Water and Sanitation Services for All

WATER AND SANITATIONWriterReginald IndonEditorsChay Florentino-HofileñaGiselle Baretto-LapitanProject ManagementAmihan PerezAteneo Center for Social Policy and Public Affairs (ACSPPA)Technical and Editorial TeamRene "Bong' Garrucho, LGSPMags Maglana, LGSPAbdul Jim Hassan, LGSPRizal Barandino, LGSPMyn Garcia, LGSPPhilippine Center for Water and Sanitation - International Training Network Foundation (PCWS-ITNF)Art Direction, Cover Design & Layout Jet HermidaPhotographyGil Nartea

WATER AND SANITATION SERVICES FOR ALL

WATSAN

Water And Sanitation Services For AllService Delivery with Impact: Resource Books for Local Government

Copyright @2003 Philippines-Canada Local Government Support Program (LGSP)

All rights reserved

The Philippines-Canada Local Government Support Program encourages theuse, translation, adaptation and copying of this material for non-commercialuse, with appropriate credit given to LGSP.

Although reasonable care has been taken in the preparation of this book, thepublisher and/or contributor and/or editor can not accept any liability for anyconsequence arising from the use thereof or from any informationcontained herein.

ISBN 971-8597-03-4

Printed and bound in Manila, Philippines

Published by:

Philippines-Canada Local Government Support Program (LGSP) Unit 1507 Jollibee PlazaEmerald Ave., 1600 Pasig City, PhilippinesTel. Nos. (632) 637-3511 to 13www.lgsp.org.ph

Ateneo Center for Social Policy and Public Affairs (ACSPPA)ACSPPA, Fr. Arrupe Road, Social Development ComplexAteneo de Manila University, Loyola Heights, 1108 Quezon City

This project was undertaken with the financial support of the Government ofCanada provided through the Canadian International Development Agency(CIDA).

A JOINT PROJECT OF

IMPLEMENTED BY

Department of the Interiorand Local Government (DILG)

National Economic andDevelopment Authority (NEDA)

Canadian InternationalDevelopment Agency

Federation of CanadianMunicipalities (FCM)

www.fcm.ca

Agriteam Canadawww.agriteam.ca

CONTENTS

FOREWORDACKNOWLEDGEMENTSPREFACEACRONYMSEXECUTIVE SUMMARYINTRODUCTION

CHAPTER 1: OVERVIEW OF THE WATER AND SANITATION SITUATIONKey ConceptsAdvantages and Benefits of Adequate and Safe Watsan ServicesWater and Sanitation SituationInternational and National TargetsExisting EnvironmentGuiding Principles for LGUs

CHAPTER 2: LGU MANDATES IN WATSAN PROVISIONWater Supply Provision and Sanitation and Drainage ProvisionsNational Policy on Urban Sewerage and Sanitation of 1994NEDA Board Resolution No. 5 (series of 1998) NEDA Board Resolution No. 6 (series of 1996)

CHAPTER 3: IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLESImplementation and Policy IssuesAdequate Water and Sanitation for All: Guiding Principles

CHAPTER 4: GOOD PRACTICES IN WATSAN PROVISIONCommunity-Managed Approach CasesSocial Privatization Approach CasePrivatization Approach Case

S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

iiiiv

viiix1

7799

111216

2121232529

333336

57587075

CHAPTER 5: REFERENCES AND TOOLSPotential Sites for Study ToursReferences

ENDNOTESANNEX:

Water Supply Technology OptionsSanitation Technology OptionsSustainability of Community-Based Rural Water Supply OrganizationsDirectory

CONTENTS


797983

87898993

107113

T he Department of the Interior and Local Government is pleased to acknowledge the latestpublication of the Philippines Canada Local Government Support Program (LGSP), ServiceDelivery with Impact: Resource Books for Local Government; a series of books on eight (8)

service delivery areas, which include Shelter, Water and Sanitation, Health, Agriculture, Local EconomicDevelopment, Solid Waste Management, Watershed and Coastal Resource Management.

One of the biggest challenges in promoting responsive and efficient local governance is to be able tomeaningfully deliver quality public services to communities as mandated in the Local Government Code.Faced with continued high incidence of poverty, it is imperative to strengthen the role of LGUs in servicedelivery as they explore new approaches for improving their performance.

Strategies and mechanisms for effective service delivery must take into consideration issues of povertyreduction, people’s participation, the promotion of gender equality, environmental sustainability andeconomic and social equity for more long- term results. There is also a need to acquire knowledge, createnew structures, and undertake innovative programs that are more responsive to the needs of thecommunities and develop linkages and partnerships within and between communities as part of anintegrated approach to providing relevant and sustainable services to their constituencies.

Service Delivery with Impact: Resource Books for Local Government offer local government units andtheir partners easy-to-use, comprehensive resource material with which to take up this challenge. Byproviding LGUs with practical technologies, tested models and replicable exemplary practices, ServiceDelivery with Impact encourages LGUs to be innovative, proactive and creative in addressing the realproblems and issues in providing and enhancing services, taking into account increased communityparticipation and strategic private sector/civil society organizational partnerships. We hope that in usingthese resource books, LGUs will be better equipped with new ideas, tools and inspiration to make a

IS E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

FOREWORD

difference by expanding their knowledge and selection of replicable choices in delivering basic serviceswith increased impact.

The DILG, therefore, congratulates the Philippines-Canada Local Government Support Program (LGSP)for this milestone in its continuing efforts to promote efficient, responsive, transparent and accountablegovernance.

HON. JOSE D. LINA, JR.SecretaryDepartment of the Interior and Local Government

FOREWORD

II S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

T his publication is the result of the collaboration of the following individuals and institutions thatsupport the improvement of the delivery of water and sanitation services by local governments

to their constituents

The Local Government Support Program led by Alix Yule, Marion Maceda Villanueva and Rene “Bong”Garrucho for providing the necessary direction and support

Rory Villaluna, Lyn Capistrano, Carmelo Gendrano and other staff of PCWS-ITNF for undertaking theresearch and roundtable discussion and preparing the technical report which was the main referencefor this resource book; and for assisting in the review of the manuscript

Participants to the Roundtable Discussion on Water and Sanitation held last August 7, 2002 in DavaoCity. Their expertise and animated exchange of opinions helped shape the technical report on whichthis publication is based:

Mayor Gregorio Facula of Braulio Dujali; Florencio Leray, Arthur Moralde, Mel Villacin, and Alejandro C.Sumiling of Quezon, Bukidnon; Rolando A. Balago of Misamis Oriental, Lorena Navallasca of Iloilo; Dr.Jarvis Punsalan of Capiz; Delia Guinto of Carmona and Ellen Pascua of DILG

Sarah Coll-Black of CIDA; Lizette Cardenas of SWAPP; Ratan Budhathoki of NEWAH; Ruben P. Cajigas ofLeaf Foundation and Cherry B. Al-ag of OIDCI

LGSP Manager Victor A. Ozarraga and Program Officers Victor C. Alfaro, Aser Realubit, and Abduljim Hassan

IIIS E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

ACKNOWLEDGEMENTS

Rizal Barandino for providing feedback that helped ensure that the resource book offers informationthat is practical and applicable to LGU needs and requirements

Reginald Indon for effective rendering of the technical reports

Chay Florentino Hofilena and Giselle Baretto-Lapitan for the excellent editorial work

Amihan Perez and the Ateneo Center for Social Policy and Public Affairs for their efficient coordinationand management of the project

Mags Z. Maglana for providing overall content supervision and coordinating with the technical writer

Myn Garcia for providing technical and creative direction and overall supervision of the design, layoutand production

Sef Carandang, Russell Fariñas, Gigi Barazon and the rest of the LGSP administrative staff for providingsupport

ACKNOWLEDGEMENTS

IV S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

Service Delivery with Impact: Resource Books for Local Government are the product of a seriesof roundtable discussions, critical review of tested models and technologies, and case analysesof replicable exemplary practices in the Philippines conducted by the Philippines-Canada Local

Government Support Program (LGSP) in eight (8) service sectors that local government units (LGUs) aremandated to deliver. These include Shelter, Water and Sanitation, Health, Agriculture, Local EconomicDevelopment, Solid Waste Management, Watershed and Coastal Resource Management.

The devolution of powers as mandated in the Local Government Code has been a core pillar ofdecentralization in the Philippines. Yet despite opportunities for LGUs to make a meaningful differencein the lives of the people by maximizing these devolved powers, issues related to poverty persist andimprovements in effective and efficient service delivery remain a challenge.

With LGSP’s work in support of over 200 LGUs for the past several years came the recognition of the needto enhance capacities in service delivery, specifically to clarify the understanding and optimize the roleof local government units in providing improved services. This gap presented the motivation for LGSPto develop these resource books for LGUs.

Not a “how to manual,” Service Delivery with Impact features strategies and a myriad of provenapproaches designed to offer innovative ways for local governments to increase their capacities to betterdeliver quality services to their constituencies.

Each resource book focuses on highlighting the important areas of skills and knowledge that contributeto improved services. Service Delivery with Impact provides practical insights on how LGUs can applyguiding principles, tested and appropriate technology, and lessons learned from exemplary cases to theirorganization and in partnership with their communities.

VS E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

PREFACE

This series of resource books hopes to serve as a helpful and comprehensive reference to inspire andenable LGUs to significantly contribute to improving the quality of life of their constituency throughresponsive and efficient governance.

Philippines-Canada Local Government Support Program (LGSP)

PREFACE

VI S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

ACRONYMS

VIIS E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

ADB Asian Development BankAusAID Australian Agency for International DevelopmentBWSA Barangay Waterworks and Sanitation AssociationBWSI Bayan Water Services, Inc.CARWASA Casay Rural Water and Sanitation AssociationCDF Countryside Development FundDANIDA Danish International Development AgencyDFWSA Doña Flavia Water and Sanitation AssociationDWSDC Darangan Water Service Development CooperativeJBIC Japanese Bank for International CooperationKfW Kreditanstalt für Wiederaufbau (KfW) The German Development BankLGSP Local Government Support ProgramLGU Local Government UnitLWUA Local Water Utilities AuthorityMWSS Metropolitan Waterworks and Sewerage SystemNEDA National Economic and Development AuthorityNGO Non-Government OrganizationO&M Operation and MaintenanceODA Overseas Development AssistancePCWS-ITNF Philippine Center for Water and Sanitation – International Training Network FoundationPSP Private Sector ParticipationRWSA Rural Waterworks and Sanitation AssociationSSF SZOPAD Social FundSZOPAD Special Zone of Peace and DevelopmentUN United NationsUSAID United States Agency for International DevelopmentUSC-WRC University of San Carlos Water Resource CenterWATSAN Water and SanitationWB World Bank

IXS E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

EXECUTIVE SUMMARY

THE WATER AND SANITATION SITUATION

Access to safe water and sanitation is essential not only for human survival, but also to improve the livesof people, particularly the poor. Safe water and sanitation are necessary building blocks in thedevelopment of healthier and more productive communities.

Yet access to safe water and sanitation services continues to be a major concern among many Filipinos.Philippine statistics, for instance, show that only 67 percent of the urban population and 87 percent ofthe rural population has access to water, while only 69 percent of the population nationwide hassanitation facilities. The problem is directly linked to issues and problems related to the policy,institutional, technical, financial, socio-cultural, and economic environments.

MEETING THE CHALLENGE

The challenge posed to LGUs is to enhance and re-imagine their involvement in water and sanitationservice delivery. As will be shown in this Resource Book, LGU experiences in water and sanitationprojects—particularly those which have used the community-managed and socially privatizedinstitutional arrangements—show tremendous promise in terms of project success and sustainability.Such LGU efforts eventually achieved capital development and water-sanitation service efficiency,but also encouraged the growth of strong local democracy and institution building.

The experiences of community-managed systems (in Doña Flavia, Casay and New Bulatukan) and of asocially-privatized system (in Darangan) reveal that these two institutional arrangements are fastemerging as alternative and viable models of community-based water systems, compared to thetraditional models of government-controlled or private corporation-controlled water systems.

EXECUTIVE SUMMARY

X S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

Community management and social privatization do not mean lesser government involvement. On thecontrary, government agencies and LGUs, in particular, will continue to play a vital role in providing afavorable policy climate for greater community participation in WATSAN service delivery, and inensuring sustained institutional support for the organizations involved.

THE GUIDING PRINCIPLES

Certain guiding principles help enhance project implementation. In the experience of water andsanitation advocates and practitioners and as articulated by the Philippine Center for Water andSanitation-International Training Network Foundation (PCWS-ITNF), these include (1) ensuringsustainability of potable water supply and sanitation services, (2) effective implementation of water andsanitation projects, (3) developing a culture of Operation and Maintenance (O&M), and (4) ensuring theformation of viable institutional arrangements.

In practice, these guiding principles involve using appropriate technologies, ensuring communityparticipation, and transparent and conscientious resource and project management during projectimplementation. It likewise involves investing in social preparation, institution building, and capability-building in order to guarantee project continuity and sustainability.

By adhering to these implementing guide principles, LGUs stand to benefit from enhanced communityaccess to safe, efficient, and affordable water and sanitation systems; lower project and O&M costs; andexpanded government-private sector-civil society collaboration.

1S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

INTRODUCTION

INFORMATION: A BASIC TOOL FOR LGUS

The Philippines-Canada Local Government Support Program has put together this resource book inresponse to the need to develop and disseminate knowledge on the importance of water and sanitationand the issues and problems surrounding this sector. This resource book is a collection of ideas,practical technologies, tested models, and good practices related to water and sanitation servicedelivery that can be systematically disseminated and used by LGUs and their partners.

Although this resource book focuses on ways of improving water and sanitation service delivery, it likewisetackles issues relating to poverty levels, gender promotion, people participation, and economic and socialequity and how these themes are connected to water and sanitation service delivery.

This resource book was developed in collaboration with the Philippine Center for Water andSanitation–International Training Network Foundation (PCWS-ITNF). The PCWS-ITNF is a non-governmentorganization concerned with public information, research, community organizing, advocacy, andtraining for the awareness, appreciation, protection, and conservation of Philippine water resources. Itaims to heighten awareness among public and private institutions on development issues affecting waterand sanitation policy reforms and water resource management.

INTRODUCTION

2 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T

SPECIFIC OBJECTIVES OF THIS BOOK

The specific objective of the book is to provide local government officials and those helping LGUs developcapacity in service delivery with:

1. An overview of the policy environment governing the water and sanitation sector; 2. Ideas on sustainable and cost-effective technologies, models, and practices related to water

and sanitation; 3. An understanding of the tremendous impact of water and sanitation projects on poverty

reduction and community development, and; 4. A vision of the evolving and critical role of local government units in providing water and

sanitation services.

A companion book published by the Philippines-Canada Local Government Support Program (LGSP),titled “Resource Finder: Financial and Technical Assistance for LGUs,”provides additional information onthe different types of assistance that LGUs can access from government agencies, government financinginstitutions, ODA, and civil society organizations. Water and sanitation is among the service areas coveredby the Resource Finder.

PARTS OF THE RESOURCE BOOK

Chapter 1: Overview of the Water and Sanitation Situation. This chapter discusses the situation ofthe water and sanitation sector in the global and national arena. It introduces LGUs to the challengesat hand, while highlighting key concepts, the importance of water and sanitation services, theirpotential impacts on communities, and guiding principles for LGUs.

INTRODUCTION


Chapter 2: LGU Mandates in WatSan Provision. This chapter contains the mandates for LGUsconcerning water and sanitation service delivery and the fundamental role of LGUs as catalysts fordevelopment and social change.

Chapter 3: Implementation & Policy Issues and Guiding Principles. This section discusses thedifferent issues and recommendations related to water and sanitation projects. It provides LGUs ageneral idea about the various factors and elements that hinder the development of water andsanitation services. This section also presents the key elements needed to facilitate the success ofwater and sanitation projects.

Chapter 4: Good Practices in WatSan Provision. This portion features the experience of five (5)water and sanitation projects. The chapter explores two emerging approaches to water and sanitationservice delivery—community-managed water systems and the social privatization approach—andlooks into the nuances between these two systems. This chapter shows how these approaches engagecommunities and promote direct access to water and sanitation. Apparently, these systems also nearlymatch the financial and technological capacity level of LGUs. This chapter also explores a case involvingwater service provision using the Build-Operate-Transfer (BOT) model as a variant of privatization.These and the other potential sites identified in Chapter 5 can be visited by interested parties shouldthey want to directly verify and further learn from the cited experiences.

Chapter 5: References and Tools. This chapter presents other potential sites for possible study tours,listing some of the models and approaches to water and sanitation service delivery (i.e., barangay waterand sanitation associations, water service development cooperatives, private sector participationthrough concession arrangement, and Design-Build-Lease models, government-owned and controlledwater districts, among others). This chapter also identifies materials and tools that can be used by LGUsand other users as reference.

INTRODUCTION

INTRODUCTION


The annex section of this resource book provides illustrated options for water supply and sanitationtechnologies and discusses what works and what does not in terms of sustaining community rural watersupply organizations. A section also provides contact details pertaining to the different water districtsand private water firms operating in the country as well as NGOs and other organizations that providesupport to the water sector.

SUGGESTED USES OF THIS RESOURCE BOOK

LGUs are encouraged to review Chapters 1, 2, and 3 in order to adequately understand: (1) the basiccomponents related to water and sanitation service delivery, (2) the mandated roles of LGUs asprescribed by existing legislation and government regulations, (3) the issues and problems surroundingwater and sanitation, and (4) the suggested guiding principles involved in implementing water andsanitation projects. This information is handy when LGUs shape and deliberate on the emphasis of theirwater and sanitation programs.

LGUs can also use this resource book to expand their list of choices (e.g., technology, financing options,management style, institutional arrangement) on how they can provide, or improve, water andsanitation services in their locality.

LGUs are urged to review Chapters 4 and 5 in order to gain insights or inspiration from the experiencesof other LGUs that have implemented their own water and sanitation projects. Further, these chaptersprovide an appreciation of the emerging new role of LGUs vis-à-vis the growing popularity of community-managed and socially privatized water and sanitation systems. This knowledge will help LGUs indesigning, allocating resources for, and implementing specific water and sanitation projects.

Overview of the Water andSanitation Situation1


CHAPTER 1Overview of the WaTSAN Situation

❙ KEY CONCEPTS

◗ WATER AND SANITATION

Water supply refers to the supply of water for domestic, municipal,industrial, and commercial uses1. Sanitation, meanwhile, involves propercontainment and processing of human waste and wastewater until theseare safe enough for release into the environment.

Water and sanitation are universally considered basic human needs, andform part of the broader water sector, which includes irrigation,hydropower, drainage, and flood control.

◗ WATER SUPPLY SERVICE

Water supply can be categorized into three levels: Level I (point source),Level II (communal faucet system or standpost), and Level III (waterworkssystem or individual household connections).

Level I system refers to a protected well or a developed spring with anoutlet but without a distribution system. This is generally adaptable for ruralareas where the houses are thinly scattered. This system normally servicesan average of 15 households.

Water supply n.

refers to the supply of

water for domestic,

municipal, industrial,

and commercial uses.

Sanitation n. involves

proper containment

and processing of

human waste and

wastewater until these

are safe enough for

release into the

environment.

8

1 WATER AND SANITATION


Level II system consists of a source, a reservoir, a piped distribution network, and communal faucets.Usually, one faucet serves four to six households and is generally suited for rural and urban fringeareas where houses are clustered densely.

Level III system is composed of a source, a reservoir, a piped distribution network, and householdtaps. It is generally suited for densely populated urban areas.

◗ TYPES OF TOILET FACILITIES

Type I facilities require a small amount of water to wash excreta into the receiving space or pit (e.g.,pour-flush toilets). A non-water carriage toilet facility does not require water to wash excreta intothe receiving space or pit (e.g., ventilated improved pit latrine, sanitary pit privy).

Type II facilities are water carriage type facilities, having a pour-flush or flush-type toilet facilityand a septic vault/tank as the disposal facility.

Type III facilities are water carriage facilities with pour-flush type toilet facilities connected to septictanks, sewerage system, or treatment plants

◗ LEVELS OF TOILET USE

Toilet use can be classified as communal, public, school, or household use. Two or more householdsshare communal toilets. Public toilet facilities are intended for public use, and are located inmarkets, bus stations, etc. School toilet facilities are located in schools and are essentially for theuse of students. Individual households use household toilet facilities.

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Overview of the Water and Sanitation Situation 1


❙ ADVANTAGES AND BENEFITS OF ADEQUATE AND SAFE WATSAN SERVICES

Safe water and sanitation are vital to human existence, and serve as fundamental economicresources upon which survival and livelihood depend. Access to safe and affordable supply ofdrinking water is universally recognized as a basic human need for the present generation and aprecondition for the development and care of the next.

Without adequate and appropriate water and sanitation facilities, diseases can easily spreadthrough water contamination. Thus, improved water and sanitation services can lead to significantand tangible improvements in people’s well-being and way of life. Access to water supply andsanitation services often results in lesser water-borne and water-washed diseases. People can bemore productive as more time can be spent at work and at school. The reduction in incidence ofdiarrhea or other diseases caused by contaminated water, considerably improves health andnutrition.

Furthermore, better health results in improved self-worth and status, especially among women.An efficient and dependable water supply brings about higher levels of industry confidence in thequality and supply of such a vital resource. Standards of urban infrastructure—including housing—are likewise enhanced, while resources for leisure, recreation, and tourism are significantlyimproved.

❙ WATER AND SANITATION SITUATION

Yet access to water and sanitation services continues to be a major concern not only amongFilipinos, but also worldwide, especially among the poorer sectors. This problem is directly linkedto issues and problems related to the policy, institutional, technical, financial, socio-cultural, andeconomic environments.

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According to statistics, an estimated 2.9 billion people lack access to adequatesanitation services while 1.2 billion people in the world lack access to safe water.As a result, more than 3.3 million people die every year from diarrheal diseases.At any one time, 1.5 million people suffer from parasitic worm infectionscaused by human excreta and solid wastes in the environment. Thousands ofchildren under the age of four die every year due to diarrhea, the highestnumber of cases said to be found in Africa.

In the Philippines, only 67 percent of the urban population and 87 percent ofthe rural population has access to water, while only 69 percent of thepopulation nationwide has sanitation facilities. In Metro Manila, about 900,000or 7.67% of the population have access to safe sanitation facilities.2 Thesituation is attributed to many Filipinos not owning land and therefore beingunable to provide for their own toilets.

