The Nairobi City Water and Sewerage Company recently announced a 35 per cent reduction in water production at the Ngethu and Kigoro treatment plants due to declining water levels at Thika/Ndakaini Dam. This move has raised concerns about the country's approach to water management. Despite having the necessary human capital, technical expertise, and institutional investment, Kenya continues to struggle with water shortages. The country's water management issues appear to be more related to a lack of imagination, foresight, and competent leadership rather than a shortage of water.
Kenya has a dedicated ministry for water, sanitation, and irrigation, acknowledging the importance of water in national development. The ministry and other institutions established under the Water Act, 2016, are expected to ensure the country's water security. However, little imagination seems to be going into ensuring that these institutions deliver on their full mandate. The governance of water institutions is a significant concern, with many board appointees lacking a meaningful background in water resource management, infrastructure development, environmental sustainability, or public utility governance.
The composition of boards of many water companies and related institutions leaves much to be desired. Most appointees have little or no experience in the water sector, with some only understanding that water is essential for basic needs like drinking and washing. Those with slightly more advanced technical knowledge may know that water should be stored in tanks during rainfall. However, these credentials are not sufficient to oversee institutions responsible for the water security of millions of Kenyans.
It is unreasonable to expect institutions responsible for managing such a technically demanding and strategically important resource to succeed when appointments are driven more by political considerations than by competence, experience, and a demonstrated understanding of the sector. Perhaps it is time to consider extending the principles underpinning the Government Owned Enterprises Act to the governance and management of water companies, with the necessary legal and institutional adjustments.
The National Government has emphasized improving the governance, profitability, and operational efficiency of strategic State enterprises. However, similar attention is not being directed towards water service providers, whose performance has a direct impact on the lives and livelihoods of millions of Kenyans. Examples of effective public utility governance can be seen in entities like the Dubai Electricity and Water Authority (DEWA), which demonstrates how public ownership can coexist with commercial discipline, professional management, operational efficiency, and financial sustainability.
Private entities like Coca-Cola have also invested in water stewardship, efficiency assessments, and monitoring systems to ensure sustainable water use. The company understands that without guaranteed access to water, there can be no sustainable business. The Water Act, 2016, provides an institutional framework for national and county governments to develop water services, strengthen water infrastructure, and facilitate investment. However, little is being done to implement this framework.
The recent announcement on the reduction of water supply in Nairobi should concern every Kenyan, not only due to the inconvenience it will cause but also because of what it reveals about the vulnerability of the water supply system. The issue highlights the need for a more effective approach to water management, one that prioritizes competence, experience, and a demonstrated understanding of the sector.
Key points
- The governance of water institutions in Kenya is a significant concern, with many board appointees lacking experience in the water sector.
- The country's water management issues appear to be more related to a lack of imagination, foresight, and competent leadership rather than a shortage of water.
- Effective public utility governance, as seen in entities like DEWA, can coexist with commercial discipline, professional management, operational efficiency, and financial sustainability.
