1. Governance Principles for successful introduction of PPP in rural water Sector Experiences from Rwanda, Uganda and Senegal Rural Water Symposium, April 13 – 15, 2010 Kampala, Uganda Water and Sanitation Program (WSP) Samuel Mutono and Madio Fall

3. What are the PPPs and Why

4. Experiences of Public Private Partnerships (PPPs) in Rwanda, Uganda, and Senegal

5. Benefits of PPP in the 3 countries

6. challenges

8. Corruption increases costs, reduces efficiency and threatens the ability to deliver required results.

9. Effective water provision depends more on the quality of governance.

11. Require new investments by the private contractor (time/expertise, technology, money, reputation, e.tc)

12. Transfer risks to the private sector ( operation, service delivery, design, construction, e.t.c.),

14. PPP the private operator is told the outputs to meet

17. 2004: Community management is recognised as a failure based on a specific extensive field survey ( over 30% of facilities non functional)

19. Association of POs formed: Weak technical and financial management skills in WSS schemes management- Rwanda on track to transfer the management of 50% of the systems to the private sector by 2012

21. A forum for POs has been established – Association

22. Functionality of RWSS increased from 30% to 75% by 2007

23. Improved efficiency of the systems: POs able to control water losses, pay maintenance costs and create jobs

24. PPP contributing to sustainability

25. Increased number of connections

26. Job creation ( water saler, fontainers & technicians, water meter readers)

29. Commercialization of service delivery

30. Establishment of an effective regulatory framework.

32. Chair Social Services Committee

33. Rep of domestic consumers

34. Rep of institutional consumers

35. Rep of Other ConsumersManagement Contract Private Operator (Management of Technical, Financial and Commercial Operations) Customer Contract Users/Clients

36. Results of the reform- Uganda

38. High rate of urbanisation, increased pressure on available capacities/need for system expansions.

39. Equipment is growing old, need for a budget for assets renewal.

40. Growth and changing environmnet, need review of Performance & Management Contracts

41. Low capacities especially of the WA and POs

44. Government’s major challenge is to improve on their Regulation (which is under way) and regular audits.

45. Growing number of Small Towns calls for clustering to enhance economies of scale.

46. Higher levels of PPP are now being piloted, in partnership with GPOBA, 10 schemes are being implemented, with pre-financing by the PO.

47. Key consideration include selection of appropriate type and size of PSP interventions, stakeholder consultation and effective Regulation.

48. Use of community score cards & citizens report cards is being piloted to improve service delivery

50. From 1984 tp 1996, all the boreholes managed by committees, including fixed charges

51. From 1996 Pilot project (REGEFOR)

52. Precondition for borehole construction

53. To pay water by volume

54. To form an ASUFOR (water user association)

55. To open a bank account

57. ASUFOR (Water User association): Responsible for water supply management

58. DEM (operating & Maintenance directorate) for borehole maintenance

59. Private sector: .

60. Borehole operator

61. EQUIPLUS (REGEFOR) for borehole maintenance

63. Implication of different types of users

65. Saving account opened in local banks,

66. Transparency in expenses allocation and use of money

68. Operation oif equipment

71. Increased access to services (connections) – Expansion

72. Improved financial standing of WSS

73. Better management and at lower levels.

74. Enhanced participation of users

75. Job creation

78. Benchmarking & monitoring sector performance

80. Start on a pilot basis

81. Build capacity of the actors in their respective roles – Including governance.

82. Promote POs association – Codes of conduct

83. Set up/ stregthen Monitoring and evaluation systems

84. Benchmarking, performance indicators & clear targets

85. Set up/stregthen regulation and audit functions

86. Strengthen consumer voices

88. Take time to consult with stakeholders

89. Promote POs association – Codes of conduct

90. Encourage each RWSS to have a business plan

91. Benchmarking, performance indicators & clear targets

92. Plan for Incentives and sanctions

93. Plan for Clustering for economies of scale

94. Gradually move to higher levels of PPP -= e.g. Build- operator and transfer contracts

96. Set up/strengthen regulation and audit functions

99. Build capacity of the actors in their respective roles – Including governance.

100. Encourage each RWSS to have a business plan

101. Plan for Clustering for economies of scale

102. Assist POs to access financing for improving and expansion of service delivery6. Decency: degree to which information & stewardship of the rules is undertaken without harming or causing grievances to people.

103. Thanks