In addition, access to sanitation is especially lacking because of the followingfactors:

Lack of political willLow prestige and recognitionIneffective promotion and low public awarenessPoor policy at all levelsPoor institutional frameworksInadequate and poorly used resourcesNeglect of consumer preferencesInappropriate approaches

In the Philippines,

only 67 % of the

urban population

and 87 % of the

rural population

has access to

water, while only

69 % of the

population

nationwide has

sanitation

facilities.

11



❙ INTERNATIONAL AND NATIONAL TARGETS

Given the enormous challenge of providing and improving water and sanitation services, the UNMillennium Goals seek to reduce by half the number of those without access to safe water supplyand sanitation by the year 2015. A worldwide movement called Vision 21 was also created to givepriority to hygiene and sanitation and in sharing the management of water resources. There is alsothe WASH Campaign, a global alliance for making safe water, sanitation, and hygiene a reality forall. WASH is a global effort of the Water Supply and Sanitation Collaborative Council, launched atthe International Conference on Freshwater in December 2001. The campaign aims to: (1) raiseconsciousness about sanitation and hygiene, (2) gain the commitment of political, social, and opinionleaders around the world and, (3) ultimately bring about the structural and behavioral changes thatwill provide a permanent solution to this preventable international crisis.

The Philippine government, meanwhile, expects to increase water supply coverage to 93 percentin rural areas, 90 percent in Metro Manila, and 87 percent in the other urban areas. For sanitation,the target is to cover close to 76 percent of the country’s total population.

To achieve these targets, the national government has determined a course of action that is firmlyestablished in the Medium Term Development Plan for 1999-2004 Policies and Strategies. Theseare to:

1. Create an independent authority that will formulate national policies on water resourcesmanagement, regulation, utilization, planning and conservation.

2. Pursue sustainable development and management of water resources.3. Promote an integrated approach to link social and economic development with the protection

of natural resources and ecosystems.4. Provide a favorable environment for LGUs, with assistance from the Department of the Interior

and Local Government, and private sector participation (PSP) in the provision of water supplyand sanitation services.

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5. Pursue private sector participation in providing water supply and sanitation facilities, especiallyin other urban areas.

6. Enhance information campaign and training in proper waste disposal and ecological andenvironmental preservation with special emphasis on women’s participation.

7. Develop and provide incentives for contiguous water districts to amalgamate into singlebusiness entities.

8. Harness the resources of the private sector in improving water services and sewerage facilitiesin Metro Manila and other urban areas.

9. Adopt a holistic approach to water resources development.10. Develop standards for regulation of service efficiency.11. Pursue the enactment of an independent authority.12. Encourage the development of sewerage and sanitation facilities.13. Encourage the reuse and recycling of water and the harvesting and impounding of rainwater.14. Pursue the preservation of the environment.15. Continue the improvement of financial and technical evaluations of water districts to address

water services sustainability.16. Support the creation of river basin authorities to effect integrated water resources management.17. Pursue and strengthen the strict enforcement of water-related laws, rules and regulations, and

adopt stiff and proportionate penalties for violators.

❙ EXISTING ENVIRONMENT

◗ INSTITUTIONAL

The major government units responsible for regulating the water sector in the country are theMetropolitan Waterworks and Sewerage System (MWSS), Local Water Utilities Administration(LWUA), National Water Resources Board (NWRB), and local government units. These governmentunits monitor and regulate the water tariffs (i.e., water rates) charged by private sector waterdistricts and concessionaires.

The MWSS has a regulatory office specifically mandated to ensure that the terms and conditionsunder which private concessionaries operate are strictly followed. The LWUA oversees the waterdistricts. The NWRB issues the water permits and regulates non-water district water providers.

Other government units also responsible for economic regulation of water resources at thenational level are the following:

1. Department of the Interior and Local Government (DILG) for general administration andinstitution-building support to local government units.

2. Presidential Task Force for Water Resources Development and Management - This agency,under the Department of Environment and Natural Resources (DENR), is the oversight body forefficient water use and sourcing.

3. Department of Environment and Natural Resources (DENR) for pollution control.4. Department of Health (DOH) for water quality regulation and setting standards on testing,

treatment, and surveillance5. Department of Public Works and Highways (DPWH) for setting technical standards for

engineering surveys, design and operation, and maintenance.6. Department of Budget and Management (DBM) for budget releases and allocation planning.7. National Economic and Development Authority (NEDA) for overall planning and policy

coordination and formulation.8. Department of Finance (DOF) for the management of financial resources.

For sanitation, the NEDA is involved in coordination and planning. The DOH is mainly concernedwith policy formulation and provides hygiene education and toilet bowls through specific projects.At the local level, the Municipal/City Health Officers are the health promoters and also helpoversee water quality. Meanwhile, the DENR concerns itself with the protection of bodies ofwater and the environment.

13



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Although there are various government agencies involved in the water and sanitation sector,there is often a lack of coordination in planning and policy formulation. In turn, this has resultedin the implementation of lopsided and incongruent development initiatives.

Until now, many areas in the country have no access to water. And in some areas where water andsanitation services are available, the quality of service is far from satisfactory. The problem islinked to revenue losses of service providers caused by the poor collection of water payments andincreasing cost of water leakages and pilferages. Revenue losses have limited the capacity ofservice providers to finance service expansion and improvements.

Further compounding the problem is the lack of reliable data on the water and sanitation situationin the country, which prevents development planners and decision-makers from formulatingappropriate solutions to the problems. In addition, the wide range of agencies in the sector(resulting in duplication of functions and fragmented planning) often causes the slow and weakenforcement of water and sanitation policies, laws, rules, and regulations.

In a nutshell, the water and sanitation sector is weighed down by a lack of leadership andinstitutional efficiency.

◗ PLANNING AND POLICY

There exists enough legislation and government policies that govern the water and sanitation sectorbut these are not being sufficiently implemented. These include, but are not limited to, thefollowing:

1991 Local Government CodeWater Code and Sanitation Code of the Philippines 1988-2000 Water Supply and Sanitation Sector NEDA Board Resolution Number 4, 5, and 6 (series of 1994)

15



Amended Build-Operate-Transfer Law (Republic Act 7718) ICC Policy Papers and Medium-Term Development Plan 1999-2004.

(The LGU mandates are further taken up in Chapter 2 of this resource book.)

The task ahead is to translate these policies into concrete action and practices, especially at the localand community levels. It is also important to develop policies and action plans that regard wateras a limited resource that must be conserved and managed efficiently. Because water supply is verylimited, all its competing uses (drinking, irrigation, industrial, and commercial) have their owneconomic value. The challenge is to find a way to efficiently conserve and manage water, and tostrike a balance among the competing uses of water.

Chapter 4 of this resource book will show how some local government units have taken theinitiative to develop water and sanitation projects in their areas.

◗ FINANCING

Funding is a major factor affecting the water and sanitation sector, as will be shown in Chapter 4.Traditionally, funding for water and sanitation projects have come from any or a combination ofthe following sources:

National government subsidiesInternal cash generation of national government entities (LWUA) Public and private financial institutions (government and commercial banks) ODA grants and loans Investments from international sources (ADB, JBIC, and WB) Private sector investments Proceeds from the Countryside Development Fund Internal Revenue Allotment (IRA) and internally generated revenues of local government units

16



This is not to say that funding has always been available. In fact, fund scarcity is a major problem,especially since the sector has to compete for financial market resources and has not always beengiven the highest priority by the previous and current administrations.

In 1993 to 1998, for instance, only two percent of the national government infrastructure programwas allocated to water resources. This was further subdivided for irrigation, water supply, sewerage,sanitation, flood control, drainage, and other infrastructure projects.

Financing can come from external or internal sources. External sources include loans (e.g., from theLWUA), Countryside Development Funds of national legislators, grants, and national governmentprograms. Internal sources, meanwhile, include LGU resources, Internal Revenue Allotment and SocialDevelopment Funds, LGU manpower, material stocks and equipment, and community resources.3

❙ GUIDING PRINCIPLES FOR LGUS

LGU interventions for water and sanitation may involve the following: (1) construction of new systems,(2) rehabilitation of existing systems, (3) upgrade or expansion, (4) multiple sources and systemsand (5) the “do-nothing” option.

It will be helpful to take note of the Dublin Principles when LGUs prepare their responses to localwater and sanitation challenges. Basically, the Dublin Principles states that water and sanitationservice provision should be comprehensive, that existing autonomous institutions should betapped as project partners, and that water resources should be treated as an economic resource.(More of the Dublin Principles is discussed in Chapter 3.)

Informed by Philippine and global experiences in community-based water and sanitation serviceprovision, the Philippine Center for Water and Sanitation recommends four guiding principles forLGUs:

17



1. Ensure sustainability of potable water supply and sanitationservices. Ensuring sustainability means using appropriate technology,fostering community participation, and ensuring transparent andconscientious resource and project management.

2. Effectively implement water and sanitation projects. Effectiveimplementation means applying these sustainability factors (i.e.,appropriate technology, community participation, transparent andconscientious management) during specific stages of the project cycle.

3. Develop a culture of operation and maintenance. Often, too muchemphasis is given to the actual construction of a water and sanitationfacility. Yet very little attention is given to operation and maintenance—an equally important factor to consider in ensuring the sustainabilityof water and sanitation projects. This principle requires that thecommunity-beneficiary is not only willing to accept responsibility foroperating and maintaining the water and sanitation facility, but alsocapable of handling the task and challenge of running such a facility.

4. Employ viable institutional arrangements. There are different optionsthat an LGU can explore and take regarding institutional arrangementsfor water and sanitation. However, this Resource Book particularlyhighlights two options in water and sanitation systems provision: privatization and community-managed models. This is because there seem to be a growing interest among LGUs in thesemodels, even if the latter has not been identified as a management model by the NEDA.

Although there can be many types of privatization, the most well known is the corporateprivatization model. The Magdalena case study illustrates this type of privatization model.

Guiding Principlesfor LGUs

1. Ensure sustainability ofpotable water supplyand sanitation services

2. Efficiently implementwater and sanitationprojects

3. Develop a culture ofoperation andmaintenance

4. Employ viableinstitutionalarrangements

18

There is another approach to privatization that seems to be a reaction to corporate privatization,yet distinct from community-managed models—social privatization. Social privatization involvesrunning public services as an enterprise but with an orientation to plow profits back in pursuit ofsocial objectives. Darangan, featured in Chapter 4, is an example of this approach.

Community management has become the leading concept for implementing water supplysystems in rural areas in developing countries. The idea that communities themselves shouldoperate and maintain water supply systems came partly from an eroded belief in the idea that onlycentral governments can secure the service requirements of their populations, and partly from thepositive belief that communities possess the skills and motivation to meet their own essential needs.The cases of Doña Flavia, Casay and New Bulatukan featured in Chapter 4, are examples ofcommunity-managed systems.



2LGU MANDATES in watsanprovision


CHAPTER 2❙ WATER SUPPLY PROVISION AND SANITATION AND DRAINAGE PROVISIONS

◗ LOCAL GOVERNMENT CODE

Excerpts from the Local Government Code, R.A. 7160 – An Act Providing for Local GovernmentCode 1991 (Approved by President Corazon Aquino, October 10, 1991)

CHAPTER 2. General Powers and Attributes of Local Government Units

SEC. 17. Basic Services and Facilities.(a) Local government units shall endeavor to be self-reliant and shall continue exercising the

powers and discharging the duties and functions currently vested upon them. They shall alsodischarge the functions and responsibilities of national agencies and offices devolved to thempursuant to this Code. Local government units shall likewise exercise such other powers anddischarge other functions and responsibilities as necessary, appropriate or incidental to efficientand effective provision of the basic services and facilities enumerated herein.

(b) Such basic services and facilities include, but are not limited to, the following:

Barangay (iii) Services and facilities related to general hygiene and sanitation, beautification, and solid

waste collection; (v) Maintenance of… water supply systems;

LGU MANDATES in watsan provision

22



Municipality (vi) Services and facilities related to general hygiene and sanitation;(viii) Infrastructure facilities intended primarily to service the needs of the residents of the

municipality and which are funded out of municipal funds, including, but not limited to …communal irrigation, small water impounding projects and other similar projects; artesian wells,spring development, rainwater collectors, and water supply system;… drainage, and sewerageand flood control;….

Province (vii) Infrastructure facilities intended to service the needs of the residents of the province and which

are funded out of provincial funds including, but not limited to… inter-municipal waterworks,and irrigation systems… drainage and sewerage, flood control,…

City All the services and facilities of the municipality and province…

◗ LOCAL GOVERNMENT CODE IRR

Excerpts from the Rules and Regulations Implementing the Local Government Code of 1991(Approved by President Corazon Aquino, February 6, 1992)

Basic Services and Facilities

Art. 25. Responsibility for Delivery of Basic Services and Facilities. The LGUs shall, in addition to theirexisting functions and responsibilities, provide basic services and facilities devolved to themcovering, but not limited to, the following:

Barangay (c) Services and facilities related to general hygiene and sanitation, beautification, and solid waste

collection;



(e) Maintenance of… water supply systems;…

Municipality (f ) Provision of… services or facilities related to general hygiene and sanitation; (g) Construction and maintenance of infrastructure facilities funded by the municipality to serve

the needs of the residents including, but not limited to: (4) Communal irrigation, small water impounding projects and other similar projects;(6) Artesian wells, spring development, rainwater collectors and water supply systems(7) … sewerage and flood control;

Province (g) Construction and maintenance of infrastructure facilities funded by the province to serve the

needs of the residents including, but not limited to:(2) Inter-municipal waterworks… and irrigation systems… drainage and sewerage, flood control….

City All services and facilities provided by the municipality and the province.

❙ NATIONAL POLICY ON URBAN SEWERAGE AND SANITATION OF 1994

◗ NEDA BOARD RESOLUTION NO. 5, SERIES OF 1994

Approving the recommendations of the Infrastructure Committee (INFRACOM) on the NationalPolicy, Strategy and Action Plan for Urban Sewerage (Liquid Waste) and Sanitation

Be it resolved, as it is hereby resolved to approve as the same is hereby approved and confirmedthe following recommendations of the INFRACOM:

LGU MANDATES in watsan provision 2

24



A. NATIONAL POLICY

1. Provision of improved sewerage/sanitation services in urban areas shall be considered a highpriority.

2. On-site sanitation facilities for all urban households/establishments readily adaptable to furthersewerage systems shall be required.

3. All new subdivisions/housing developments shall provide simplified or conventional seweragesystem/sanitation facilities.

4. Conventional or low-cost sewerage for central business districts and for potentially high-income residential areas where economically and financially viable shall be provided.

5. Treatment of industrial as well as collected city/municipality wastewaters to establishedstandards set forth by the DENR prior to disposal into the drainage system shall be acquired.

6. Provision of services shall be based on consumer demand and willingness to pay.

B. NATIONAL STRATEGY

1. A sanitation/sewerage program and a Central Sanitation/Sewerage Program Support Office (CPSO)to coordinate sub-sector activities at the national level and to assist LGUs to plan and managesanitation/sewerage programs at the community level shall be established.

2. External sources of assistance shall be explored and provided as may be appropriate to enableMunicipal Development Fund (MDF) facility or other financing sources to extend loans to LGUsfor sanitation and sewerage projects.

3. LGUs shall primarily be the implementers of the sanitation/sewerage programs with the nationalgovernment providing assistance to develop their capacities in the following areas: communityparticipation, sub-sector planning, program management, regulation of development, selectionof technologies, financial management, constructions supervision, O & M, monitoring andreporting.



❙ NEDA BOARD RESOLUTION NO. 5, S. 1998

◗ DELINEATION OF AGENCY RESPONSIBILITIES

RULE 3DEFINITION OF TERMS

Article 5. Definition of Terms. For purposes of these Implementing Rules and Regulations, thefollowing terms shall be construed to mean as follows:

a. Levels of Service. Based on NEDA Board Resolution No. 12 (series of 1995), approving thecommon definition of terms relative to water supply, sewerage and on-site sanitation, levels ofservice are defined as follows:

Level I (point source) – a protected well or a developed spring with an outlet but without adistribution system; generally adaptable for rural areas where the houses are thinly scattered.A level I facility normally serves an average of 15 households.

Level II (communal faucet system or stand posts) – a system composed of a source, a reservoir,a piped distribution network, and communal faucets. Usually, one faucet serves four to sixhouseholds. It is generally suited for rural and urban fringe areas where houses are clustereddensely to justify a simple piped system.

Level III (waterworks system or individual house connections) – a system with source, a reservoir,a piped distribution network, and household taps. It is generally suited for densely populatedurban areas.

b. A financially viable water supply system refers to a system wherein its revenues can cover forall costs related to capital and operation and maintenance, including providing for reasonablereserves for future expansion. For those systems managed by water districts, a financially


26



viable system is one that is able to generate revenues directly from user payments sufficient tocover all costs. For LGU-managed systems, capital and operations maintenance costs shall becovered through a combination of user fees, general municipal taxes and other incomesavailable to the LGUs.

RULE 4ROLE OF LOCAL GOVERNMENT UNIT

Article 6. General. The Local Government Code of 1991 mandates the decentralization anddevolution of authority to LGUs in providing for certain basic services, which include safe potablewater. At the local level, the LGUs are responsible for providing reliable water supply to theirconstituents, whether these are in the form of levels I, II or III systems, depending on the expresseddemand by the community for these services. LGUs may both directly provide and finance theseservices, or involve the private sector to participate in both provision and financing throughconcession, management or service contracts.

Article 7. Financing and Cost Recovery. In financing water supply investments, the LGUs may tap theirInternal Revenue Allotment and/or locally generated revenues, or leverage these resources to borrowfrom government and private financial institutions. The amount that an LGU can borrow, includingthe required equity, is dependent on its current and expected revenue performance, as well as theamount of user charges and equity contributions from the community shall be a local decision ofthe LGUs concerned.

For any national government grant that may be provided for the development of level I systems,the LGU and beneficiaries concerned shall be required to provide any remaining amount as equityto the investment. No subsidies from the national government shall be provided for levels II andIII systems.

In providing for Level III service, the LGUs may opt to form a water district or an LGU company, providea franchise to a private party or participate in a joint venture with a private party. Except in areas



with water districts, LGUs shall maintain overall responsibility for ensuring consumer satisfactionthrough the exercise of institutional and/or contractual regulatory powers over local water utilities,in collaboration with other national regulatory agencies, and by instituting a system of publicperformance audit.

Cost recovery through user payments shall be encouraged for both capital and operation andmaintenance costs. However, at the minimum, user payments shall be required to cover theoperation and maintenance costs in all service levels. For LGU-owned, operated and/or guaranteedsystems, any shortfall in revenues required for loan repayment shall be financed by the LGU fromits Internal Revenue Allotment and/or locally-generated revenues, following a process of negotiationbetween the LGU and the beneficiaries concerned on the level of user payments.

For systems managed by local water districts, full cost recovery, through user charges, is requiredby LWUA.

In areas where there are existing local water districts, LGUs may finance rehabilitation worksand/or expansion of the existing water works system on the following conditions:

a. The local water district concerned is not in LWUA’s current program of assistance, that is, it is notincluded in any loan of LWUA with a financing institution, and

b. Endorsement by the local water district concerned should have been secured.

In the event that the local water district is servicing a loan from LWUA, the local water district shallseek clearance from LWUA prior to entering into an agreement with the LGU concerned on anyprogram of system expansion.

Article 8. Management of Systems. LGUs shall adopt commercial principles in the operation andmanagement of water utilities in order to provide cost-effective and reliable services to consumers,whether management of the system is a direct responsibility of the LGU or is contracted out by theLGU to the private sector. An LGU may also consider amalgamating or consolidating its system with


28



that of its neighboring LGUs in order to benefit from economies of scale that could expand watersupply services to consumers at the lowest possible cost.

For the operation and management of Levels I and II systems, the LGUs shall initiate the formationof Barangay and Rural Waterworks and Sanitation Associations (BWSAs/RWSAs), respectively,through a participatory approach involving consultation with all stakeholders (Article 20) and assistin their registration with the appropriate authorities (Article 21). Upon request, LGUs may accreditduly registered RWSAs/BWSAs in order to enable them to avail of financial assistance from localgovernments. LGUs shall have overall supervision of RWSAs and BWSAs.

Article 9. Project Planning and Development. Provinces and cities/municipalities shall be requiredto prepare, and update on an annual basis, provincial and city/municipal sector plans that areconsistent with a national sector plan. These sector plans shall be integrated into the localinvestment programs. Water supply projects shall be identified from the local investment program.A financing program of foreign and nationally/locally-generated resources, including privatesector resources, shall support the local investment program.

Article 10. Approval and Award of Contracts. The LGUs shall be required to conduct public bidding,in accordance with the provisions of Law, including Presidential Decree No. 1594, as amended,Executive Order No. 164, Executive Order No. 302 and other applicable laws, and shall have the finalauthority to approve and award contracts for water supply and sanitation projects within theirjurisdictions.

Article 11. Application for Water Rights. LGUs of the concerned water utility shall apply for water rightsfrom the National Water Resources Board prior to implementing a project that would requireextraction of water.

Article 12. Public Performance Audit. The LGUs shall establish a system of public performanceaudit for public and private water utilities focusing on critical performance indicators. Upon



request of the LGUs, DILG may provide technical assistance for the purpose, in coordination withappropriate national government agencies.

❙ NEDA BOARD RESOLUTION NO. 6 (SERIES OF 1996)

APPROVING THE RECOMMENDATION OF THE INFRASTRUCTURE COMMITTEE (INFRACOM) ONTHE EXECUTING AGENCY ARRANGEMENT FOR THE DEVOLVED INFRASTRUCTURE ACTIVITIES /FACILITIES

Matrix of Financing and Management Options


Option

LGU-Financed and Managed

Service Contract

Management Contract

Description

The LGU finances the investment from its income and other resources availableto it (e.g. IRA, locally-generated taxes, grants) or borrows from financial institution.It then establishes a profit center within the LGU office with a separate costaccounting system. Under this arrangement, the LGU directly manages theoperations of the commercial risk.

The LGU finances the investment and directly operates and manages the system.It enters into contract with a private party to undertake billing and collection and/orrepair and maintenance activities for a fee. The LGU maintains a profit center withinthe LGU office and assumes the commercial risk.

The LGU finances the investment and enters into contract with a private party tomanage the system. The private party collects the water tariffs set by the LGU,operates and manages the system and in turn, is paid a management fee by theLGU. The LGU maintains a profit center within the LGU office and assumes thecommercial risk.

