This document discusses accelerating universal water coverage in Kajiado County, Kenya from the current pace which would not achieve full access until 2131. It notes that one organization invested millions of Euros over 15 years but made limited progress towards goals. The document then outlines several mini case studies of innovative water distribution models using water kiosks and home delivery. It discusses challenges around funding, sustainability, and innovation and proposes ways to scale up promising concepts through public-private partnerships and new financing approaches.

1. Roadmap universal coverage
10 fold acceleration
If we go in the same speed, Kajiado county will reach
full water access by 2131; not 2030
Statement of WASH Alliance Kenya, Feb 2016
One of the members (AMREF) had invested millions of Euros during last 15 years
4/11/2016 1

2. Roadmap universal water coverage
1. Problem sketch
2. Can we avoid toll roads?
Central systems vs diversification?
Single points vs Service delivery systems
Ideas about costs , revenues and finance
3. How to scale promising concepts of mini utilities ?
4. Reflections
inclusiveness,
self supply,
the role of subsidy
market opportunities.
New traffic rules?

3. Roadmap universal water coverage
-
200,000
400,000
600,000
800,000
1,000,000
1999 2,009 2019
urban
rural
1. Rural Kajiado stagnating
Part of Nairobi grows into
Kajiado
0%
10%
20%
30%
40%
50%
60%
< 1km 1-5 km >5 km
unimproved
improved
3. rural Namanga/ Mashuru in
2010
69% access to improved
but only 34% improved < 1km
0
10
20
30
40
50
60
70
80
2007 2010 2013
water improved
source
sanitation
2. Outcome 2.4 mln Euro project
AMREF in Namanga/Mashuru
110,000 pp; 23,000 people reached;
but MDG coverage less advanced
4. Now:
Sanitation uptake through CLTS
Get water distribution close to people:
other sources than boreholes
all paid; improved sustainability
first rural ‘distribution’ model (Africaqua)

4. PRESENT CONSEQUENCES WAYS FORWARD?
Slow uptake;
limited funds
Attract other funding/ use leverage:
consumers
private capital
Charity/grant
driven
Dependency
attitude;
ltd ownership
Attract new players:
private business
social enterprises
Government
managed and
operated
limited spirit;
retarded
innovation
Make sector 'fashionable'; performance based.
Make private operation attractive
MDG: Emphasis
on new access
existing
neglected
'Enforce' sustainability:
FIETS (full recovery), Compact
MDG: 20 l/c at
<1km
other solutions
neglected
Market Diversification ( e.g. 2 l/c good quality
water at best service); HWTS; self supply
Increase service levels for more revenue
Climate change
over-
exploitation;
ltd governance
Shortage in
water sources
Widen resource scope
Include poor quality water
Reduce losses
Increase eff (esp agric)
Re-use; recycle
Governance
AnalysisforWater
Governance,institutionalstrengthening,etcetc

5. Three ‘kiosk’ examples from South Kenya
‘Traditional’ Kiosk Model - Nakuru
• People pay
• No Pressure after 13:00
• Tank doubles daily volume
• Intransparent accounting;
• trolley service
Water is sold at $ 0,03 per 20 liter
10 m3/day
Earning is $0,01/20 or $ 5 per day; 2 pp

6. Three ‘kiosk’ examples from South Kenya
Central water purification
Sale at decentral kiosks supplied by
tanker
• People pay for high quality (+taste)
• Single source + RO treatment
• Home delivery didn’t work
• Looks for ‘1 m3 ATM’ at every 100/200 m
Water is sold at $ 0,03 per liter
(at most community taps water is sold at $0,03 per 20
liter; when bought at shops, one pays $ 0,30 per liter
mineral water)
Present business with 5 kiosks (20 m3/d); revenue
estimated at $90/day; 18 pp
PUREFRESH
Anthony Kamotho
Naivasha
(Fluoride problem)

7. Three ‘kiosk’ examples from South Kenya
Africaqua – Kajiado
From the same entrepreneur as IKOTOILET
(David Kuria)
Central water purification
Home delivery
• Fashionable
• Pure water in smaller Quantities
• Convert payment to labour
Claims home delivery can be at $ 0,03 per liter
(at most community taps water is sold at $0,03 per 20 liter; when
bought at shops, one pays $ 0,30 per liter mineral water)
Are people prepared to pay much more for ‘quality and service’?
Will the other part of the water use do harm?

8. Can we avoid toll roads?
Example of New wash delivery services:
Considerations:
• Quality (service) rather
than quantity
• Service level agreements
• No need for 24/7
• Dual quality: clean vs safe,
contained, bulk, HWTS
options
• Affordable
• Service = time saving
• Service=> willingness to
pay
Mini water utilities and revenue
drivers:
• Public-private partnership
• Waterkiosks & home delivery
• Minigrids water
Sanitation:
• Public toilets
• Alternatives to pit latrine
• Collection & transport
• Minigrids waste water
• Nutrient recovery & biogas
renewable energy

9. Cost & Revenues <> Finance
Cost & Revenues
• Shared costs under
umbrellas, franchise
• Value chain components
are value drivers
• Pre-paid to secure O&M
• Tariffs linked to Service
levels
Finance
• Can WASH be bankable?
• Combi of 4T’s: Tax, Tariff,
Transfer……Trade
• PPP-finance
• Hybrid finance with grants,
bonds
• Lease for operations &
maintenance

10. How to scale?
• Encourage PPPs in WASH, involve Private sector
• Franchise and lease constructions with concessions and
licenses
• Total Cost of Ownership approach by funders
• Create value drivers for SMEs, the WASH chain counts 34
entrepreneurial activities
• Multiply viable ‘small & growing’, using scale as solution for
shared costs & circular economy
• Integrate with health-food-agriculture-energy-climate-housing
investors

11. Reflections:
• Inclusiveness: diversification of services shows successful
special products & services for vulnerable groups
• self supply: in the rural areas there will always be a group of
self supply-reliance on family wells, latrines and HWTS options
• the role of subsidy: subsidy is perverse when programs adapt
to subsidy rules. Subsidy is meant for bridging gaps
• market opportunities: innovation takes place in new service
utility approaches and thinking in revenue drivers. Integration
offers opportunities
• new traffic rules?: See PPPCanvas: stimulate a sound
business ecosystem & partnerships around innovative value
propositions with impact as (Social)Return on Investments