This plan has been formulated through a very participatory process involving the company’s Board of Directors, staff and key stakeholders under the guidance of a consultant. Drawing from this, the process has been enriched by incorporating the views and ideas of all stakeholders. This will enhance ownership at all levels of the company which consequently ensures effective implementation. This 10-year strategic plan will be the tool of communication

that will be used for engaging all stakeholders in order to ensure efforts are directed towards attainment of company mandate.

The development of this plan was preceded by an extensive review of the previous 2018/19-2023/24 strategic plan where a report and presentations were provided on the progress of implementation thus far. Key challenges in implementation as well as the lessons learnt were identified. These will prove useful going into a new 10-year strategic plan period. Strategies and measures will be put forth to mitigate against the past as well as potential challenges and risks in implementation.

A comprehensive internal and external environment assessment was done which involved identification of challenges, strengths and weaknesses as well as threats and opportunities. Further to this, the company carried out stakeholder and risk analyses with the view to identifying its stakeholders, their expectations as well as the company expectations from them. The risk analysis was critical for identifying potential risks in implementation. In line with the company mandate, the analyses helped in the formulation of the vision, mission and core values as well as establishing the key result areas and the strategic objectives to be attained in each key result area and consequently the appropriate strategies and activities were determined.

To enhance the company’s strategic direction, the plan has identified 4 key result areas within which the formulated strategic objectives, strategies and activities of MAWASCO will fall during the 2024/25- 2033/34 plan period. These are; b) Water and Sanitation Infrastructure Management and Network Efficiency; b) Effective Customer Engagement and Financial Viability; c) Financial Sustainability and; d) Institutional Strengthening. The strategies and activities to be implemented under each of these KRAs will be funded both internally and externally.

The 10-year strategic plan will be scaled down into annual workplans with concise performance targets at all levels of the company’s operations. The heads of departments will be responsible for meeting set departmental targets in adherence to the developed performance management system which would align the company, departmental and individual performance. The management is committed to create and institutionalize a proper corporate culture that promotes successful implementation of this 10-year strategic plan guided by our core values; a) Customer focus; b) Innovativeness; c) Teamwork; d) Integrity and; e) Excellence i.e., (CITIE).

I believe that with commitment of the management and staff at all levels coupled with appropriate support from our Board of Directors, we will attain our vision; “To be a premier water and sanitation service provider” and mission; “To reliably provide sufficient quality water and sanitation services in a sustainable manner that meets our customers’ expectations” within this 10-year strategic plan period.

In conclusion, I take this noble opportunity to thank the Board of Directors, staff and all key external stakeholders for their active involvement, collaboration and valuable input towards the development of this 10-year strategic plan.