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

14 décembre 2016, p.1

BERTE IBRAHIMAN

Republic of Côte d’Ivoire

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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

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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.

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• Global objectives
• Specific objectives

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.

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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;

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• History of the Sub-sector
• Institutional Framework

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• Launch et implementation of the National Program for Water Supply (NPWS)

including Villages Water Supply (NPVH);

• Maintenance of the Hand Cranked Pumps trusted to SODECI.
• Modern wells managed in direct partnership with the technical services of the

various municipalities. Prior to 1956

• Management trusted to:
• EECI : in the country’s interior (country side);
• SAUR : in Abidjan.

From 1956 to 1973 From 1973 to 1987

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• Implementation of a new maintenance strategy supported by 4 pillars (Village –

Regional Authorities – Private Operators (AR, OE) - DHH). From 2003 to 2006 2006 to Now

• Restructured program for a village based hydraulic system financed by the World

Bank with the creation of a three pronged approach maintenance system (Village – local handymen for repairs – Supply Stores for parts);

• Advent of Advanced Village Hydraulic (AVH) (1st project launched by the World

Bank);

• Technology transfer through FRAR-FIAU (Ministry of Planning);
• Financing of the 1st major project to promote AVH’s through KFW (AEP-KfW8);

From 1987 to 2003

• 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;

• Dissemination of professional management in all 13 Départments with the help of

the EU (more private operators);

• 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 infrastructures in rural areas

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• Resource Management
• Project Management
• Funds Management
• Sector’s Regulation

S T A T E

• Exploitation of the

leased nationwide public service

• Client Management
• Maintenance

C

• n

t r a c t

DELEGATED FUNCTIONS

SODECI OTHERS

NBPW

DGIHH

• Regulation of the

clean water sector

• Implementation of the

national program for clean water

REGALIAN

FUNCTIONS Project Management Consulting

VH, AVH...

POTABLE WATER CUSTOMERS

M.E.I.

• Exploitation of local

public service

• Funding for renewal
• Maintenance
• B.O.T.
• Local

Developpement Actor

• Potential Sponsor
• Management

Control

• Promote quality of

life and development

DECENTRALIZED COLLECTIVITIES

General Contractor CNC - CGPE

Mobilisation and sensibilisation of rural communities Installation of the CGPE Capacity development of the CGPE members

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• Assigned Missions and adopted modes of water

supply

• Rural Water Management infrastructures assessment
• Management Styles of ongoing rural water projects

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• 4. Control the execution level of all rural water projects
• 5. Follow up the exploitation of clean drinking water

production in rural zones

• 2. Identify the water needs for those areas and formulate

plans et programs to meet those needs

• 1. Promote access to clean drinking water for disadvantaged

areas

• 3. Implement those plans et programs to supply clean water

to rural areas

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 IN COTE D’IVOIRE

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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:

3.1.2 3.1.2 ADOPT ADOPTED ED MODE MODES S OF OF WA WATE TER R SUP SUPPL PLY

Bedrock

Area : 313 000 Km² Capacity : 113 10 9 m

3

Renewal : 33.5 10 9 m

3

/ an

Sedimentary

Area : 9 700 Km² Reserves : 13 10 9 m

3

Renewal : 2.2 10 9 m

3

/ an

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

VILLAGE HYDRAULIC (HV) SYSTEM

Specifically :

• Elaborate plan and program to supply drinking water

to villages et camp sites;

• Execute and/or supervise works and project to

supply villages and camp sites with potable water (boreholes + HCP);

• Organize and follow through with the exploitation of

various project to supply drinking water to villages and camp sites, and also social mobilization;

• Assist all decentralized entities in implementing

villages hydraulic projects.

Making drinking water accessible to rural zones and areas of less than 1.000 inhabitants,using Hand Cranked Pumps.

Specifically :

• Promote low cost new technologies;
• Scheduled supply of clean drinking water;
• Follow up with public works and AVH

Projects;

• Follow up with the exploitation of AVH

systems;

• Ensure the social mobilization of

beneficiaries.

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Make drinking water available to rural localities with 1000 to 4000 inhabitants, using small water mains.