30




Option

Lease Contract

Concession Contract

Creation of a Local Water District

LGU Company

Build-Operate-Transfer

Joint Venture Agreement

Description

The LGU finances the capital expenditures and leases the facility to the private sector.The private sector assumes the commercial risks and the responsibility to operationand maintenance. To recover its costs, the private party is allowed to collect userfees as well as any other charges on behalf of the LGU.

The LGU enters into contract with a private party to undertake the investment. Theprivate party assumes the assets of the LGU and undertakes to expand the servicesaccording to the terms and conditions of the contract. The private party is allowedto operate the system and to collect user fees to recover its costs and earn areasonable return on its investment. After the contract expires, the system revertsto the LGU or may be contracted out again by the LGU.

The LGU may create a local water district. The local water district finances theinvestment from a loan from the Local Water Utilities and Administration (LWUA)and operates and manages the system. The local water district is then supervisedby LWUA.

The LGU may form a water company to handle the provision of the service. Thewater company shall be duly registered with the Securities and ExchangeCommission (SEC) and shall have share holdings which can be sold to the privatesector in the future. The LGU appoints the board members to be selected from theprivate sector who would then manage the company along commercial principles.

Under the BOT scheme, the private sector finances the investment or any of itsvariants (per RA6970 as amended), operates it for a certain period of time after whichthe asset is transferred to the LGU. The private party is allowed to collect user feesto recover its costs and earn a reasonable rate of return on its investment. The LGUand the BOT proponent negotiate on the risk sharing.

Under a joint venture agreement, the LGU and the private party share in the risksof the project and operate the system through a shared management andorganizational structure.

IMPLEMENTATION & POLICY ISSUES And GUIDING PRINCIPLES3


CHAPTER 3This chapter looks into some of the major implementation and policy issues and problemssurrounding water and sanitation, which, for purposes of this Resource Book, are being presentedin two categories: LWUA/water district level and LGU level. LGUs can respond to these issues andproblems by taking into account certain guiding principles, which will later be spelled out withinthe Chapter. Chapter 4 further illustrates how these guiding principles are being applied at the fieldlevel.

❙ IMPLEMENTATION AND POLICY ISSUES

◗ LWUA AND WATER DISTRICT LEVEL

Water districts are public water supply utilities outside Metro Manila that are responsible forwater supply and sewerage development and operation and management [Level III service] in urbanareas. A Water District is a local corporate entity governed by a Board of Directors appointed by thelocal government, and managed by a General Manager appointed by the Water District Board. Thecreation of a water district is based on a transfer of ownership of assets from the local government.Water districts are established under the Local Water Utilities Administration (LWUA).

Funding is a major issue. Funds generated internally by the LWUA and water districts are often limited.The lack of funds is one major reason why the LWUA provides loans to only a few viable water districts,and why water districts find it extremely difficult to pay their loan obligations to the LWUA. The resultis a loss of financial viability for both the LWUA and water districts.

IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES

34



The relatively low-cost loans provided by the LWUA have also discouraged water districts from tryingto access private sector resources (bank loans). The problem is further compounded by the fact thatthe LWUA no longer receives any budget from the national budget. This means less moneyallocated for operation, maintenance, and upgrading of existing water systems.

Because the LWUA and the water districts lack the necessary capital to finance systems upgradingand expansion, they are unable to meet their coverage targets. There are three experiences of waterdistricts featured in this resource book: Davao Water District, Manila Water and Maynilad. Thefirst is semi-public, while the last two involve the private sector through the consignmentarrangement. LGUs wishing to know more about water districts can find more information inChapter 5.

◗ LGU LEVEL

There are five major LGU issues related to providing water supply and sanitation services:

Institutional

Because water and sanitation are not the only problems confronting communities, water andsanitation projects must compete for LGU scarce resources. Likewise, communities compete witheach other for water resources. Yet at the same time, different water uses (potable, irrigation, andindustrial) compete with each other. To make matters worse, inadequate attention given tosanitation issues imperils the health and environmental benefits of an improved water supply.

Since water and sanitation projects are normally viewed as high-profile development projects,unscrupulous politicians can use them as a political tool. Thus, it is important to regard water andsanitation projects as more than an infrastructure problem and repackage them as social enterprises.



Technical

In many instances, water and sanitation systems are designed with little rational basis mostlybecause there is a real lack of knowledge about various low-cost technology options. As a result,inappropriate technology is often applied, which can mean higher project costs. The rising cost ofproject inputs, graft and corruption, improper operation and maintenance of the system, and theneed or tendency to obtain water from more distant sources also contribute immensely to the risingcost of water supply service.

Thus, poverty stricken communities and areas (specifically in areas without surface or ground water),should give serious thought to using rainwater and technologies to reduce their investment on watersystems. Likewise, there is a need to develop project designs and options for water and sanitationprojects in coastal areas.

Financial

LGU financing for large-scale water systems is very limited (e.g., there are strict limitations on LGUborrowing) as sanitation and sewerage projects are simply not a priority. In addition, capacity buildingis not regarded as an important investment cost. Instead, there is a preference for short-term, mostlyheavily subsidized projects that yield also short-term returns.

Exacerbating the problem is the public’s indifference to rising water costs primarily because wateris regarded as a free resource. Because rate increases are often viewed with suspicion and associatedwith graft, some social preparation may be necessary to change this mindset.

Although water must be affordable, there are expensive water systems that charge very highwater tariffs. Such water systems ultimately tend to discriminate against those who cannot affordthe cost of water. As shown in the case of the Magdalena Water System Project in Laguna, the need

IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3

36



to recoup investment and generate profit ultimately failed to provide the community withaffordable water (Chapter 4).

Environmental

Water sources are quickly being depleted due to environmental degradation. In many areas,saltwater and pollutants have seeped into groundwater sources, resulting in poorer water quality.Meanwhile, unabated population growth and inadequate provision for wastewater managementcontribute to increasing waste and wastewater problems. These problems eventually lead towater source and environmental degradation.

Socio-cultural

Increasing population puts an enormous demand on water resources. What makes this worse isthat only a minority has good access to water. Likewise, there is a growing mentality amongpeople that water closet toilets, washing machines, and the like are the ideal—thus negating theoption of using more appropriate, alternative, and less costly technologies.

❙ ADEQUATE WATER AND SANITATION FOR ALL: GUIDING PRINCIPLES

The assessment of the water sector in the Philippines is based on the Dublin Principles4 that shouldserve as overall guides in the delivery of water and sanitation for all. The first principle states thatmanagement of water and sanitation should be comprehensive and is within the framework of anational water strategy that reflects social, economic, and environmental objectives. Formulationof this strategy should be participatory in manner, and should be based on an accurate assessmentof the water resources of the area. Furthermore, strategies should take into account the impactof infrastructure projects and programs across the different sectors.



The second principle deals with the institutions at the nationaland regional levels that manage water resources. Theseinstitutions should plan, issue and monitor water permits, collectand analyze data, and regulate water services, with respect topricing and quality of service. These institutional efforts shouldemphasize decentralization, stakeholder participation, andgender considerations.

The third principle, named the economic and social principle,states that water should be treated as an economic good.Subsidies should be transparent and justified; cost recoverypolicies should be clear; economic instruments should be usedto provide incentives for performance by providers and efficiencyby users; and, special efforts should be made to meet the needsof the poor.

There are four guiding principles for LGUs and other groups thatare interested in pursuing water supply and sanitation projects.These guiding principles help LGUs to identify the generalactivities that are necessary to ensure the success of their waterand sanitation projects. These principles were culled from manyexperiences in providing water and sanitation to communitiesacross the globe.

As articulated by the Philippine Center for Water and Sanitation-International Training NetworkFoundation (PCWS-ITNF), these guiding principle are: (1) ensure sustainability of potable water supplyand sanitation services, (2) ensure effective implementation of water and sanitation projects, (3)develop a culture of operation and maintenance, and (4) employ viable institutional arrangements.


Dublin Principles

1. Comprehensive

management of water and

sanitation falls within the

framework of national water

strategy

2. National and regional

institutions that manage

water resources shall

emphasize decentralization,

participation and gender

3. Water should be treated as

an economic good

38



◗ ENSURING SUSTAINABILITY OF POTABLE WATER SUPPLY AND SANITATION SERVICES

From experience and study over the years, the PCWS-ITNF has found that the common elementsof project sustainability are: (a) using appropriate technology; (b) fostering community participation;(c) and ensuring transparent and conscientious resource management.

Appropriate technology

For any given community situation, there is usually a wide choice of technology options for watersupply provision:

Water source – ground like springs and wells, surface water (check gates and dam reservoirs),rainwaterWater treatment – disinfection (use of chlorinators, ultraviolet, and slow sand filter); use of settlertanks and filter areas to remove turbidity; removal of dissolved and unwanted substances(desalination, charcoal filtration, flocculation) Water transmission – motorized or manual pumps, public taps (community faucets), householdconnectionsService level – taps at source (level 1), public tap stands (level 2), and individual householdconnections (level 3). Type of intervention – do nothing at all; build, expand, or rehabilitate a system; have varioussources, systems and technologies serve a community.

For sanitation, one has the various wet and dry on-site technologies (human waste is contained,treated, and released into the environment at the site of its generation), and offsite technologies(human waste is conveyed to a central treatment facility).5



For the two-thirds of Filipinos who live in rural and semi-rural areas, the on-site sanitation options available to them seem to be affordable enough.However, for the rest who live in urban areas and whose wastewater canonly be treated off-site, a per capita construction cost of P4,000 to P7,000will translate into unacceptable sewage treatment charges of P200 toP350 per household, per month, if present West-originated technologiesare adopted. Treatment options that are less expensive should thus bedeveloped.

The most appropriate technology is the one that delivers the most benefitsat the least cost. Thus, one important way of determining the mostappropriate combination is through the cost-benefit ratio.

Costs are easy to estimate: depreciation, interest on investment, andoperating costs. The environmental impact of the project also has to betaken into account: the disturbance caused by construction of the system;the value of the water extracted from the ecosystem; and the cost ofmitigating the increased wastewater that is generated. The type oftechnology to be used is also determined by the capacity of the source.

Benefits need to be more thoroughly examined. Each technology optionhas to be investigated using the following parameters: (a) what savings aremade in the community’s water-fetching efforts? (b) how much household labor is saved? (c)what are the benefits on health? and (d) what livelihood is created in the use of a particulartechnology?

Aside from using cost-benefit analysis to ascertain which appropriate technology to use, it is alsoimportant to establish who will receive these benefits in the community. Ideally, everybody shouldequally benefit. If this is not possible, the poor, the women, the very young, and very old shouldbenefit the most since they are most disadvantaged.


Parameters forEvaluating WatSan

Technologies

a. What savings aremade in thecommunity’s water-fetching efforts?

b. How much householdlabor is saved?

c. What are the benefitson health?

d. What livelihood iscreated in the use of aparticular technology?

40



The technology must also be knowledge and human resources intensive rather than capitalintensive; local, rather than imported resource intensive; and operated and maintained by localresidents. Hence, the strategy is to maximize the use of local resources and assets.

Hence, it essential for key stakeholders (which include the local government, the community,and technical people) to acquire the necessary technological aptitude, proficiencies, and confidenceneeded for the construction, operation, and maintenance of water and sanitation systems. This canbe done through training, research and study, and hands-on exposure.

The proper selection and design of technology can save 30 percent or more of project constructionand running costs.

Community participation

If a project is to be sustainable, it is important to get the community involved from the very start.The community must express a need for such a project and they must be informed of the availabletechnology options and their implications at the project planning stage. They should be allowedto make an informed choice from these options so that they will “own” the project. It is equallyimportant for the community to acquire the skills in the operation and maintenance of the system,not just through training, but also from their direct involvement in the project.

A community has numerous local resources that they can reasonably volunteer for use in the project,such as time, manpower, materials, finances, management structures, right-of-way acquisition,supervision and monitoring, the security of project personnel, materials and equipment. The useof these local resources not only reduces the cost of the project for the LGU, but also indicates: (a)the importance placed by the community on the project, and (b) the willingness of the communityto sustain the project.



To facilitate community participation, the political structures (mayor, vice-mayor, barangay captains, and councils) and political (LGOO and MPDC)and technical officers of LGUs need to acquire the necessary skills foreffectively engaging the community in a rational manner. These skillsinclude developing LGU communication skills and instilling a developmentorientation among LGU workers.

Technical officers should be able to explain and convey technical ideas andplans in a way that the community can understand. Enhanced LGUcapacity for community organizing can strengthen people’s involvementin water and sanitation projects. People’s involvement is important becausecommunity participation can save project costs by 30 percent.

The participation of women and other marginalized groups in thecommunity should be ensured. Both men and women from poorcommunities must be mobilized to take part in the communitymanagement system. This provides them opportunities to meaningfullyparticipate in the betterment of their lives.

Organizing for sanitation, meanwhile, is more difficult than organizing for water supply. In acommunity in Indonesia, it took two decades to improve sanitation coverage from 17 percent to85 percent.

Yet one cannot go around sanitation issues. Aside from linking hygiene, water supply, and theenvironment with sanitation, a possible strategy would be to make sanitation more attractive bylinking it to resource recovery.


Graft and inefficiency

do not only waste

government resources,

they also perpetuate a

culture of corruption

and distrust of

government. People

will not sustain

projects and systems

that are tainted by

graft

42

Transparent and conscientious resource and project management

Graft and inefficiency do not only waste government resources, they also perpetuate a culture ofcorruption and distrust of government. People will not sustain projects and systems that aretainted by graft.

There is no other way of fostering good governance than for the LGU to lead by example. LGUs canfacilitate transparency by:

1. Ensuring accountable and transparent records and the free flow of information.2. Putting in place financial and procurement management.3. Being informed about current and reasonable prices of project inputs obtained through fair and

thorough canvassing; when and where possible, involving the community in the canvassing andprocuring of materials.

4. Ensuring community participation and the community’s ability to understand the project anddiscern values.

5. Timely and thorough monitoring (especially on financial and procurement matters)6. Maintaining check-and-balance systems.7. Adopting transformational political leadership, that is, emphasizing on meeting the general

community’s interests over individual needs.

Transparent and conscientious resource and project management can reduce project costs andincrease sustainability by 30 percent or more.

The matrix on the next page offers a framework on how LGUs can address specific water andsanitation issues and concerns through appropriate technology, community participation, andtransparent and conscientious resource and project management.



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Depleting water sources

Deteriorating waterquality

Increasing waste andwastewater problems

Increasing population

Rising materialexpectations amongpeople

WatershedmanagementMultiple water sourcesWater conservationtechnologies

WatershedmanagementMultiple water sourcesand water conservationtechnologiesWater treatmenttechnologies

Waste and wastewaterdisposal technologies

Designs to account forlong term populationincreaseMultiple water sourcetechnologies

Less materialisttechnologies

Community-basedwatershedmanagementWater conservationeducation

Education and use ofproper waste disposalmethods

Same as above

Consumer education Less materialist attitudes

HOW SUSTAINABILITY FACTORS CAN ADDRESS WATER SANITATION ISSUES AND CONCERNS

Appropriate Technology Community Participation Transparent andConscientious Resource and

Project Management

Issue/ Concern Sustainability Factor

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Some have very goodaccess to water, othershave less

Gaps in the knowledgeand practice ofappropriatetechnologies

Rising investment costsof water supply service

Unacceptability to thepublic of the rising costof this basic socialservice

Water supply andsanitation competingfor resources with othergovernmentalresponsibilities

Thorough analysis of socialequity in sharing benefitsand costs

Continued upgrading ofknowledge and capabilityfor the practice ofappropriate technologies

Selection of technologieswith the greatest cost-benefit ratio

Appraisal by the communityof technologies

Selection of mostappropriate technologiesusing cost-benefit measuresand prioritizing this overother governmentexpenditures

Community-based, pro-poor consensus on whowill have priority in waterserviceCost-sharing

Information and skillsdissemination in thecommunity

Community counterpartsFinancial recoverymeasures

Consumer educationAppraisal by thecommunity of rationalbasis of prices,technologies and watertariff (or community-based formulated andapproved water rates

Community counterpartFinancial recoverymeasures

Proficiency of people whowill implement projectsusing these technologies

Avoidance of graft andinefficiency in projectsGood financial andprocurementmanagement

Complete transparencyduring, and efficiency of,project implementation

Avoidance of graft andinefficiency in projectGood financial andprocurementmanagement

Appropriate Technology Community Participation Transparent & ConscientiousResource & Project Management


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Competing uses of water

Inadequate attentiongiven to sanitation

Inadequate operationand maintenance ofwater supply andsanitation systems

Comparative cost-benefit analyses Provision for payment byusers for environmentalimpact

Promotion of appropriatesanitation solutions

Low-cost, appropriateoperation andmanagement solutions

Training

Community consensus onresource-sharing

Promotion of sanitationawareness and facilitatingaccess of households tobuilding their sanitationsystems and changinghygiene behavior

Emergence ofrepresentative, democraticand responsible community-based operation andmanagement organization

Responsible, responsive,efficient, transparent andgraft-free administration ofsystem by operation andmanagement organization.

Appropriate Technology Community Participation Transparent & ConscientiousResource & Project Management


◗ EFFECTIVE IMPLEMENTATION OF WATER AND SANITATION PROJECTS

In order for project implementation to be effective, each of the key sustainability factors (i.e.,appropriate technology, community participation, conscientious and transparent management)must be applied at each stage of the project. The following is a simple run-down of what shouldbe accomplished per project stage.

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Planning and technology selection stage Preparation of several plan options, each examining social equity, economicand environmental costs and benefitsCommunity is apprised of the plan options with the highest cost-benefitratios; their consequences; their roles and responsibilities (e.g., counterpartsduring construction and sustainable and rational tariff structure) so thatthey can make an informed choice of the most optimal planPlan should include provisions for transparent and accountable management

Community organizing stageCommunity accepts their roles and responsibilities in the project A representative and responsible body (to be involved in projectimplementation and to assume responsibility for the operation andmaintenance of the system) is elected and trained The body is involved in monitoring project implementation

Construction stageUse of appropriate construction technologiesThe community provides counterparts (e.g., materials, manpower,equipment, right-of-way, safeguarding of project assets, management, andmonitoring)Transparent and conscientious construction management, especially inprocurement and financial matters

Guiding Principlesfor LGUs

1. Ensuresustainability ofpotable watersupply andsanitation services

2. Efficientlyimplement waterand sanitationprojects

3. Develop a culture ofoperation andmaintenance

4. Employ viableinstitutionalarrangements

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Operation and maintenance stageUse of appropriate operation and maintenance technologiesBody accepts responsibility for operation and maintenance and is trained for such, along withfinancial and administrative management skillsDemocratic management and safeguards to make sure that transparent and conscientioussystem management is institutionalized

◗ DEVELOPING A CULTURE OF OPERATION AND MAINTENANCE OF WATER AND SANITATION SYSTEMS

Operation and maintenance planning should start at the design stage of a project rather than bean afterthought. Too often, much of the water sector is construction-oriented rather than operationsand maintenance-oriented. A lot of money can be spent all at once during construction, whileoperation and maintenance is a continuing, yet involved and low-budget, activity.

The community should be willing to accept the responsibilities for operation and maintenance: topay the sustainable and rational water tariffs and to select a democratic and responsible community-based operation and maintenance organization. It is important for this organization to be willingto acquire the necessary technical, financial, and administrative skills. Outside resources foroperation and maintenance should likewise be identified (replacement parts, equipment, services,information and knowledge).

With conscientious attention given to operation and maintenance, water and sanitation systemscan serve the communities for their full service life of up to 50 years and even expand to meet futurecommunity needs. (Proper turn-over of projects from the funding agency or LGU to the community-beneficiary should help ensure that water associations are held responsible for the operations andmaintenance of projects.)

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◗ EMPLOYING VIABLE INSTITUTIONAL ARRANGEMENTS

LGUs can explore the various institutional, financial and management arrangements for water andsanitation as prescribed by NEDA Resolution No. 6 (series of 1996) featured in Chapter 2 of thisResource Book. These viable institutional options include LGU-financed and managed, private sectorparticipation or privatization (e.g., service contract, management contract, lease contract, concessioncontract, Build-Operation-Transfer, and joint venture agreement), and creation of a Local Water Districtand/or LGU Company.

The Resource Book particularly highlights two options in water and sanitation systems provision:privatization and community-managed models. LGUs seem to be very interested in these models,even if the NEDA has not identified the latter as a management model for water and sanitationprojects.

Privatization refers to the provision of publicly funded services and activities in the areas of socialservices, welfare, and employment by non-governmental entities.6 Although there can be manytypes of privatization, the most well known is the corporate privatization model. The Magdalenacase study is an example of corporate privatization.

Community-managed Water Systems

Community management has become the leading concept for implementing water supplysystems in rural areas in developing countries. It was seen as an answer to the large-scalebreakdown of water supply systems and the failure of governments to either provide clean wateror devise a system where other agencies would supply it reliably and consistently. The idea thatcommunities should operate and maintain water supply systems themselves came partly from agrowing skepticism in the idea that only central governments can secure the needs of theirpopulations, and partly from the conviction that communities have the skills and motivation to meettheir own essential needs.7

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Community-managed water supply systems work well when people are involved, when theirneeds are clearly established, when the capacity building is built into the process, and the localmanagement structures are emphasized. Other enhancing factors include: prior and informedconsultation, clarity of ownership and responsibilities, indigenous leadership, and personal andcollective responsibilities in carrying out the work ahead. However, experience from the fieldreveals that there are some considerations in implementing community-based water systems.

The following are the major characteristics of a community-managed water project:

Participation in decision-making between the support groups (NGOs, LGUs) and primarystakeholders (user groups) is crucial. This should take place in a continual process of shareddecision-making at all stages of the project cycle. Participation helps the communitydevelop its sense of responsibility and control over the local operation, maintenance, andmanagement of the water or sanitation system. However, participation should not be limitedto labor and money contributions.Community members are able to make informed choices in terms of choice and location ofwater/sanitation system, technology and level of service, operation, maintenance andmanagement. Capacity building is an output, especially the development of skills in management,planning, analysis, decision-making, and problem solving. Provision for the transfer of responsibility is built in from the beginning of the project, clearlyrecognizing that this is a process, not an event. Officers should not hold the same positionsfor a very long time. Paid jobs in service operation and management are created wherever possible. Reliance onvolunteer labor is reduced or eliminated.Technology is kept very simple to maintain and repair, where possible, with a reliable supplyof spare parts and technical assistance available locally.

