Tj workshop uganda baseline survey rus
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Editor's Notes
- Study Design . The study was quantitative in nature involving administered interviews with water consumers, service providers, contractors and local authorities/governments. In total seven respondent categories were interviewed. A three-stage sample design was adopted in the selection of interviews outside Kampala. The first stage was the selection of districts from which villages (zones or Local Council One-the lowest administrative level in Uganda’s decentralised governance system) were sampled to form the second stage. The third and ultimate stage was the selection of the households. Respondents for urban and rural consumers were 833 and 775 respectively. Institutional respondents included staff for NWSC staff (36), private operators (57), local governments (56), contractors (86), and water authority representatives (40). The selection of institutional respondents followed the same regions where household interviews were conducted. For example, in small towns where urban water consumers were interviewed, a private operator, a water board member, local government staff including contractors in that area were selected for interview. In total, 1883 respondents were interviewed.
- Household, commercial and institutional consumers By collecting data on access to water, national access figures can be validated.
- Mainly senior and middle managers Survey results from NWSC staff were triangulated with urban water consumers’ experiences of corruption. high tariffs, over billing and tampering with meters were the main complaints received from customers at NWSC. Extortion of money by staff was reported in 22% (8) of the cases. Most common forms of corruption within four broad areas: commercial operations; procurement; human resource; and use of the Corporation’s property
- Mainly senior and middle managers Survey results from NWSC staff were triangulated with urban water consumers’ experiences of corruption. high tariffs, over billing and tampering with meters were the main complaints received from customers at NWSC. Extortion of money by staff was reported in 22% (8) of the cases. Most common forms of corruption within four broad areas: commercial operations; procurement; human resource; and use of the Corporation’s property Done transparently Announced/open to public knowledge Subject to regular audits Regular external audits Based on specific criteria Influenced by regional ties Based on Political pressure Based on influential connections Influenced by illegal payments Planned with consideration
- Water and Sanitation facilities in Uganda’s small towns and rural growth centres with populations ranging from 5,000-30,000 people, are owned and managed by Lower Local Governments with financial and technical support from the Ministry of Water and Environment (MWE). Water Authorities (WAs) were created in the majority of these small towns to oversee water supply services implemented by private operators. The procurement of private operators is initiated (through pre-qualification and short listing) by the MWE. A Private Operator (PO) is appointed (through a management contract) by the WA to manage the day-to-day operations and maintenance of a water supply system and all related operations in a small town. The powers to appoint a PO by the WA are enshrined in the Performance Contract which is entered into between the MWE and the WA. Sub-clause 4.5 of the Performance Contract requires the WA to sub-contract the services stipulated in the Performance Contract and enter into a management contract with an independent operator. Sub-clause 4.10 of the Performance Contract holds the WA liable for performance of any obligation sub-contracted by it and, therefore, the WA is bound to ensure that the operator complies with the standards set therein. Upon presentation to the WA the required managerial, technical, scientific, engineering, and operational skills and competencies in respect of water supply services, the PO agrees to provide an effective and efficient water supply management service.
- Water and Sanitation facilities in Uganda’s small towns and rural growth centres with populations ranging from 5,000-30,000 people, are owned and managed by Lower Local Governments with financial and technical support from the Ministry of Water and Environment (MWE). Water Authorities (WAs) were created in the majority of these small towns to oversee water supply services implemented by private operators. The procurement of private operators is initiated (through pre-qualification and short listing) by the MWE. A Private Operator (PO) is appointed (through a management contract) by the WA to manage the day-to-day operations and maintenance of a water supply system and all related operations in a small town. The powers to appoint a PO by the WA are enshrined in the Performance Contract which is entered into between the MWE and the WA. Sub-clause 4.5 of the Performance Contract requires the WA to sub-contract the services stipulated in the Performance Contract and enter into a management contract with an independent operator. Sub-clause 4.10 of the Performance Contract holds the WA liable for performance of any obligation sub-contracted by it and, therefore, the WA is bound to ensure that the operator complies with the standards set therein. Upon presentation to the WA the required managerial, technical, scientific, engineering, and operational skills and competencies in respect of water supply services, the PO agrees to provide an effective and efficient water supply management service. Most common forms of corruption, solutions
- Within its area of jurisdiction, the WA is responsible for all the water supply needs such as for domestic, production (livestock, horticultural, industrial, commercial), recreational, environmental and other beneficial uses. The categories of water services that WAs are responsible for are defined both in the declaration establishing the WA and in the Performance Contract entered with MWE. The WA is also responsible for managing any water reservoirs that may be entrusted to it. The operations of the WA are governed by the provisions of both the Performance Contracts and the Management Contracts. The Performance Contract is between the MWE and the WA. The contract includes the rights and obligations of the WA, the period of the contract, the MWE’s rights and obligations and the standards of service. The WAs are mandated by the MWE to constitute a 5-member Water Board (WB) to exercise management oversight for the operations of the WA. The administrative head of such an organisation, the WB secretary, depends on the type of LG organisation that has appointed the WA. Accordingly, in case of a district, the chief administrative officer is the WB secretary while in the case of an urban council, it would be the town clerk. Where the WA is a sub-county, the sub-county chief is the secretary to the Board. According to the law, WBs are required to convene quarterly to review the operations of both the WAs and the POs. The WB must comply with every provision of the Local Government Act 1997 relating to its operations. Other technical persons such as members of the Technical Support Unit (TSU) of the MWE attend board meetings which enables the WBs to get technical advice. This study targeted respondents from WAs with a view to establishing their perceptions, views and recommendations on promoting integrity in the water sector.
- District Local Governments (LGs) and their lower structures at sub-county level assumed the responsibility of managing rural water and water resources as part of the decentralisation process. They execute this responsibility under the guidance of the Directorate of Water Development under the Ministry of Water and Environment. District Engineers, District Water Officers, County Water Officers, Assistant Chief Administrative Officer in-charge of counties, secretary Contracts Committees, procurement officers, and other Contracts Committee members.
- The majority of the respondents under this category were technical specialists and administrators. These contributed over 50%. Managers who included managing directors and general managers contributed 21%, finance 12%, and other categories 13%.