Session SDM - IRC Namibia presentation

short term assignment for Lux Development Place: Speke Monyonyo Hotel; Kampala Date : 13-14 April 2010 Maluti GSM Challenges of Maintaining Rural Water Supply Schemes in Kavango and Caprivi Regions (Republic of Namibia)

Namibia’s Rural Water Supply Strategy (Community Based Management) Phase 1: Community mobilisation for project implementation (Aug 97 – July 98); Phase 2: Hand-over for operation and maintenance with major maintenance being carried out by the Directorate of Water Supply and Sanitation Coordination (DWSSC) (Aug 98 – July 03); Phase 3: Hand-over of full ownership (all operation and maintenance responsibilities) of schemes to community based institutional structures (Aug 03 – July 07) Maluti GSM

Namibia’s Rural Water Supply 7,731 rural water points (July 2008) Kavango = 384 water points Caprivi = 863 water points Kavango and Caprivi are traditional rural settlement areas Maluti GSM Kavango Caprivi

Infrastructure Boreholes : H-pumps Diesel Electric Solar Local Storage : Typically 3 x !0m3 polypropylene tanks

Community Stand-pipe Animal Drinking Trough Regional Piped Water Schemes (Namwater)

Scope Total = 384 Total = 863 (including p-line schemes ) Mostly located along the roads Large number of hand-pump schemes Caprivi Fairly evenly distributed Large number of diesel schemes Kavango

Definitions from Namibian Poverty Profile Studies The extremely poor have a few chickens, a radio, one or two pots and earn cash by selling thatch and firewood. The moderately poor cultivate their own fields, own a few cattle and may receive an old age pension. The rich own business’, they are employed or retired and own many livestock

Water Aid Tanzania Nearly half (46%) of public improved water points in rural areas of Tanzania are not functioning. Maluti GSM

Comments from Zimbabwe Pumps frequently breakdown and can remain out of service for 6 months Pump attendants do not check to see if parts are worn out Pumps usually remain un-serviced until they break down Maintenance schedules are not followed even when users know that certain parts have a limited life span WPC’s do not function as intended, members are usually specially selected, not elected by communities, and receive only rushed training Many communities are unable – or unwilling to pay for maintenance Policy makers need to consider incentives for pump minders

Observations in Kavango and Caprivi Although there are no definitive figures it appears that there are significant levels of operational problems Procurement of diesel is problematic Procurement of material and equipment by DWA is difficult. WPC’s are based on volunteerism and hence the committee members change Payment by community members is erratic. Namwater’s billing procedures are not clear. Namwater’s cost recovery rate was reported to be 30% from the community. Deficits were reported to be made up directly from DWA. Repairs by DWA can take months. There is a trend of payment to caretakers being stopped.

“Tragedy of the Commons” Rivalry Excludability High High Low Toll Goods/Services Toll Road Bridges Public transport Private Goods/Services purchases in shops cars Public Goods/Services Lifesavers Public stand pipe with water abundance Common Pool Goods/Services Commonage grazing Public stand pipe with water shortage

Comparison of Technological Options Technology choice has a significant impact on the way community must behave to sustain the scheme This means that there is no generic community dynamic around financing O&M

Example Tariffs NAD 80/mth NAD 30/mth Tariff (Undungu) (old tariff) NAD 30/mth NAD 50/mth Ikumwe NAD 5/mth Sipilisa NAD 10/mth NAD 5/mth Makandina NAD 50/mth NAD 30/mth Tariff (Undungu) (new tariff) (no consideration for number of cattle) 30l/lsu/day 12l/c/day Consumption Livestock Domestic Use

Activity Base Costing Quarterly (3 WPC per day) Visits per yr Frequency of extension support 2 number Assistants for each artisan 100km/day Km Travel per service 20% Percent Time allowance for emergencies 5 H-pumps 4 Electrical 3 Diesel Number of services in a day 0nce every 6 months H-pumps Once every 3 months Electrical Every 2 mths Diesel Frequency of services (regular visits)

NAD 9-00/hr NAD Hourly rate for WPC staff 2% of capital NAD Provision for major repairs Last years NAD Annual office costs 3 Number Number of management staff 3 number Number of admin people

Caprivi Budget = US$ 959k ABC = US$ 1,907k RSA comparison = US$ 723k Kavango Budget = US$ 990k ABC = US$ 2,285k RSA comparison = US$ 1,948k

Examples From RSA CHDM ANDM n/a 12% VAT n/a 5% Admin 4% 7% Energy 9% 12% Material 17% 25% CBO staff 31% 8% Transport 40% 31% Manage and Tech Support Monthly Costs

Complex Organisations The number of exceptions that must be handled. The degree to which search is analysable “ When the tasks people perform are well understood, predictable, routine and repetitive, a bureaucratic structure is the most efficient. “things can be programmed”. Where tasks are not well understood, the situation is poorly understood and possibly reactive, recalcitrant, or self activating, the tasks are non-routine and difficult to bureaucratise”

comparative studies is that we cannot expect a particular relationship found in one organization to be found in another unless we know these organizations are in fact similar with respect to their technology types of organization – in terms of their function in society – will vary as much within each type as between types. Thus, some schools, hospitals, banks and steel companies may have more in common, because of their routine character, than routine and non-routine schools, routine and non-routine hospitals, and so forth. to assume that you are holding constant the major variable by comparing several schools or several steel mills is unwarranted until one looks at the technologies employed by various schools or steel mills.”

An Example Maluti GSM How do we quantify the different challenges ? ?? ?? Staff (skills) ?? ?? Budget 50% diesel Elec Technology 21,900km 2 4,100 km 2 Area 120 5 Installations 600kW 1000 kW Pump Power 20Ml/day 70Ml/day Consumption 961,000 703,000 Population “ Rural Munic” “ A City”

cost of complexity economies of scale total cost Hidden Cost of Complexity In rural water supply this hidden cost manifests as service delivery failure

The Operational Planners Challenge Tragedy of the commons Lack of local equity Complex technical environment Non-bureaucratic organisations High cost Distasteful split of costs

Conclusions If sustainability is required, realistic evaluation of the following is required: Identification of work to be carried out by local people and how it will be paid for (tariffs or subsidies) Identification of technical and institutional support required and how this will be adequately funded, with particular emphasis on realistic transport costs to provide support in settlements located far from the operational hub Maluti GSM

Key Lessons from the Study Planning must identify and quantify adequate resources Limits of local cost recovery and availability of government funding must be considered. Equitable tariffs must be set when multiple use (domestic and livestock) services are provided. The staffing of community based institutions is often transient. Training alone is not a sufficient, ongoing support to WPC’s is essential to ensure that the necessary skills are available. The logistical challenge of providing support is underestimated. Maluti GSM

Session SDM - IRC Namibia presentation

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Session SDM - IRC Namibia presentation