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Approximate Cost/Level of Effort for Implementing a Community-managed Water Project

Establishing a community-managed project need not be too expensive. Investments in capacity

building are a necessary ingredient to increase the sustainability of a water and sanitation project.

While cost for community organizing (CO) work and skills training may vary, the following needs

to be considered when replicating a similar approach in other areas:

1. The hiring of a full time CO worker who will initially receive training and guidance on how to

organize the men and women of a barangay into a viable user's group that will be involved in

the decision-making processes of a water and sanitation project.

2. Adequate budget for barangay level trainings and follow-up capability-building activities.

3. Continuous supervision and monitoring that focus on sustainability indicators both at the

community level (users' group level) and support group level (LGU or federation).

4. Adequate time to allow the community association to develop and consolidate. The time frame

for this kind of project varies. For instance, the time frame of six months to one year helped

significantly to sustain the momentum of one community association in managing its water

systems.

5. Support for other activities such as networking and linkage building. The continuous flow of

visitors to the demonstration project plus the assistance required from the other barangays kept

the community association active and alert. These kinds of support from other communities

served as a challenge to the community association to run its affairs well.

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The indicators of successful community-managed water and sanitation services are:

Effectively sustained functioning system/service with effective financing and management.Effective use that is safe and environmentally sound.Demand-responsive service.Division of burdens and benefits.

The Doña Flavia, Casay and New Bulatukan associations exemplify a community-managed institutionalarrangement. In these cases, integrating and investing in social infrastructure development andcapability building in water-sanitation projects facilitate the growth of viable local organizations thatcould eventually take over the responsibility of managing, operating, and maintaining the waterdelivery system. Also clear in both cases is the involvement of LGUs in the development of localorganizations and in the provision of continuing local support to these organizations. Thisharmonious relationship between the LGUs and the local organizations has facilitated the growthof viable and sustainable water and sanitation systems that provide affordable and efficient waterand sanitation services.

Social Privatization

Social privatization is another approach to privatization that seems tohave emerged particularly as a reaction to corporate privation, yet isdistinct from community-managed models. Social privatization involvesrunning public services as an enterprise but with an orientation toplow profits back in pursuit of social objectives. Advocates of socialprivatization are concerned that large and, in some instances,transnational corporations have taken over water and sanitation serviceprovision in many countries with increasingly negative repercussions topoor segments of the population. The discourse on social privatization,however, continues to evolve.

Social privatization

involves running public

services as an

enterprise but with an

orientation to plow

profits back in pursuit

of social objectives

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As will be shown in Chapter 4, the experience of Darangan exemplifies a socially privatizedinstitutional arrangement. The Darangan case shows communities being directly responsible forthe ownership, management, operation, and maintenance of their water and sanitation systems.This experience has resulted in the development of viable water and sanitation systems, as well asin the growth of strong social organizations.

The process of social privatization has the potential to contribute to poverty reduction and can leadto entrepreneurship and strong local democracy. Social privatization features:

Participatory decision-makingCommunity consultationAccess to relevant informationSocially sensitive tariff structure ensuring that the poor can afford their basic water requirementLegal identityOwnership of the water supply system and the process of acquiring the system and its actualmanagement Institutional autonomy and protection from political interferenceVenue for livelihood opportunities and the practice of local democracyInvestment in long-term community building relationshipsPartnership with NGOs and civil society groupsContinuing educationDeliberate efforts to enable the poor to benefit from the water service

In social privatization, it is the community that shoulders the cost of owning, managing, operating,and maintaining water and sanitation systems, including the cost of building the community's senseof ownership over the process. The water users themselves own the service. Thus, social privatizationalso presents a new dimension to resource ownership-from the traditional centralized, hugewater utility ownership to the several user-owned utility system.

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Social privatization maintains its self-help character and mechanisms for community consultationand participation. It does not encourage the concentration of power and wealth in the hands ofa few. As a result, it promotes a more equitable distribution of resources.

Social privatization benefits the poor. The social privatization process makes communities moreconfident about their own abilities and they are able to overcome their apathy toward governmentprograms. The learning opportunities can contribute to community empowerment and thecreation of a healthy environment.

Community Management versus Social Privatization

Social privatization and community management of water and sanitation systems have manyelements and characteristics in common. In some instances it has been said that social privatizationis an advanced form of community-managed systems. Both systems present the merits andadvantages of several user-owned systems in contrast to a centralized, huge water utility, whichis susceptible to political interference and even terrorism.

However, community-managed and social privatization systems significantly differ on the sourceof the investment involved in setting up the system. Community-managed systems can befunded from LGUs, from civil society organizations, and from bilateral or multilateral donors. It hasbeen observed that since the investment did not come from the community, the motivation togenerate income that would sustain and expand operations is consequently not as strong.

On the other hand, social privatization involves systems that are installed using financial resourcespartly or wholly raised by the community. Because community resources are at stake, theentrepreneurial spirit is usually more pronounced. Hence, the group (usually a cooperative or anassociation) strives to operate the water system efficiently and effectively to generate profit thatcan be used for social ends.

GOOD PRACTICES IN WATSANPROVISION 4


CHAPTER 4T his section of the resource book highlights the experiences of five different water and

sanitation projects. The first three case studies (Doña Flavia, Casay, and New Bulatukan)illustrate the community-managed water supply system; the next case study (Darangan

Water Service Development Cooperative) demonstrates the social privatization approach, and thelast case study (Magdalena) shows an example of the privatization approach.

The following are some of the key lessons and exemplary practices featured in the five casestudies.

Social privatization is an alternative to privatization or the corporate control over water.There is a need to increase the autonomy and accountability of service providers.Incentives, regulation, and awareness for sustainable water use must be developed.The use of shared water resources and developing cooperation must be managed.Water information, consultation and partnerships need to be enhanced.Preparing and adapting a water policy and action program involves investing in capacitybuilding, monitoring and learning.

Not all the cases featured in this section are good practices that will work in any situation. Rather,they show different ways of responding to institutional, financial, technical, and socio-cultural issuesthat local government units have to deal with when trying to deliver water and sanitation services.

GOOD PRACTICES IN WATSAN PROVISION

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Community-Managed Approach Cases

DOÑA FLAVIA WATER SUPPLY AND SANITATION ASSOCIATION (DFWSA)

BRIEF DESCRIPTION

Barangay Doña Flavia, considered the commercial center of the municipalityof San Luis, is the most populated barangay. Yet, access to safe water in thecommunity was very limited due to that fact that only eight shallow wellsprovided for the area’s potable water needs. The challenge was to expand thecommunity’s access to safe water by introducing a water and sanitationsystem that was creative, gender sensitive, highly participatory, and with ahigh potential for sustainability and replication.

A budget of P500,000 was allocated for the water supply infrastructure. Themunicipal government contracted a private construction firm to develop and install thewater system. As construction of the water system progressed, capacity building activitieswere also conducted. Capacity building was a major component of the project, which wasintended for the community involved as well as the local government. The empowerment ofdisadvantaged groups in the communities, particularly the women, was particularly emphasized.A total of 2,687 people or 429 households were expected to benefit from the project.

Since it began operation in 1998, the Doña Flavia project has been replicated in eight otherbarangays in San Luis where water supply and sanitation associations were also established.Through the support of the provincial government, these associations later formedthemselves into a federation, which served as a forum for community members to dialoguedirectly with the government and with private entities on issues and problems related towater and sanitation.

Contact Information

CoordinatorMPDC OfficeDoña Flavia, Municipality ofSan Luis, Agusan del Sur

DFWSA ChairmanDoña Flavia, Municipality ofSan Luis, Agusan del SurTel: 085-8300078

or 0919-5400360

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GOOD PRACTICES IN WATSAN PROVISION 4


Today, the Doña Flavia project is considered a successful initiative in building partnerships among thelocal government unit (both at the municipality and provincial levels), the community, civil societyorganizations, donors, and to a certain extent, even the private sector.

HIGHLIGHTS

Key features

The DFWSA was ultimately responsible for the following:

Efficient functioning of the water system (spare parts, special skills and equipment)Optimal utilization of the systemFurther training in accounting and systems managementExpansion of system when capacity is neededRehabilitation, when requiredWater quality surveillanceResource mobilization

The Doña Flavia experience highlights the importance of capacity building in a water and sanitationproject. It features the many activities that go into the capacity building process, and how theseactivities eventually precipitate the formation of larger grassroots organizations and networks.

The DFWSA experience likewise highlights the need to build the capacities of communities as well asthe capacities of LGUs. This is deemed necessary because LGUs are not limited to providing logisticalsupport for community-managed projects; LGUs also function as social partners of the community. Itis this government-community relationship that spells success and sustainability.

Community-Managed Approach DOÑA FLAVIA

60



Role of the LGU

The LGUs concerned took the initiative by not only supporting the DFWSA project, but also advocatingthe replication of the project in other areas of the province. The provincial government of Agusan delSur, through its Provincial Water and Sanitation Center (PWSC), played a key role in promoting expandedLGU and community-based water and sanitation projects within the province.

In 1999, two documents were prepared by the PWSC. These documents now form part of the frameworkon how water and sanitation projects are to be implemented in the Agusan del Sur province andmunicipalities. These documents are also being considered in other water sanitation projects of thenational government.

Required Capacities

Training and continuous learning are vital to enhancing the capacities of the community and the LGU.In the case of Doña Flavia, three-day training and seminar-workshops were conducted by the PCWS-ITNF.These included:

Orientation training and action planning workshop for community organizers, which focused inidentifying community issues and needs that will be incorporated into action plans. Trainor’s training seminar-workshop for WATSAN project implementors, which covered topics suchas basic skills on WATSAN O&M and strategies for technology transfer. Community training on organizational management, operation and maintenance, sanitation andhygiene promotion, which focused on the technical aspects of managing the water facilities,computing for water tariffs covering operation and maintenance funds, and an orientation onsanitation and hygiene promotion activities.

DOÑA FLAVIA Community-Managed Approach

61



The training covered the technical and administrative aspects of running a water supply system. Thetraining also included the social aspects involved in forming, expanding, and sustaining organizationsthat will continue to look after the water system for generations to come.

IMPLEMENTING GUIDELINES FOR PROJECT REPLICATION

Surfacing of issues/problems. Develop and initiate systems that help identify potential and existingproblems, and how these should be handled. In particular, there is a need to focus on risks, root causesof problems, and issues concerning gender and poverty during the establishment and operations of thesystem. Other areas to look into are: (a) user contributions during implementation, (b) user voice andchoice in planning and designing the water supply system, (c) satisfaction of user demand, (d) ratio ofuser-perceived costs/benefits for men/women and rich/poor, (e) division of burdens and benefits.

Process documentation. Continuously document the processes involved (e.g., capacity building,administrative and implementation procedures). The lessons learned from field experiences will be veryuseful to the water sector. This kind of documentation will help clarify issues, concerns, and approachesin the field of community-managed water and sanitation programs.

Provision of needed technical inputs on issues/problems identified. Technical inputs are neededfor issues and problems in the following areas: the design, construction, and O&M of the water supplysystem, community organizing, and training.

Some social preparation is needed to make the community willing to manage and operate the watersystem, and pay regular tariffs for operation and maintenance. Social preparation involves providing thepeople with easy to understand information. It also means evaluating—with the community—whichof the technical options will benefit the greatest number of people at the least cost.


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Creation of a support group/office. Utilize local resource persons trained on the job. Identifying possiblesolutions provides clues in linking solutions to resources.

Community initiatives for water supply and sanitation projects should be supported by governmentand non-government organizations. The support from others makes people more confident in theirown abilities and overcomes the apathy felt towards government programs. Access to adequate watersupply and sanitation is essential to a life of dignity and humane existence.

Identification of next “action steps”. Continuing education, learning opportunities, and work planningare required when implementing a similar project. On the other hand, capacity building requiresseparate investments in resources, time, and personnel. Time scales for construction work and capacitybuilding are different. Meanwhile, the staff/implementors should prepare an exit plan so that responsibilityfor program continuity is passed on to capable community leaders. Other stakeholders such as the LGUs,NGOs, etc. should also be clear about the phase out plans.

Provisions for sustainability. The implementation of the Doña Flavia project had sustainability in mindright at the very start. Sustainability of projects may be measured in terms of seven main factors orcomponents as follows:

ParticipationLeadershipCapability buildingEquity and accessRevenue generation and cost recoveryUse of local resourcesEnvironmental stewardship

DOÑA FLAVIA Community-Managed Approach

63



CHAMPIONS/ADVOCATES/PROMOTERS

Provincial and municipal LGU officers, the Municipal Planning and Development Office, the ProvincialWater and Sanitation Center, the PCWS-ITNF, the Philippines-Canada Local Government SupportProgram, and the DFWSSA.

RESULTS

Benefits include: (a) creative display of local governance initiative, (b) formation of viable communityorganization with strong democratic values, and (c) enhanced and sustained water services for 429households in Doña Flavia.

Other results included:

1. The Doña Flavia model was replicated in eight other barangays in San Luis where level 2 waterprojects were being developed. The municipal administration chose to prioritize the provision of basicwater services and has tried to replicate the community management model for new water projects.

2. The officers and key actors in the Doña Flavia association are now being tapped as “big brothers/sisters,”recognized for providing a good model for a water supply project. They are now assisting the LGUsin setting up community management systems for water supply projects in other barangays.

3. Formation of a municipal federation of barangay waterworks and sanitation associations (BWSA).


64



CASAY RURAL WATER AND SANITATION ASSOCIATION, INC.

BRIEF DESCRIPTION

The Casay Rural Water and Sanitation Association, Inc. (CARWASA)8 operates inBarangay Casay in Dalaguete, Cebu. It began in 1983 as a waterworks project ofthe provincial government of Cebu and USAID. In 1984, the operation of the watersupply project was transferred to CARWASA. However, the transfer of operationsto the water association had been ambiguous. The association was not prepared

to handle the administrative, managerial, and technical aspects of running the watersystem. As a result, there had been no real income from 1984 to 1992.

The problem was resolved when non-government organizations like the University of SanCarlos Water Resource Center and Plan International worked with Casay residents tostrengthen their water association and to acquire the skills in repairing, operating, andmaintaining their water supply system. The Provincial Planning and Development Officeof the Dalaguete LGU and the Dalaguete Water District helped by providing logisticalsupport (e.g., installation of water meters).

Today, CARWASA manages its own water system and is in the process of getting a waterright from the National Water Resources Board. Its monthly collection ranges from P50,000to P60,000.

The CARWASA water supply system is a 210-foot deep well with a submersible pump, acylindrical type reservoir with a capacity of 18,000 gallons, and gravity flow distribution.The system sits on land that was purchased by CARWASA through its own funds generatedmostly from water tariffs. Through a P50,000 grant from Plan International, CARWASA is


Contact Information

Casay Rural Waterand SanitationAssociation, Inc.Barangay Casay,Dalaguete, Cebu

65



also currently engaged in a watershed program, which yields a P10,000 monthly income for theassociation. Although the system was designed to serve 400 households, the system currently servesa load close to 540 households. As a result, water shortage is now being experienced.

HIGHLIGHTS

Key FeaturesFunds for the waterworks came from the USAID, half of which was a grant and the other half a loancounterpart of the provincial government. When the waterworks became operational in 1984, CARWASAstarted paying monthly amortizations of P1,226 to the provincial government of Cebu. For 20 years,starting in 1984, CARWASA is required to pay the P422,700 loan with an interest rate of four percent perannum. However, providing funds for water projects and transferring ownership and management ofsuch projects to the community proved to be insufficient. It was also important to prepare localmanagement structures and technical personnel who will effectively operate the project. This waswhere training for institution- and capacity-building was vital.

Role of LGUs The provincial government of Cebu initiated the water project. It provided the funds for the constructionof the water facility and later, also funded the expansion and improvement of the system.

FACTORS

Required CapacitiesCARWASA needed to continually undergo skills training in repairing, operating, and maintaining theirwater supply system, especially after its water service expansion project in 1992. Continued localgovernment support was also necessary, especially in terms of logistical support. In 1992, the provincialgovernment was instrumental in improving and expanding the water services of CARWASA.

Community-Managed Approach CASAY

66



Delivery The provincial government of Cebu and USAID provided the funds to construct the water facility. Uponcompletion, the management and operation of the water facility was transferred to CARWASA. Afterward,the University of San Carlos Water Resource Center and PLAN International provided skills developmentand institutional strengthening.


The provincial government through its Provincial Planning and Development Office, CARWASA, theUniversity of San Carlos Water Resource Center, the Cebu Federation of Waterworks Association, Inc., andPlan International.

RESULTS

The project provided good quality water to a total of 539 household connections and severalcommunal faucets in strategic locations. The monthly collection ranged from P50,000 to P60,000 and income was about P10,000 a month.CARWASA had diversified its initiatives. It soon expects to earn income from the mango treeswatershed project.

CASAY Community-Managed Approach

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NEW BULATUKAN SPRING DEVELOPMENT ASSOCIATION

BRIEF DESCRIPTION

New Bulatukan is a community of over 1,350 indigenous peoples and Christiansettlers in Makilala, North Cotabato province. In 1998, the community applied fora special grant for the construction of their own water supply system. This movewas a response to the community’s problem of accessing safe drinking water. Thenew water system was envisioned to reduce the time spent in fetching drinkingwater and to facilitate the protection of uphill spring sources and creeks.

In 1999, the SZOPAD Social Fund9 provided for the project cost of P985,632. Although aprivate contractor was tasked with the actual construction of the water system facility, theresidents of New Bulatukan provided some of the labor, food, lodging, and other neededrequirements as construction work progressed.

Upon completion of the water system, the community, which by then had formed itselfinto the New Bulatukan Spring Development Association, took over the management,operation, and maintenance of the water system facility. The new water system currentlyprovides water to 140 households in New Bulatukan.

The communal water supply system in New Bulatukan consists of a spring box, about 1,300meters of 63-millimeter transmission pipe, two suspended crossings, distribution pipe, aground level reservoir and ten communal tap stands.


Contact Information

New BulatukanSpringDevelopmentAssociationBarangay NewBulatukan, Makilala,North Cotabato

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HIGHLIGHTS

Features and ComponentsThe experience highlights the potential of government-community partnership and involvement inexpanding and improving water service delivery to specific communities.

Yet the New Bulatukan experience also shows that communal water systems work if given the propersupport: (a) institution- and capacity-building as an integral component of the project, (b) developing local management structures, (c) ensuring the use of appropriate water system technology,among others.

FACTORS

Required CapacitiesA year after the installation of the water system, the water association underwent extensive training underthe guidance of the PCWS-ITNF. After the training, the association formally registered with the SEC togain legal identity. Once it was able to do so, the association planned to apply for a water permit fromthe National Water Resources Board (NWRB). The move will allow the water association to have exclusiverights over the use of the spring source.

Part of the responsibilities of the New Bulatukan Spring Development Association is overseeing theoperation and maintenance of the communal water system. Specific people are assigned as caretakers.Funding for operation and maintenance are sourced from the monthly dues of the members and fund-raising activities such as raffles, organization dues, and fines. Basic plumbing tools are available in thecommunity, which were purchased using association funds.

NEW BULATUKAN Community-Managed Approach

69



Required ResourcesThe SZOPAD Social Fund provided much of the logistical and financial requirements to complete theprojects. However, the community contributed their time, labor, food, lodging and other neededrequirements as the construction work progressed—estimated to equal five percent of the total projectcost.


The SZOPAD Social Fund, local government officials, PCWS-ITNF, and New Bulatukan Spring DevelopmentAssociation.

RESULTS

The New Bulatukan experience shows how the community can acquire and manage its own water supplyservice and how this can benefit the poor. Other communities can learn that things work well when peopleare involved, when their needs are clearly established, when the capacity building is built into the process,and the local management structures are emphasized.

The new water system is also helping people improve their livelihood options. This motivates thecommunity to properly manage its communal water system.

Community-Managed Approach NEW BULATUKAN

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CASE STUDY 1 Community-Managed Approach Cases

DARANGAN WATER SERVICE DEVELOPMENT COOPERATIVE (DWSDC)

BRIEF DESCRIPTION

The DWSDC is the first water cooperative in the country. It has since beenrecognized for its work, receiving the most outstanding service cooperativeaward in 1996. It is recognized by the government and by the cooperativecommunity as one of the more innovative and dynamic cooperatives in thecountry. Its services are competitive; it is a self-help organization whose

funding comes from member shares, fees, savings, and patronage; it has diversified itsservices to its members; and has benefited not only its members, but its community andother water cooperatives as well.

In 1968, members of the Darangan barangay council identified water as a primary concernof the community. In an effort to raise awareness of water supply among Daranganresidents, a series of community consultations were conducted by the barangay council,which later precipitated the formation of the cooperative.

Through a P75,000 grant from the provincial government, the DWSDC was able to purchaseand install a submersible pump and motor for its water supply project. In 1970, the firstpublic faucet in Darangan was opened to the public. Water meters and householdconnections were later installed in 1971 with the help of the Presidential Arm on CommunityDevelopment. In 1992, the increase in the population of Darangan prompted thecooperative to put up an additional pumping station and a water tank.

Today, the DWSDC has diversified—offering social security benefits and other services suchas microfinancing to the poor. As such, it has continued to attract new recruits, most of whom

Social Privatization Approach Case

Contact Information

DWSDC Manager83 National Road, DaranganDarangan, Binangonan,Rizal ProvinceTel: 652-1588

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are women and the poor. Over the past years, the number of women members has increased becauseDWSDC provides women better opportunities to learn and increase their income. A foreseeable trendis the increase in membership from among the poorest of the poor in Darangan. The cooperativeencourages them to join by offering easy, affordable, installment terms of payment, plus opportunitiesto earn income. This move benefits the poor since they can become owners and consumers of anefficient water service that allows them to participate in decision-making.

The huge concessionaire, Manila Water, expressed its intention to extend its services to Binangonan town.DWSDC is confident that it can compete with Manila Water for these reasons: DWSDC provides good qualityground water even during El Niño; it promptly restores water service interruptions; and, it currently servesmore than 70 percent of Darangan’s population, majority of whom are members of the cooperative.

DWSDC even plans to further expand its services. There are two other water systems in Darangan, whichDWSDC would like to merge with. There is also a plan to put up a new pumping station in a higherelevation area to replace the existing pump when it eventually breaks down. Other plans includecontinuous capital formation, replacement of old pipelines, and the implementation of new creditand livelihood project for women and children.

