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 Composition

Has a Board with requisite skills as per the Competency Profile

Current Chairperson is not sitting more than two (2) consecutive terms

Current Chairperson chairs no more than two (2) other public bodies

Has a Board with a minimum of 30% male members

Has a Board with a minimum of 30% female members

Current Board retains at least 3 members or one-third of the previous Board

Governance Structure

Has a Board Charter

Has a Non-Executive Chair

Has a trained Corporate Secretary

Hosts Board training

Conducts Annual Board Evaluations

Ensures Board processes are executed

Ensures Board minutes are transmitted to the Permanent Secretary

Has an Information and Disclosure Policy

Audit and Internal Control

Has an internal auditor

Has an Audit Committee with clear terms of reference

Has an Audit Committee with three (3) or more members including a qualified accountant/persons possessing expertise in finance

Has an Audit Committee that does not include the Board Chair

Has an Audit Committee that excludes the Procurement Committee Chair

Has a Procurement Committee that rotates members every three (3) years

Has an independent Chair of the Procurement Committee (not chaired by the Finance Director)

Has Board procedures regarding procurement oversight

Has a trained Procurement Committee

Has an Annual Procurement Plan

Reporting and Compliance

Submits Annual Report to the Responsible Minister by July 31st of the present year

Has an Annual Board-Approved Corporate Plan (must include strategic objectives, budget and work plan) by October 31st of the present year

Ensures Annual Report is tabled in Parliament no later than July 31st

Ensures Responsible Minister issues Statement of Corporate Expectation to the Board

Ensures the Chair and Responsible Minister meet at least twice yearly to discuss Agency performance and emerging issues

Ethics and Behaviour

Has a Corporate Social Responsibility Framework including a Donations Policy

Has a Code of Ethics with conflict-of-interest provisions

Ensures staff is trained in the Code of Ethics

Has a Whistle Blowing Policy

Has an 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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