Picture of Mark Barnett

Mark Barnett

President

National Water Commission (NWC)

Picture of Michael Shaw

Mr Michael Shaw

Board Chairman

National Water Commission (NWC)

Picture of Andrew Holness

Dr. The Most Hon. Andrew Holness, ON, PC, MP

Minister with Portfolio: Office of the Prime Minister & Economic Growth and Job Creation

Office of the Prime Minister (OPM)

Picture of Arlene Williams

Mrs Arlene Williams, CD, JP

Permanent Secretary

Ministry of Economic Growth and Job Creation (MEGJC)

Overview

The National Water Commission (NWC), established in 1980 through the merger of the Kingston and St. Andrew Water Commission and the National Water Authority, is a statutory organization dedicated to supporting national development. The NWC provides high-quality potable water and sewerage services to residential and commercial customers in a cost-effective and sustainable manner. It currently serves over 74% of the population with piped water and 19% with sewerage services, through a network of over 1,000 water supply facilities (including wells, treatment plants, and pumping stations) and more than 11,000 kilometers of water mains. In addition, the NWC operates 68 wastewater treatment plants, over 100 wastewater pump stations, and more than 500 kilometers of collector and trunk sewers.

Looking ahead, the NWC plans to invest $10,067 million in capital expenditure for 2025/26. This investment will focus on upgrading infrastructure, expanding the network, and improving service delivery. A key priority for the organization is to enhance energy efficiency and reduce energy costs. As part of this initiative, the NWC plans to install 350kW solar systems at the Leaders Avenue pump station and 100kW solar systems at the Frasers Content pumping station, with completion expected by the fourth quarter of the 2025/26 financial year. These installations are projected to reduce energy consumption from the national grid by 800kW during daylight hours by the end of the financial year.

Despite these efforts, the NWC anticipates a deficit of $1,885.57 million for the 2025/26 financial year, an improvement from the $2,036.62 million deficit in 2024/25.

Key Compliance Results

Indicators

Findings

Board with requisite skills as per the Competency Profile

Chairperson is not sitting more than two consecutive terms

Chairperson that chairs no more than two other public boards

Board with a minimum of 30% male members

Board with a minimum of 30% female members

Current board retained at least 3 members or a third of previous board

Board Charter (which includes conflict of interest provisions)

Non-Executive Independent Chair

Trained Corporate Secretary

Annual board training (in procurement, risk management, etc.)

Annual board evaluation

Board processes are executed (AGM, Annual Calenders, Meeting Frequency, Filings at Companies Office, etc.)

Board minutes are transmitted to the Permanent Secretary

Information & Disclosure policy

Internal auditor that reports to board through Audit Committee

Audit Committee with Terms of Reference

Audit Committee with three or more members including a qualified accountant/persons possessing expertise in finance

Audit Committee that does not include the Board Chair

Audit Committee that excludes the Procurement Committee Chair

Procurement Committee that rotates members every three years

Independent Chair of Procurement Committee (not chaired by Finance Director)

Board procedures in place regarding procurement oversight

Trained Procurement Committee

Annual Procurement Plan

Annual Report to the Responsible Minister submitted within 4 months of the end of the entity's financial year

Annual Board-Approved Corporate Plan in place by Nov 30 (must include strategic objectives, budget and work plan)

Annual Report tabled in Parliament within six (6) months of the entity's financial year

Minister issued Statement of Corporate Expectation to board

Chair and Responsible Minister met at least twice yearly to discuss Agency performance and emerging issues

Corporate Social Responsibility Framework (including Donations Policy)

Code of Ethics with conflict-of-interest provisions

Staff that are trained in Code of Ethics

Whistle Blowing Policy

Enterprise Risk Management Policy

Indicators

Findings

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$3 TRILLION+
not accounted for

HELP US HOLD OUR GOVERNMENT AND PARLIAMENT TO ACCOUNT!

Governance is too important to be left solely to our politicians. Send a letter to your MP and to the Parliament letting them know where you stand.

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