INTRODUCTION 1. SECTORS OBJECTIVES 2. EVOLUTION OF THE INSTITUTIONAL - PowerPoint PPT Presentation

Republic of Côte d’Ivoire BERTE IBRAHIMAN 14 décembre 2016, p.1

INTRODUCTION 1. SECTOR’S OBJECTIVES 2. EVOLUTION OF THE INSTITUTIONAL FRAMEWORK 3. RURAL WATER MANAGEMENT IN COTE D’IVOIRE 4. STAKES, CHALLENGES, AND PROSPECTS CONCLUSION 14 décembre 2016 2

In Côte d’Ivoire, the sector of clean drinking water has gone through major changes, and was ranked among the most efficient in West Africa, in the 1980 ’s . The management of the sector falls into the responsibilities of the Gorvernment, more precisely its Department of Economic Infrastructures. The present structural difficulties, combined with various crises experienced by our country, have provoked a maintenance lag in the existing infrastructure and stunted investments. In an attempt to re-energize the sector and make up all the deficits, the Ivorian Government has put into motion a series of institutional reforms, namely the creation de National Bureau for Potable Water (NBPW) or (ONEP in french) in 2006. 14 décembre 2016 3

1 Global objectives  Specific objectives  4 14 décembre 2016

1.1 1.1 GL GLOB OBAL AL OBJ OBJEC ECTIVE TIVES To improve the access to clean drinking water for populations, in quantity and quality, without jeopardizing future generations. 1.2 SP SPECIF ECIFIC IC OBJECT OBJECTIVES IVES  Strengthen the institutional, legislative et regulatory framework ;  Increase the rate of distribution, and the quality of service for potable water ;  Guarantee the financial balance or equilibrium of the sector ;  Harnessing and managing the human resource potentials of the country’s hydraulic network system;  Ensure the adequate maintenance and functioning of the infrastructures, and the permanent modernisation of the equipment;  Safeguard and mobilize all available resources in the water supply sector; 14 décembre 2016 5

2 History of the Sub-sector  Institutional Framework  6 14 décembre 2016

Prior  Modern wells managed in direct partnership with the technical services of the to various municipalities. 1956  Management trusted to: From 1956  EECI : in the country’s interior (country side); to  SAUR : in Abidjan. 1973 From  Launch et implementation of the National Program for Water Supply (NPWS) 1973 including Villages Water Supply (NPVH); to  Maintenance of the Hand Cranked Pumps trusted to SODECI. 1987 7

 Restructured program for a village based hydraulic system financed by the World Bank with the creation of a three pronged approach maintenance system (Village From – local handymen for repairs – Supply Stores for parts); 1987  Advent of Advanced Village Hydraulic (AVH) (1st project launched by the World to Bank); 2003  Technology transfer through FRAR-FIAU (Ministry of Planning);  Financing of the 1st major project to promote AVH’s through KFW (AEP-KfW8); From  Implementation of a new maintenance strategy supported by 4 pillars (Village – 2003 Regional Authorities – Private Operators (AR, OE) - DHH). to 2006  National workshop for the professional management of HCP and AVH (pilot program);  Increased role of the regional authorities in managing the HCP and Village Hydraulic; 2006  Dissemination of professional management in all 13 Départments with the help of to the EU (more private operators); Now  Creation of the NBPW with a department dedicated to the rural hydraulic sector;  Creation of CNC-CGPE with a mission to train the CGPE in managing and maintaining the water site;  National workshop to validate sectorial policies documents and national management strategies , and also to maintain the clean drinking water 8 infrastructures in rural areas

DGIHH DECENTRALIZED • Regulation of the General REGALIAN M.E.I. clean water sector COLLECTIVITIES FUNCTIONS Contractor • Implementation of the national program for clean water  Local Mobilisation and Developpement S sensibilisation of rural Actor CNC - CGPE communities T DELEGATED  Installation of the CGPE Potential Sponsor A FUNCTIONS Capacity development of  T the CGPE members Management Control E  Promote quality of  Resource Management life and  Project Management development Project NBPW Management  Funds Management Consulting C  Sector’s Regulation o n t • Exploitation of the r leased nationwide POTABLE a SODECI public service WATER c • Client Management CUSTOMERS t • Maintenance • Exploitation of local VH, AVH... public service OTHERS • Funding for renewal • Maintenance • B.O.T. 9

3 Assigned Missions and adopted modes of water  supply Rural Water Management infrastructures assessment  Management Styles of ongoing rural water projects  10