HIGHLIGHTS

Key Features:

Community participation in all phases of the project cycle Continued national and local government logistical supportCooperativized ownership of the water service, which enhances system operation and maintenanceefficiency. DWSDC fund sources come mainly from the members’ share capital, membership fees,savings and patronage.

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Increased women’s participation/involvement that supports poverty alleviation effortsCompetitive pricing strategy that is linked to its membership recruitment drive. DWSDC memberspay substantially lesser user rates than non-members, which is an incentive for non-members toeventually join the cooperative. DWSDC consumers likewise enjoy a lower tariff compared withresidents of nearby Morong town, which is served by the Morong Water District.

DeliveryAlthough the water system was partly funded in the past through small grants from the government,the water system is a completely cooperative enterprise. The cooperative was involved in the constructionof the water facility, its operation and maintenance, and its eventual expansion and improvement.

To become a member of DWSDC, one has to be a resident of Darangan. Would-be members of DWSDChave to pay a membership fee of P100 and a share capital of P5,000 which is payable in equalinstallments for two years. Pre-membership seminar is a requirement, followed by a seminar onownership. For the pre-membership seminar, the aspirant pays P50. Aside from getting a P10 discountfrom the regular water rate for the first 10 cubic meters and P1 less for every additional cubic meterthereafter, DWSDC members enjoy low interest loans, long-term repayment schemes, access to amutual benefit fund, emergency loans, patronage refund, social services, and a typically uninterruptedwater service at lower rates compared to non-members. DWSDC also provides banking services wherethe savings deposit of members earns from four to eight per cent interest. All water service applicantspay for the cost of service installation and the water meter unit. Billing is on a monthly cycle and collectionis undertaken regularly on a house-to-house basis.

StandardsThe quality and affordability of the water service provided by the DWSDC meets the required standards.Today, DWSDC has become the main water provider of Darangan, serving more than 1,100 households.

DARANGAN Social Privatization Approach

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Role of LGUs Local government units (barangay, municipal and province) took an active part in institution andcapacity building. The success of DWSDC has even motivated the Binangonan municipal governmentto issue an ordinance encouraging the setting up of barangay-level water systems and the transfer ofthe management of their operations to a local cooperative. As a result, 15 water cooperatives haveemerged in Binangonan.

FACTORS

Required CapacitiesAmong the responsibilities of DWSDC members is participating in the planning and annual generalassemblies. They are consulted about major decisions relating to the water cooperative.

Meanwhile, a committee headed by a board director is in charge of operation and maintenance of thewater system. Two deep wells, each with a submersible 10-horsepower pump and a motor, provide waterservice to about 70 percent of the Darangan population. Darangan has two water reservoirs—one witha capacity of 15,000 gallons and the other, 10,000 gallons. The quality of the water is good and potable.The two pumping stations of DWSDC work for a total of 20 hours a day.

DWSDC owns the necessary equipment and repair tools. The pump and motor are usually replaced afterfive years of use. As a result, service interruptions caused by repair and maintenance have never lastedmore than a day.

BENEFITS

The social privatization model in water service delivery ensures the following: (a) water rates/tariffremain affordable to the majority; (b) viable community institutions and networks that are willing and

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responsible for managing the water facility continue to grow; (c) the expansion of water servicesincludes even poor households, and; (d) use of local resources and skills is optimized.

Moreover, since DWSDC diversified into a credit and a consumer cooperative, it has enabled non-members who are the poorest of the poor in Darangan to generate income and livelihood. The idea wasto give non-members opportunities to engage in income generating activities, and thus allow them tojoin the cooperative and have access to water services by paying the share capital and other obligationsin affordable installment rates.

Furthermore, DWSDC has since taken a very active role in the community in advocating the protectionof the environment, especially the Darangan River. It is protesting the operations of a piggery uphill thathas been known to cause respiratory ailments in children and pollution in the river. DWSDC also helpsthe barangay council in its campaign against drug abuse.

The success of DWSDC motivated the local government of Binangonan to issue a municipal ordinanceencouraging barangay level water systems to set up and transfer the management of their operationsto a local cooperative. As a result, 15 water cooperatives have emerged in Binangonan. The youngercooperatives are learning from DWSDC and are able to get technical assistance when required. Thecooperative system has also allowed bigger cooperatives to provide financial assistance to the smallerones, through the network of the different cooperative federations.

A congressman represents DWSDC and other cooperatives in the House of Representatives through theparty list COOP-NATCCO (National Confederation of Cooperatives). DWSDC, NATCCO, and the CooperativeDevelopment Authority, are endorsing the creation of the Philippine Cooperative for Water andSanitation, a tertiary-level organization of water cooperatives nationwide.

DARANGAN Social Privatization Approach

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Privatization Approach Case

MAGDALENA WATER SYSTEM PROJECT

BRIEF DESCRIPTION

Magdalena, a fifth class municipality in Laguna Province, is the first localgovernment participant of the World Bank-financed Local Government UnitsUrban Water Supply and Sanitation Project. This project promotes public-private partnerships in the delivery of water and sanitation services.

The Department of Interior and Local Government, the conduit of the WorldBank, invited the Magdalena local government to avail of a P24-million loanpackage. This money was used for the construction of the new water andsanitation system facility. Bayan Water Services, Inc. (BWSI), a subsidiary ofBenpres, won the bidding for the 15-year lease contract to operate the waterand sanitation system.

The transfer of the operations to BWSI, however, caught a snag. The supposed transfer was scheduledfor 31 October 2001. But a week prior to the turnover, a political decision was made for the oldMagdalena-managed water system to remain operational, so as not to disenfranchise 40 householdsthat were going to be affected by the turnover.

As a result, two water systems simultaneously functioned in Magdalena: the old water system and thenew deep well water system. The old system provided cheap water at P8 for the first 15 cubic metersand P4.50 for every cubic meter thereafter. The new water system, which uses two pumps to convey waterfrom a 130-foot deep well, charged a flat rate of P20.54 per cubic meter. This arrangement wentagainst the provision of the lease agreement between Magdalena and BWSI. The condition set byBWSI was that prior to the turnover, the old Magdalena water system was to be cut off. Only when the

Contact Information

Municipal Engineer Municipality of Magdalena,LagunaTel: 049-2552013, 049-2551011

Development Bank of thePhilippinesMakati City, Metro ManilaTel: 02-8189511, 02-8128088local 2356Fax: 02-8151517, 02-8188037

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turnover was effected would BWSI begin paying its P405,000 monthly rent to Magdalena, plus a fixedamount of P8,000 for contract administration. Another agreement was forged to close the old water systemin the week of 15 February 2002 as demanded by BWSI for the scheduled turn over by the end of thatmonth. Regulation is contained in the lease agreement between BWSI and Magdalena LGU.

Privatization and the dynamics of local Philippine politics will eventually be felt by the consumers. Aforeseeable problem can happen when loan repayment targets are not met, which means consumersare bound to shoulder future increases in the water tariff. The biggest threat, however, is that the LGUmay not be able to pay its loan to the World Bank. When that happens, the LGU may have to resort tomortgaging. The current interest rate of the WB loan is 14 percent.

KEY FEATURES

The project is part of the World Bank-financed Local Government Units Urban Water Supply andSanitation Project, which essentially promotes public-private partnership.

A private firm, Rodman Construction and Development Corporation (RCDC), was awarded the contractfor constructing the water and sanitation facility. The firm constructed the new water supply system fromSeptember 1999 to June 1, 2001. The actual construction cost was pegged at P24 million. The MagdalenaLGU provided a counterpart of P2.4M. BWSI was later awarded the 15-year lease contract to operate thewater and sanitation system.

For the first three years of operation, the Magdalena LGU is required to pay only the loan interest, afterwhich it will begin to pay for the principal. However, as of February 2000, the Municipal Engineer’s Officereleased its findings that the tariff paid by consumers was enough to pay only for the O&M of the watersystem but not for the World Bank loan repayment. As a result, an increase in water tariff in the near futurewas to be expected.

MAGDALENA Privatization Approach

REFERENCES AND TOOLS5


CHAPTER 5REFERENCES AND TOOLS

❙ POTENTIAL SITES FOR STUDY TOURS

MANILA WATER COMPANY, INC.

Management ModelPrivate sector participation under concession arrangement, theterritory business management approach.

Brief DescriptionIn August 1997, Manila Water took over the privatized watersystem for the East concession of the Metropolitan Waterworks andSewerage System (MWSS). It is a consortium composed of theAyala Corporation, United Utilities, Bechtel Corporation, MitsubishiCorporation, and BPI Capital Corporation. Everyday, Manila Waterdelivers 1,600 million liters of potable water to over 4.7 millionresidents and thousands of industries and businesses. Throughits Tubig Para sa Barangay projects, depressed communities mayget properly connected water service at affordable rates. With this, Manila Water has minimized leaks,illegal connections, and the incidence of water contamination.

Highlights of the ModelExample of water service delivery in urban areas (including urban poor) Shows potential of private sector involvement in water service delivery Alternative management option

Contact InformationSpecial Projects Manager,CorporateCommunications

Administration Bldg. 489 Katipunan Road, Balara, Diliman, Quezon CityTrunk line: 02-4368000local: 3311 and 3378Fax: 02-9205288

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MAYNILAD WATER SERVICES, INC.

Management ModelPrivate sector participation under concession arrangement

Brief DescriptionMaynilad Water Services is the private concessionaire that won theright to take over the Metropolitan Waterworks and SewerageSystem (MWSS) operations in the West Zone of Metro Manilastarting August 1997.

Maynilad Water Services started a Bayan Tubig program in 1999 toprovide squatter communities with cheap, potable, and continuoussupply of water. Each household gets a water meter and access towater after paying a minimum fee. Applicants may pay on aninstallment basis over a period of six months to a year. Through thisprogram, the customer base expanded and the problem of illegalconnections was addressed.

Highlights of the ModelExample of water service delivery in urban areas (including urban poor) Shows potential of private sector involvement in water service delivery Alternative management option

Contact InformationManager, BusinessDevelopment DepartmentCentral Business Area

176 A. Villegas St. Ermita, ManilaTel: 02-527-2275Fax: 02-528-0654Cell: 0917-9300385

Business Area Manager,Central Business AreaTel: 02-5281455Fax: 02-5281460


references and tools 5

DAVAO CITY WATER DISTRICT

LocationDavao City

Management ModelGovernment-Owned and Controlled Corporation (GOCC), semi-public

Brief DescriptionThe Davao City Water District is the biggest water district in thePhilippines as far as service area is concerned. At the moment, the water district serves around 130,000connections.

Founded in 1973, the Davao City Water District also provides technical assistance (such as watertesting, design, pipe laying) to rural areas and small towns within the Davao province.

Highlights of the ModelShowcase for LGUs that decide to set up (or take over) a water district Delivers the second best potable water quality in the world Opportunities to visit water laboratories and pump stationsShows how water districts can give technical assistance to LGUs

Contact InformationChairmanDavao City Water DistrictBajada, Davao City 8000Tel: 082-2219400 – 12 Fax: 082- 2264885

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METRO CEBU WATER DISTRICT

LocationCebu City

Management ModelGovernment-Owned and Controlled Corporation (GOCC), semi-public

Project DescriptionFounded in 1974, the Metro Cebu Water District has grown into thecountry’s second-largest water district. At present, it uses 100ground well and one surface water resource to supply the waterneeds of over 80,000 connections located in four cities and fourmunicipalities in Metro Cebu.

In 1990, the Metro Cebu Water District entered into a big project that involved the collection andtreatment of river water so that it could be used for drinking. This project was intended to address thewater scarcity problems in the area following the 1997 El Niño drought. Besides water service delivery,the water district is very active in raising community awareness on water conservation and environmentprotection.

Highlights of the ModelThe water district established family parks that combine leisure with water conservation (tree

planting, nurseries) and ground water refilling activities The water district produces promotion and awareness material (fact sheets, posters and stickers) onwater use and conservation The water district and LGUs closely cooperate on water resources management

Contact InformationGeneral Manager M. C. Briones cor. P BurgosStreet , Cebu City 6000Tel: 032-2548434 to 39,2560413 to 15Fax: 032-2545391

Information officerTel: 032-2560424


❙❙ References

Above Ground - A Training Manual on Water Supply and Sanitation. Manila, Philippines: PhilippineCenter for Water and Sanitation-International Training Network Foundation (PCWS-ITNF).(This manual serves as a training course and a facilitator’s guide in conducting a trainingprogram for present and potential leaders of existing and about-to-be-formed BWSAs. It waspublished with the support fund from United Nation Children’s Fund. )

Capistrano, L. (editor). Water & Sanitation FORUM Newsmagazine. Manila, Philippines: Philippine Center for Water and Sanitation-International Training Network (PCWS-ITN)

Community Organizing Process Guidebook. Manila, Philippines: Philippine Center for Water and Sanitation-International Training Network Foundation (PCWS-ITNF), November 2001. (This Guidebook is an enhancement of previous community organizing handbooks alsodeveloped by the Department of Interior and Local Government (DILG). It was published forRural Water Supply and Sanitation Projects - Phase V (RWSSP-V) in November 2001 by thePhilippine Center for Water & Sanitation-The International Training Network Foundation.)

Esrey SA, Gough J. et al. Ecological Sanitation. SIDA, Stockholm, Sweden, 1998.

Guide and Manual on Training for Trainers. Water and Sanitation Training Programme, Printed for theFourth Country Programme for Children (CPCIV) in cooperation with the United NationsChildren’s Fund, December 1998.

Haden, A. “Gender Checklist for Planning Sanitation Programmes.” Sanitation Promotion Kit. M. Simpson-Hebert and S. Wood, editors. Geneva, Switzerland: WHO and Water Supply andSanitation Collaborative Council (WS’SCQ), 1997.


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Magtibay, B., compiler. Policies and Guidelines on Water Supply Systems. Manila, Philippines: BiosphereEnvironment and Health Systems, 1998.

Philippine Center for Water and Sanitation-International Training Network Foundation. Policies andGuidelines on Wastewater Disposal Systems. Manila, Philippines: Philippine Center for Waterand Sanitation-International Training Network Foundation (PCWS-ITNF), 1999.

Philippine Center for Water and Sanitation-International Training Network Foundation (PCWS-ITNF) and Special Zone of Peace and Development Social Fund. Gabay Barangay. Pangangasiwang Spring Water System. Manila, Philippines: Philippine Center for Water and Sanitation-International Training Network Foundation (PCWS-ITNF) and Special Zone of Peace andDevelopment Social Fund, 2001.

The Code of Ethics on Hygiene, Sanitation and Water Supply Services (2000).(This Code Ethics was developed in 1997 by the Working Group on Community Managementand Partnerships with Civil Society set up by the WSSCC. It underwent further revisions in 1999in a broad consultation involving 300 people from Asia, Africa and Latin America during theVision 2] process. The Code was finalized in August 2000. WSSCC, Geneva, Switzerland).

The Ecological Sanitation Alternative. Proceedings of the First Orientation Workshop, Gardenville Hotel,Butuan City, Agusan del Norte, Philippines, January 31-February 4, 2000. Manila, Philippines:Philippine Center for Water and Sanitation-International Training Network Foundation(PCWS-ITNF), 2000.

Training Guide - Simplified Accounting Systems and Procedures for BWSA. Water and Sanitation Training Programme, Printed for the fourth Country Programme for Children (CPCIV) incooperation with the United Nations Children’s Fund, December 1995.



Training Guide and Manual on Community Organizing and Organizational Development. Water andSanitation Training Programme, Printed for the Fourth Country Programme for Children(CPCIV) in cooperation with the United Nations Children’s Fund, December 1995.



ENDNOTES

1 NEDA Board Resolution No. 12, series of 1995.

2 Information on the performance of the water supply and sanitation sector obtained from the NationalEconomic and Development Authority (NEDA) indicate that the database from the government is not accurate.

3 LGSP has a companion material, the Resource Finder, which provides information on institutions andprograms from government agencies, government financing institutions, ODA sources both bilateraland multilateral, and civil society organizations that could be accessed by LGUs in support of water andsanitation initiatives.

4 Citation URL: http://www.icap.org/pdf/dp_english.pdf

5 More discussion on this in Annex B of this resource book.

6 Privatization of Public Social Services: A Background Paper, Author(s): Demetra Smith Nightingale, NancyM. Pindus, Published: October 15, 1997 Citation URL: http://www.urban.org/url.cfm?ID=407023

7 Community Water Supply Management: International Water and Sanitation Centre Citation URL:http://www.irc.nl/manage/whatisit/definitions.html

8 CARWASA is a member of the Cebu Federation of Waterworks Associations, Inc. (CEFEWA), which is underthe guidance of the University of San Carlos Water Resource Center (USC-WRC). Some CEFEWA membersstarted with funding support from the provincial government and then from PLAN International. MostCEFEWA members, however, have been funded initially by PLAN International with counterpart supportfrom the local government.

9 In 1997 President Fidel Ramos signed Executive Order No. 445, which provided for the implementation ofthe SZOPAD Social Fund (SSF) to finance small-scale social and economic infrastructure projects indisadvantaged communities affected by the conflict between the government and the Moro NationalLiberation Front (MNLF).


ANNEXES

❙ Water Supply Technology Options

A convenient supply of safe water and the sanitary disposal of human wastes are essential,although not the only ingredients of a healthy, productive life.

Unfortunately, it is the poor who suffer the most from the absence of safe water and sanitation,because they lack not only the means to provide for such facilities but also the information on howto minimize the ill effects of the unsanitary conditions in which they live. As a result, the debilitatingeffects of unsanitary living conditions lower the productive potential of the very people who canleast afford it.

A summary of the technology, institutional, and financing options are presented below forappropriate application by the LGUs for their Water Supply and Sanitation plans and programs.

◗ TECHNOLOGY OPTIONS

Source Optionsa. Groundwater

- springs- wells

b. Surface water- check gates- dam reservoirs

c. Rainwater

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WATER AND SANITATION


Transmission Options

Treatment Optionsa. Use of settler and filter to remove turbidity

A 12 cu. m settling tank which has a capacity of 8 liters/sec. costs P17,000.00 and can serve8,000 people.A 1 sq. m. filter area which is good for 1 liter/sec has a direct cost of P 2,000.00 and can serve1,000 people.

b. Disinfection - use of chlorinators, ultraviolet (UV), slow sand filterc. Removal of dissolved, unwanted substances:

- desalination (reverse osmosis, evapo-condensation)- charcoal and similar filters (if water has a different color)

Modes of InterventionNew system constructionRehabilitation of existing water systemUpgrade or expansionMultiple sources and systems"Do-nothing" option

hand pump wells (Level 2) household connections (Level 3)


Selecting the most appropriate technologiesEconomicalEnvironment friendlyCulturally acceptable and socially equitableA water system must be accessible even to residents from far flung areasCan provide for reasonable future needsWhen designing a water system, consider future demands by anticipating the maximumincrease in the number of population in a given areaShould be locally sustainableMaterials/parts must be locally availablePhysically feasibleDelivers within standard requirements

The Benefit/Cost Approach - "The most appropriate technology is the one that delivers the most benefitsat the least cost."

CostsInterest on investmentDepreciationOpportunity costsEnvironmental costs

BenefitsSavings in water-fetching laborSavings in water-using household laborSavings in cost of lost manpower avoided due to illness and cost of medicinesLivelihood generated by construction and operation and maintenance of water system, andincreased in economic activities caused by more water availabilityEnvironmental benefits

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Financing Options

Sustainability factors"A water system should be forever." The following are key factors in assuring water systemsustainability:

Knowledge and use of appropriate technologiesAppropriate technologies save on the average 30% of project cost.Community participation

- The community helps in data gathering and technology selection.- The community is appraised of the implications of each technology option and the role they

play. - The community acquires skills (not just in training, but from direct involvement) in the

operation and maintenance.Conscientious and transparent project implementation

- financial and procurement management must be in place- there must be accountable and transparent records- transactional (traditional) vs transformational political leadership; choice must be made

whether to emphasize meeting individual needs or the general community's interest.

External

Internal

Loans vs IRALWUA loanCDFGrantsNational government programs

LGU resourcesIRA and SDF componentLGU manpowerMaterial stocksEquipmentCommunity resources


ANNEXES

❙ Sanitation Technology Options

◗ PURPOSE OF SANITATION

To contain and process human wastes until they or their end products are safe enough for releaseinto the environment.

A toilet should be able toa. Control odor and prevent the ingress or egress of disease vectors; andb. Prevent the release of feces and wastewater into the environment before it is safe to do so.

Feces and wastewaterMay contain pathogens such as harmful bacteria, amoeba, viruses, other protists and worms; May be breeding sites for disease vectors such as flies and mosquitoes; May be sources of suspended solids and BOD that contribute to turbidity and oxygen depletionin natural bodies of water; and May contain substances such as nutrients and drugs that in certain forms can harm theenvironment or cause health problems when indiscriminately released).

Sanitation facilities shouldBe affordable to build and maintain;Provide privacy to users;Provide convenience;Confer status to them; and In some cases, allow safe recovery of the resources such as soil ameliorants, animal feed, andenergy contained in the waste.

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Sanitation facilities should also be culturally acceptable to usersDefecating positionType of anal cleansing material usedPractices and taboos on using and handling wastesLight and ventilationLocation of the facility relative to the house and its orientation must be considered

Sanitation options are either onsite or offsite (whether or not the end-products are released to theenvironment at the site of generation or conveyed to a central facility for further processing), andwet or dry (whether or not water is necessary for operation).

◗ ON-SITE SANITATION

Unsanitary Options1. Open defecation but restricted to a community-designated area2. Unimproved pit (Antipolo)3. Overhang over a watercourse, pigpen or fishpond

Sanitary Options

Ventilated Improved Pit (VIP)

Description of operationFeces drops into pit through hole in latrine. Feces decompose in latrine. A new pit has to be dugwhen the one in use is full (although some pits are offset from the latrine slab and is moreaccessible for emptying). The pit may be unlined in stable formations; otherwise it is lined with hollowblocks, mortar or brick although the floor is bare and holes are usually built into the pit lining wallto allow excess water to leach out. Some designs have twin or two-compartment pits so that themoveable latrine hole can be shifted to one when the other is full.


Odor control is effected through placing a lid on the latrine andinducing an air flow from the superstructure through the latrine holeto the pit, then out into the outside air through a screened ventemptying above the toilet. The superstructure is often designed toscoop air from the wind also for this purpose.

