Basic Integral Sanitation Model Lessons learned from SANBASUR and - - PowerPoint PPT Presentation

Basic Integral Sanitation Model in the Peruvian Andes (SABA) Lessons learned from SANBASUR and PROPILAS projects (Cusco and Cajamarca)

Schweizerische Eidgenossenschaft

Swiss Agency for Development Confédération suisse and Cooperation SDC Confederaz i one Svizzera Confederaz iun svizra

Basic Integral Sanitation Model in the Peruvian Andes (SABA)

GERARDO BASTERRECHEA BLEST

Water Supply and Rural Sanitation in Peru

SDC Program

• APRISABAC
• PROPILAS
• SANBASUR
• Rural Sanitation

Programs nationwide IN COOPERATION WITH

• WSP-WB
• CEPIS-PAHO-WHO

Influencing • Board of Water Donors with other agencies: WSP-WB, IADB, AECI, SDC, GIZ- KFW, etc

Strategic approach of the AGUASAN Program

• To contribute to poverty mitigation
• Integral approach of demand response
• Participation of all players involved
• To strengthen abilities at municipal, regional and national levels
• To influence policies and interventions nationwide.

4 key periods have been developed:

• 1995-2005: Design, validation

and implementation at community (JASS) and municipality levels

• 2005-2007: Strengthening and

coordination between both local and regional governments

• 2007-2009: Incidence and

strengthening at the regional government level, creating synergies with the central government for replying purposes within regions

• 2009-2012: Incidence of

experience scaling up in other regions of the country nationwide

Key success factors of the Model

• 1. Government authorities: political will and leadership.
• 2. Continuous enhancement processes.

3. Social policies & decentralization process. 4. Favorable national and international context in terms of economic growth. 5. Operation of project directive committees composed of sector authorities from both national and regional levels.

Main Results at effect and impact levels

• 1. Reduction of Acute Diarrheic Diseases(ADD) among children under 5.
• 2. Increase of investments in water supply and sanitation in regions.
• 3. Creation of an organization and management dynamic. Synergies with other sectors of

production and services (craftwork, agriculture, homestay and eco tourism).

Main Products to Date

 Technologies corresponding to the reality of the country’s rural Andes.  Ad-hoc regulations that have allowed for the mobilization of financial resources and the facilitation

• f their institutionalization.

 Flexible methodologies that have considered the integral approach.  Creation of instruments and tools:  Guidelines for monitoring integral projects within the SNIP framework.  Regional information systems in water supply and sanitation linked to the sector system nationwide.  Pedagogical guidelines for health and environment education.  Capacity strengthening program:  Strengthening plans for DRVCS.  Training programs and technical support to local governments -municipalities-.  Diploma programs in water supply and sanitation in alliance with regional universities.

MainResults at institutional level

• Appropriation and empowerment of the management model by various sanitation players from

Cusco and Cajamarca regional governments.

• Financial and human commitments with rural sanitation by sub-national governments.
• Institutional strengthening of DRVCS, as well as regional entities involved in sanitation programs.
• Regional plans & participating budget.
• Institutionalization of Municipality Sanitation Technical Areas (OMSABAR).
• Water supply and sanitation regional platforms.

Main Results at investment level

Contributions Beneficiaries

Swiss Cooperation: CHF 40’000,000 200,000 Direct beneficiaries 700,000 Indirect beneficiaries Financial policy for integral interventions institutionalized in both Cusco and Cajamarca regions 60% Regional government 20% Local governments (Municipalities) 20% Communities(JASS) These contributions have been channeled through a participating budget management tool Regional governments’ contributions since 2007 $52’000,000 Average per capita cost in each system $170

(*)interventions/beneficiaries- investments

Key ey indica indicator tors: : 1996 1996-2010 2010

Indicator Phase I & II (5 years) Phase III (3 years) Phase IV&V (7 years) Total Nb of interventions 162,0 76,0 280,0 518,0 PobBeneficiaries 55690,0 23385,0 101212,0 180287,0 Investment in AW & S (mill. S/.) 17,2 20,1 32,8 70,1 % Investment of SDC 54,3 27,9 1,1 12,0 % Investmenr of Regional Govt. 2,4 10,5 50,7 39,5 % Investment of Local Govt 4,1 15,0 28,4 23,3 Nb of OMSABA 13 100 100,0 % Good OMSABA 70 70,0 Nb of JASS 2014 2014 Nb of JASS with assistence Technical assistance Reg. Govt 63 1359 1359 Nb of descentralized laboratories 12 12

