays and 68 rural barangays. The city falls under the third and fourth type of climate, seasons are not very well pronounced, relatively dry the months of March, April and December, and relatively wet from May to October. The city being outside the typhoon belt is rarely visited by typhoons. The hottest temperature in 2008 was recorded at 29.0o Celsius in December and the lowest temperature at 26.4o Celsius in August.

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Demography Zamboanga City has a total population of 774,407 as of 2007 census. This represents an increase of 172,613 or 3.54 percent average population growth rate from the 2000 census of population and housing. There are approximately 165 thousand households considering the average household size of a Filipino family, which are 5 persons per household. The number of persons with disabilities is 4,568. As of year 2000, the working age (15-64 years old) comprises about 60 percent of the total population. Child population stood at 37.3 percent while an estimated 3 percent represents the elderly (65 years old and over). The city’s population is predominantly Roman Catholic, which is 66.46 percent. Islam is about 27.69 percent while the rest represents the Protestants and other religious affiliations. In terms of ethnicity, Zamboangueños comprise about 45.5 percent, followed by the Tausugs and Cebuanos with 16.40 and 7.08 percent, respectively.

Land Area Zamboanga City has a total land area of 148,338.49 hectares or 1,483.38 square kilometers, including the 12,107 hectares of watershed and its buffer zone area that are protected by law. About 95 percent of its land is classified as rural area. As of 2008, the city has over 37 thousand hectares of lands for potential development. The following is the breakdown of the city’s land uses: a) Agricultural (45.9%), b) Forest Land (32.24%), c) Protected Area (9.43%), d) Residential (6.51%), and e) Other Classification (5.92%).

Geographical Advantage The city is the commercial, industrial, commercial and educational center of Zamboanga Peninsula. It is the gateway to the Brunei-Indonesia-Malaysia-Philippines (BIMP) East Asia Growth Area (EAGA), and the only city with economic zone and free port in Visayas and Mindanao. Its air and sea ports serve the provinces of Basilan, Sulu and Tawi-Tawi of the Autonomous Region for Muslim Mindanao (ARMM).


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Historical ProfileofZCWD 2 1.1.

Original Water System

The original water system in Zamboanga City was built by the United States colonial government in 1911 for the purpose of serving the needs of US forces in the city at the time. It consisted of an intake box, a grit removal basin, a three- kilometer reinforced concrete aqueduct, a reservoir and a distribution system. This was expanded in 1930.Zamboanga City took over the management of the water system in 1948. The water system was subsequently named as Zamboanga City.

Waterworks and Sewerage System (ZCWSS). The city government, through a P2-million financing loan from the Development Bank of the Philippines, funded the repair and improvement of the water system.

1.2.

Creation of Zamboanga City Water District

In September 1973, former President Ferdinand E. Marcos issued Presidential Decree 198 otherwise known as the Provincial Water Utilities Act of 1973. This Act authorized the formation of water districts to operate local waterworks system. Consequently, the Zamboanga City Water District (ZCWD) was created pursuant to Resolution No. 446 (amended by Resolution No. 77, dated March 6, 1974) that was passed by the Zamboanga City Council on November 8, 1973. The Zamboanga City Water District took over the operation of t he Zamboanga Waterworks and Sewerage System on April 1, 1974. Two years after, the Local Water Utilities Administration (LWUA) granted the ZCWD a P1.2- million loan package for the construction of three deepwells, a laboratory, and the purchase and installation of 5,000 water meters. In 1978, the following projects were implemented under the Comprehensive Water Supply Improvement Program (CWSIP) that was funded by a loan from the Asian Development Bank (ADB) thru the LWUA: · ·

Construction of a 35,000-cubic meter water treatment plant; Construction of diversion dam and intake facilities on the Tumaga River;

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· ·

Laying of a 4.1-kilometer raw water transmission pipeline and 33 kilometers of main distribution and pipeline network; and Installation of fire hydrants and transfer of service connections.