3.1.1 3.1.1 AS ASSIGNE SIGNED MIS MISSIONS SIONS OF OF RURAL URAL WA WATE TER R MAN MANAGEM GEMENT ENT SY SYST STEM EM I N COTE D’IVOIRE 1. Promote access to clean drinking water for disadvantaged areas 2. Identify the water needs for those areas and formulate plans et programs to meet those needs 3. Implement those plans et programs to supply clean water to rural areas 4. Control the execution level of all rural water projects 5. Follow up the exploitation of clean drinking water production in rural zones 11

3.1.2 ADOPT 3.1.2 ADOPTED ED MODE MODES S OF OF WA WATE TER R SUP SUPPL PLY We had two types of modes of water supply in rural areas:  Village Hydraulic (VH);  Advanced Village Hydraulic (AVH). The above two modes are supplied by two types of underground waters: Bedrock Area :  313 000 Km² : 113 10 9 3 Capacity m Renewal : 33.5 10 9 3 m / an Sedimentary Area : 9 700 Km² : 13 10 9 3 Reserves m Renewal : 2.2 10 9 m 3 / an 12

 VILLAGE HYDRAULIC (HV) SYSTEM Making drinking water accessible to rural zones and areas of less than 1.000 inhabitants,using Hand Cranked Pumps. Specifically : o Elaborate plan and program to supply drinking water to villages et camp sites; o Execute and/or supervise works and project to supply villages and camp sites with potable water (boreholes + HCP); o Organize and follow through with the exploitation of various project to supply drinking water to villages and camp sites, and also social mobilization; o Assist all decentralized entities in implementing villages hydraulic projects. 13

 ADVANCED VILLAGE HYDRAULIC (AVH) SYSTEM Make drinking water available to rural localities with 1000 to 4000 inhabitants, using small water mains. Specifically : o Promote low cost new technologies; o Scheduled supply of clean drinking water; o Follow up with public works and AVH Projects; o Follow up with the exploitation of AVH systems; o Ensure the social mobilization of beneficiaries. 14

HV HVA 80% 70% 60% 50% 40% 14% 30% 20% 10% 0%  29 438 Identified needs  22 807 Completed water sites  15 875 Functional water sites  2.164 Eligible localities  381 repair/maintenance personnel  300 Completed AVH  50 Parts distributors or resellers  41 AVH to be rehabilitated (16%)  05 Operators for 1.000 HCP  10 Operators to manage more than  6 932 HCP out of order (39%) 40 AVH 15

UNMET NEEDS IN RURAL AREAS REMAIN ELIGIBLE COMPLETED Corresponding amounts for what TO BE DESIGNATION LOCALITIES PROJECTS remain to be done (Billions FCFA) DONE VH 29 438 22 807 6 631 100 1 864 183 AVH 2 164 300 31 602 8 495 283 TOTAL 23 107 14% 23% STATE OF THE AVH STATE OF THE VH (300 AVH) (6 631 VH) 86% (2 164 77% (22 807 localities) localities) Besoins couverts Reste à couvrir Besoins couverts Reste à couvrir

There are four management styles available in Côte d’Ivoire, and for which pilot programs are currently being experimented. 1 – PROFESSIONAL COMMUNITY BASED MANAGEMENT (adequate when communities are already structured and have shown their capacity to self manage) Avantages Drawbacks •  Familiar systems that already exist in Costs associated with the training many localities; and monitoring; •  Give greater autonomy and Aging and state of disrepair of responsibilities to communities ; infrastructures; •  Requires less preliminary studies Risks of Funds mismanagement;  and the creation of new structures. Political interference with management. 17

2 – MANAGEMENT THROUGH RESOURCE MUTUALISATION ( It calls for pooling of resources, based on a recurring patrimonial mediation. This management style can only be achieved among communities willing to put their financial resources together. Trust between the futur participants is paramount. ) Avantages Drawbacks • • Success of the pilot program; Lot of red tape (multiple actors); • • A single regional interlocutor for Risk of system destabilisation; • subsidies. Mismanagement of funds. 3 – PRIVATE CONTRACTORS MANAGEMENT (This management is preferably entrusted to local private contractors . It is more effective when users are willing to trust an unfamiliar contractor. ) Avantages Drawbacks • • System guarantees le renewal and Has yet to fully work during the pilot the long-term upkeep of structures; programs; • • Funds are secured by the contractor. Difficult to reach the crititical mass of the number of structures to manage . 18