Fly control is effected through keeping the superstructure darkinside so that any flies in the pit see only the light from the top ofthe vent. They fly up the vent but the screen traps them until theydie of exhaustion trying to crash through the screen.

MaintenanceKeeping the floor clean, the vent pipe free of cobwebs, and emptyingthe previously used compartment when the present one is full. The contents may be buried in thesoil, preferably near a tree.

AdvantagesDoes not require water.

DisadvantagesNot optimally suitable for the use of water (water and urine keeps the feces wet and odorous); Odor and flies not always avoidable; Difficulty or expense of emptying full pit or necessity for digging a new one when the formeris full.

Construction costPhP 5,000 or more including superstructure, (extrapolated contractor’s price) but about 50% lessif user donates labor.

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Wet Pit with Pour-Flush Bowl

Description of operation After use, feces and water in the bowl are flushed with 1 (fortoilets where the pit is directly under the bowl) to 8 (usuallywhen the pit is offset from the bowl) liters of water. Theflushing pours into the pit. Water drains out through the barebottom of the pit and the holes built into its walls. The pit maybe unlined in stable formations although it is always covered.Some designs have twin pits and a wye box so that the flushingis moveable latrine hole can be shifted to one when the otheris full. Odor and fly control is effected with the water-sealedbowl.

MaintenanceSame as that of the VIP, except that the air vent, if any, does notneed clearing of cobwebs.

AdvantagesGood odor controlAcceptable in many culturesCosts can be lowered if several nearby households share one pitOffset construction can solve the problem of endangering the foundations of nearby structuresduring excavation.

DisadvantagesNeeds the indicated amounts of flushing water; Water leaching from the pit will contaminate the ground and any water table and wells within8-160m from it (although in most cases, a well is safe if it is 25m from the pit);


Difficulty or expense of emptying a full pit or necessity for digging a new one when the formeris full (research is underway in some countries for appropriate low-cost de-sludging methods).

Construction cost PhP 5,000 or more including superstructure, (extrapolated contractor’s price) but about 50% lessif user donates labor; less if adjacent households share a common pit.

Composting Toilets

Description of OperationThere are many designs. A typical one has twin built-on-the-ground vaults that are alternately used. Feces fillsup one vault (the volume is usually good for at least a yearof use) after which, the bowl is moved over the otherwhile the contents of the first vault ages. By the time thesecond vault is full, the contents of the first are emptiedand used as compost.

Water is usually not used. Instead, ashes and other organicmatter are poured over the fresh feces after every use todiscourage odor and fly breeding. Urine is usually collectedand stored in a pail -- or any appropriate container -- separately from feces as it is free of pathogensand ready for use as liquid fertilizer.

MaintenanceSame as that of the VIP, except that the vaults are emptied more frequently as they fill up fasterbecause of the use of ashes and bulking agents.

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AdvantagesProduction of humus if properly operated; Production of liquid fertilizer;Little chance of feces pile leaching and contaminating the ground and groundwater.

DisadvantagesRequires users to be well-trained in using and maintaining the facility and have the environmentalvalues that will make the extra protocols and precautions of using it worthwhile; Culturally difficult to accept with some mainstream and ethnic groups.

Construction Cost

PhP 2,500 or more including superstructure (ferro-cement toilet built by PCWS in extrapolatedcontractor’s price) but about 50% less if user donates labor.

Pour-flush Toilet with Septic Tank with On-site Disposal

Conventional Septic TankA septic tank may be necessary if the ground is toohard for a pit to be dug economically or if infiltrationrates of the wastewater into the ground is too lowsuch that some clarification is needed before it isleached into the ground.

Septic tanks are sometimes divided into severalcompartments for more efficient settling of solids.Some designs are capacious to allow enoughdetention time so that water is much cleaner whenit is released into the environment.


Description of Operation The wastewater enters and is detained in the septic tank where it undergoes some settling anddecomposition of solids. The clearer effluent flows into a soakpit (similar to a wet pit but sometimesfilled with rocks for wall stability) or infiltration trench (where it leaches into the ground), anevapo-transpiration mound (where some of the water is transpired by the mound vegetation orevaporates), or subsurface filters before it enters pipe draining into a watercourse.

Maintenance Periodic de-sludging of the septic tank, and less frequently cleaning or allowing soakpits, trenchesand subsurface filters to rest.

AdvantagesSame as wet pit but a cleaner effluent is produced.

Disadvantages Needs the indicated amounts of flushing water; Although to a lesser extent, water leaching from the tank will contaminate the ground and anywater table and wells within 8-160m from it (although in most cases, a well is safe if it is 25mfrom the pit;Difficulty or expense of de-sludging (research is underway in some countries for appropriatelow-cost de-sludging methods).

Construction costPhP 5,000 or more, including superstructure (PLAN figures) to PhP30,000 (DPWH figures) but lessif user donates labor.

ANNEXES

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Bio-gas Toilets

Bio-gas toilets are toilets with septic tanksconfigured to have a gas collector and displacedwater chamber; and other accessories to produce,store and provide bio-gas for various uses.

Description of operationSame as in a septic tank, but bio-gas is collectedin a domed collector and there is a reservoir fordisplacement water. The human waste from threefamilies is usually enough to cook one family’smeals. In some designs, there are provisions for adding animal and biodegradable solid waste toincrease gas production. In this respect this technology has potential as a solid waste managementsolution.

MaintenanceSame as septic tanks, but is more delicate in that drugs, cleansing chemicals and most metals killoff the methane-producing bacteria.

AdvantagesSame as wet pit but biogas and a cleaner effluent is produced.

DisadvantagesSame as septic tanks; more frequent de-sludging if other materials are fed into the tank to producemore biogas; culturally difficult to accept with some mainstream and ethnic groups.

Construction costPhP 5,000 or more including superstructure (PCWS figures from prototype facilities) but less if userdonates labor; less if adjacent households share common tank.


◗ OFF-SITE SANITATION

When the consequences of contaminating local water tables and courses are too costly, or theground’s natural infiltration rates are too low, or the housing density is so high as to make commonrather than household-level treatment of wastes economically attractive (usually in a plant situatedoff the community), then off-site sanitation becomes an option (or a last recourse).

CartageFeces and sometimes wastewater is deposited in a chamber pot or receptacle and is collectedregularly by vehicles. This system is used in some areas in Japan, and many communities in China,where the waste is used as fertilizer and fish feed.

Sewerage (to treatment facility)This means a network of pipes and sometimespumps that convey water to a common sewagetreatment plant. In some such technologies, thewastewater may be collected direct from pipesfrom the bathroom, sink and toilet withoutbenefit of a septic tank for primary treatment.

Conventional SewerageThis is found in many cities in the Westerncountries. Huge (enough for maintenance people to walk in) sewers are built deep underground(to allow basement and subway drainage). In the past even the flows of rivers were diverted toperiodically flush out these sewers.

ANNEXES

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Shallow sewerageRecent reworking of the hydraulics of solids-laden channel flow have proven that much smaller sewerpipes buried more shallowly on carefully controlled slopes and with appropriate accessories suchas clean-outs can do the job as well, resulting in this alternative design.

AdvantagesSavings of as much as 95% over conventional sewerage can be realized with this technology. Some studies have also indicated that shallow sewerage with offsite treatment is competitiveover on-site sanitation at population densities of 200 persons per hectare or higher.

DisadvantageA disadvantage is the necessity of the community using at least 50lcpd of water (and feeding it intothe pipes) to ensure that the waste solids are borne along with this flow and do not cause clogging.

Septic tanks connected to small-bore sewerageIn this technology, household septic tanks or wet pits areconnected to the pipes that form the collection network.The effluent of these tanks is free from the large solidspresent in raw household sewage and permit smaller pipesand less controlled pipe slopes to be used. The amount ofwater the community uses also has little effect on systemefficiency.


Community-scale Sewage Treatment Processes

Conventional PlantThis technology consists of the following sequential processes:1. Primary treatment -- trash, grit and partial solids removal through screening and sedimentation2. Secondary treatment -- BOD reduction through aerobic treatment3. Tertiary treatment -- e.g., gravel filter

AdvantageAn advantage of this technology is that BOD reduction can be very high.

DisadvantagesAlthough prevalent in the West, the disadvantage of this technology is that it requires a lot ofmoney to build. (A conventionally-constructed, foreign-funded STP facility in Baguio for about90,000 people cost about PhP 400M to erect.)Requires heavy equipment, advanced skills and a lot of energy to operate; Unacceptable in terms of pathogen destruction (only in the order of 99%).

Stabilization PondsThese are a series of ponds (the first functioning as a solids settling and anaerobic decompositionpond, the next as facultative ponds and the last as maturation ponds) that treat sewage throughsedimentation, biological action and detention. In some facilities, fish and aquatic plants enhancethese actions and provide a method for resource recovery.

Although simple and effective (stabilization ponds can remove 99.99 to 99.999% of pathogens, BODand suspended solids), it is a land- intensive technology and can also be expensive. A plan to treatthe waste of 80,000 people in downtown Dumaguete City requires a budget of PhP 360 million.

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Anaerobic FiltersAnaerobic filters are filters submerged in water. This is not a stand-alone sewage treatment plantprocess but can be combined with other processes. Although poor in terms of BOD and pathogenremoval, it is simple and requires less energy and space than aerobic facilities.

Treating SludgeSludge is composed of the remains of organic matter, the bacteria living in them, and inorganicmatter. All sewage treatment plants produce sludge. In on-site sanitation, sludge is often buriedin the soil (this may be spread later as soil conditioner) or taken away for further treatment in a centralfacility. In sewage and treatment plants, which produces huge quantities of sludge, sludge can eitherbe aged before spreading on agricultural land, or dewatered before either:

Deposited in a landfill; orComposted before being used as a soil conditioner.

In the latter, the principle is to use the heat of the composting to kill all pathogens. One methodof high-rate composting is to pile the dewatered sludge in wind-rows over perforated air-pipes.The sludge is mixed with dessicating substrate such as woodchips and covered with old compost.

Air is then blown for a few weeks through the sludge using the perforated pipes. This supplies thepile with enough oxygen to sustain the composting process.

◗ KEY SUSTAINABILITY FACTORS IN SANITATION PROGRAMS

Use of Appropriate Technologies

This not only means evaluating sanitation options by the criteria enumerated in the first part of thischapter but developing more affordable technologies, especially for off-site sewage treatment.


For the 2/3 of Filipinos who live in rural and semi-rural areas, the on-site sanitation optionsavailable to them seem to be affordable enough. However, for the rest who live in urban areas andwhose wastewater can only be treated off-site, a per capita construction cost of PhP 4,000 to 7,000will translate into unacceptable sewage treatment charges alone of PhP 200 to 350 per householdper month, if present West-originated technologies are adopted. We should therefore startdeveloping our own treatment options that are less expensive.

Community Participation

Organizing for sanitation is more difficult than organizing for water supply. In a community inIndonesia, it took two decades to up sanitation coverage from 17% to 85%.

Yet one cannot go around it. Aside from linking hygiene, water supply, and the environment withsanitation, a possible strategy would be to make sanitation more attractive by linking resourcerecovery with it.

Transparent and Conscientious Implementation

No program will succeed if corruption permeates the implementing agency. If the implementingagency is corrupt, the technologies it will select will only be appropriate to maximizing graft andit will never bother to bring in the community to its shady dealings by letting them participatemeaningfully in the program.

ANNEXES


ANNEXES

❙ Sustainability of Community-BasedRural Water Supply Organizations

◗ WHAT WORKS:

National Policies/ Strategies

a. The use of community-based organizations has been proven effective as a vehicle for:Instilling the value of self-governance and self-reliance among the rural populace; frommere recipients of government projects to active community participation andmanagement, andSustained operation and maintenance of the water facilities. There are a lot of casestudies of RWSAs (Rural Water Supply Associations) and to some extent of BWSAs(Barangay Water Supply Associations) which have demonstrated that with properinstitutional development, these associations are capable of sustaining the systemoperation thereby reducing the load on government resources and instilling the valueof self governance among the populace.

b. Full recovery schemes (capital + O&M) are possible for Level III and partial recovery schemes (O&M)for Levels I and II. Level III RWSAs, especially in Bulacan and Batangas provinces, havedemonstrated not only their capacity to sustain their operations from collections but also to repayloans incurred for the purpose. Some Levels I and II projects are still operational and managedby the associations demonstrating successful partial recovery. The rural populace is capable anddoes pay for WATSAN services.

Sustainability of Community-Based RuralWater Supply Organizations

108



c. Different service levels are needed. Level I represents the basic service level that governmentmust provide its citizenry especially in the far flung areas. Level III service, being the ultimateservice level, are necessary for urban and peri-urban areas and in areas where the populace iswilling and able to support it. However, not all communities can afford a Level III system. In someareas, the provision of Level II facilities provides a temporary solution until the community,following the principle of self-governance, is able to muster enough initiative and resources toconvert it to a Level III. In all cases, local associations are therefore necessary to institutionalize“ownership” and marshal resources.

Sustainability of Community-Based Organizations

Proper Technical Design/Construction of FacilitiesIn all RWS projects, the number one criterion for sustainability is still proper design and constructionof the facilities. Without any facility to operate and maintain, there is no basis for the existence ofthe water supply community organizations.

Equal Emphasis to Institution Building at the Local LevelAvailable data and experience tell us that local institutions formed with equal emphasis have survivedlonger than those institutions that emphasized only the infrastructure component of institutionbuilding. The process of inculcating “ownership”takes time but must be stressed even before thephysical structures are set up.

Effectiveness of BWSA/RWSA LeadershipThis factor stands out whenever a successful association is studied. A leader’s effectivenessbecomes critical especially in the enforcement of tariff collections, marshalling resources, andinformation dissemination campaigns.


Enforcement of Adequate And Monthly Tariff CollectionsThe need for Associations to charge and collect tariffs is obviously important, not only to cover operationand maintenance requirements but also to create a reserve fund for replacements and expansion.

Adequate O&M Skills and ToolsMany foreign assisted projects have concluded that the failure of local associations stems from threeitems: the lack of funds, skills, and tools.

Adequate and Continuous Institutional DevelopmentBWSAs and RWSAs are basically new organizational concepts in every community where it isintroduced. And like new concepts, its sustainability is dependent on the nurturing given to it. Bymore experienced and matured organizations during its initial stages of operation. Even large waterdistricts such as Davao and Tarlac took time to develop into the successful utilities they are now.

Harmonious Relationship with the LGUVarious RWS association experience in Bulacan and CVWSSP indicate a direct relationship betweensupport of the LGU and sustainability. Reasons for the direct relationship are (a) LGU resources thatcan be accessed by the association, (b) facilitation of the required permits necessary and (c) the useof LGU official’s influence to convince association members to do certain activities, which can bringabout sustainability.

Compensation of Operating StaffExamples in foreign-assisted projects tend to show that certain compensation given to theassociations’ operational staff improves the level of O&M for the following reasons:

Being paid implies responsibility;Compensation serves as remuneration for time spent away from main livelihood activities;Compensation paves the way to future awareness of the need to professionalize services; andPayment implies the right to choose qualified personnel to do the task.

ANNEXES

110



User Groups Rather than Barangay-WideThis finding has relevance if a barangay has several point sources (Level 1). Project experiencesindicate that individual facility user groups function better than a barangay-wide BWSA. The usergroups have their own caretakers and they see little relevance in participating actively in BWSA affairs.

Multi-Purpose Water AssociationRequiring a BWSA with a single point source to have regular tariff collections and meet regularlymay seem too much for most members. Thus more than half of the BWSAs collect tariffs and meetonly when needed. When the BWSA becomes inactive and O&M is passed on to a user group (marketvendors, church groups, etc.), these user groups are able to sustain O&M because of their regularmeeting and collection of dues. The water system merely becomes an additional agenda forthem.

Upgrading of Service Level All field implementers of RWS projects agree that when a service level is upgraded to a higher level,the existing association will, in most probability, rise to the challenges faced by new procedures,rules, and technology. Upgrading a service level, therefore, assures better sustainability not onlyof the facilities but the institution as well.

◗ WHAT DOES NOT WORK:

National Policies/ Strategies

Multi-Agency Responsibility for Project ImplementationAlthough the intention of coordination is noble, the practice of having several agencies responsiblefor the project implies that no single agency is actually responsible.


Use of Ad Hoc Groups for Project ImplementationAny ad hoc group—not attached to any agency and having a finite term of office—lacks realauthority or the resources to pursue a project effectively. It can even benefit from projectexperiences since it is soon disbanded after a project is completed.

Single Corporation Responsibility for RWSA public corporation is evaluated not on the same basis as line agencies. Aside from projectaccomplishments, a corporation has to contend itself with various parameters such as return oninvestment, internal cash generation, and securing of subsidies for RWS. A line agency that doesnot have any of the above financial criteria would therefore be in a better position to implementRWS projects.

Inconsistent Cost-Recovery SchemesThe national policy of not subsidizing Level II/III schemes is not consistently followed since thereare politicians, and even ESA- supported projects, which provide grant funding for these services.Allowing inconsistencies can only convey either of these two ideas: (1) wait for grant funding forour projects, or (2) even if you don’t collect for O&M, don’t worry; government will bail you out.Inconsistencies tend to promote the culture of mendicancy.

New BWSAs for Simple Level I FacilitiesThe hasty formation of BWSAs to maintain a simple source, i.e., a hand pump, may not be to thebest interest of the project. It would be more effective to use existing user groups within thebarangay to maintain Level I facilities.

Reference: De Vera, Antonio R. “Sustainability of Community-Based Rural Water Supply Organizations.” A Final Reportprepared by for the WPEP Project, November 2000.

ANNEXES


ANNEXES

A

ABUYOG WATER DISTRICTThe General Manager155 Real St., Bito, Abuyog, Leyte 6510Tel. No/s.: (053) 322-9061 / 334-2061

AGONCILLO WATER DISTRICTThe General ManagerPoblacion, Agoncillo, Batangas 4211Tel. No/s.: (043) 198-4371 to 75 Loc. 2151Gen. Manager: Engr. Benigno M. Alilio

AGOO WATER DISTRICTThe General ManagerSta. Barbara, Agoo, La Union 2504Tel. No/s.: 337

AJUY WATER DISTRICTThe General ManagerReal St., Ajuy, lloilo 5012Tel. No/s.: (033) 392-0451 / 0465

ALAMADA WATER DISTRICTThe General ManagerKitacubong, Alamada, North Cotabato 9413

ALAMINOS WATER DISTRICTThe General ManagerDel Pilar St., Alaminos, Laguna 4001Tel. No/s.: (049) 562-9803

ALAMINOS WATER DISTRICTThe General ManagerPoblacion, Alaminos, Pangasinan 2404Tel. No/s.: (075) 552-7180Fax No.: (075) 552-7180

ALCALA WATER DISTRICTThe General ManagerRizal St., Poblacion West, Alcala, PangasinaTel. No/s.: (075) 593-3038

❙ WATER DISTRICTS

DIRECTORY


ANGELES CITY WATER DISTRICTThe General Manager2335 A. Mabini St., Angeles City 2009Tel. No/s: (045) 323-4209/888-7222Fax: (045) 888-7222

ASINGAN WATER DISTRICTThe General ManagerMayor’s Blvd., Asingan, Pangasinan 2439Tel. No/s.: (075) 611-1220

ATIMONAN WATER DISTRICTThe General Manager195 Osmeña St., Atimonan, Quezon 4331Tel. No/s.: (042) 316-5280

B

BAAO WATER DISTRICTThe General Manager2/F Public Market Bldg., San Nicolas, Baao,Camarines Sur 4432Tel. No/s.: (054) 266-3161 / 3124

BACACAY WATER DISTRICTThe General ManagerMagsaysay Avenue, Bacacay, Albay 4509

BACOLOD WATER DISTRICTThe General ManagerBacolod, Lanao del Norte 9205

BACOLOD CITY WATER DISTRICTThe General ManagerCor Galo-San Juan Sts., Bacolod City 6100Tel. No/s.: (034) 433-2141/25251/23242Fax No.: (034) 433-2141

BACUAG WATER DISTRICTThe General ManagerDel Rosario St., Bacuag, Surigao del Norte 8408Tel. No/s.: (086) 826-5355 (by appointment)Fax No.: (086) 826-8388

BADOC WATER DISTRICTThe General ManagerBadoc, llocos Norte 2904

BAGAC WATER DISTRICTThe General ManagerBagac, Bataan 2107

BAGANGA WATER DISTRICTThe General ManagerBaganga, Davao Oriental 8204

115

ANNEXES


BAGO CITY WATER DISTRICTThe General ManagerSocial Justice Complex, Salas Dr, Bago City,Tel. No/s.: (034) 461-0365 / 732-8177

BAGUIO WATER DISTRICTThe General ManagerBWD Compound, Utility Rd., Baguio City 2600Tel. No/s.: (074) 442-3456 / 444-4228Fax No.: (074) 442-3456 / 5364

BAIS CITY WATER DISTRICTThe General ManagerCity Hall Compound, Bais City, Negros Oriental 6206Tel. No/s.: (035) 402-8263

BALAGTAS WATER DISTRICTThe General ManagerPoblacion Wawa, Balagtas, Bulacan 3016Tel. No/s.: (044) 693-1062

BALANGA WATER DISTRICTThe General ManagerSt. Joseph St., Pobbacion, Balanga, 2100 BataanTel. No/s.: (047) 237-3491 / 237-3868

BALAOAN WATER DISTRICTThe General ManagerG/F, Old Emergency Hospital, Balaoan, La Union 2517

BALATAN WATER DISTRICTThe General ManagerDuran, Balatan, Camarines Sur 4436

BALAYAN WATER DISTRICTThe General ManagerF. Unson St., Balayan, Batangas 4213Tel. No/s.: (043) 407-0374 / 211-4239

BAROTAC VIEJO WATER DISTRICTThe General ManagerTupas St., Barotac Viejo, IIoiIo 5011

BASEY WATER DISTRICTThe General ManagerKKK Bldg., Mercado Dist., Basey, Western Samar 6720Tel. No/s.: (053) 321-0021

BATAC WATER DISTRICTThe General ManagerMarders Bldg., #17 Tabug, Batac, 2906 llocos Norte Tel. No/s.: (077) 792-3026

116



BATANGAS CITY WATER DISTRICTThe General ManagerKm. 04, Brgy. Alangilan, Batangas City 4200Tel. No/s.: (043) 723-7709 / 4200 / 6537Fax No.: (043) 723-1811

