000			04818nam a22002177a 4500
003			UPMIN
005			20250219111527.0
008			250121b |||||||| |||| 00| 0 eng d
040			_cUPMin
090			_aLG993.2 2024 _bM21 M67
100			_aMosquite, Von Ryan C. _926763
245			_aStrategic plan for non-revenue water management division in Davao City Water District / _cVon Ryan C. Mosquite; Thaddeus R. Acuña, adviser
260			_c2024
300			_a93 leaves
502			_aThesis _b(Master in Management) _cUniversity of the Philippines Mindanao, _d2024
520			_aThe Davao City Water District's Non-Revenue Water Management Division (NRWMD) is grappling with several critical challenges, including elevated non-revenue water (NRW) levels, operational inefficiencies, and insufficient resources for effective leak management. Presently, the NRW level exceed the Local Water Utilities Administration's (LWUA) acceptable standard of 20%, posing compliance issues and significant financial losses. Furthermore, the division's position within the Pipelines and Appurtenances Maintenance Department (PAMD) limits its autonomy and efficiency in implementing comprehensive NRW strategies. In order to address these critical challenges, this strategic plan paper is developed. This strategic plan paper uses Fred R. David's strategic conceptual framework, encompassing strategy formulation, implementation, and evaluation phases. Internal analysis was conducted using the McKinsey 7S framework to identify structure, strategy, systems, staff, skills, style, and shared values gaps. Data acquisition utilizes a mixed-method approach. Primary data included assessments of organizational culture and core values. In contrast, secondary data comprised periodic reports, financial statements, industry benchmarks, and other relevant operational data, providing a thorough understanding of internal and external environments. The strategic plan emphasizes enhancing the operational efficiency of NRWMD through several key initiatives. First, it involves strengthening the division's operations management. It includes restructuring existing organizational structures and adopting advanced technologies, such as smart water management platforms, Internet of Things (IoT) devices, artificial intelligence (AI), and big data analytics. The goal is to improve leak detection and operations management. The second is enhancing the divisional capabilities. It includes capacity-building initiatives involving comprehensive training for technical personnel in advanced NRW management technologies and equipment maintenance. Additionally, both initiatives require financial reallocation to prioritize NRW management and ensure sufficient support for implementing advanced technologies and infrastructure improvements. The proposed strategy effectively addresses both internal and external environment factors. Internally, restructuring the organizational structure within the operations group overcomes structural limitations that impede its effectiveness. Integrating advanced technologies aligns with emerging industry trends and enhances the division’s ability to manage NRW proactively. Capacity-building initiatives ensure that the workforce is equipped with the appropriate skills to manage and maintain the latest technologies, establishing a culture of continuous improvement and innovation. Financial reallocation ensures NRWMD has the resources to implement these strategies effectively, leading to significant cost savings and improved operational efficiency. Financially, the strategic plan promises substantial impacts. By implementing advanced leak detection and management technologies, NRWMD can significantly reduce NRW levels, resulting in direct cost savings. For instances, reducing NRW from the current levels could save DCWD millions of pesos annually in water production costs. Integrating the latest technologies is expected to optimize operational efficiency, reducing operational costs. The capacity-building initiatives will also enhance workforce productivity, ensuring that technical personnel can effectively manage and maintain the new systems, thereby preventing costly breakdowns and inefficiencies. In conclusion, this strategic plan offers a comprehensive approach to addressing the significant issues NRWMD faces. It leverages technology, structural changes, and capacity building to enhance operational efficiency and compliance. By aligning internal capabilities with external factors, the plan sets a clear path toward achieving the division’s vision of becoming a leader in NRW management and sustainable water practices.
658			_aStrategic Planning _cM241
700			_aAcuña, Thaddeus R. _eadviser _91550
905			_aUP _aFi
942			_2lcc _cTHESIS _n0
999			_c21051 _d21051