Diagrama de Carga Diario Proyectado (Año 0)
ASPECTOS AMBIENTALES
• The dramatic increase in countries experiencing confl ict and violence in the past year highlights the need for WSP to expand its efforts in delivering water and sanitation services fragile states.
• A review of WSP’s work in fragile states suggests that the most effective use of WSP’s fragile states team is to deploy it to establish the Program’s presence in new countries with a view to graduating these into WSP core focus countries supported by the broader WSP team after a few years.
Fragile and post-conflict states are at the greatest risk of not meeting the MDGs. Conflicts, economic crises and natural disasters not only leave infrastructure damaged but often result in a capacity conundrum with governments too weak to meet basic service-delivery standards or donor accountability requirements. As a result, donors either channel funding to humanitarian agencies or set up parallel systems of accountability. While this works in emergency situations, it prevents country-led programs from developing sustainable service delivery models. Poverty is increasingly concentrated within fragile states, while service delivery for water and sanitation struggles to keep pace with rapid population growth.
WSP is addressing this need, collaborating with Sanitation and Water for All partners to prioritize water and sanitation services, promote evidence-based decision making and support strong national processes.
WSP’s work in fragile and conflict-affected states focuses on supporting the sector in transitioning from ad hoc emergency interventions to long-term country-led development programs.
Support for Country-Led Programs
WSP’s technical assistance work in fragile states builds country-led water, sanitation and hygiene service delivery pathways through core country systems -- the basic skills needed to deliver services, including the capacity to plan, budget, finance, deliver, monitor and sustain services. This approach draws on the logic and mounting evidence that core country systems are both a foundational
requirement of a functional state, and are essential to extending the reach and rate of progress in the sector. Embedding sector service delivery pathways in these systems reduces dependency on volatile and fragmented external support, shifting the emphasis from saving lives to building life-saving institutions. Bringing the state back into service delivery can also improve the credibility of local and national institutions in the eyes of citizens. During its current business plan, WSP has developed and refined its approach in fragile states. This evolutionary approach to service delivery models is being used to translate analysis into investment across the range of fragile states where WSP works. In this approach, five areas of intervention are necessary to support the transition from emergency to development. These are not a linear sequence of steps. Rather, they are complementary and interdependent intervention areas that come in and out of focus depending on context and what other actors are doing in the sector.
Generate planning data to re-establish country leadership – In post-conflict or post-crisis situations, governments need data to regain the coordination role and to orchestrate service delivery by the many non-state actors present since the crisis started. Leadership exposure to WASH service models – Isolation during conflict means senior officials in these countries lack first-hand understanding of current good practice. Exchange visits – especially to countries that have emerged from conflict – help officials translate knowledge about the sector for their own country’s needs.
This figure illustrates WSP’s evolutionary approach to introducing, adapting, selecting, promoting and growing service delivery models in fragile states.
FIGURE 9: FIVE AREAS OF INTERVENTION IN FRAGILE STATES
REST OR IN G C O N F ID E N C E T R A N S F O R M IN G IN ST ITU TION
Monitor and evaluate service delivery models promoting
models that work
4 Generate planning data to re- establish country leadership of sector Leadership exposure to WASH service delivery models Facilitate the adaptation of service delivery models to country context 1 2
Build and refine investment channels 5 3 COUNTRY LED PROGRAM
Facilitate adaptation of service delivery models to country context – Trying to import existing models directly into fragile states is unlikely to work, given low human resource capacity, poor public finance management systems and political economy issues. For example, setting up a water regulator in a fragile state may only result in an organization bearing the name ‘regulator’ but lacking the function of one.
Monitor and evaluate service delivery models, promoting models that work – With no over-arching government program for WASH, there are multiple models and government pilots, all of which have vested interests in their continuation. WSP promotes joint multi-stakeholder reviews and ensures independent analysis and performance evaluation.
Building and refining investment channels – Most fragile states do not have the systems, processes or absorption capacity to channel budget support. At the same time
most existing channels of support – mainly through non-state actors – undermine the government’s ability to build capacity. Resolving this ‘capacity conundrum’ requires building new investment channels to reliably channel domestic and donor funding.
The following country examples illustrate how WSP is applying this evolutionary approach in different World Bank lending situations -- in the Democratic Republic of Congo (DRC) where there is a large IDA portfolio that includes water and sanitation services b) in Papua New Guinea (PNG) where there is a small IDA portfolio and no direct investment in the sector, and c) Zimbabwe where there is no IDA allocation.
This year, WSP worked in DRC on all five areas of
intervention. DRC has some of the lowest levels of access to water and sanitation services across Sub-Saharan Africa. Decades of conflict, deteriorating public sector
Congo Brazzaville DRC Haiti Liberia Myanmar Sierra Leone Somalia South Sudan Timor-Leste Zimbabwe Nigeria
Papua New Guinea
World Bank- Classified Fragile States
Monitoring service delivery models
Building investment channels Generate
planning data Leadership exposure
Adapting service delivery models
Other Conflict- Affected Countries
This chart shows the countries where WSP provides support in areas such as generating planning data, leadership exposure, adapting and monitoring service delivery models and building investment chains.”
FIGURE 10: COUNTRY, STATUS AND NATURE OF WSP SUPPORT
governance, stalled decentralization, fragmented sector institutions, and poor performance of the national state-owned water service provider have collectively undermined progress.
The World Bank has an IDA commitment of over US$ 375 million a year in the country, making it possible to fund operations in a wide range of sectors, including WSS. However, while there is large urban water supply project there is little funding to rural water supply home to at least 65% of the population lives and where coverage is far lower than in urban areas.
