Matta, Nadim2012-08-132012-08-132003-07https://hdl.handle.net/10986/9729National Water & Sewerage Company (NWSC), the Ugandan utility responsible for urban water delivery, was operating at a loss of Sh 348MM a month with performance indicators below African utility standards. In 1999, the Bank recommended that NWSC close down for good, after five years of intensive investments aimed at turning- around the utility. However, just three years later, the NWSC is hailed as a model by other African nations, corporations, and municipalities. What made the difference? Dr. William Muhairwe, the newly hired Managing Director declared a 100-day program focusing on targeted outputs. A sharp focus on results and "stretch" goals brought out the hidden reserve of capacity that already existed in the utility.CC BY 3.0 IGOCORPORATE PERFORMANCELEADERSHIPMANAGERSPERFORMANCE CONTRACTSPERFORMANCE IMPROVEMENTPROGRAMSPROJECT MANAGEMENTSEWERAGEUNACCOUNTED FOR WATERURBAN WATERWATER CONNECTIONSWATER DISTRIBUTIONWATER UTILITYWorld Bank10.1596/9729