1.3. As a Private Water Utility

The Zamboanga City Water District operated as a “quasi-public corporation performing public service and supplying public wants1” until the Supreme Court decided on the case of Davao City Water District et. al. vs. CSC et. al. on September 13, 1991 that water districts are government- owned and controlled corporations2. 1.4. As a Government-Owned and Controlled Corporation (GOCC)

On March 12, 1992, the Supreme Court declared with finality that all water districts in the country which were created under Presidential Decree 198, including Zamboanga City Water District, are government-owned and controlled corporations (201 SCRA 593). It is a self-sustaining government corporation that does not receive subsidy from the national government. It generates its own revenue from the sale of water and other relevant services. Like any government entity, the Zamboanga City Water District is also covered by rules and regulations of the Civil Service Commission, Commission on Audit and other regulatory institutions of government.

1.5. Franchise and Service Areas

The franchise coverage of Zamboanga City Water District covers the entire area of the city, which is composed of 98 barangays. Its present service area is the forty-four (44) barangays within the seven kilometer radius. Other independent water systems owned and operated by the water district are those in Vitali, Sangali, Pasobolong, and Labuan. These water systems were funded by the city government and implemented by the Zamboanga City Water District, which signed a Memorandum of Agreement (MOA) with the former.The MOA specifically provided that all city-funded water system projects, once completed, will be turned-over to ZCWD for operation and management to ensure sustainability.

(Footnotes) 1 Title II, Section 8 of Amended PD 198 2 Ibid


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3 3.1

CompanyProfile

Organizational Structure

The Zamboanga City Water District has a five-member board, which is the policymaking body of the water district. It has the Office of the General Manager, which is headed by a general manager with a rank equivalent to a regional director of the national government agency. Under the Office of the General Manager are the two groups - the Office of the Operations Group and the Office of the Finance and Administration Group. These groups are headed by an assistant general manager. As of 2009, the ZCWD has seven (7) departments – three from each group and one, which is the legal department, is directly under the Office of the General Manager. a. Board of Directors

The Board of Directors (BOD) is the policy making body of the water district. It is composed of five members representing the following sectors: o o o o o

Women’s organizations Business, commercial and financial organizations Civic-oriented service clubs Professional associations Educational institutions

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All members of the board are appointed by the local chief executive. The Chairman, Vice-Chairman and the Board Secretary are elected by the majority votes of the members. The Board is supported by 1 technical and 3 support staffs that are under the direct technical and administrative supervision of the general manager. a. Office of the General Manager (OGM)

The Office of the General Manager is headed by a general manager who is appointed by the Chairman of the Board and whose appointment is confirmed by the Civil Service Commission. The Office of the General Manager is supported by the Legal and Management Services Department. It also directly supervises the Bids and Awards Committee (BAC) Secretariat and the proposed Internal Control Unit.

b. Office of the Finance and Administration Group

This group is headed by an assistant general manager. It has the following departments and divisions: o

Administrative and General Services Department o Human Resource Division o General Services Division o Procurement and Property Materials Division o Transport and Maintenance Division

o

Accounting and Treasury Department o General Accounting Division o Budget and Cash Management Division

o

Commercial Services and EDP Department o Customer Services Division o Customer Account Division o Electronic Data Processing Division

c. Office of the Operations Group

The Operations Group is headed by an assistant general manager. The following are the departments and divisions under this group: o

Engineering Department o Planning and Design Division o Construction Division o Environmental and Watershed Protection Division


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o

Production Department o Quality Control Division o Production Operation and Maintenance Division

o

Maintenance Department o Mainline/Serviceline Division o Utility Maintenance Division

3.2. Executive Committee (ExeCom)

The Executive Committee is the management group that supports the Board of Directors in the execution of policies, programs and projects. It is mainly composed of the General Manager, Assistant General Managers and Department Managers. The Management Services Division under the OGM serves as the secretariat of the Executive Committee. 3.3. Main Office

