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Jorge Caballero Peru Lac English Final


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Jorge Caballero Peru Lac English Final

  1. 1. The Case of Sechura, Peru A public-private social partnership Jorge Caballero Former Manager Progestion Sechura, Perú
  2. 2. Contents <ul><li>Background: Situation of Peru </li></ul><ul><li>Legal Framework, roles </li></ul><ul><li>and competences </li></ul><ul><li>3. A new model – The Small Town </li></ul><ul><li>Pilot Project </li></ul><ul><li>4. Achievements by the specialized </li></ul><ul><li>operator </li></ul><ul><li>5. Factors of success </li></ul><ul><li>6. Challenges </li></ul>
  3. 3. Location
  4. 4. Introduction: Peru <ul><li>Extension: 1.285.220 km 2 </li></ul><ul><li>Population: 28, 220 million </li></ul><ul><li>Urban population: 75.9 % </li></ul><ul><li>Rural population: 24.1% </li></ul><ul><li>Poverty: 39.3 % </li></ul><ul><li>Organization: 25 Regions, 194 provinces, 1.828 districts. </li></ul><ul><li>Small Towns: 2.001 a 30.000 hab. </li></ul><ul><li>650 small towns have 4.1 million inhabitants. </li></ul><ul><li>155 small towns served by 49 public utilities. </li></ul><ul><li>490 small towns served directly by local governments and others. </li></ul>
  5. 5. Water Supply and Sanitation Coverage Source: Housing, Construction, and Sanitation Ministry, Peru.   Area 2007 Coverage Pot. Water Sanitation Sewage Treatment Urban (*) 82% 73% 24% Rural 62% 33%   National 76% 33% 24% (*) Including wells * 6.7 million without access to potable water * 10.9 million without access to sanitation facilities
  6. 6. Sanitation Sector Local Level Municipalities WU - Municipalities - SO – Rural Committees Responsible for service delivery, investments and legal framework (Ordinances) for Small Towns. Service Delivery. Investments. National Level Housing, Construction, and Sanitation Ministry SUNASS National Sector Authority. Defines policies, prioritizes investments and financing . Service Regulator Regional Level Regional Plans. Provides TA and training. Financial support. Regional Government GENERAL LAW FOR SANITATION SERVICES
  7. 7. The case of Sechura: Management by SO <ul><li>Extension: 5,714 km 2 . </li></ul><ul><li>Placed in coastal desert. </li></ul><ul><li>Population: 32, 965 inhab. </li></ul><ul><li>Urban population: 97.5 % </li></ul><ul><li>Rural Population: 2.5% </li></ul>PROGESTION
  8. 8. Public-Private Social Model empowers supports informs oversees hires professionalizes Municipality Civil Society Specialized Operator
  9. 9. The process Sensitization and Information Promotion and Empowerment Implementation and Capacity Building Monitoring and Evaluation Infrastructure Works Health and Hygiene Promotion Gender Equity Alternative Technologies Environment Communications
  10. 10. Before and After Source: Management Indicators PROGESTION-2008
  11. 11. Before and After Source: Management Indicators PROGESTION-2008
  12. 12. Before and After Source: Management Indicators PROGESTION-2008. 1US$= S/.3
  13. 13. Management by the SO <ul><li>Professionalizing services </li></ul><ul><li>Recruitment of local staff. </li></ul><ul><li>Experienced managerial team. </li></ul><ul><li>Close relation with clients, </li></ul><ul><li>household by household. </li></ul><ul><li>Identification of bottlenecks and solutions. </li></ul><ul><li>Personalized attention to claims. </li></ul><ul><li>Flexibility in water bill payment. </li></ul><ul><li>User cadaster and metering. </li></ul><ul><li>Innovative sanitation technologies. </li></ul>
  14. 14. Sanitation <ul><li>Sewage Condominial System </li></ul><ul><li>Ecological Sanittaion </li></ul><ul><li>V. Chunga Aldana and Micaela B. </li></ul><ul><li>Before: Without domestic connection </li></ul><ul><li>Currently: 250 domestic connections </li></ul><ul><li>Benefitted population: 1,250 </li></ul><ul><li>Coverage expansion </li></ul><ul><li>4.8 % </li></ul>Fishermen’s Cove Before: Without domestic connection Currently : 90 domestic connections Benefitted Population: 450 Coverage expansion 1.7 %
  15. 15. What did the SO? <ul><li>With the municipality </li></ul><ul><li>Periodical report on accomplishments of management contract </li></ul><ul><li>Usufructuary payment </li></ul><ul><li>Advise in formulating WSS public investment </li></ul><ul><li>projects </li></ul><ul><li>Participation in oversight of investment </li></ul><ul><li>works </li></ul><ul><li>Convince about model sustainability. </li></ul>
  16. 16. What did the SO? <ul><li>With organized civil society </li></ul><ul><li>Periodical meetings with Community Supervision Board. </li></ul><ul><li>Enabled participation mechanisms, civil society oversight with gender approach. </li></ul><ul><li>Support in the promotion of a culture of water service payment. </li></ul><ul><li>Communication and Educational </li></ul><ul><li>Strategy addressed to the community. </li></ul>
  17. 17. Success factors and lessons <ul><li>Stable political environment although municipal elections. </li></ul><ul><li>Community’s support to the change of the management model. </li></ul><ul><li>Regular income ensured due to service payment by fisher industry (60 %). </li></ul><ul><li>National water and sanitation law incorporated </li></ul><ul><li>specialized operator as </li></ul><ul><li>actor in service administration. </li></ul><ul><li>Tariffs cover operation and </li></ul><ul><li>maintenance costs. </li></ul>
  18. 18. Community Scenes
  19. 19. Remaining Challenges <ul><li>Sustainability of the new management model when changing municipal authorities. </li></ul><ul><li>Understanding that the contract can be adjusted according mutual agreement. </li></ul><ul><li>Tariffs are still not updated as expected. </li></ul><ul><li>Delays in WSS investments by </li></ul><ul><li>the municipality. </li></ul>
  20. 20. Danke schoen