Ten success factors driving sustained performance improvements in Uganda’s National Water and Sewerage Corporation

Published on: 17/04/2026

At the 3rd Global South Academic Conclave on Water and Climate (GSAC), 6-7 February 2026 in Ahmedabad, India, Eng. Dr. Silver Mugisha, Managing Director of the National Water and Sewerage Corporation (NWSC), reflected on ten interlinked factors that have underpinned the utility’s sustained performance improvements over the past decades. His message was clear: transformation did not come from a single reform, but from a coherent system of incentives, leadership, learning, financial discipline, and innovation working together. 

At the heart of NWSC’s turnaround was the introduction of incentive-based performance contracts. These contracts established clear Key Performance Indicators (KPIs) at corporate, area, and individual levels, ensuring alignment across the institution. Performance was not left to chance; it was monitored rigorously using data-driven systems. Staff and managers who delivered results were rewarded, while non-performance attracted consequences. This culture of accountability reinforced a powerful principle: what gets measured gets managed. By embedding measurable targets and linking them to incentives, NWSC cultivated a results-oriented ethos that steadily improved operational and financial outcomes. 

A second critical factor was continuous staff capacity building. Dr. Mugisha emphasised that infrastructure alone does not deliver services, people do. Innovation, he noted, often arises from practical experience, local knowledge, and creativity on the ground. Formal qualifications are important, but they must be complemented by hands-on skills and problem-solving abilities. By investing in staff development and creating space for learning-by-doing, NWSC strengthened its technical competence and institutional confidence. 

Resilience through ongoing performance re-engineering formed a third factor. Rather than treating reforms as one-off initiatives, NWSC institutionalised a culture of constant improvement. Structures, systems, and processes were periodically reviewed and redesigned to respond to emerging challenges. This adaptability was supported by strong government backing and sustained donor investment in infrastructure financing, enabling the corporation to modernise and expand its asset base. At the same time, environmental protection was integrated into operations, reinforcing long-term sustainability and climate responsibility. 

External benchmarking served as a fourth driver of performance. By comparing itself with regional and global utilities, NWSC created an external reference point for accountability and learning. Benchmarking enabled the corporation to identify gaps, adopt best practices, and remain ambitious. It ensured that progress was measured not only internally, but also against international standards. 

The fifth factor was digitalisation and the development of homegrown technological systems. Efficiency gains were accelerated through digitised operations, data management, billing systems, and monitoring tools. By building and adapting its own systems, NWSC maintained agility and operational independence, reducing reliance on external vendors and ensuring solutions were tailored to local realities. Digital systems became enablers of transparency, speed, and evidence-based management.

A sixth transformation involved shifting the institutional mindset from profit maximisation to service delivery. NWSC repositioned itself as a customer-oriented utility focused on equitable and reliable services rather than narrow financial returns. This service-delivery orientation strengthened public trust and aligned the organisation with its social mandate, particularly in serving low-income and informal settlements.

Closely linked to this shift was a seventh factor: the institutionalisation of research and development (R&D). This structure ensured that research priorities were aligned with operational challenges and strategic goals. By grounding decisions in data and experimentation, NWSC enhanced its capacity to innovate and respond to evolving sector demands.

Financial autonomy constituted the eighth success factor. Rather than depending heavily on government subsidies, NWSC strengthened its internal revenue base through revenue enhancement strategies, tariff indexation, cost optimisation, and diversified market-based financing mechanisms. This financial discipline allowed the corporation to reinvest in infrastructure, expand services, and maintain operational stability. Autonomy also reinforced accountability, as financial sustainability became a core performance metric.

The ninth factor was the evolution of NWSC’s performance management approach—from an engineering-led model to a people- and customer-centric service model. While engineering excellence remains essential, the corporation increasingly recognised that service quality, customer satisfaction, equity, and trust are equally important. Operational efficiency was prioritised alongside asset expansion, and deliberate attention was given to extending services to informal settlements. Climate stewardship and institutional credibility were treated as strategic imperatives, not peripheral concerns.

Finally, the tenth success factor was the strengthening of partnerships between academia and utilities. Dr. Mugisha positioned NWSC as a living laboratory for research that addresses real operational challenges. He called for greater investment in ecosystems that bridge classrooms and field operations, support both formal research and grassroots innovation, and scale proven technologies. In his view, engineering innovation must directly support the broader transformation of water supply and sanitation systems. 

In conclusion, Dr. Mugisha acknowledged that sustained success does not mean the absence of challenges. Rather, it reflects the possession of better tools and systems to confront them. NWSC continues to grapple with climate shocks that outpace infrastructure development, rapid urbanisation, tensions between investments in sewage and water supply, affordability versus cost recovery, talent retention, non-revenue water and water theft, and the pace of technological change. Yet, the corporation’s integrated model—anchored in accountability, learning, innovation, financial discipline, and service equity—has equipped it to navigate these pressures with resilience.

Taken together, these ten factors illustrate that NWSC’s transformation is not accidental. It is the product of deliberate institutional design, sustained leadership, and a coherent performance culture that aligns people, systems, and strategy toward long-term public value.