The main office, which is located along Pilar Street, Zamboanga City, is a three-storey building with a roof deck. The first level houses the Collection Center, Commercial Services and Electronic Data Processing Department, Customer Services Division, Customer Account Division and Office of the General Manager. The Legal and Management Services Department, General Services Section, Cash and Treasury Section, Medical Office, satellite office of the Operations Groups and the office of the Auditor are housed at the second level. At the third level are the Board of Directors, Human Resource Division, Budget and Cash Management Division, Purchasing Section, and the office’ canteen. 3.4. Regional Training Center (RTC)

The Regional Training Center was established in 1977 thru the assistance of the Local Water Utilities Administration. Most trainings programs and other capability building activities like seminars, including meetings were undertaken at the RTC. The amphitheatre-like training center can accommodate 30 participants. It is managed by a staff who is designated training director.. The RTC, which is now named Teodoro C. Araneta Training Center, is located within the compound of the old reservoir.

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3.5. Pasonanca House

The Pasonanca House (formerly Phase II Staff House) guest house was constructed by the Engineering Department in 1990. It was purposely built as an office and sleeping quarters for the resident engineers during the construction of the Phase II of the Water Treatment Plant. It has a living room, dining area, toilet and bath, and four bedrooms equipped with individual air-conditioning units. Officials, guests and seminar participants from other water districts are normally accommodated at the facility. It is strategically located within the Pasonanca Park’s natural swimming pool. 3.6. Coco Pavilion

The Coco Pavilion is situated beside the old reservoir. It has an open and covered space which is used for multi-purpose activities. The office of the Planning and Design Division occupies the office beside the Coco Pavilion.

3.7. Motor Pool

The motor pool is likewise located at Pasonanca, about 200 meters away from the treatment plants and the old reservoir. It houses the garage area for all utility vehicles, heavy equipment and the Office of the Property Section. 3.8. Treatment Plants

The treatment plants are located at the Pasonanca Park at Barangay Pasonanca, Zamboanga City. It is about 6 kilometers away from the city proper. The main office of the Operations Group is housed within the area of the treatments plants, including the Laboratory.


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3.9. Old Reservoir

This asset of the ZCWD is also located at Pasonanca Park, just a few meters away from the treatment plants and beside the Pasonanca natural swimming pool. It has a total capacity of 10,000 cubic meters. Excess water from the diversion weir is conveyed to this facility thru the intake and a transmission line. 3.10.Diversion Weir

The diversion weir on the Tumaga River is about 4.1 kilometer upstream of the Water Treatment Plant. The dam is made of reinforced concrete construction. It has 18 meters long crest, 3.50 meters toe to crest height. It has an elevation of 74.20 meters above sea level. It’s main purpose is to divert water coming from the source (watershed) to the treatment plants thru the two transmission lines especially during summer season when streamflow is below normal. 3.11. Sand and Grit Removal Basin (Intake)

This facility supplies water to the old reservoir. Excess water coming from the diversion weir is diverted through the intake. It also serves as removal basin for sand and grit before water is conveyed to the old reservoir via the transmission line.

3.12.Sewer

The ZCWD sewerage system was constructed in the late 1930. Part of it appurtenances are two pumping stations and several manholes located at different strategic points of the sewerage network. It operates at least (eight) 8 hours a day or as the needed arises to maintain periodic leaning of the lines. Chemical are used to declog the lines, dispense oil and solidify waste at the settling tank. Each pumping station has three (3) centrifugal pumps with electric motors as its prime movers. These two pumping stations have a combined capacity of 1,650 gallons per minute per pump.

