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Before the technical assistance, everything as a disaster at CTE.
There was no organization and there was not an organogram.
We did a bit of everything. Working conditions were very bad.
Construction personnel had only insufficient tools and training was weak.
The technical assistance, as part of a reform, faced a certain resistance, including from people inside the institution.
It took a year for the technical assistance to be able to integrate our systems.
Changes made in terms of personnel, and the creation of a new organization,
a well-designed training program and an evaluation system for employees
were a result of the technical assistance.
Before that, our revenue was 20 million gourdes. Now, we are at 29 million gourdes.
We had about 29,000 clients. Now we have more than 35,000 clients.
We used to produce about 3 to 4 million cubic meters of water monthly. Now we are producing 5 million cubic meters of water monthly.
Before the technical assistance, there were about 120 water kiosks and public fountains downtown.
Now we have more than 200 kiosks in vulnerable neighborhoods.
The technical assistance, with support from the IDB and the AECID, is starting to work.
We are now building things that CTE could not do before.
No we can do this with our own resources. We can't say it is perfect but it is starting to work.
We realized that we cannot keep on waiting for others to do things for us.
It is time for us to take responsibility.
It is in this context that we started to take over these responsibilities.
Our main goal is to help CTE succeed in achieving its own autonomy as a commercial public service institution.
Have autonomy means to have more customers.
With more customers, the number of regional offices will increase and our revenue will also increase.
Once revenue increases, we can cover operating costs and that will allow us to become a profitable company.