As peace and economic growth return to the country, there are new opportunities for the government to start assuming a more prominent role in service delivery. Working with the government, development partners and non-state actors, WSP designed and managed a national study on the performance, characteristics and geographic distribution of autonomous piped water systems. The
study provides a picture of over 400 piped water supply systems that supply an estimated 4.5 million people. Building on this study, WSP is developing an output- based aid investment channel to mobilize financing for the expansion of existing rural piped systems, in addition to working with national authorities to build new ones and to establish regulatory mechanisms to oversee their management. The output-based aid channel will draw on WSP’s experience of working in Kenya, linking the managers of rural piped systems to microfinance institutions, NGOs and other development partners looking to invest in the rural water sector.
In PNG, where the World Bank is resource (IDA)
constrained, WSP is strengthening the countries WASH policy framework to attract investment from other development partners.
As of 2014, nearly two-thirds of all people in PNG do not have access to safe water, and over half lack access to improved sanitation. WSP is working to address this
challenge through analysis – a Service Delivery Assessment (SDA) – by providing leadership exposure and a through policy dialogue leading adapting good practice service delivery models in the national WASH policy.
Now complete, the draft National Water Policy sets out disaggregated WASH targets, principles of service delivery, an institutional framework and a consolidated set of definitions and to address underlying issues restricting service delivery. This technical assistance has helped attract further funding to the sector. The World Bank has also been able to convene the broader development community to present the SDA and policy, raising awareness of sector financing requirements and key reforms.
Through support to this upstream policy dialogue and sector reform WSP’s TA in PNG has provided the World Bank with an instrument to engage in the sector even though the Bank’s IDA allocation restricts its ability to lend directly to the sector.
Until 1990, Zimbabwe had some of the highest coverage rates in Africa. Since then, coverage figures have dropped steadily, particularly in urban areas where the proportion of households with piped water on premises has dropped by 20 percentage points. Only half of urban households have access to improved sanitation and 80% of sewage is discharged with inadequate treatment.
There is no World Bank lending program in Zimbabwe and Bank support to the sector in Zimbabwe is therefore restricted to a technical assistance program and a small amount of infrastructure investment from trust funds such as the State and Peace-Building Fund (SPF).
WSP has focused on generating municipal water and sanitation planning and performance data to spur better use of recovering local government water and sanitation revenues. The rationale for this focus on municipal water and sanitation services emerged from WSP’s analytical work and support to the national policy. Following the shift from the Zimbabwe dollar to multi-currency use in 2009, there was a rebound in public finances both at central government – from general taxation – but more notably at the local government level where up to 50% was from water and sanitation tariffs.
This presented an opportunity to work with domestic funding sources, and a need to optimize the performance
of local government water departments to make the most of these revenues. WSP has facilitated a national service- level benchmarking exercise, which has gained momentum and ownership particularly over the past year. This year, town clerks have led peer-to-peer assessments of each other’s performance against key indicators leading to better use of own revenues including ring-fencing water tariffs and higher funding to the maintenance of systems.
While making optimal use of local government revenues is a critical step in reversing the decline in services, there is also an urgent need for capital investment to rehabilitate and expand urban and small-town services. This need is exacerbated by the rate of rural to urban migration that has accelerated over the past five years. Around 40% of Zimbabweans now live in urban areas.
With sanctions still in place, most development partners are not able to channel funding through the central government, and are experimenting with alternative investment channels. One such pilot was a US$2.65 million direct investment grant to Beitbridge Town Council from the SPF.
At the World Bank’s request, WSP undertook an impact assessment of this pilot and found that there was a 66% increase in access to piped water by households and a 48% increase access to piped sewerage, and that these have been sustained one year after the intervention. These overall positive project outcomes were, however, qualified in two ways. One is that the poorest and most densely populated section of Beitbridge, which accounts for just under a third of the town’s population, remained marginalized with access rates as low as 5%. Also, though water and sanitation services were the most cited among residents’ priorities for government action, only 11% of the population correctly attributed improvements to the Council.
The lessons from this pilot, including the successful use of decentralized country systems, need to explicitly target the poor, and to clearly communicate the local government’s role in the initiative to gain a state-building dividend, are being used to build a new investment channel that will draw funding from both global and country specific trust funds.
Combining WSP’s technical assistance with the trust funding available to the Bank’s team in Zimbabwe is an example of how the new Water Global Practice will be able
14 http://www.wsp.org/content/delivering-water-supply-and-sanitation-wss-services-fragile-states-0 to bring multiple instruments together to build and stream
funding, even where there are no IDA allocations.
Lessons and Opportunities
During this year the Bank carried out an internal review of WSP’s work in fragile states. This was done with the active participation of a cross-section of WSP’s government clients, internal clients, such as World Bank country managers, as well as technical and financing partners. The review was explicitly structured as a participatory learning review. The innovative format was of great value, and enabled participants to share in-depth lessons and comment on WSP’s future direction in this area.
The reviewers concluded that the business area plays a vital role in establishing entry points for the program in fragile states, as well as building the credibility of WSP’s technical assistance14.
For example, WSP gathers hard-to-get field data helping pin- point critical sector issues and providing governments with the overview needed to orchestrate e.g. data on functionality of rural water points. WSP has in-depth knowledge for timely work that helps rebuild institutions, such as replacing utility billing systems and renewing customer data in Sierra Leone. It also shapes World Bank country assistance strategies and projects, such as designing water interventions for the Bank’s Somalia livelihoods program. The review also proposed that the most effective use of the WSP fragile states team would be as an advance party to establish the program’s presence in fragile states, with a view of graduating the country into WSP’s group of core focus countries after a few years. This would free up the fragile states business area to initiate engagements in additional fragile states, and enable graduating country programs to benefit from the full range of WSP’s business areas, such as rural sanitation and cross-cutting support from the poverty analytics or behavior change teams.