CURRICULUM VITAE DR. WILLIAM T. MUHAIRWE

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1 CURRICULUM VITAE Name: Expertise: Name of Firms: Profession: DR. WILLIAM T. MUHAIRWE Dr. William T. Muhairwe Institutional Development and Change Management 2ML Consulting Ltd, Global Water Leaders Group, Former Managing Director, National Water and Sewerage Corporation (NWSC) - Uganda Business Management Economist Date of Birth: 10 th October, 1957 Years of Management experience: Countries of Work Experience: 25 years Nationality: Ugandan Uganda, Kenya, Tanzania, Zambia, Ghana, India, Pakistan, Germany, Sierra Leone, Nigeria, Trinidad & Tobago, South Sudan, Zimbabwe Awards and Membership to Professional Societies/Institutions: 1. Honorary Member of Uganda Institution of Professional Engineers 2. International Award for Outstanding Contribution to Management and Science,(2010) International Water association (IWA) 3. Past Governing Board Member, International Water Association (IWA), The Hague Netherlands 4. Past Vice President Federation of Uganda Employers 5. International Professorship Award (for expanded knowledge in the global arena of Academia and Leadership) United Graduate College and Seminary, Jonesborough Tennessee, USA. Key Qualifications: William s key competencies include: Providing strategic leadership, formulation of business policies, spearheading innovation for business entities, originating turnaround initiatives and institutional development activities. Providing overall oversight in project planning, development and implementation in a way that ensures value for money. Spearheading authentic and credible Financial, Marketing and Commercial management in private and public business enterprises. Stakeholder facilitation, management and consensus building. Facilitating environmental scans and supporting the development of robust institutions 1

2 Key Specialised Skills: Organisational problem identification and business strategy development Development of performance standards and target setting Preparation of performance improvement plans/business plans for infrastructure companies/utilities Preparation of tailor-made capacity building programmes for Developing Countries and marketing them accordingly. Matching internal business processes with externalities and motivating staff to respond accordingly. Carrying out comprehensive institutional analyses and formulation of requisite interventions Organisational restructuring and reform management Stakeholder networking, satisfaction and mainstreaming techniques Negotiation of contracts and financing agreements to reach win-win solutions Education: Name of Institution and Country Ludwig-Maximilians-University Munich, Germany Ludwig-Maximilians-University Munich, Germany Ludwig-Maximilians-University Munich, Germany Date (from/to) Degree(s) of Diploma(s) obtained Bachelor of Business Administration MBA Ph.D Employment Record: 2012 to date Senior Team Leader, 2ML Consulting Limited (website: 2mlconsultig.com) 2012 to date Executive Director, Global Water Leaders Group, Oxford UK 2004 to date Consultant with World Bank: The World Bank Institute (WBI), The Water and Sanitation Program (WSP), DFID and USAID Managing Director, National Water and Sewerage Corporation, Uganda Consultant, UN Habitat, Advisory Services to the Water and Sanitation Programme Deputy Executive Director and Ag Executive Director, Uganda Investment Authority General Manager, Steel Corporation of East Africa Limited (SCEA) 2