Structure of Average Costs

Indicator CDR-Propilas CRD-Propilas Sanbasur Investment in infrastructure

• 1. Infrastructure

52,7 42,0 61,7

• 2. Technical files

1,3 2,2 1,2

• 3. Qualified labor

11,4 15,9 20,9

• 4. Infrastructure monitoring

2,8 2,6 2,2 Sub-total Infrastructure 68,3 62,6 86,0 Social Investment

• 1. AOM Training

15,0 17,9 2,8

• 2. EDUSA Training

13,4 15,5 8,9

• 3. EDUSA Monitoring

3,0 4,0 2,2 Sub-total Social Component 31,7 37,4 14,0 Total Intervention 100,0 100,0 100,0 (*)Per-capita costs

Note: CDR: Rural district capitals CRD: Scattered rural communities

KEY MESSAGES:

• The great challenge: Articulation and Synchronization of infrastructure and social technical

components.

• Lessons learned in various interventions prove that a short-term approach based solely in

infrastructure does have positive effects; however, it fails to promote true changes in impact and development promotion, which are key factors for sustainability.

SABA Project: Basic integral Water & sanitation model in the Peruvian

• Andes. 2011-2012

Objective:

• To promote the sustainable management model of water supply and rural

sanitation services (SABA) in eight regions of the country (Piura, Lambayeque, Cajamarca, Cusco, Apurimac, Ayacucho, Huancavelica and Puno) by spreading out all lessons learned in Cusco and Cajamarca.

SABA Project 2011-2012 AMOUNT: CHF 2 000,000, donation resources

Counterpart: Ministry of Housing, Construction and Sanitation – DNS Regional Governments Performer: CARE-PERU Period of intervention: April 2011 – October 2012

THANK YOU

Schweizerische Eidgenossenschaft Swiss Agency for Development Confédération suisse and Cooperation SDC Confederaz i

• ne Svizzera

Confederaz iun svizra

THANK YOU

Schweizerische Eidgenossenschaft Swiss Agency for Development Confédération suisse and Cooperation SDC Confederaz i

• ne Svizzera

Confederaz iun svizra

Response key factors (Scaling Up) Government Leadership Marketing Strategy Coordination and Partnership Implementation Capacity Sustainable Water & Sanitation services Long-term Strategy Good Governance

SABA Project: 2011-2012

Components: 1. Institutional development at both local and regional levels by strengthening Regional Housing & Sanitation Directorates and Management offices of regional governments through work coordinated between various levels of national, regional and local governments. 2. Formation of human resources in water supply and sanitation programs by educational

• rganizations, gathering experiences from diploma programs in Cusco and Cajamarca in alliance with

universities. 3. Regional strategic communication highlighting the SABA model contribution to poverty mitigation, as a result of regional and local authorities’ decisions regarding rural sanitation sustainable management. 4. Creation of a private fund for water supply and sanitation investments, setting up strategic alliances with public and private institutions for designing and implementing basic sanitation integral projects and forming human resources.

Lessons Learned

• Leadership and sustainable management of water supply and sanitation services

require an agreed and complementary work of various government levels and the community organization.

• The need to articulate three components: infrastructure, management, operation and

maintenance training, and sanitation education. They all demand human resources specialized in water supply and sanitation willing and able to execute integral projects. Continued…

Lessons Learned…

• Integral approach investments in the sector lead to conditions for a local sanitation market; they

bond with specialized human resources formation groups and, therefore, contribute to the impact and sustainability of services.

• Community empowerment through its participation in co-funding water supply and sanitation

projects leads to more participation and care for services, thus creating a sense of appropriation. Continued…

Lessons Learned…

• In district capitals with no more than 2,000 inhabitants, optimization and rational use of drinking

water by the population is related to micro measurement, structure and transparency of the established share.

• In scattered rural communities, communication, organization and agreement strategies allow

municipal authorities and community members to make effective decisions with respect to the offer

• f water supply and sanitation services with non-conventional technologies.