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The sewer lines have approximately 9,910 meters serving an area of about 2.5 square kilometers. There are almost al most a thousand connections that have a total outfall discharge pipe of 315 meters long. Waste and wastewater establishments establishment s connected to the sewer lines are collected at the receiving tank thru gravity system and eventually transmitted transmit ted to its point of disposal. 3.13.Production 3.13. Production Wells Wells

The ZCWD has 21 functional production wells and two independent spring water sources located in Lamisahan and Labuan, Zamboanga City. The former serves Barangay Sangali. These are located in the following strategic strategic areas within the city: o

Sta. Cruz

o

Guiwan

o

Cabatangan

o

Tetuan

o

San Roque (two units)

o

Pasobolong (two units)

o

Baliwasan

o

Trumata

o

Sta. Maria (four stations)

o

Canelar

o

Putik (two units)

o

Divisoria

o

Tulungatung (two units)

o

Tumaga

o

Lunzuran

o

Cabaluay

o

Ayala (two units) unit s)

Four of these production producti on wells need rehabilitation rehabilitat ion and upgrading.

ZCWD S t r a t e g i c Pl Pl a n 2 0 1 00 - 2 0 14 14

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4

Strategic gic Concerns

4.1. External

4.1.1. High Non-Revenue Water Water and/or Unaccounted For Water The most pressing concern c oncern of the ZCWD is the high non-revenue water wat er (NRW) and/or unaccounted for water (UFW). Data as of December 2008 reveals that the rat e for UFW is 38.12 percent. While this figure is below the 40 percent industry standard, it is highly alarming Growing rate of leakages is due to the dilapidated pipelines, improper installation installat ion of pipes pipes and fittin fittings gs,, and and po poor or hand handlin ling g of mater material ials s du duri ring ng haulin hauling g prior prior the instal installat lation ion.. These leakages are a major contributing factor for the non-revenue non-revenue water. water. 4.1.2. Turbidity/Poor Turbidity/Poor Quality of Water Water In some service area of the ZCWD, the sources of water are the production producti on wells. There are wells that contain contai n minerals like iron and manganese. While the mineral content is within the permissible limit for drinking standard, operational costs are relatively relativel y higher. higher. Water is mainly mainl y distributed distribute d through the pipelines. The chlorine in water that th at stays for a long period of time in a pipeline such as in dead end areas causes the oxidation of iron and manganese. When the chlorine precipitates, the water becomes brownish brownish in color. The color or quality of water drawn from the pipelines pipelines in some areas is also affected affec ted by the the sud udde den n dist distur urba ban nce of accu accumu mula late ted d sed sedimen iments ts by abru abrupt pt chan change ge in wate waterr pres pressu sure re or excessive movements of water within the pipelines, which normally happens after a pipeline is emptied due to long power interruption and/or activities involving installation, repair or rehabilitation. 4.1.3. Long Queues During Payment of Bills Long queues in payment normally occur after a long vacation or holidays. At the moment, there are ar e only three collection collecti on centers-one is the Ayala Satellite Sate llite Office, another one is done once a month at Sangali, and mostly at the t he Main Administration Administration Building where where only five f ive (5) collection counters are available. With the increasing number of new water water service servi ce connections, there is a need to strategize collection efforts to serve the customers better. better. The main collection center is not spacious enough to accommodate thousands for customers who pay their bills especially especial ly after a long weekends or holidays. There is also no adequate parking space for the customers.

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4.1.4. Slow Response Time for Restoration

Restoration is an activity undertaken to restore breakages on concrete pavements as a result of leak repairs. Slow response on restorations occurs due due to: a) unavailable or lack of construction materials, service vehicles and equipment, and b) bad bad weather condition. It can also be attributed attributed to lack of proper planning, and coordination between and among the concerned units. 4.1.5. Low Water Pressure in High Elevation Elevat ion Areas