3 General Manager, East African Steel Corporation Limited (EASCO) Corporate Controller, Department of Business Controlling Administration and Accounts, Wacker Chemie GmbH (Ltd) Burghausen, Germany Selected Recent Professional Experience: Sierra Leone: As Senior Team Leader /Utility Management Expert in the Facilitation of Reforms in Guma Valley Water Company, Freetown; November 2012 to date William is responsible for team leadership, restructuring, stakeholder consensus building and ensuring successful delivery of the implementation of reforms in Guma Valley Water Company, Freetown, Sierra Leone. This project has seen the Water Utility Company which was on the brink of collapse triple its average monthly revenue, reduce its water losses by over 20% and win international accolades within the first three months; a turnaround that has been sustained. Nigeria: As Senior Team Leader/ Institutional Development Expert, Strengthening State Water Utility Reforms (2013) William was the Institutional Development Expert for the World Bank funded assignment of Strengthening State Water Utility Reforms in the five States of Nigeria Lagos, Cross River, Enugu, Kaduna and Ogun. This was a follow up assignment after the Federal Government of Nigeria and the World Bank s investment of over USD 300 Million in the water infrastructure in the last 8 years. William was responsible for expert input in assessment, evaluation and recommendation of institutional development aspects of reform, facilitation of stakeholder meetings and focus group discussions, documentation and Final Draft reporting. Ghana: Developing Institutional Options for the urban water sector in Ghana ( ) William was the Team Leader for the World Bank funded project of developing institutional options for the urban water sector in Ghana. His key tasks were to study existing institutional framework, assess institutional aspects for reforming and restructuring of the water sector and water related infrastructure, assess labour, O&M, Capital Investments requirements, and reform implications to the water sector, and analyse institutional requirements and implications of transitional arrangements. After this thorough analysis, William and his team came up with a reform option strategy that has been adopted by the Government and is now being implemented. The reform stresses internal reforms and building on the existing capacities with the use of internal incentives to drive performance. South Sudan: Technical Support to Southern Sudan Utility Company Board of Directors, USAID/SUWASA, Southern Sudan ( ) William, under USAID/ SUWASA is providing technical support to the South Sudan Utility Company Board of Directors on issues of leadership, management and governance. Pakistan, Bangladesh and India: Performance Improvement Programmes in Karachi Water, Lahore Water and New Delhi Water Boards (DJB) ( ) 3

4 William was the Lead Utility Management Expert for WSS Development projects in Karachi Water, Lahore Water, Dhaka WASA, Nagpur, Varanasi and New Delhi Water Boards. These projects were World Bank funded and William was involved in preparing and making presentations to officials of those Water Boards, on experiences from the NWSC-Uganda turnaround; and assisting in the restructuring programmes of these Utilities with the view of Commercialising them and attracting private sector management approaches and investment in the sector. Kenya, Uganda, and Tanzania: Small Water Systems in the lake Victoria Basin ( ) William served as a Lead Utility Expert and backstopping for the small Towns around the Lake Victoria Basin in Kenya, Uganda and Tanzania; a project funded by the UN Habitat. He was instrumental in preparation of water and sanitation infrastructure development plans and management systems. He was involved in the up-scaling of investments in these small fishing towns and improving their performance by introducing appropriate billing systems, governance, and sanitation technologies. Arab countries/africa: Arab Water Academy (AWA) concept and business development phase (2008) William was the Utility Management Expert for the Arab Water Academy (AWA) concept and business development phase, aiming at developing a learning platform for Water management and infrastructure development in the Arab World. Funded by the World Bank, William s work contributed to development of a business concept for the AWA and presented underlying themes and facets for development of the infrastructure and its management in the Arab world. As a result of this experience sharing, an African Water Academy to be based in Kampala, Uganda was conceived and is being implemented by the African Water Association (AfWA) to facilitate benchmarking of best practices in Africa and elsewhere. Uganda: As the Managing Director Water and Sewerage Corporation for 13 years William is responsible for one of the African water industry's great success stories - the turnaround of the Ugandan Water and Sewerage Corporation. When he joined the corporation in 1998, it was in a situation like "a critically ill patient, demanding painful but unavoidable radical surgery, strong medication and intensive nursing care to bring it back to health". During his first meeting he declared that he would resign if he did not turn the Corporation around within 100 days. The surgery, which involved the development and implementation of performance improvement programmes, was successful and over the next 13 years the NWSC grew to become one of the most innovative, successful - and profitable - water and wastewater utilities in Africa. In order to share the expertise developed during the transformation process, NWSC- Uganda under William set up the External Services Unit which extends technical assistance to water utilities all over the world. Some of the assignments done by the unit during his time include support to Dar es Salaam Water and Sewerage Corporation,Tanzania electricity Company (TANESCO) Tanzania, support to Nkana & 4

