Strategy Implementation Drivers for Service Delivery at Busia Water and Sewerage Services Company (Buwassco)

Abstract

The improvement of service delivery is one of the most pressing issues facing public organizations. Governments have typically responded to this with a raft of policies and guidance, covering issues such as how to formulate and implement strategy implementation drivers for service provision. This study focused on critical strategy implementation drivers for service delivery at Busia Water and Sewerage Services Company Limited (BUWASSCO), Kenya. The objective of this study was to explore the strategy implementation drivers adopted for service delivery at Busia Water and Sewerage Services Company Limited (BUWASSCO). The study adopted a case study design and primary data was collected through face-to-face interviews with key managers at BUWASSCO. The data collected was analyzed using content analysis to identify key themes and insights. This study was conceptualized within the frameworks of the Resource-Based View (RBV) (Wernerfelt, 1984) and Institutional Theory (North, 1982). The findings reveal that BUWASSCO's strategic planning and implementation efforts have significantly improved service delivery. The findings also revealed that the key drivers include leadership, infrastructure investment, technological advancements, and effective resource management. These drivers have led to expanded water coverage, enhanced water quality, reliable water supply, improved revenue collection, and reduced non-revenue water. Additionally, the importance of a supportive organizational culture and proactive stakeholder engagement were considered as major strategy implementation drivers. Based on these findings, the study recommends that BUWASSCO should continue investing in modern infrastructure and employee training while fostering a culture of innovation. From the policy view point, the study recommends the formulation policies that encourage investment in technology and public-private partnerships. The study's limitation lies in its focus on a single case study, suggesting the need for further research across multiple water service providers in Kenya to generalize the findings and explore the long-term effects of strategic initiatives on service delivery.