Some areas within the ZCWD’s service coverage c overage experience experie nce low water pressure or sometime no water at all al l during peak hours. Among the major causes are the following: o

dam wate waterr level level and Wate Waterr Tre Treatm atment ent Plant Plant tank tank level level are low low

o

raw water water comin coming g the Tumaga umaga Rive Riverr is high highly ly ttur urbid bid

o

ille illeg gal us use of of boo boost ster er pu pump mps s

4.1.6. Tilted and Buried Water Water Meters

Proper Proper installation and elevation of water meters met ers are necessary to facilitate reading, maintenance and monitoring. It also helps in reducing non-revenue water and unaccounted for water. About About xx percent of the total active acti ve water service c connections onnections are not within the manufacturers’ standards. 4.2. 4.2. Inte Inter rnal

4.2.1. Lack of Capability and Modern Equipment to Diagnose Leaks The ZCWD is always committed to deliver better services service s to its customers. However, there are instances instan ces when complaints or customers have to wait longer because beca use of lack of manpower, service vehicle and even functional equipment. equipmen t. In such circumstances, the customer becomes dissatisfied with the performance of the water district. Slow response in arresting leaks will also contribute to the increase in unaccounted for water (UFW) and non-revenue water (NRW), (NRW), which are the major concerns conce rns that need immediate attention. A deeper analysis of the situation would indicate that the office of fice only needs to focus on managingtime and prioritizing prioritizi ng actions that can aid in resolving these concerns. Enhancing skills of staff sta ff through continuous capability-building activities and providing them with modern equipment that will facilitate facili tate fast fa st and easy completion of work can increase efficiency effic iency and productivity.

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4.2.2. Skills and Job Requirements Mismatch Mismatch of skills refers to the staff position that does not match staff specialization. The ZCWD started as a quasi-public organization. As such, policies and practices on hiring did not necessarily follow a qualification-based selection similar to the norm in government agencies but rather on the appropriate skills of the applicants that are suited to the job requirements. When the Supreme Court ruled in 2004 that water districts are government owned and controlled corporations (GOCC), the situation became complicated within the ZCWD in terms of hiring and promoting those who have been in the service. on a “job order” basis for years. At this time also, the ZCWD applied for a recategorization from a large to very large water district. Said recategorization created more positions. A hundred of these were unfilled since approval by the Department of Budget and Management. Some were promoted. Others were hired. However, many “job order” workers who do not possess civil service eligibility were not given permanent items nor offered attractive termination compensation package. Instead, the water district maintained their status as “job order” workers by providing allocation in the annual budget. This situation in the office still exists notwithstanding constraint by the Department of Budget and Management that “job order” workers are project-based. Many of these “job order” workers are highly skilled but lack civil service eligibility. Such concern does not have any special law or exemptions that would recognize their skills to secure tenure in government service. 4.2.3. Unproductive Employees Productivity in the ZCWD is measured by the amount of services provided by its employees in a given period of time. It is affected by any or a combination of the following factors: o

Physical location of office;

o

Absence or lack of advances in technology;

o

Unorganized work activities;

o

Unresponsive managerial, organizational, and political-legal environments;

o

Ineffective personnel recruitment, trainings, and performance motivation; and

o

Individual attitudinal, motivational and behavioural factors.

The ZCWD has a quite number of employees who are nearing the retirement age. These employees have been demonstrating the “retirement syndrome” and are becoming unproductive because they continue to receive salaries, allowances, and benefits. Internal systems have not been responsive and innovative enough to enable these employees become more productive than usual. Likewise, concerned supervisors seemed “blinded” by the reality that these employees are still able and can perform other tasks that are appropriate for their physical and biological conditions. These conditions continue to exist and have become part of the norm already at the expense of staffs that have been absorbing the extra workload.