5 Lusaka Water & Sewerage Companies, Zambia, and support to Trinidad & Tobago Water institutions. Specific Management Expertise: 1998 to 2011 Managing Director, NWSC The key tasks were: Overall accounting officer of the Corporation Initiation, design and effective implementation of innovative performance turn-around initiatives Ensuring that projects are implemented in a credible and transparent manner that ensures optimal value for money Ensuring timely preparation of budgets and strategic plans for the organisation and their effective implementation Ensuring effective management of human resources, making sure that there is industrial harmony Ensuring adherence to Government overarching WSS development policies Representing NWSC in national and international forums Deputy Executive Director and Ag Executive Director, Uganda Investment Authority The key tasks were: Development, presentation and execution of policies, long range objectives and plans to meet Uganda Government s Investment Policy objectives as stipulated in the Investment Law and specified by the Board in its annual plans. Preparation and updating of strategic goals, action budgets and plans to achieve investment targets established by the Board. Supervision of the execution of operating programmes and plans, to ensure that performance and budgeting targets and commitments are met. Assistance in the establishment and maintenance of high level contacts with public and private sector organizations at local, national and international levels such as Government Ministries, Parastatals, Multilateral and Bi-lateral donors and lenders etc; in order to ensure that Uganda Investment Authority programmes are executed and effectively coordinated. Carrying out a survey on the Companies and Projects licensed by Uganda Investment Authority to identify problems affecting investors and the cost of investing in Uganda. As a result of the survey, a 5-year Strategic Corporate Plan was drawn, redefining the mission, objectives and targets up to the year Further, a restructuring of the Uganda Investment Authority both in terms of manpower and mandate, to change 5

6 from a passive regulatory body, to a more pro-active and targeted Investment promotion body was instituted. Deputizing for the Executive Director in his absence. Later became Acting Executive Investment Director for 9 months before leaving for NWSC General Manager, Steel Corporation of East Africa Limited (SCEA), a Joint Venture between the Government of Uganda and Foreign Investors- the Madhvani Group The key tasks were: Ensuring a successful transition from public to private sector management of the steel plant, without disrupting the plant rehabilitation activities, and the implementation of national policies on the steel. Effective management and administration of the steel plant including responsibility for a group of 12 expatriate staff, 10 newly recruited national experts, and approximately 200 local staff participating in the rehabilitation and modernisation of the steel project. Coordination/harmonisation of the Government policies with the interests of Madhvani Group during the transition. Liaison with donor/lender agencies, Government and other financial institutions with view of raising more funds for completion and expansion of the steel plant project General Manager, East African Steel Corporation Limited (EASCO) The key tasks were/are: Development and implementation of rehabilitation plans, restructuring and modernisation programmes for the steel plant in Masese, Jinja with the view of making it more attractive to private capital financing and management. Downsizing the number of employees to economic and efficient levels during and after rehabilitation. Mobilisation of funds and overseeing the completion of the multi-million engineering civil works of the steel plant, involving international contractors, engineering consultants and the Italian machinery installation supervisors. Coordination of Government with regional and international institutions including UNIDO/COMESA, as well as multilateral and bilateral donors/lenders including Commercial and Development banks and other Governments like Italy, Austria, Germany; in search for financing, technical assistance for the rehabilitation and capacity building of the steel industry. Coordination and monitoring of expatriate and national experts on short and medium term contracts and facilitating the drafting of policies and reports to the Government and other donor agencies for action. Solicitation and wooing of investors and other stakeholders to share the burden of rehabilitation and development of the steel industry. As a result, the Madhvani Group 6

7 came back and agreed to participate in a Joint Venture with Government, to rehabilitate and manage the Steel Plant and I was appointed its first Joint Venture General Manager to oversee the transition Corporate Controller, Department of Business Controlling Administration and Accounts, Wacker Chemie GmbH (Ltd) Burghausen, Germany The key tasks were: Coordination and supervision of all business activities in the different manufacturing units including budgeting, costal planning, production planning, purchasing, accounting, logistics etc.; Drafting reports to Management for information and follow up. Assisting relevant Departments in the formulation of policies regarding budgeting, investment planning, production and marketing. Design of Company reporting systems for Management. Advising on International investments and formulation of joint ventures, acquisitions, mergers and venture capital policies. Research and Publications: 1. Muhairwe T. William (2010), published a book Making Public Enterprises Work: A Turn Around Account, The National Water and Sewerage Corporation Experience ; 2. Sanford V. Berg, and Muhairwe T. William (2006), "Healing an Organization: High Performance Lessons from Africa" under review at the Journal of World Business 3. Mugisha, S. Marin, P., Muhairwe, T.W. and Mugabi, J. (2007). Transforming Public Water Utilities through Private Sector-like Management Principles: The National Water and Sewerage Corporation, Uganda Experience, World Bank Water Sector Board Discussion Paper, Washington D.C., The World Bank, (forthcoming) 4. Mugisha, Silver, Sanford V. Berg, and Muhairwe T. William (2007), Using Internal Incentive Contracts to Improve Water Utility Performance: The Case of Uganda s NWSC, Water Policy, Volume 9: 3 ( ). 5. Muhairwe T. William (2006), Cost Recovery Mechanisms: The Success of the NWSC-Uganda and its Relevancy for Other African Countries, World Bank Working Paper, Washington, D.C. 6. Muhairwe T. William (1988), New Style Joint Ventures: Ansatze zu einem Internationalen Innovations management, Ph.D Thesis, Wartaweil 25a, 8036 Herrsching, Germany. Conference papers Prepared and Presented: September 2008 Unaccounted for Water Reduction Methods in Uganda: A Commercial Strategist s Perspective 7

