Smits post construction support
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Post-construction support to rural water supplies: costs and impacts - presen
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Smits post construction support
- 1. Post-construction support to rural water supplies: costs and impacts
- 2. Water MDG Water services that last 29 August 2012
- 3. But…. a danger zone looms Danger zone: as basic infrastructure is provided, rate of coverage growth risks stagnating Management / recurrent expenditure Sector dominates effort and costs Capital expenditure dominates Capital maintenance exp. dominates 25% 50% 75% 100% (Moriarty, 2011) Coverage rates Water services that last 29 August 2012
- 4. Background • Wide acceptance that majority of community-based service providers are unable to manage their water supply without some form of support – Direct support: structured support activities to service providers as well as to users or user groups – Indirect support creating and regulating the enabling environment for rural water supply services provision and support to service authorities • Yet, very little data available on the impact of direct and indirect support and what it costs • Literature study as well as primary data collection on costs (Andhra Pradesh, Ghana and Mozambique) and impacts of support (Colombia, Ghana) Water services that last 29 August 2012
- 5. Arrangements for providing direct support Arrangement for support Some examples agent Direct support Burkina Faso, Ghana, Mozambique and Uganda by local government Local government South Africa: municipalities can contract a Support Services Agency subcontracting a (SSA), which can be a private company or a NGO (Gibson 2010) specialised agency Central government •Honduras: circuit riders or parastatal agencies •Chile, regional utilities contracted by Central Ministry The Sistema Integrado de Saneamento Rural (SISAR) in north-eastern Association of community- Brazil combines association of community-based service providers with based service providers support from a state-level utility Honduras: AHJASA El Salvador: The Asociación Salvadoreña de Servicios de Agua (ASSA) NGOs offers direct support using a circuit rider model. Water services that last 29 August 2012
- 6. Effectiveness of arrangements for direct support • Earlier research had shown that most communities receive some support • But, what impact does it have? • What are the most effective arrangements? – Ad hoc and on demand arrangements – Structured support arrangements Water services that last 29 August 2012
- 7. Impact of direct support: Ghana 100% %of WATSANs meeting the benchmark on service provider 90% 80% 70% 60% indicators 50% Percentage of WATSANs meeting service provider benchmark, without monitoring support 40% Percentage of WATSANs meeting service provider benchmark, with monitoring support 30% 20% 10% 0% Source; Adank et al., 2012 forthcoming Water services that last 29 August 2012
- 8. Impact of direct support: Colombia • Survey of 40 rural systems: – 29 with structured support – 9 with ad hoc support – 2 had not received any support at all • Those with structured support have significantly better performing service providers; impact on service levels is positive but not significant Number of systems Average performance Average score for service score of the service level (on scale of 0-5) provider (on scale of 0- 100) Systems linked to post- 29 61.1 3.63 construction support model Systems without structured 11 48.1 3.52 post-construction support Source; Smits et al., 2012 Water services that last 29 August 2012
- 9. Impact of direct support: Colombia 100.0 Performance of service provider score 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 Programa Aguas Secretaria No Sin modelo Comite de UES Rural Aguas de Cultura support Manantiale Cafeteros de apoyo Cali Manizales AQUACOL Vivienda Empresaria s Pacora Caldas l Calificacion promedia en gestion tecnico- Score in technical performance 14.7 14.7 17.2 17.1 19.0 17.7 20.2 26.9 operativa Calificacion promedia en gestion Score in administrative performance 18.6 20.7 20.1 19.9 19.5 25.6 21.6 30.9 administrativa Calificacion promedia de gobernanza y Score in organizational performance 17.4 15.0 17.7 18.3 17.8 23.7 25.2 25.6 legalidad Source; Smits et al., 2012 Water services that last 29 August 2012
- 10. Impact of direct support: Colombia 90.00 • High variability within and Performance of service provider 80.00 between support models; 70.00 not clear that one model 60.00 works better than another 50.00 • Need to look at the 40.00 underlying factors that 30.00 explain effectiveness of 20.00 10.00 models: 0.00 – degree of 0 (n=2) 1-4 (n=16) 5-8 (n=13) 9-12 (n=4) Más de 12 institutionalisation (n=5) – frequency of support Frequency of support visits – inter-institutional Source; Smits et al., 2012 character of support model Water services that last 29 August 2012
- 11. Costs of direct support • Costs of: – Salaries of support providers – Travel and accommodation – Materials for training etc – Overhead • Difficult to collect and compile data – Little structured capturing of such data – No unified criteria – Often combined with other cost categories of operation, maintenance and replacement Water services that last 29 August 2012
- 12. Comparing expenditure on direct support in various case studies Case ExpDS (US$/ person/ year) Mozambique 0.0015 El Salvador 0.25 India (Andhra Pradesh) 0.32 Mali 0.34 Ghana 0.78 Honduras 0.90 Namibia 1.12-2.76 (actual) 2.59-5.49 (required) South Africa 1.69-3.93 Chile 3.44 Brazil 3.63 Source; Smits et al., 2011 Water services that last 29 August 2012
- 13. Expenditure and costs of direct support • Annual expenditure on direct support of less than US$ 1 per person per year reported that the relevant agencies were unable to fulfil their mandate (Ghana, Mozambique) • Annual expenditure of above US$ 3 per person all reported reasonable levels of functionality (South Africa, Chile, Brazil) • Realistic cost of support is probably a couple of US dollars per person per year • In countries with higher expenditure on support, this is not provided by local government, but by dedicated agencies • Some scope for user contributions, but largely financed through taxes of transfers Water services that last 29 August 2012
- 14. Conclusions • Many community-based service providers demand and access external support – Though few in a structured way • Little data available suggests that direct support to service providers leads to better performing service providers • But doesn’t necessarily translate into better services – Other factors at play – Type and levels of support are in many places not adequate Water services that last 29 August 2012
- 15. Conclusions • There is not a single type of “best” institutional arrangement; contributing factors include: frequency, degree of institutionalization and inter- institutional character • Direct support is not cheap – 2-3 US$/person/year seems to be needed; below 1 US$/person/year too low to have any impact • Scope for some user contributions, but to be funded largely through taxes and transfer • To be part of recurrent costs so as to avoid a danger zone Water services that last 29 August 2012
- 16. Next steps • Develop clarity of mandate for support, assessing also existing informal arrangements • Identify strengths and gaps of these models and possible ways of strengthening them and/or develop new modalities for support • Studies on existing expenditure combined with modelling of adequate financial resources – 2 to 3 US$ per person per year? • Identifying financing sources for direct support costs Water services that last 29 August 2012
Notes de l'éditeur
- Explain graph
- The institutional arrangements for support depend, in the first place, on the relationship between the service authorityand service provider. If the service provision arrangement is fully internal, i.e. the service is provided by a municipal department or municipal utility company, there is no clear direct support mechanism and, probably, no need for it. However, in such cases, only indirect support may be needed, for example when a utility hires an external consultant. These costs are normally included in the operational expenditure of the utility and may be passed on to the client. The other extreme is when the service provision is fully externalised, i.e. the authority has fully delegated the service provision to an independent service provider, which can be a private utility or operator, a mixed company or a CBO. 2. Most of the cases found refer to support for community-based management, which is the most common servicedelivery model in rural areas. The case from Mali contains support for private operators and the one from South Africa represents a joint management model.