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Any job can be demanding in terms of efficiency, technical knowledge and skills thus it is imperative that the staff should be trained adequately in his/her field of specialization. Inadequate training of staff results to unsatisfactory performance or delivery of service. Continuous enhancement of staff capabilities through trainings and seminars motivates staff to do more and deliver quality outputs. It enhances character, creates positive attitude towards work and others and enables staff to collectively work in achieving organizational goals and objectives. 4.2.4. Slow Professional Growth and Absence of Human Resource Development Program The ZCWD has a total of 435 plantilla positions of which 103 are not filled up for years as of December 2008 due to funds constraint. These positi ons range from construction and maintenance to engineering and finance and administration. This has created disappointment among qualified regular staff who expected much from the recategorization. Another reason for staff disappointment is the continued hiring of “job order” workers for regular works and even maintaining almost a hundred of them for quite a long time. Budget for these “job order” workers continue to be allocated in the office annual budget. In the past, there was no conscious effort to evaluate performance of “job order” workers to determine their productivity level, identify whether or not their services are appropriately needed, and establish basis for hiring/mainstreaming them in the regular structure. On one hand, the office does not have an institutionalized Human Resource Development Program. Trainings and seminars in the past are attended mostly by supervisors and managers. There seem to be imbalance in and unequal opportunity in terms of subordinates’ access to capability building activities. Job rotation, which is a mechanism to increase and expand exposure of staff to the various operations, is not also applied. Such practice limits the development of staff’s full potential. 4.2.5. Lack of Decision Tools Management and Unresponsive Operational Procedures The water district is now serving more than 48,000 customers with active service connections, which is continuously growing at an average of 2,000 new connections every year. Managing and maintaining the requirements of these customers requires substantial efforts and resources to keep customers’ satisfaction at a desired level. The shift of the ZCWD from a quasi-public organization to a government owned and controlled corporation necessitates institution of major changes in structure, systems and procedures. As GOCCs, the ZCWD has to abide by the civil service and other rules and regulations applicable to government sector, which are more stringent and rigid in terms of personnel administration.


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The use of information and communication technologies in the ZCWD workplaces has not been fully maximized. Systems and procedures concerning office transactions are still manually done. Among these are the management of property and inventory, financial transactions, records tracking and management. Also, the physical location of the offices make coordination and information dissemination time consuming and expensive in terms of communication expenses. One example for this is the Property Section, which is responsible for the storage and issuance of office supplies is separately located from the main administration building where most of the transactions emanate. 4.2.6. Non-adherence to CSC’s Merit and Promotion System and Absence of Policy on Granting of Productivity Granting of incentives is not rationalized. It’s not based on staff productivity. This practice causes demoralization of some staffs that conscientiously perform their work. Policy on productivity should be formulated to ensure that incentives based on the staff’s productivity be given. This can be a motivational tool for the staff to deliver more output. Merit and promotion serves as a motivating factor to staff to be highly competent and competitive members of the organization. As such, it also gives the management a good vantage point to determine what works well for the office in terms of personnel positioning, performance and functions. More than boosting staff morale, a good merit and promotion system will serve as a mechanism for individual growth professionally and will provide chance for performing staff to harness their skills.

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5

Vision, Mission andCoreValues

Vision The Zamboanga City Water District shall be a premier and well-managed water utility with a dynamic and responsive human resource which values its customers, and provides them with excellent services utilizing modern and innovative technologies.

Mission The Zamboanga City Water District exists to provide adequate and sustainable supply of potable water, sewerage and related services in accordance with International Standards to all customers within its service area with the end in view of improving their quality of life anchored on our firm adherence to the belief that Agua es Vida (Water is Life). The Zamboanga City Water District commits to actively collaborate with all its stakeholders in the protection and preservation of the Pasonanca Watershed and other watersheds. ZCWD St r a t e g i c Pl a n 2 0 1 0- 2 0 14

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Core Values Bias for Service Service to the community and customers comes first above anything else. Each officer and employee shall mirror love of and dedication to work as well as professionalism. This reflects in prompt and efficient service extended with respect, concern, and priority.

Integrity The organization’s existence and its service to the community must be characterized by integrity. Integrity, woven by morality, truth, honor, honesty, and reliability, is the mantle for prestige and esteem. It enables pride in belonging, esprit d’corps, trust and confidence, and nobility in service.

