The Case of Sechura, PeruA public-private social partnership
Jorge CaballeroFormer Manager Progestion Sechura, Perú
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Contents
1. Background: Situation of Peru
2. Legal Framework, roles
and competences
3. A new model – The Small Town
Pilot Project
4. Achievements by the specialized
operator
5. Factors of success
6. Challenges
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Location
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Introduction: Peru• Extension: 1.285.220 km2
• Population: 28, 220 million
• Urban population: 75.9 %
• Rural population: 24.1%
• Poverty: 39.3 %
• Organization: 25 Regions, 194 provinces, 1.828 districts.
• Small Towns: 2.001 a 30.000 hab.
• 650 small towns have 4.1 million inhabitants.
• 155 small towns served by 49 public utilities.
• 490 small towns served directly by local governments
and others.
Water Supply and Sanitation Coverage
Area
2007 Coverage
Pot. Water SanitationSewage
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
Source: Housing, Construction, and Sanitation Ministry, Peru.
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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 LevelRegional Plans.Provides TA and training.Financial support.Regional Government
GENERAL LAW FOR SANITATION SERVICES
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The case of Sechura: Management by SO
• Extension: 5,714 km2 .
• Placed in coastal desert.
• Population: 32, 965 inhab.
• Urban population: 97.5 %
• Rural Population: 2.5%
PROGESTION
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Public-Private Social Model
empo
wer
ssu
ppor
ts
informs
oversees
hires
professionalizes
Municipality
Civil Society
SpecializedOperator
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The process
Sensitization and
Information
Promotion and
Empowerment
Implementationand
Capacity Building
Monitoringand
Evaluation
Infrastructure Works
Health and Hygiene Promotion
Gender Equity
Alternative Technologies
Environment
Communications
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Before and After
Source: Management Indicators PROGESTION-2008
82
3
25
8
93
6
33
10
0
10
20
30
40
50
60
70
80
90
100
2005 82 3 25 8
2008 93 6 33 10
Coverage of pot. water % Service continuity/hours Coverage of sewage % Sewage treatment %
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Before and After
Source: Management Indicators PROGESTION-2008
60
48
123
2
25
94
2.29 4
0
20
40
60
80
100
120
140
2005 60 48 123 2
2008 25 94 2.29 4
Non revenue water % Billing efficiency % Level of arrears/months Level of micro-metering %
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Before and After
Source: Management Indicators PROGESTION-2008. 1US$= S/.3
720,000556,880
1,492,420.00
324,208
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
2005 720,000 556,880
2008 1,492,420.00 324,208
O&M Costs. Municipality
Billing by municipality
Billing by SOContribution to the
municipality
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Management by the SO
Professionalizing services Recruitment of local staff. Experienced managerial team. Close relation with clients,
household by household. Identification of bottlenecks and solutions. Personalized attention to claims. Flexibility in water bill payment. User cadaster and metering. Innovative sanitation technologies.
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Sanitation
Sewage Condominial System Ecological Sanittaion
V. Chunga Aldana and Micaela B.
Before: Without domestic connection
Currently: 250 domestic connections
Benefitted population: 1,250
Coverage expansion
4.8 %
Fishermen’s Cove
Before: Without domestic connection
Currently : 90 domestic connections
Benefitted Population: 450
Coverage expansion
1.7 %
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What did the SO?
With the municipality Periodical report on accomplishments of management
contract Usufructuary payment Advise in formulating WSS public investment
projects Participation in oversight of investment
works Convince about model sustainability.
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What did the SO?
With organized civil society
Periodical meetings with Community Supervision Board.
Enabled participation mechanisms, civil society oversight
with gender approach.
Support in the promotion of a culture of water service
payment.
Communication and Educational
Strategy addressed to the community.
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Success factors and lessons
Stable political environment although municipal elections. Community’s support to the change of the management
model. Regular income ensured due to service payment by fisher
industry (60 %). National water and sanitation law incorporated
specialized operator as
actor in service administration. Tariffs cover operation and
maintenance costs.
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Community Scenes
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Remaining Challenges
Sustainability of the new management model when changing
municipal authorities.
Understanding that the contract can be adjusted according
mutual agreement.
Tariffs are still not updated as expected.
Delays in WSS investments by
the municipality.
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Danke schoen