INDICATOR
The reform process initiated in 1993 and carried
out over the past 17 years has dramatically
improved our performance. Phnom Penh
residents on average consume 108
liters/capita/day of water with a 24/7 ensured
supply and metered connections. Industrial use is
6,976,346 cubic meters in 2009 out of the total
use of 84, 754,045 cubic meters.
PPWSA fully recovers its operations costs and is
now making a profit while continuously increasing
coverage to outer Phnom Penh. Even though
people are now paying for the water they actually
consume, per capita daily water consumption has
nearly doubled.
Now, at PPWSA, the word "impunity" does not
exist; everyone is responsible for their work, and
staff efficiency has increased accordingly.
"In 1993," says Roeun Nary, Director of Human
Resources, "an 18 person staff per 1,000 connections
was considered an efficient ratio. In 2013, we
have 2.71 staffs per 1,000—we are much more
efficient."
From 1993 until 1999, JICA provided capacity
building for the Human Resources department
and UNDP, World Bank, and ADB provided
short-term technical assistance. Since 1999, each
department makes a one-year plan, which they
now implement through teamwork—not
outsourcing. As part of the reforms, managers
were given clear job descriptions and direct
responsibility and a new organization chart was
drawn up to reflect more defined roles within the
authority.
For 2020, our GD has made an ambitious plan he
wants to have ? staffs per 1,000 connections.
He wants to help the provincial waterworks to
achieve what we have achieved in Phnom Penh.
Our operations were also made more efficient by
overhauling the old infrastructure and streamlining
the billing process, among a slew of new measures.
Because of these reforms, we have widened our
distribution network from serving 40% of Phnom
Penh with clean and affordable water in 1993 to
over 85% in 2013. Other improvements include
establishing a complete consumer database, a
long-terms plan to reduce NRW to ?% by 2020,
improving collections, metering all of the utility's
water supply coverage, and introducing a 24/7
water supply.
1993 | INDICATORS | |
20 | Staff / 1,000 connections | |
65,000 | Production capacity, m3/day | 0 |
N/A | Water quality | |
20% | Coverage area | % |
10 hr/d | Supply duration | hr/d |
0.2 bar | Supply pressure | bar |
26.881 | Number of connections | 0 |
72% | NRW | % |
48% | Collection efficiency | |
150% | Operation ratio=(Total Operating Expense/Total Revenue)*100 | ?% |
N/A | Return on revenue=Net Income - Tax on Profit | ?% |
N/A | Return on net fixed asset=(Net Income - Tax on Profit)/(Net Fixed Asset)*100 | ?% |
N/A | Current ratio=Current Asset/Current Liability | times |
N/A | Debt service coverage=(Net Income + Interest Expense + Depreciation)/(Interest Expense & Principle pay in year) | times |
N/A | Accounts receivable=(Total Water Receivable / Total Water Sale)*365 | days |