Opportunity for Growth The greatest treasure for an organization and its members is opportunity. With opportunity, any solution is within reach, any objective achievable. For its employees, opportunity is a window to personal and professional growth, promoting the alignment of personal and organizational goals. We will open these windows to all, believing that empowered and motivated staff s lead the way to achieving the District’s vision and mission.

Solidarity The organization’s employees are its most valuable asset. In the achievement of the organization’s mission, teamwork anchored on respect for the diversity of staff shall be the norm. Building a strong shared commitment builds a strong organization capable of exemplary service.

Innovation We will focus on finding solutions to the water management challenges we face, whether in day-to-day operation of our systems or the development of long-term programs to meet future needs. We will encourage innovation, creativity and ingenuity, recognizing that the best solutions often have not been tried before.

Stability and Self-Sufficiency A healthy, stable, and solvent public utility is a pillar of progress and development. Its strong foundations inspire confidence as well as a sense of permanence and reliability beneficial to its service environment and employee security.

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“ You aretheonewho will do theplan. TheBoard will giveits full support “ E dwin N . Makasiar Chairman, Board of the Board

“ L et’s put our hearts and minds into this workshop becausethestrategicplan will definethefutureof our office.” L eonardo Rey D. V asquez General Manager


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6

Strategic Goals

Goal

T o install an effective and efficient management system.

o develop a highly competent, well-motivated T and justly compensated workforce who will

Goal

consistently demonstrate the core values of ZCWD.

T o provide adequate and sustainable supply of Goal

potable water, effective sewerage system, related services and comprehensive after sales service for total customer satisfaction.

T o transform

ZCWD into a technologically

Goal

advanced institution that can efficiently respond to the demands of its customers.

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OperationalPlan2010-2014 7


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8

Plan Implementation

Implementation of the plan starts in 2010 and ends in 2014. Projects and activities to carry out the plan are enumerated in Chapter 7-Operational Plan, which will be cascaded into the annual work and financial plan of the divisions, departments and groups. All targets shall be consistent with the key performance or objectively verifiable indicators in the operational plan to ensure that all development efforts and initiatives are aligned to the strategic goals. To ensure that activities are synchronized, inter-division/department coordination will be strengthened with the institution of regular meetings among managers/supervisor. Implementation of projects and activities enumerated in the operational plans will be the primary responsibility of concerned divisions/ departments. Necessary coordination will be initiated by the lead departments/divisions. Similarly, concerned units will provide the required support whether logistics or otherwise by properly integrating activities in their respective work plans including appropriate mechanisms to facilitate the successful completion of projects and activities. The Management Services Division, in cooperation and coordination with other department/divisions, will continue to develop mechanisms such as, but not limited to, information systems like the Property and Inventory Management Information System, Financial Management Information System and others.


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9

PlanMonitoringandEvaluation

Monitoring and evaluation is an essential component of any plan document. It provides for a continuous or periodic review of the plan to determine whether the operational plans are judiciously carried out as scheduled, inputs are adequately provided, target are achieved and outputs are produced. It is also a process of systematically & objectively determining the effectiveness & relevance of the activities identified in the operational plans vis-à-vis the strategic goals. As a tool, monitoring and evaluation provides basis for improving or altering the designed activities during the implementation phase so that appropriate decision measures are made when the project deviates from the plan. As mentioned in Chapter 8, a regular meeting will be instituted among managers. Each department or division shall be required to submit their accomplishment reports that highlight not only the status of their activities, but more importantly, issues and concerns affecting the implementation of such activities. It will be the norm for all managers to also recommend solutions to the issues or concerns so that appropriate corrective measures can be undertaken. At the end of every year beginning 2010, each of the three groups (OGM, OOG, and OFAG) shall initiate a participatory and consultative assessments to determine level achievements vis-à-vis operational targets. A mid-year and terminal review of the plan to be spearheaded by the Management Service Division will be undertaken in 2012 and 2014, respectively to determine progress of implementation, identify areas of improvement as well as new strategies that will accelerate the achievement of the strategic goals. It will design a standard reporting format to facilitate integration of various reports. Results of the terminal review will be inputted into the successor plan.


