Managing change at Nairobi City Water and Sewerage Company Limited
Mute, Teresa G
MetadataShow full item record
Change is the transition from one state to another with the focus of being different. Organisations must change because their environment changes on a continuous basis. Some changes are reactions to external threats whereas others are proactive to seize opportunities and manage the environment. Change management is the use of systematic methods to ensure that an organisation change can be guided in the planned direction, conducted in a cost effective manner, completed within the targeted timeframe and with the desired results. The present institutional arrangement for the management of water sector in Kenya can be traced to the launch of the National Water Master Plan in 1974. The primary aim of this plan was to ensure availability of portable water at a reasonable distance, to all households by the year 2000. In 1980s, the Government started experiencing budgetary constraints and it became clear that on its own it would not deliver to all by the year 2000. Between 1990 and 1992, Japan International Cooperation Agency (JICA) in collaboration with the Kenya Government developed National Master Plan that set out a long-term plan for the implementation of the much-needed reforms in the water sector. Key direction of the water sector was eventually outlined in the Sessional Paper No. 1 of 1999, which emphasised the need to urgently review the Water Act Chapter 372. This review culminated in the enactment of Water Act 2002 whose main thrust was the separation of roles in the policy formulation and direct service delivery. Nairobi City Water and Sewerage Company Limited (NCWSC) formation arose from the enactment of the Water Act 2002 as a water service provider to Nairobi residents and its environs. NCWSC which initially operated as Nairobi City Council Water and Sewerage Department underwent privatization process which led to major organisational changes. This study sort to establish how NCWSC managed the introduction of Government reforms of the Water Act, 2002 and the accompanying challenges in the implementation vi of these changes. The study was conducted using a case study research design. The researcher conducted in-depth interviews by use of interview guide with NCWSC‟s three functional directors and three managers who were involved in the change program. Information was also obtained from the organisation records which were useful in the compilation of the study report. The analysis of the data was conducted by use of content analysis which is a research tool used to determine the presence of certain words or concepts within texts or sets of texts. The external environment triggered major changes in Water and Sewerage Department of Nairobi City Council. The external forces were from the Government reforms which led to the privatisation of this department. The research established that the change introduced in the organisation affected its structure, culture, Human Resource Management, systems and technology. Various challenges were experienced in the process of managing change which included the challenge of initiation, sustaining momentum and restructuring. There was also the problem of resistance to change which included the behavioural and systemic resistance and there was lack of proper integration of the newly employed and the seconded employees from Nairobi City Council. The results of this study can be used as a lesson to other parastatals and Government institutions that are undergoing or are likely to undergo similar reforms. It is also useful for the academicians and other researchers wishing to carry out further research. The study will contribute to existing literature in the field of change management. Due to time constraints, the research findings were obtained from three functional directors and three managers at the Headquarters. It would have been important to obtain the views and opinions of other personnel based within the regional offices and the nonmanagement staff. To add value to this research, it would have been good to obtain the views from customers, suppliers and competitors. Further study is recommended to be conducted in future, as the change effort at NCWSC is still ongoing. Study of institutions like Kenya Railways that has recently undergone a transition from Government into private ownership is also recommended for purposes of comparability.
University of Nairobi