BATO WATER DISTRICTThe General Manager33 Del Rosario St., Bato, Catanduanes 4801

BAYAMBANG WATER DISTRICTThe General ManagerBayambang, Pangasinan 2423Tel. No/s.: (075) 592-2197

BAYAWAN WATER DISTRICTThe General ManagerHuman Settlement Bldg., Natl Hi-way,Bayawan, Negros Oriental 6221Tel. No/s.: (035) 531-0055Fax No.: (035) 531-0055

BAYBAY WATER DISTRICTThe General ManagerE. Jacinto cor M. L. Quezon Sts.,Baybay, Leyte 6521Tel. No/s.: (053) 335-2010Fax No.: (053) 563-9478

BINALBAGAN WATER DISTRICTThe General ManagerDon Pedro Yulo St., Binalbagan, Negros Occidental 6105Tel. No/s.: (034) 388-8428Fax No.: (034) 388-8211

BINALONAN WATER DISRICTThe General ManagerBinalonan, Pangasinan 2436Tel. No/s.: (075) 562-2281

BINMALEY WATER DISTRICTThe General ManagerPoblacion, Binmaley, Pangasinan 2417Tel. No/s.: (075) 540-0054 / 543-2791Fax No.: (075) 540-0054

BISLIG WATER DISTRICTThe General ManagerJohn Bosco Ave., Mangagoy, Bislig, Surigao del Sur 8311Tel. No/s.: (086) 628-2092 / (MTI) 853-2032Fax No.: (086) 853-2032

BOCAUE WATER DISTR1CTThe General ManagerNo. 14 Gov. F. Halili Ave. Ext. Biñang II,Bocaue, Bulacan 3018


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ANNEXES


BONGAO WATER DISTRICTThe General ManagerTubig-Boh, Bongao, Tawi-Tawi 7500Tel. No/s.: (068) 1404 (RCPI); 412-2873

BORBON WATER DISTRICTThe General ManagerSan Sebastian St., Poblacion, Borbon, CebuTel. No/s.: (032) 432-9087

BORONGAN WATER DISTRICTThe General ManagerBrgy. Songco, Borongan,Eastern Samar 6800Tel. No/s.: (058) 461-2085

BUTUAN CITY WATER DISTRICTThe General ManagerGov. J.P. Rosales Avenue, Butuan CityTel. No/s: (085) 341-6474/815-1268/1269Fax No. (085) 341-0508

C

CABAGAN WATER DISTRICTThe General ManagerCentro. Cabagan, lsabela 3328Tel. No/s.: (078) 636-3107Fax No.: (078) 636-3107

CABANATUAN CITY WATER DISTRICTThe General Manager229 CVR Brgy. Dicarma, Cabanatuan City 3100Tel. No/s.: (044) 463-1647/1643Fax No.: (044) 463-1643

CABANGAN WATER DISTRICTThe General ManagerCabangan, Zambales 2203

CABARROGUIS WATER DISTRICTThe General ManagerBLISS, Zamora, Cabarroguis, Quirino 3400

CADIZ CITY WATER DISTRICTThe General Manager2nd FIr, Commercial Complex Bldg., CabahugSt., Cadiz City, Negros Occidental 6121Tel. No/s.: (034) 493-0788 / 0688 / 1254Fax No.: (034) 493-0075

CAGAYAN DE ORO CITY WATER DISTRICTThe General ManagerCorrales Ave., Cagayan de Oro City 9000Tel. No/s.: (08822) 72-2705 / 6248 / 856-4509/856-4373Fax No.: (08822) 72-2705E-Mail: [email protected]

118



CALAMBA WATER DISTRICTThe General ManagerLakeview Subd., Halang, Cabaniba, Laguna 4027Tel. No/s.: (049) 545-1614/ 2863; 245-3180to 82 Fax No.: (049) 245-3182

CALAUAG WATER DISTRICTThe General Manager1081 Quezon St.,\Calauag Quezon 4318Tel. No/s.: (042) 301-7548

CALBAYOG CITY WATER DISTRICTThe General ManagerJ. D. Avebino St., Calbayog City 6710Tel. No/s.: (055) 209-1218 / 1843 / 911183/92976 Fax No.: (055) 911-1 83

CALBIGA WATER DISTRICTThe General ManagerCalbiga, Eastern Samar 6715

CALUBIAN WATER DISTRICTThe General ManagerSan Roque St., Poblacion, Calubian, Leyte 6534

CALUMPIT WATER DISTRICTThe General ManagerBalungao, Calumpit, Bulacan 3003Tel. No/s.: (044) 202-4235Fax No.: (044) 202-5125

CAMALIG WATER DISTRICTThe General ManagerBrgy. 2, Camalig, Albay 4502

CAMARINES NORTE WATER DISTRICTThe General ManagerVinzons Ave. Daet, Camarines Norte 4600Tel. No/s.: (054) 721-1810/511-2915

CAMILING WATER DISTRICTThe General ManagerRizal St., Camiling, Tanlac 2306Tel. No/s.: (045) 9340284 / 0304Fax No.: (045) 9340284

CATBALOGAN WATER DISTRICTThe General ManagerAllen Ave. Ext. Pier 2,Catbalogan, Samar 6700Tel. No/s.: (053) 756-1044

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ANNEXES


CLARIN WATER DISTRICTThe General ManagerPoblacion Centro, Clarin, Bohol 6330Tel. No/s.: (038) 198-8241 to 42

CLAVERIA WATER DISTRICTThe General ManagerCentro 2, Claveria, Cagayan 3519

CLAVERIA WATER DISTRICTThe General ManagerPoblacion, Clavenia, Misamis Oriental 9004

CONCEPCION WATER DISTRICTThe General ManagerConcepcion, lloilo 5013Tel. No/s.: (033) 392-0314

CONCEPCION WATER DISTRICTThe General ManagerSan Nicolas, Concepcion, Tarlac 2316Tel. No/s.: (045) 9230-430

COTABATO CITY WATER DISTRICTThe General ManagerGov. Gutierrez Avenue, Cotabato City 9600Tel. No/s.: (064) 421-1070 / 3566 / 7135Fax No.: (064) 421-3596

CUYAPO WATER DISTRICTThe General ManagerManpower Bldg., Cuyapo, Nueva EcijaTel. No/s.: (044) 608-2044

D

DAGUPAN CITY WATER DISTRICTThe General ManagerTambac Dist., Dagupan City, Pangasinan 2400Tel. No/s.: (075) 522-0050 / 515-8220Fax No.:(075) 522-0050

DALAGUETE WATER DISTRICTThe General ManagerPoblacion Dalaguete, Cebu 6022Tel. No/s: (032) 484-8724

DAPITAN CITY WATER DISTRICTThe General ManagerHanil Bldg., Lawaan, Dapitan City 7101Tel. No/s.: (065) 213-6406Fax No.: (065) 213-6406

DARAGA WATER DISTRICTThe General ManagerSta. Maria St., San Roque, Daraga, Albay 4501Tel. No/s.: (052) 483-3232Fax No.: (052) 483-3906

120



DASMARIÑAS WATER DISTRICTThe General ManagerCamerino Avenue, Dasmarinas, Cavite 4114Tel. No/s.: (046) 416-1236 /1237/ 0509Fax No.: (046) 416-1238

DAVAO CITY WATER DISTRICTThe General ManagerBajada, Davao City 8000Tel. No/s.: (082) 221-9400 up to 12Fax No.: (082) 2264-885

DIFFUN WATER DISTRICTThe General ManagerPublic Market Bldg., Diffun, Quirino 3401

DIGOS WATER DISTRICTThe General ManagerRizal Avenue, Digos, Davao del Sur 8002Tel. No/s.: (082) 553-2121/2872/2111Fax No.: (082) 553-2872

DINALUPIHAN WATER DISTRICTThe General ManagerBrgy. Kataasan, Dinalupihan, Bataan 2110Tel. No/s.: (047) 481-1444 / 3718Fax No.: (047) 481-3717

DINGLE-POTOTAN WATER DISTRICTThe General ManagerCor Dalipe & Sanico Sts., Dingle, lloilo 5035Tel. No/s.: (033) 351-0071 / 529-7122

DIPOLOG CITY WATER DISTRICTThe General Manager017 Rizal Ave., Ext., Estaka, Dipolog City 7100Tel. No/s: (065) 212-2574/4485Fax: (065) 212-4485

DUMAGUETE CITY WATER DISTRICTThe General ManagerNorth Rd., Daro, Dumaguete City 6200Tel. No/s: (035) 225-5016/0551/422-8310Fax: (035) 225-6677

E

ESTANCIA WATER DISTRICTThe General Manager364 V. Cudilla Ave., Estancia, lloilo 5017Tel. No/s.: 215

121

ANNEXES


F

FLORIDABLANCA WATER DISTRICTThe General ManagerRizal St., Poblacion,Floridablanca, Pampanga 2006Tel. No/s.: (04597) 337 / (049) 646-0311

G

GAPAN WATER DISTRICTThe General ManagerTinio St., San Vicente, Gapan, Nueva Ecija 3105Tel. No/s.: (045) 976-2040Fax No.: (045) 976-1823

GEN. M. NATIVIDAD WATER DISTRICTThe General ManagerPoblacion, Gen. M. Natividad, Nueva Ecija 3125Tel. No/s.: (0912) 306-8791

GEN. MARIANO ALVAREZ WATER DISTRICTThe General ManagerBlk. 4 Lot 4, Poblacion 2, Gen. MarianoAlvarez, Cavite 4117Tel. No/s.: (046) 972-0982Fax No.: (046) 972-0982

GEN. SANTOS CITY WATER DISTRICTThe General ManagerDr # 1 Chua Bldg., Naranjita St., Gen. Santos City 9500Tel. No/s.: (083) 552-3824Fax No.: (083) 553-4960

GERONA WATER DISTRICTThe General ManagerDon Pedro Simeon St., Gerona, Tarlac 2302Tel. No/s.: (045) 931-0407

GINGOOG CITY WATER DISTRICTThe General ManagerJ.Z. Mercado Ave., Gingoog City 9014Tel. No/s.: (088) 861-1190 / (08842) 7448

GUAGUA WATER DISTRICTThe General ManagerSan Nicolas, Guagua, Pampanga 2003Tel. No/s.: (045) 910-547 / 91 2-949Fax No.: (045) 912-949

GUBAT WATER DISTRICTThe General Manager0538 Manook St., Gubat, Sorsogon 4710Tel. No/s.: (056) 311-1242 / 1016

122



GUIMBA WATER DISTRICTThe General ManagerCor Faigal & Danzalan Sts.,Guimba, Nueva Ecija 3115Tel. No.: (044) 611-1207Fax No.:(044) 611-121-07

GUINAYANGAN WATER DISTRICTThe General ManagerBrgy. Calimpak, Poblacion,Guinayangan, Quezon 4319Tel. No/s.: (042) 303-4189

HAGONOY WATER DISTRICTThe General ManagerMunicipal CompoundHagonoy, Bulacan 3002Tel. No/s: (044) 793-0019/0433/1409Fax: (044) 794-2524

I

ILOCOS NORTE WATER DISTRICTThe General ManagerJr. Ennui Hill, Laoag City,llocos Norte 2900Tel. No/s.: (077) 772-0985Fax No.: (077) 771-4814

IPIL WATER DISTRICTThe General ManagerNational Highway, Ipil, Zamboanga del Sur 2201Tel. No/s.: (062) 333-2274

IRIGA CITY WATER DISTRICTThe General ManagerRufino Llagas Sr St., San Roque, Iriga City 4431Tel. No/s.: (054) 299-2220 / 5709/ 655-0508Fax No.: (054) 655-0508

ISABEL WATER DISTRICTThe General ManagerLGU Compound, Isabel, Leyte 6539Tel. No/s.: 556-9227 / 0726 (lslacom)

ISABELA WATER DISTRICTThe General ManagerCarlos F Garcia St., lsabela, Basilan 6128Tel. No/s.: (062) 200-7418

ISABELA WATER DISTRICTThe General ManagerIsabela, Negros Occidental 6128

123

ANNEXES


J

JAEN WATER DISTRICTThe General ManagerPoblacion, Jaen, Nueva Ecija 3109Tel. No/s.: (044) 306-9495 / 486-2889

JANIUAY WATER DISTRICTThe General Manager#313 Don I Lutero St., Janiuay, Iloilo 5034Tel. No/s.: (lslacom) 531-8100

JARO WATER DISTRICTThe General ManagerG/F, ABC Hall Bldg. Real St., Jaro, Leyte 6527

JOLO MAINLAND WATER DISTRICTThe General ManagerCamp Asturias, Jolo, SuIu 7400Tel. No/s.: 2305/2107 (RCPI)

JORDAN WATER DISTRICTThe General ManagerBrgy. RizaI, Jordan, Guimaras 5045Tel. No/s.: (033) 851-3011 / (0915) 300-4321

K

KABACAN WATER DISTRICTThe General ManagerRizal Avenue, Kabacan, North Cotabato 9407Tel. No/s.: (064) 248-2074

KABANKALAN WATER DISTRICTThe General ManagerCor Rizal-Tayum Sts., Kabankalan, Negros Occidental 6111Tel. No/s.: (034) 4712-134Fax No.: (034) 4712-634

KALAMANSIG WATER DISTRICTThe General Manager341 Poblacion, Kalamansig,Sultan Kudarat 9808

KALIBO WATER DISTRICTThe General ManagerMabini St., Kalibo, Aklan 5600Tel. No/s.: (036) 262-3064 / 268-4200Fax No.: (036) 262-4285

124



KAPATAGAN WATER DISTRICTThe General ManagerPoblacion, Kapatagan,Lanao del Norte 9214Tel. No/s.: (063) 38272317Fax No.: (063) 382-2317

KORONADAL WATER DISTRICTThe General Manager2nd Flr. Public Market Bldg., KoronadalSouth Cotabato 9506Tel. No/s: (083) 228-2783Fax: (083) 228-4840

L

LA CARLOTA WATER DISTRICTThe General ManagerRizal St., La Carlota City,Negros Occidental 6130Tel: (034) 460-2488Fax: (034) 460-2641

LEMERY WATER DISTRICTThe General ManagerCarnero Subdv., Brgy. Sangalang, Lemery, Batangas 4209Tel. No/s.: (043) 411-1208 / 4552Fax No.: (043) 411-4552

LEON WATER DISTRICTThe General ManagerF Cabarles St. Leon, lloibo 5026Tel. No/s.: (033) 331-0039

LEGAZPI CITY WATER DISTRICTThe General ManagerBitano, Legazpi City 4500Tel. No/s.: (052) 480-9395 / 820-1175 / 214-3750Fax No.: (052) 214-3482

LEYTE METROPOLITAN WATER DISTRICTThe General ManagerMabini St., Tacloban City 6500Tel. No/s.: (053) 325-689Fax No.: (053) 325-7330

LIANGA WATER DISTRICTThe General ManagerMabini St., Lianga, Surigao del Sur 8307

LIBACAO WATER DISTRICTThe General ManagerMalanga Poblacion, Libacao, Aklan 5602

LIGAO-OAS WATER DISTRICTThe General ManagerTuburan, Ligao, Albay 4504Tel. No/s.: (052) 431-1348

125

ANNEXES


LILOY WATER DISTRICTThe General ManagerPoblacion, Liloy, Zamboanga del Norte 7115

LIMAY WATER DISTRICTThe General ManagerR Ambrocio St., Townsite,Limay, Bataan 2103Tel. No/s.: (047) 2445274

LINAMON WATER DISTRICTThe General ManagerPoblacion, Linamon, Lanao del Norte 9201Tel. No/s.: (063) 227-0107Fax No.: (063) 221-5855 / 227-1998

LINGIG WATER DISTRICTThe General ManagerPoblacion, Lingig, Surigao del Sur 8312

LLORENTE WATER DISTRICTThe General ManagerLlorente, Eastern Samar 6803

LOBO WATER DISTRICTThe General ManagerA. Mabini St., Poblacion, Lobo, Batangas 4229

LOPEZ WATER DISTRICTThe General Manager210 Gen. V. Yngente Ave., Lopez, Quezon 4316Tel. No/s.: (042) 841-1175 / 302-5233

LUBAO WATER DISTRICTThe General ManagerSan Nicolas I, Lubao, Pampanga 2005Tel. No/s.: (045) 93- 6656 / 971-6656Fax No.: (045) 93-6656 / 971-6656

LUPON WATER DISTRICTThe General ManagerAguinaldo cor K. Baratua Sts., Lupon, DavaoOriental 8207Tel. No/s.: (087) 808-0381

M

M’LANG WATER DISTRICTThe General ManagerRizal St., M’lang, North Cotabato 9402Tel. No/s.: (064) 268-4006

MALAYBALAY CITY WATER DISTRICTThe General ManagerSayre Hi-way, Sumpong, Malaybalay City 8700Tel. No/s.: (088) 221-2640 / 813-3670Fax No.: (088) 221-2640

126



MALINAO WATER DISTRICTThe General ManagerSta Maria St, Poblacion, Malinao, Aklan 5606Tel No/s. (036) 265-8040

MALOLOS WATER DISTRICTThe General ManagerPoblacion, Malolos, Bulacan 3000Tel. No/s.: (044) 791-0876 / 4539Fax No.: (044) 791-0876

MALUSO WATER DISTRICTThe General ManagerTownsite, Maluso, Basilan 7303

MAMBAJAO WATER DISTRICTThe General ManagerUmycco, Poblacion, Mambajao, Camiguin 9100Tel. No/s.: (088) 870-013

MAMBUSAO WATER DISTRICTThe General ManagerSta. Catalina St., Mambusao, Capiz 5807Tel. No/s.: (036) 647-0121

MANAOAG WATER DISTRICTThe General ManagerMilo St., Manaoag, Pangasinan 2430Tel. No/s.: (075) 519-3155Fax No.: (075) 529-0254

MANAPLA WATER DISTRICTThe General ManagerB. Gallo St., Manapla, Negros Occidental 6120Tel. No/s.: (034) 491-0013

MANGALDAN WATER DISTRICTThe General ManagerSerafica St., Mangaldan, Pangasinan 2432Tel. No/s: (075) 523-5884

MARAGONDON WATER DISTRICTThe General ManagerPoblacion Il-A, Maragondon, Cavite 4112Tel. No/s.: (046) 412-0787

MARAMAG WATER DISTRICTThe General ManagerToribio Coruna St., South Poblacion,Maramag, Bukidnon 8714Tel. No/s.: (088) 226-2382 / 4230 / 4231

127

ANNEXES


MARAWI CITY WATER DISTRICTThe General ManagerPumping St., Bubonga-Marawi, Marawi City 9700Tel. No/s.: (063) 520-339Fax No.: (063) 520-383

MARILAO WATER DISTRICTThe General Manager11 T. Sandico St., Poblacion 2,Marilao, Bulacan 3019Tel. No/s.: (044) 711-1529/ 4423Fax No.: (044) 71i-1529

MARIVELES WATER DISTRICTThe General ManagerProv’I Road, San lsidro, Mariveles, Bataan 2105Tel. No/s.: (047) 935-4635Fax No.: (047) 935-5561

MASANTOL WATER DISTRICTThe General ManagerSan Nicolas, Masantol, Pampanga 2017Tel. No/s.: (045) 981-1306

MASBATE WATER DISTRICTThe General ManagerDPWH Bldg., Zurbito St., Masbate, Masbate 5400Tel. No/s.: (056) 333-2311Fax No.: (056) 333-2342

MASINLOC WATER DISTRICTThe General ManagerTop Hut, Masinloc, Zambales 2011Tel. No/s.: (047) 82-1050Fax No.: (032) 254-5391

METRO HILONGOS WATER DISTRICTThe General ManagerMabini & Capt. Flordelis Sts., Hilongos, Leyte 6524Tel. No/s.: (053) 336-2026; 567-9312

METRO ILOILO WATER DISTRICTThe General ManagerBonifacio Drive, lIoilo City 5000Tel No/s (033) 337-3272 / 3246/4744/8482Fax No.: (033) 336-6538

128



METRO KIDAPAWAN WATER DISTRICTThe General ManagerLanao, Kidapawan, North Cotabato 9400Tel. No/s.: (064) 288-1865 / 1533Fax No.: (064) 288-5257

METRO LA UNION WATER DISTRICTThe General ManagerQuezon Ave., San Fernando City, La Union 2500Tel. No/s.: (072) 242-2003 / 888-2158 / 3183Fax No.: (072) 242-2003

METRO LINGAYEN WATER DISTRICTThe General Manager06 Avenida Rizal West, Lingayen, Pangasinan 2401Tel. No/s.: (075) 542-6136

METRO LIPA WATER DISTRICTThe General ManagerB. Morada Ave., Lipa CityTel. No/s.: (043) 756-6972 / 1670Fax No.: (043) 756-6972

METRO MIDSAYAP WATER DISTRICTThe General Manager007 Poblacion 8, Midsayap, North Cotabato 9410Tel. No/s.: (064) 229-8215 / 8973Fax No.: c/o (064) 229-8024

METRO NAGA WATER DISTRICTThe General Manager40 J. Miranda Ave., Naga City 4400Tel. No/s.: (054) 811-3155 / 473-7813 / 2040/ 8438 Fax No.: (054) 811-1899E-Mail: mnwd~mozom.com

METRO ROXAS WATER DISTRICTThe General ManagerMRWD Bldg., Punta Tabuc, Roxas City 5800Tel. No/s.: (036) 621-0044 / 6085Fax No.: (036) 621-0737

METRO SIARGAO WATER DISTRICTThe General ManagerDapa, Surigao del Norte 8417

METRO SIQUIJOR WATER DISTRICTThe General ManagerSouth Poblacion, Siquijor, Siquijor 6225

129

ANNEXES


METRO VIGAN WATER DISTRICTThe General ManagerMira Hills, Vigan, llocos Sur 2700Tel. No/s.: (077) 722-2098Fax No.: (077) 722-2098

MEYCAUAYAN WATER DISTRICTThe General ManagerPoblacion, Meycauayan, Bulacan 3020Tel. No/s.: (044) 840-7413 / 4506Fax No.: (044) 228-3074

MISAMIS OCCIDENTAL WATER DISTRICTThe General ManagerManingcol, Ozamis City 7200Tel. No/s.: (088) 521-0339 / 1743Fax No.: (088) 521-1743

MOALBOAL WATER DISTRICTThe General ManagerMoalboal, Cebu 6032Tel. No/s.: (032) 474-8068