ADVANCED VILLAGE HYDRAULIC (AVH) SYSTEM

• 2.164 Eligible localities
• 300 Completed AVH
• 41 AVH to be rehabilitated (16%)
• 10 Operators to manage more than

40 AVH

• 29 438 Identified needs
• 22 807 Completed water sites
• 15 875 Functional water sites
• 381 repair/maintenance personnel
• 50 Parts distributors or resellers
• 05 Operators for 1.000 HCP
• 6 932 HCP out of order (39%)

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0% 10% 20% 30% 40% 50% 60% 70% 80%

14%

HV HVA

14% (300 AVH) 86% (2 164 localities)

STATE OF THE AVH

Besoins couverts Reste à couvrir

77% (22 807 localities) 23% (6 631 VH)

STATE OF THE VH

Besoins couverts Reste à couvrir

DESIGNATION ELIGIBLE LOCALITIES COMPLETED PROJECTS

REMAIN TO BE DONE

Corresponding amounts for what remain to be done (Billions FCFA) VH 29 438 22 807

6 631 100

AVH 2 164 300

1 864 183

TOTAL

31 602

23 107

8 495 283 UNMET NEEDS IN RURAL AREAS

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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

many localities;

• Give greater autonomy and

responsibilities to communities ;

• Requires less preliminary studies

and the creation of new structures.

• Costs associated with the training

and monitoring;

• Aging and state of disrepair of

infrastructures;

• Risks of Funds mismanagement;
• Political interference with

management.

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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;
• A single regional interlocutor for

subsidies.

• Lot of red tape (multiple actors);
• Risk of system destabilisation;
• 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

the long-term upkeep of structures;

• Funds are secured by the contractor.
• Has yet to fully work during the pilot

programs;

• Difficult to reach the crititical mass of

the number of structures to manage .

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4 – MANAGEMENT THROUGH REGIONAL CONTRACTOR (This management style is specifically adapted when the Regional

Council is showing a firm willingness to shoulder its prerogatives bestowed by the transfert de competencies. It is, however, necessary that the populations trust their elected officials.)

Avantages Drawbacks

• Takes care of the entire structures or

work projects

• Regular follow up with repairmen

and maintenance personnel

• Ease of completion of new work

projects

• The main actor is the Regional

Council

• It is a new style of management
• Does not empower communities
• Preliminary studies required before

implementation.

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4

• Stakes and Challenges
• Prospects

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The stakes are to SUSTAIN in the long term the efforts of the government and of the territorial collectivities, in order to PRESERVE rural water resources through:



THE STAKES

• The promotion of a coherent and innovative institutional,

and regulatory framework;

• The adoption by the Ivorian Government of the sectorial

policy document validated by a national workshop.

• The adoption by the Ivorian Government of a national

strategic document for the maintenance and upkeep of various rural water works project (validated through a national workshop).

1. Revamping all the failing rural waterworks projects; 2. Install a culture professional management within all systems in use in the entire country; 3. Satisfying the needs of rural populations in accordance to the plans and regulations of the NDP (National Development Program); 4. Provide adequate technical support to the various government entities for the success of their respective rural water projects programs; 5. Promotion of low cost technologies to facilitate the implementation of the programs; 6. Easy access to professional training and scheduled recertification of the active agents and maintenance personnel, 7. Timely availability of the necessary means of production, in order to reach goals.



THE CHALLENGES

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Côte d’Ivoire’s vision is to move towards clean drinking water for all by 2030 with the creation of the hydraulic boulevards. That vision takes shapes within the following strategic objectives: Implement as early as 2018, the sectorial program and the national management strategy and the maintenance of waterworks projects based

• n professional training;
• 1. Allow access to clean drinking water to 100% of the rural population;
• 2. Equip all localities of less than 4000 inhabitants with an adequate rurale

water system. The global approach will cover, on one hand, the maintenance and the development of the installations, and on the other hand, the professional management of the rural drinking water resources.

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By clearly identifying four professional styles of management in the rural hydraulic sector, the Government’s aim is to foster some continuity in the supply of clean drinking water and an easier access for the populations. That initiative by the Government is put into actions by the implementation of strutural reforms and projects that were identified within the National Development Program (NDP) 2016 -2020 with the launch of the hydraulic boulevards, taking into consideration rural areas. The adoption of a national strategic management and the maintenance rural work project (with an estimated cost of 10.7 billions F.CFA for the periode 2016-2020) will usher new and promising perspectives rural hydraulic projects. In terms of financing, approximately 283 billions F.CFA are needed to cover the needs in clean drinking water in rural areas until 2030. The NDP 2016-2020 is contributing 68 billions F.CFA, leaving a 215 billions gap. In light of this, the active implication of all our financial and technical partners is highly sought after in aiding the rural areas.

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REPUBLIC OF COTE D’IVOIRE Unity-Discipline-Work