The implementation of a 24-hour shift system has been one of several recommendations recently proposed to the Water and Sewerage Authority (WASA) if the cash-strapped organisation is to stamp out allegations of corruption, excessive overtime and lingering inefficiencies.
The recommendation was documented in a 71-page WASA report entitled "Feedback-Cost Reduction, Revenue Enhancement and Regularisation-The Employees' Perspective," which was submitted last month to the authority's executive director Dr Lennox Sealy for evaluation.
This report comes weeks after a comprehensive report of the Cabinet-sub committee to look into the operations of WASA, chaired by Public Utilities Minister Marvin Gonzales, unearthed a web of corruption, political patronage, unaccountability and mismanagement at WASA.
The committee also found that WASA had become over the years overstaffed, unproductive, unresponsive and dysfunctional and that the State-owned entity be incrementally dissolved and replaced with a Water Management Company within a revised water sector model.
Against the backdrop of these two detailed reports, Sealy believes the authority's efficiency and viability hinges on a 24-hour shift system for its workforce.
If this is not implemented during WASA's transformation process in the coming months, Sealy fears the State-owned company can set itself up for failure.
In a January bulletin, Sealy invited workers of the authority to submit recommendations via email to reduce spending, as WASA had found itself in "a crisis" and needed to find ways to show efficiency and sustainability.
Sealy received 57 solid suggestions, ideas and recommendations from workers, business professionals and concerned citizens that WASA could trim its fat which was documented in a report drafted by a committee.
Among some of the cost-cutting measures WASA has since reviewed are a reduction in staff, salaries, wages and allowances.
Of particular concern was overtime payments which the report pointed out needed to be managed and minimised.
On Tuesday, Sealy was questioned by the Sunday Guardian as to how the authority intended to curtail its staggering $469 million overtime bill for the period 2016 to 2020 which was disclosed in the December 2020 Cabinet sub committee's report into the operations of WASA.
"The truth is if you are running an operation that requires 24 hours attention you need to start with a shift arrangement....anything else does not make sense," Sealy said.
WASA's workers perform their duties between 8 am to 4 pm.
"But to think that you can have a centralised operation, for example, WASA leak repair and people go out and attempt to do the work between 8 am and 4 pm and get back (to the office) by 4 o'clock...you are setting yourself up for failure, obviously."
One recommendation in the report was that WASA should provide alternative arrangements that can include compensatory time off, flexible working hours or shifts for its workers.
Sealy said critical repair jobs cannot be left undone after 4 pm, stating that this is when overtime kicks in.
Under a shift system, another crew can complete the work without incurring overtime.
In many jurisdictions, Sealy said the issue of overtime is a sticky subject.
However, last month, WASA advised its managers that effective April 1 commuted overtime log forms must be completed and submitted electronically on a monthly basis in order for the continuation of this payment.
WASA has a workforce of 4,828.
File picture: August 2019. WASA workmen repair a burst pipeline along the Beetham Highway.
ABRAHAM DIAZ
Sealy willing to meet the 3 unions
One issue raised in the sub committee's report was that WASA was constrained from re-engineering and introducing new and contemporary water management technologies into operations, without first securing the unions' approval.
"The structure of the collective agreement, in the main, is based on anachronistic public service ranges and job designs and consequently, bear neither relevance nor relation to an organisation whose services are demanded on a 24-hour basis, seven days per week for 365 days per year," the report stated.
Describing himself as a transformation specialist, Sealy said he was willing to meet the three unions representing WASA workers to discuss this and any other matter as they embark on its restructuring exercise.
In some cases, he said, WASA might run into a situation where overtime can be easily abused.
"I am not saying that everybody abuses overtime. I am saying you have set yourself up for overtime and, of course, when that becomes part of the culture, then it becomes difficult to remove."
He said in every work environment some employees object to progression, improvements and change.
"They prefer things to remain the same."
While utilities as telecommunications and electricity have improved over the years with technology, Sealy admitted that WASA continues to remain a high-risk entity with an old pipeline network.
"We are also exposed to the most embarrassing optics...water spouting in the air or a road not properly restored."
Sealy said his priority was to ensure that deprived communities get water.
'Some employees object to $10 a month for water relief fund'
In March, Sealy offered five per cent of his salary towards a water relief fund for people who struggle for the essential commodity.
"I asked the employees to give $10 a month. Some people objected."
WASA is currently working on a memorandum of understanding with NIHERST to harvest rainwater for communities that do not have a regular supply.
"It is going to be difficult without the pipeline network, obviously to get water to everyone," he admitted.
It was suggested in the report that WASA introduce a ten to 15 per cent slash in salaries for all employees inclusive of executive managers.
"Staffing cuts and or reduction in salary/wage-related payments must be actively considered and initial action on this must occur in the current financial year. This 'elephant in the room' issue has to be confronted and as always- the devil is in the details," was one recommendation in the report.
Asked if a salary reduction was on the cards for its workers, Sealy was guarded with his response.
"Again, we are talking industrial court. We are talking about being fair. It is always difficult in any situation to cut salary. If you remember the political implications of cutting salaries a few years ago across the public service. It is always going to be difficult," he said.
'Too many allowances with improper monitoring'
However, Sealy said what WASA has to look at was "skills required" for positions.
"I think that would be my preferred approach. It would be foolhardy of me to suggest we simply cut salaries across the board. That is not how it works."
Questioned if WASA had considered reducing the 28 allowances workers receive, Sealy said "It has not worked quite like that. What we have looked at is who are entitled and who should get allowances. That is the approach we are taking."
Sealy again pointed out that such terms and conditions were agreed upon between the unions and WASA.
"So we have to be cautious in that regard."
It was recommended in the report that subsistence and meal allowances be discontinued to save WASA from haemorrhaging.
"Too many allowances with improper monitoring. Technical officers receive meals, phone and travelling allowances yet the backlog of complaints is still high. Review allowances, namely commuted overtime, home to office, travelling and telephone," was one of the report's suggestions.
Under the collective agreement with the National Union of Government Federated Workers, there are 20 allowances for WASA's daily-paid workers.
Altogether WASA workers are the beneficiary of 28 allowances.
Of these, ten relate to monthly paid employees, 17 to hourly-related workers and seven are premium allowances.
In the case of security staff, nine allowances apply.
Some of the allowances employees received are driving, on-call, shift, height, laundry, standby and transfer.