Roadmap universal coverage 10 fold acceleration by Dick Bouman
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This document discusses accelerating universal water coverage in Kajiado County, Kenya from the current pace which would not achieve full access until 2131. It notes that one organization invested millions of Euros over 15 years but made limited progress towards goals. The document then outlines several mini case studies of innovative water distribution models using water kiosks and home delivery. It discusses challenges around funding, sustainability, and innovation and proposes ways to scale up promising concepts through public-private partnerships and new financing approaches.
Roadmap universal coverage 10 fold acceleration by Dick Bouman
- 1. Roadmap universal coverage 10 fold acceleration If we go in the same speed, Kajiado county will reach full water access by 2131; not 2030 Statement of WASH Alliance Kenya, Feb 2016 One of the members (AMREF) had invested millions of Euros during last 15 years 4/11/2016 1
- 2. Roadmap universal water coverage 1. Problem sketch 2. Can we avoid toll roads? Central systems vs diversification? Single points vs Service delivery systems Ideas about costs , revenues and finance 3. How to scale promising concepts of mini utilities ? 4. Reflections inclusiveness, self supply, the role of subsidy market opportunities. New traffic rules?
- 3. Roadmap universal water coverage - 200,000 400,000 600,000 800,000 1,000,000 1999 2,009 2019 urban rural 1. Rural Kajiado stagnating Part of Nairobi grows into Kajiado 0% 10% 20% 30% 40% 50% 60% < 1km 1-5 km >5 km unimproved improved 3. rural Namanga/ Mashuru in 2010 69% access to improved but only 34% improved < 1km 0 10 20 30 40 50 60 70 80 2007 2010 2013 water improved source sanitation 2. Outcome 2.4 mln Euro project AMREF in Namanga/Mashuru 110,000 pp; 23,000 people reached; but MDG coverage less advanced 4. Now: Sanitation uptake through CLTS Get water distribution close to people: other sources than boreholes all paid; improved sustainability first rural ‘distribution’ model (Africaqua)
- 4. PRESENT CONSEQUENCES WAYS FORWARD? Slow uptake; limited funds Attract other funding/ use leverage: consumers private capital Charity/grant driven Dependency attitude; ltd ownership Attract new players: private business social enterprises Government managed and operated limited spirit; retarded innovation Make sector 'fashionable'; performance based. Make private operation attractive MDG: Emphasis on new access existing neglected 'Enforce' sustainability: FIETS (full recovery), Compact MDG: 20 l/c at <1km other solutions neglected Market Diversification ( e.g. 2 l/c good quality water at best service); HWTS; self supply Increase service levels for more revenue Climate change over- exploitation; ltd governance Shortage in water sources Widen resource scope Include poor quality water Reduce losses Increase eff (esp agric) Re-use; recycle Governance AnalysisforWater Governance,institutionalstrengthening,etcetc
- 5. Three ‘kiosk’ examples from South Kenya ‘Traditional’ Kiosk Model - Nakuru • People pay • No Pressure after 13:00 • Tank doubles daily volume • Intransparent accounting; • trolley service Water is sold at $ 0,03 per 20 liter 10 m3/day Earning is $0,01/20 or $ 5 per day; 2 pp
- 6. Three ‘kiosk’ examples from South Kenya Central water purification Sale at decentral kiosks supplied by tanker • People pay for high quality (+taste) • Single source + RO treatment • Home delivery didn’t work • Looks for ‘1 m3 ATM’ at every 100/200 m Water is sold at $ 0,03 per liter (at most community taps water is sold at $0,03 per 20 liter; when bought at shops, one pays $ 0,30 per liter mineral water) Present business with 5 kiosks (20 m3/d); revenue estimated at $90/day; 18 pp PUREFRESH Anthony Kamotho Naivasha (Fluoride problem)
- 7. Three ‘kiosk’ examples from South Kenya Africaqua – Kajiado From the same entrepreneur as IKOTOILET (David Kuria) Central water purification Home delivery • Fashionable • Pure water in smaller Quantities • Convert payment to labour Claims home delivery can be at $ 0,03 per liter (at most community taps water is sold at $0,03 per 20 liter; when bought at shops, one pays $ 0,30 per liter mineral water) Are people prepared to pay much more for ‘quality and service’? Will the other part of the water use do harm?
- 8. Can we avoid toll roads? Example of New wash delivery services: Considerations: • Quality (service) rather than quantity • Service level agreements • No need for 24/7 • Dual quality: clean vs safe, contained, bulk, HWTS options • Affordable • Service = time saving • Service=> willingness to pay Mini water utilities and revenue drivers: • Public-private partnership • Waterkiosks & home delivery • Minigrids water Sanitation: • Public toilets • Alternatives to pit latrine • Collection & transport • Minigrids waste water • Nutrient recovery & biogas renewable energy
- 9. Cost & Revenues <> Finance Cost & Revenues • Shared costs under umbrellas, franchise • Value chain components are value drivers • Pre-paid to secure O&M • Tariffs linked to Service levels Finance • Can WASH be bankable? • Combi of 4T’s: Tax, Tariff, Transfer……Trade • PPP-finance • Hybrid finance with grants, bonds • Lease for operations & maintenance
- 10. How to scale? • Encourage PPPs in WASH, involve Private sector • Franchise and lease constructions with concessions and licenses • Total Cost of Ownership approach by funders • Create value drivers for SMEs, the WASH chain counts 34 entrepreneurial activities • Multiply viable ‘small & growing’, using scale as solution for shared costs & circular economy • Integrate with health-food-agriculture-energy-climate-housing investors
- 11. Reflections: • Inclusiveness: diversification of services shows successful special products & services for vulnerable groups • self supply: in the rural areas there will always be a group of self supply-reliance on family wells, latrines and HWTS options • the role of subsidy: subsidy is perverse when programs adapt to subsidy rules. Subsidy is meant for bridging gaps • market opportunities: innovation takes place in new service utility approaches and thinking in revenue drivers. Integration offers opportunities • new traffic rules?: See PPPCanvas: stimulate a sound business ecosystem & partnerships around innovative value propositions with impact as (Social)Return on Investments