8 December 2006 November 2006 Cost Recovery Mechanisms: The Success of the NWSC-Uganda and its Relevancy for Other African Countries: Presented for World Bank/AfDB organised Workshop in Paris, France. Beyond Scarcity: Power, Poverty and the Global Water Crisis: Remarks presented at the Launch of the Human Development Report 2006 in Kampala, Uganda. October 2006 Contractualization Process: A Case of NWSC-Uganda Organisational Reforms, Presented for WBI organised learning workshop in Montreal, Canada June 2006 June 2006 June 2006 March 2006 March 2006 March 2005 May 2004 March 2004 March 2003 February 2002 Reforming State-Owned Enterprises - Trends in Uganda: Presented for International Regulation and Strategy Course, Public Utility Research Centre (PURC), University of Florida, Gainesville, USA Financing and Cost Recovery for the Water Sector: Ugandan Experience: Presented for AfDB organised Workshop in Tunis. Turning Around a Struggling Venture - A Ugandan Success Story: Presented for a British Council organised Management Forum Uganda Sustaining new investments in water and sanitation for small towns through capacity building: The NWSC-Uganda experience presented for a UN-Habitat organized session at World Water Forum, Mexico City Turning Around the NWSC: Improving Efficiency, Increasing Access And Creating Financial Sustainability: Presented For a UN-Habitat Organized Session at World Water Forum, Mexico City Water For Life: Who Should Pay for It - The Case of National Water And Sewerage Corporation Uganda: Presented at the Round Table Discussion Organised by The BMZ, German Government, Berlin, Germany. Enhancing Financial Sustainability and Accountability through Performance-Based Contracts: Presented for World Bank organized Workshop in Delhi, India Performance Improvement Program Current Achievements and Proposed Reforms: Presented for World Bank organized Workshop in Delhi, India Improving Performance through Internal Reforms by the Public Sector - A Case of the National Water and Sewerage Corporation Uganda: Presented for Water Week, World Bank, Washington. The Challenges of Managing A Public Enterprise A Case of National Water and Sewerage Corporation: Presented for Uganda Institute of Professional Engineers (UIPE), Kampala. November 2001 The use of Benchmarking and Performance Indicators, in performance management of Utilities a case of NWSC: Abidjan, Côte d Ivoire. May 2000 Strategic Change Management in Organisations- A case of NWSC; presented for Professional Managers and Accountants in Imperial Hotel, Kampala. 8

9 March 2000 Out-contracting Utility Operations - A Case of NWSC-Uganda: Presented for World Water Forum, Den Hague, the Netherlands. Languages: Language Reading Speaking Writing English Excellent Excellent Excellent Germany Excellent Excellent Excellent Swahili Fair Fair Poor French Fair Fair Poor Certification: I, the undersigned, certify that to the best of my knowledge and belief, this data correctly describes my qualifications, my experience, and me. Date: 29 th May 2014 Dr. William T. Muhairwe Day/Month/Year 9

THE WATER UTILITY PARTNERSHIP CURRENT STATUS, STRATEGIC AND INSTITUTIONAL FRAMEWORK

THE WATER UTILITY PARTNERSHIP CURRENT STATUS, STRATEGIC AND INSTITUTIONAL FRAMEWORK 1. INTRODUCTION 1.1 Establishment The Water Utility Partnership (WUP) is an African regional capacity building program