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Acknowledgement This plan document is a product of consultative and participatory process. The Management Services Division, which took the lead in the preparation and consolidation of this document would like to thank the members of the Board, officials and personnel of the water district for putting their hearts and minds in the completion of this plan and to all who in one way or the other have contributed and supported the formulation of the plan. The Planning Team

Leonardo Rey D. Vasquez, General Manager Fernando Ronas Camba, Manager, Management Services Division Louella A. Aguilera, Corporate Planning Specialist Ma. Dolores C. Galvan , Sr. Public Relations Officer Alva Marie E. Camacho , MIS Design Specialist Aris B. Austria , Corporate Planning Analyst Workshop Participants Hanley T. Albaña, Senior Water Utilities Management Officer Edwin N. Makasiar, Chairman of the Board Jaime P. Alvarez, Principal Engineer C Gregorio I. Molina, Vive-Chairman Archiles A. Braulio, Watershed Management Chief Nelida F. Atilano, Board Secretary Ruben Angelo C. Conti, Jr., OIC-EDP Milagros L. Fernandez, Director David C. Capopez, Senior Utilities Service Officer Efren F. Arañez, Director Jaime R. Jalon Francisco, Water Maintenance General Foreman Alejo S. Rojas, Jr., Assistant General Manager, EWRD Rolando M. Pantaleon, Assistant General Manager, CMD Valerie Gay Y. Gutierez, Water Maintenance General Foreman Alvin F. Bautista, Water Maintenance General Foreman Ambali A. Taola, Manager for CSEDP Department Lovell C. Abad, Manager, LMS Department Tedelito R. Sarmiento, Quality Control Chief Roberto R. Mendoza, Manager, BCMD Reynaldo R. Cabilin, Manager, HRD Rodrigo R. Vega, Manager, CAD Luis A. Wee, OIC - GAD Carlos C. Perez, Sr., Manager, PDD Teotimo C. Reyes, Jr., Manager, QCD Arnulfo A. Alfonso, Manager, UMD Efren C. Salvacion, Manager, Mainline/Serviceline Division Judy L. Aquino, Administrative General Services Chief B Noel Masa R. Kawaguchi, Supervising Materials Planning Officer Johnny B. Demayo, Supervising Property Supply Officer Fortunato A. Guerrero, Transport Maintenance Supervisor Lucena A. Buscas, Cashiering Services B Felecita G. Rebollos, Cashiering Services B Mary Ann S. Araneta, Supervising Customer Service Officer Miriam R. Bagtasos, Supervising Customer Service Officer Sahid C. Abdulla, Supervising Customer Service Officer Marli P. Acosta, Supervising Customer Service Officer Sofronio E. Santos, Civil Security Officer A Edilberto R. Francisco, Civil Security Officer A Rosauro R. Santiago, Civil Security Officer Alex A. Acosta, Senior Engineer A Eugene S. Domingo, Senior Engineer A Julius Rey F. Carpi tanos, Supervising Water Utilities Management Officer

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Our heartfelt gratitude also goes to Dr. Eliza beth Yumul-Manugue who facilitated the workshop and provided insights and suggestions to the planning team in terms of plan organization and documentation; Alger Luna for providing administrative and technical assistance particularly on setting up of ICT equipment used during the workshop and in helping organize workshop outputs into electronic format, and Raymond E. Domingo for the photo documentation of the entire workshop. The planning team also recognizes the efforts of Mr. Eric L. Despalo and Mr. Ricardo N. Villanueva for their assistance in polishing the workshop outputs particularly the vision, mission statements and the core values. Above all, the planning team gives glory to our Almighty for being in our midst at all times.


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Strategic Planning for Zamboanga City Water District

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