1.

Development of a cost-reflective tariff structure, including capital costs: The NWSDB

should establish a tariff structure that accurately reflects the costs incurred in providing
water and sanitation services. This includes not only operational expenses but also the
capital costs associated with infrastructure development, maintenance, and expansion.
By ensuring that the tariffs are aligned with the actual costs, the NWSDB can maintain
financial sustainability and allocate resources more efficiently.

2.
Implementation of Public-Private Partnership (PPP) projects: Collaborating with private
entities through PPP projects can bring numerous benefits. Private partners can
contribute capital investment, technological expertise, and operational efficiencies that
can improve the overall customer experience. By leveraging the strengths of both the
public and private sectors, the NWSDB can enhance service delivery, expand its reach,
and generate additional revenue streams. Careful consideration should be given to
selecting suitable projects and ensuring that they align with the NWSDB's goals and
values.

3.
Better utilization of existing resources and renting out spare capacities: The NWSDB
should conduct a thorough assessment of its existing infrastructure and resources. This
includes identifying any spare capacities in buildings. By renting out these spare
capacities to suitable businesses or organizations, the NWSDB can generate additional
income without incurring significant costs. This approach optimizes the use of existing
assets and maximizes revenue potential.

4.

Identify projects that can create significant revenue with minimum cost: The NWSDB
should prioritize projects that have the potential to generate substantial revenue while
keeping costs at a minimum. This could involve initiatives such as water supply to
industrial or commercial areas such as Harbour, partnerships with tourist destinations, or
offering specialized services that cater to specific customer segments. Conducting
thorough feasibility studies and cost-benefit analyses will help identify and prioritize
projects that align with the NWSDB's objectives and financial sustainability.

5.

Development of a performance-based promotion system: Implementing a performance-

based promotion system can motivate employees to excel in their roles. By linking part
of their salary to their performance, the NWSDB can foster a culture of accountability
and drive higher levels of efficiency and productivity. Clear performance metrics, regular
performance evaluations, and transparent communication about the criteria for
promotion should be established to ensure fairness and objectivity.
6.
Operating Regional Support Centers as separate SBUs: Establishing Regional Support
Centers as separate Strategic Business Units (SBUs) allows the NWSDB to focus on
regional requirements and tailor their operations accordingly. Each SBU can have its
own management structure, budgeting, and decision-making processes. This
decentralized approach enables faster decision-making, more effective resource
allocation, and better responsiveness to the specific needs of each region. It promotes a
sense of ownership and accountability among regional staff, leading to improved
efficiency.

7.

Outsource non-core areas: The NWSDB should consider outsourcing non-core areas of
operation, such as maintenance or administrative tasks, to specialized service providers.
By doing so, the organization can allocate its resources more effectively, concentrate on
its core responsibilities, and improve overall efficiency. Outsourcing allows access to
specialized expertise and technologies, reduces overhead costs, and provides flexibility
in scaling operations based on demand. However, careful evaluation and monitoring of
outsourcing contracts are essential to ensure service quality, cost-effectiveness, and
adherence to regulatory standards.