Session SDM - Ghana mr van Ess


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Session SDM - Ghana mr van Ess

  1. 2. Outline of Presentation <ul><li>Introduction – Background information of the 3 –Districts Water Supply Scheme </li></ul><ul><li>Capacity of the water scheme </li></ul><ul><li>Management Model for Operation and Maintenance (O&M) </li></ul><ul><li>Processes adopted to introduce the management model </li></ul><ul><li>Institutional Arrangements </li></ul><ul><li>Management Arrangements </li></ul><ul><li>Revenue Sharing Arrangement </li></ul><ul><li>Challenges </li></ul><ul><li>Way Forward </li></ul>
  2. 3. Introduction – facts about 3-DWSS <ul><li>Largest community-managed </li></ul><ul><li>water supply scheme </li></ul><ul><li>Constructed in 2008 </li></ul><ul><li>Total funding – USD 11.062 M </li></ul><ul><li>GoG - $4.312M; DFID- $4,500M; DANIDA - $2.25M </li></ul><ul><li>Serves 129 communities and 18 institutions with a total population of 115,092 </li></ul><ul><li>Beneficiary Districts: Dangme West -31 communities </li></ul><ul><li>Dangme East – 57 communities </li></ul><ul><li>North Tongu – 41 communities </li></ul><ul><li>Map of Ghana </li></ul>
  3. 4. Capacity of the system <ul><li>A system with 100% Slow Sand Filtration installation with capacity of 3,600 cubic metres per day </li></ul><ul><li>Eight high level tanks with total capacity of 1,450 cubic metres </li></ul><ul><li>A network of pipelines of between 50mm and 250mm in diameter of a length of up to 400km. </li></ul><ul><li>A total of 235 public standpipes; 65 institutional standpipes with 2 spouts per standpipe </li></ul><ul><li>System connected to national power grid and with a standby generator. </li></ul>
  4. 6. Management Model for O&M <ul><li>The adopted Management Model is Community-Private Partnership (CPP) </li></ul><ul><li>The choice was based on: </li></ul><ul><li>Principle of NCWSP – beneficiaries of water services responsible for O&M </li></ul><ul><li>The complexity of the water scheme </li></ul><ul><li>The large number of beneficiary communities </li></ul><ul><li>Ownership rights – multiple Districts and communities. </li></ul>
  5. 7. Introduction of the Model- Processes <ul><li>Series of stakeholder workshops and durbars to explain reasons for choice of Model </li></ul><ul><li>Conscious effort to involve all relevant politicians – MPs, Assembly members </li></ul><ul><li>Training of CBOs (WSDB, WATSANs) and DAs on their roles and responsibilities </li></ul><ul><li>DAs and WSDB involved in the processes for the engagement of the Private Partner </li></ul>
  6. 8. Institutional Arrangement <ul><li>Refer to presentation in word file </li></ul>
  7. 9. Management Arrangements <ul><li>PSO engaged by the WSDB and the DAs under a 5 year management contract for O&M. </li></ul><ul><li>PSO collects revenue for water use directly from Vendors – and not WATSANs. </li></ul><ul><li>PSO lodges all revenue in a WSDB Escrow account. </li></ul><ul><li>distribution of revenue is then made to various accounts by a standing order. </li></ul>
  8. 10. Revenue Sharing Arrangement – standpipes Type of Account Purpose Percentage of Revenue PSO’s Management Fee Full cost of O&M incl. Water quality tests 70 WSDB Allowances, maintenance of WSDB office 2 Replacement Additional investment and major repairs/replacement of parts 3 Sanitation Hygiene and sanitation promotion 2 WATSANs O&M of facilities within communities 3 Vendors Commission on total sale of water at standpipe 20
  9. 11. Challenges of the Partnership <ul><li>Irregular reporting of activities of the PSO to the DAs and the WSDB. </li></ul><ul><li>Limited capacity of the WSDB and DAs to supervise the activities of the PSO. </li></ul><ul><li>WSDB and WATSANs are not accounting to communities on regular basis. </li></ul><ul><li>Delays in the payment of bills by government institutions. </li></ul><ul><li>Inadequate information flow among key stakeholders. </li></ul>
  10. 12. Way Forward <ul><li>Need for a WSDB with requisite technical and financial capabilities. </li></ul><ul><li>Alternatively WSDB to co-opt people with requisite expertise to review financial and technical reports of PSO. </li></ul><ul><li>The need to streamline information flow – to promote accountability and transparency – make use of community radio. </li></ul>