MONCADA WATER DISTRICTThe General ManagerPoblacion I, Moncada, Tarlac 2308Tel. No/s.: (045) 931-1217

NORZAGARAY WATER DISTRICTThe General Manager#28 A. Payumo St., Poblacion, Norzagaray, Bulacan 3013Tel. No/s.: (0912) 827-2431Fax No.: (044) 694-1939

N

NUMANCIA WATER DISTRICTThe General ManagerLaguenbanua, Numancia, Aklan 5604Tel. No/s (036) 868-4451

O

OBANDO WATER DISTRICTThe General ManagerSevilla St. Catanghalan, Obando, Bulacan 3021 34 Tel. No/s.: (044) 294-0965 to 68Fax No.: (044) 293-0609

ORANI WATER DISTRICTThe General ManagerCentro Uno, Orani, Bataan 2112Tel. No/s.: (047) 431-1364 / 431-1262Fax No.: (047) 431-1364

130



ORION WATER DISTRICTThe General ManagerLopez Jaena St., Wakas, Orion, Bataan 2102Tel. No/s.: (047) 2444046

PAGADIAN CITY WATER DISTRICTThe General ManagerF. Datoc St., Gatas Dist., Pagadian City 7016Tel. No/s.: (062) 214-1747Fax No.: (066) 214-2179

P

PAGSANJAN WATER DISTRICTThe General ManagerNo. 52 Dr J. R Rizal St., Pagsanjan, Laguna 4008Tel. No/s.: (049) 808-4298

PALOMPON WATER DISTRICTThe General ManagerKadiwa Bldg., Rizal St.,Palompon, Leyte 6538

PANABO WATER DISTRICTThe General ManagerNational Hi-way, Garcia St., Gredu, Panabo, Davao del No. 8105Tel. No/s.: (084) 628-5356 / (Mu) 822-3167

PANDAN WATER DISTRICTThe General ManagerPandan, Antique 5712No. of S. C.: 422Tel. No/s.: (036) 288-9288

PANDI WATER DISTRICTThe General ManagerPoblacion, Pandi, Bulacan 3014Tel. No/s.: (044) 661-1050

PANIQUI WATER DISTRICTThe General Manager103 Cedasco Commercial Center, Zamora, Paniqui, Tarlac 2307Tel. No/s.: (045) 931-0293

PARACALE WATER DISTRICTThe General ManagerSto. Nino, Paracale, Camarines Norte 4605

131

ANNEXES


PASACAO WATER DISTRICTThe General ManagerSan Ceribo, Pasacao, Camarines Sur 4417

PILI WATER DISTRICTThe General ManagerGuevarra St., San Vicente, Pili, Camarines Sur 4418Tel. No/s: (054) 361-1215

PINAMALAYAN WATER DISTRICTThe General ManagerBrgy. Sta. Rita, Pinamalayan, Or. Mindoro 5208Tel. No/s: (043) 284-3203

PINAMUNGAJAN WATER DISTRICTThe General ManagerPoblacion, Pinamungajan, Cebu 6039Tel. No/s.: (032) 468-9002 /(091 8) 773-6595

PLARIDEL WATER DISTRICTThe General ManagerA. C. Reyes St., Poblacion, Plaridel, Bulacan 3004Tel. No/s.: (044) 795-0102

POLA WATER DISTRICTThe General ManagerBayanan, Pola, Oriental Mindoro 5206

POLANCO WATER DISTRICTThe General ManagerPoblacion North, Polanco, Zamboanga del Norte 7106

POLOMOLOK WATER DISTRICTThe General ManagerDulay Subdv., National Highway, Pobomolok, So. Cotabato 9504Tel. No/s.: (0912) 703-4530 / (083) 225-2020Fax No.: (083) 501-0083

PONTEVEDRA WATER DISTRICTThe General ManagerPontevedra, Capiz 5802Tel. No/s.: (036) 6340102 / 0302

PONTEVEDRA WATER DISTRICTThe General ManagerPontevedra Municipal Hall, Pontevedra, Negros Occidental 6105Tel. No/s.: (034) 391-3273

POZORRUBIO WATER DISTRICTThe General ManagerSison St., Pozorrubio, Pangasinan 2435Tel. No/s.: (075) 566-7025

132



PROSPERIDAD WATER DISTRICTThe General ManagerPoblacion, Agusan del Sur 8500Tel. No/s.: (082) 241-3199 (Cruztelco)

PUERTO PRINCESA CITY WATERDISTRICTThe General Manager263 Rizal Ave., Puerto Princesa City, Palawan 5300Tel. No/s.: (048) 433-5032 / 2408 / 9745Fax No.: (048) 433-6803

Q

QUEZON METROPOLITAN WATERDISTRICTThe General ManagerBrgy. lbabang Dupay, Lucena City 4301Tel. No/s.: (042) 373-0736 / 710-2855 / 2965/2508 Fax No.: (042) 710-2965

R

RAGAY WATER DISTRICTThe General ManagerPamarang St., Ragay, Camarines Sur 4410Tel. No/s.: (054) 741-1014

RAMON WATER DISTRICTThe General ManagerOld Municipal Bldg., Ramon, lsabela 3319

RAMOS WATER DISTRICTThe General ManagerPoblacion Center, Ramos, Tarlac 2311Tel. No/s.: (045) 931-0180 c/o GM Jonatas

ROMBLON WATER DISTRICTThe General ManagerPaseo de Magallanes cor Reduplica Sts.,Romblon 5500Tel. No/s.: dial 109 412-28-64 loc. 2385

S

SAN ANTONIO WATER DISTRICTThe General ManagerPoblacion, San Antonio, Nueva Ecija 3108Tel. No/s.: (0912) 236-1441

SAN ANTONIO WATER DISTRICTThe General ManagerBrgy Rizal, San Antonio,Zambabes 2206Tel No/s (04765) 4108

133

ANNEXES


SAN CARLOS CITY WATER DISTRICTThe General ManagerR’zal Ave., San Carlos City, Pangasinan 2420Tel. No/s.: (075) 532-3005 / 955-5632 / 634.156 Fax No.: (075) 955-5632

SAN FELIPE WATER DISTRICTThe General ManagerAbed St., Brgy. East Feria, San Felipe, Zambales 2204Tel. No/s.: (047) 65-4511

SAN FERNANDO WATER DISTRICTThe General ManagerB. Mendoza St., Dolores, San Fernando,Pampanga 2000Tel. No/s.: (045) 961-3546Fax No.: (045) 963-3729

SAN FRANCISCO WATER DISTRICTThe General ManagerBonifacio St., Brgy. 4, San Francisco, Agusan del Sur 8501Tel. No/s.: (085) 343-8032 / 8033 / 8623

SAN ILDEFONSO WATER DISTRICTThe General ManagerDon Pedro Borja Subd., Poblacion,San Ildefonso, Bulacan 3010Tel. No/s.: (044) 7641060

SAN ISIDRO WATER DISTRICTThe General Manager4360 Pob. Bato-Bato, San lsidro, Davao Oriental 8209

SAN JOSE WATER DISTRICTThe General ManagerMunicipal Cmpd., San Jose, Occidental Mindoro 5100Tel. No/s.: (043) 491-1357 / 1972Fax No.: (043) 491-1357

SAN JOSE CITY WATER DISTRICTThe General ManagerMaharlika Rd., Abar 1st., San Jose City, Nueva Ecija 3121Tel. No/s.: (044) 511-1004 / 947-2840Fax No.: (044) 511-1004

134



SAN JOSE DEL MONTE WATER DISTRICTThe General ManagerArea I, Sapang Palay, Bulacan 3024Tel. No/s.: (0912) 305-3245 (Main) / (044) 9241473 (Ext.)Fax No.: (0912) 305-3245

SAN JOSE (DINAGAT ISLAND) WATERDISTRICTThe General ManagerSan Jose, Dinagat Island, Surigao del Norte 8412

SAN JUAN WATER DISTRICTThe General ManagerHall St., San Juan, Batangas 4226Tel. No/s.: (043) 341-1003 (0436) 3512

SANTIAGO CITY WATER DISTRICTThe General Manager3 Carreon St., Centro East, Santiago City, Isabela 3311Tel. No/s.: (078) 682-8300 / 7363Fax No.: (076) 682-8300

SASMUAN WATER DISTRICTThe General ManagerSta. Lucia, Sasmuan, Pampanga 2004Tel. No/s.: (045) 826-0765 / 0767

SIBALOM WATER DISTRICTThe General ManagerGonzales St., Sibabom, Antique 5713Tel. No/s.: (036) 543-7699

SIBULAN WATER DISTRICTThe General ManagerDiputado St.,Pobbacion., Sibuban, Negros Oriental 6201Tel. No/s.: (Cruztelco) 225-0120 /Telephone 419-8598

SILANG WATER DISTRICTThe General ManagerM. H. del Pilar cor E. Montoya Sts.,Silang, Cavite 4118Tel. No/s.: (046) 4140240Fax No.: (046) 4140886

SILAY CITY WATER DISTRICTThe General Manager2/F, Public Market Bldg., Burgos St., Silay City, Negros Occidental 6116Tel. No/s.: (034) 495-0163 / 495-5011Fax No.: (034) 495-0163

135

ANNEXES


SIOCON WATER DISTRICTThe General ManagerB. Tomboc St., Poblacion, Siocon,Zamboanga del Node 7120

SIPOCOT WATER DISTRICTThe General ManagerSouth Centro, Sipocot, Camarines SurTel. No/s: (054) 256-6105

SOLANA WATER DISTRICTThe General ManagerBonifacio St., Centro Solana, Cagayan 3503

SORS0G0N WATER DISTRICTThe General ManagerCapitol Compound, Sorsogon, Sorsogon 4700Tel. No/s.: (056) 211-1570 / 2024Fax No.: (056) 211-1570

SULTAN KUDARAT WATER DISTRICTThe General ManagerCor Bonifacio & Quirino Sts., Tacurong,Sultan Kudarat 9800Tel. No/s.: (064) 200-3353 / 3359Fax No.: (064) 885-5532

SURALLAH WATER DISTRICTThe General ManagerMunicipal Hall, Surallah, South Cotabato 9512

SURIGAO METROPOLITAN WATER DISTRICTThe General ManagerKm. 2 National Highway, Surigao City 8400 Tel. No/s.: (086) 232-6706 / 231-7163 / 826-0269 / 5045Fax: (086) 826-0269

T

TAAL WATER DISTRICTThe General ManagerJ P Laurel cor F. Zamora Sts., Taal, Batangas 4208Tel No/s.: (043) 421-1134Fax No.: (043) 411-1022

TABACO WATER DISTRICTThe General ManagerKarangahan Blvd., Tabaco, Albay 4511Tel. No/s.: (052) 487-4073Fax No.: (052) 487-4416

TAGAYTAY CITY WATER DISTRICTThe General ManagerBacolod St., Brgy. Kaybagal,Tagaytay City 4120No. of S. C.: 3,865Tel. No/s.: (046) 413-1312 / 1122 / 860-CFax No.: (046) 413-1122

136



TAGBINA WATER DISTRICTThe General ManagerPoblacion, Tagbina, Surigao del Sur 8308

TAGKAWAYAN WATER DISTRICTThe General ManagerGulf View Subd., Tagkawayan, Quezon 4321Tel. No/s.: (042) 3048128

TAGUDIN WATER DISTRICTThe General ManagerGround FIr., Justice Hall Bldg., Tagudin, llocos Sur 2714Tel. No/s.: (077) 748-7104

TAGUDIN WATER DISTRICTThe General ManagerGround Fir, Justice Hall Bldg., Tagudin, Ilocos Sur 2714Tel. No/s.: (077) 748-7104

TAGUM WATER DISTRICTThe General ManagerMirafuentes District, National Hi-way, Tagum, Davao del Norte 8100Tel. No/s.: (084) 217-3159 / 1620 / 400-1137Fax No.: (084) 400-1137

TALAVERA WATER DISTRICTThe General Manager# 042 Diaz St. Pag-asa Dist., Talavera, Nueva Ecija 3114Tel. No/s.: (044) 411-1589 / 3194Fax No.: 411-3194

TALIBON WATER DISTRICTThe General ManagerFoblacion, Talibon, Bohol 6325

TALISAY CITY WATER DISTRICTThe General ManagerBonifacio SF, Talisay City, Negros Occidental 6115Tel. No/s.(034) 495-0669

TANAY, EASTERN RIZAL WATER DISTRICTThe General ManagerF. Catapusan St., Tanay, Rizal 1909Tel. No/s.: (02) 6540027 / 0033 / 2373Fax No.: (02) 6540027

TANDAG WATER DISTRICTThe General ManagerCor Rizal-F Delicona Sts., Tandag,Surigao del Sur 8300Tel. No/s.: (086) 211-3258

137

ANNEXES


TANGUB CITY WATER DISTRICTThe General Manager2nd South St., Tangub City, Misamis Occidental 7214

TANJAY WATER DISTRICTThe General ManagerLegaspi St., Tanjay, Negros Oriental 6204Tel. No/s.: (035) 527-0017 / 415-8480Fax No.: (035) 5270-017

TANZA WATER DISTRICTThe General ManagerA. Soriano Highway, Tanza, Cavite 4108Tel. No/s.: (046) 437-7475

TUBOD-BAROY WATER DISTRICTThe General ManagerUltramax Bldg.,Crossing Pob., Tubod, Lanao del Norte 9209Tel. No/s.:(063) 341-5313Fax No.: (063) 341-5226

TUGUEGARAO WATER DISTRICTThe General Manager2nd FIr, Supermarket Bldg., Bonifacio St.,Tuguegarao, Cagayan 3500Tel. No/s.: (078) 8441586Fax No.: (078) 844-1586

TUKURAN WATER DISTRICTThe General ManagerOcampo St., Sto. Nino, Tukuran,Zamboanga del Sur 7019

TIMAUINI WATER DISTRICTThe General Manager2nd FIr, Public Market Bldg., Tumauini, lsabela 3325Tel. No/s.: (076) 632-4051

TUPI WATER DISTRICTThe General ManagerBIk. 6, Lt. 11, Tupi Pilot Subd., Poblacion,Tupi, South Cotabato 9505Tel. No/s.: (083) 501-5109 / (0918) 450-3237

TUY WATER DISTRICTThe General ManagerLuna St., Tuy, Batangas 4214

U

UMINGAN WATER DISTRICTThe General ManagerProgreso St., Umingan, Pangasinan 2443Tel. No/s.: (075) 576-2170

138



UNISAN WATER DISTRICTThe General ManagerBrgy. F de Jesus, Unisan, Quezon 4305Tel. No/s.: (0912) 325-2575

URBIZTONDO WATER DISTRICTThe General ManagerLuna St., Poblacion,Urbiztondo, Pangasinan 2414Tel. No/s.: (075) 5942003

URDANETA WATER DISTRICTThe General ManagerMarcos Complex, Urdaneta, PangasinanTel. No/s.: (075) 568-2425 / 3553Fax No.: (075) 568-2425

V

VALENCIA WATER DISTRICTThe General ManagerHagkol, Valencia, Bukidnon 8709Tel. No/s.: (088) 828-2057 to 59 / 844-2422Fax No.: (088) 828-2058

VICTORIAS WATER DISTRICTThe General ManagerQuirino St., Victorias City,Negros Occidental 6119Tel. No/s.: (034) 399-2865

VILLASIS WATER DISTRICTThe General ManagerVillasis, Pangasinan 2427

VIRAC WATER DISTRICTThe General ManagerSan Isidro Village, Virac,Catanduanes 4800Tel. No/s: (052) 811-1254

Z

ZAMBOANGA CITY WATER DISTRICTThe General ManagerPilar St., Zamboanga City 7000Tel No/s (062) 991-1857/1556Fax No: (062) 991-2799

139

ANNEXES


A

AGNO RIVER BASIN DEVELOPMENTCOMMISSIONThe Executive DirectorCBC Bldg., PSU-Sta. Maria, PangasinanTel: 075-5742036/53Fax: 075-574-2035Email: [email protected]

APPROTECH ASIAThe Executive DirectorG/F Phil. Social development CenterMagallanes corner Real Streets, Intramuros, ManilaTel: 527-65-14,338-0643Telefax: 527-37-44Email: [email protected]

ASSOCIATED COUNCIL FOR COORDINATEDDEVELOPMENT IN NEGROS OCCIDENTAL(ACCORD NEGROS)The Executive DirectorAddress: Room 211, JTL Building, B.S. AquinoDrive Bacolod City, Negros OccidentalPhone: (034) 433 718 Email: [email protected]

B

BULACAN ASSOCIATION OF WATERDISTRICTSThe PresidentC/o Malolos Water DistrictPoblacion, Malolos, Bulacan 3000Tel: (044) 791-0876

C

CENTER FOR ENVIRONMENTALAWARENESS AND EDUCATIONThe Executive DirectorUnit 141, Virra 1 Condominium500 P. Burgos Street, Bel AirMakati City 1209 Telephone: 8956031 to 39, local 141Telefax: 8995660Web: www.ceae.orgEmail: [email protected]

❙ Non- Government Organizations

140



K

KAAGAPAY NG MINDOREÑO, INC. (KAMI)The Executive DirectorPCPC, Brgy. San AquilinoRoxas, Oriental MindoroFax: 043-289-2308Tel: 043-289-2254

M

MANAGEMENT & ORGANIZATIONALDEVELOPMENT FOR EMPOWERMENT(MODE)The Executive Director99 Matimtiman St., Sikatuna Village, Quezon CityTel: 435-3652 Fax: 435-3655Email: [email protected]

MINDORO'Y ANGKING YAMAN NATIN(MANGYAN) DEVELOPMENT FOUNDATION(MDFI)The Executive DirectorFax: 043-491-1178Tel: 043-491-1178

MUNTINLUPA DEVELOPMENT FOUNDATIONThe Executive DirectorFax: 842-45-61Tel: 842-22-75

N

NATIONAL HYDRAULIC RESEARCH CENTERThe Executive DirectorCollege of Engineering, UP Diliman , Quezon CityTels: 927-71-49, 927-7176Fax: 927-7190Email: [email protected] Liongson- Executive Director

NORTHERN PHILIPPINES TRIBALCOMMUNITIES DEVELOPMENT CENTER(NPTCDC)# 28 Roxas St., Brookside, Baguio CityAlbert Ano/Joey Daiwey

141

ANNEXES


P

PARTNERSHIP OF PHILIPPINE SUPPORT The Executive DirectorSERVICES AGENCIES (PHILSSA)3rd Floor, Cardinal Hoffner Bldg.,Social Development Complex, Ateneo deManila Campus, Loyola Heights, Quezon CityTels: 426-0811, Telefax: 426-4328

PHILIPPINE ASSOCIATION OF WATERDISTRICTS (PAWD)The Executive Director2/F LWUA Bldg., Katipunan Road, Balara,Quezon CityTrunklines: 920-55-82 to 90

PHILIPPINE CENTER FOR WATER ANDSANITATION –INTERNATIONAL TRAININGNETWORK FOUNDATION (PCWS-ITNF)The Executive DirectorP-3 Minnesota Mansion, 267 Ermin Garcia St.,Cubao, Quezon CityTelefax: 911-57-83, 912-0531E-mail: [email protected]@compass.com.phWebsite: http://www.itnphil.org.ph

PHILIPPINE RURAL RECONSTRUCTIONMOVEMENT- NV CHAPTER (PRRM)C/o NVSIT Bayombong, Nueva VizcayaPhone: (078) 321-2280Fax: 078-321-2112Tel: 078-321-3783

PHILIPPINE SOCIETY OF SANITARYENGINNERS ( PSSE)The Executive DirectorUnit 2A, Teresa de Manila Condominium 1 Puray St., Santolan, Quezon CityTels: 716-7989,7167997Fax: 716-7777

PHILIPPINE SUSTAINABLE DEVELOPMENTNETWORK (PSDN)The ChairmanUnit 1006 Jollibee Center CondominiumSan Miguel Avenue, Pasig CityTels: 634-77-06Fax: 631-09-77Telefax: (032) 414-93-16

142



PHILIPPINE WATERSHED MANAGEMENTCOALITION The Executive DirectorC/o Kahublagan Sang Panimalay Foundation25 Magsaysay VillageLapaz, Iloilo CityTels: (033) 320-23-73Telefax: (033) 320-0854

PHILIPPINE WATERWORKS ASSOCIATION(PWWA)The Executive DirectorPWWA Bldg., Katipunan Road, Balara, Quezon CityTrunklines: 920-7145Fax: 920-71-43

PLAN INTERNATIONALThe Executive Director6th Flr., N&M Bldg., 1184 Chino Roces Ave. Makati City. 1258Tel. No/s: 897-1656/ 897-2745 to 46Fax: 897-8358

S

SEA REGIONAL COORDINATOR/ BATANGASPPS URBAN WASTE EXPERTISEPROGRAMMEThe Executive DirectorFax: 632-434-59354Tel: 632-434-5573, 929-84-29Dan Lapid, Manager

U

URBAN WASTE EXPERTISE PROGRAMME-CENTER FOR ADVANCED PHILS. STUDIESRm. 202, cor Loyola Heights Condo,Loyola Heights, Quezon CityThe Executive DirectorTel: 343-5573, 929-8429Fax: 434-5954

W

WATER RESOURCES CENTER- UNIVERSITYOF SAN CARLOS (WRC-USC)The Executive DirectorUniversity of San Carlos, Talamban, Cebu CityTels: (032) 346-1128 loc. 504Fax: (032) 346-0583

143

ANNEXES


ABOITIZ EQUITY VENTURES110 Legaspi St., Penthouse, Legaspi Village, Makati CityTel: 816-2881, Fax: 817-9508Email: [email protected]

ALL ASIA ANGLIAN WATER CORPORATIONSuite 1607 Ayala Triangle Tower IAyala Avenue, Makati CityTel: 848-6881Fax: 848-6884

AYALA PROPERTY MANAGEMENT CORP.201 University Ave. cor., Caliraya St.,Ayala Alabang Vill. Muntinlupa CityTel: 807-1984-86, Fax: 842-4478,752-7939

BALIBAGO WATERWORKS SYSTEM, INC.# 3923 McArthur Hi-way, Balibago, Angeles CityTel: (045) 888-1707

CENTRAL LUZON ASSOCIATION OF WATERDISTRICTSPoblacion, Meycauayan, Bulacan 3020Tel: (044) 840-45-03Fax: (044) 701-3074Mariano Sangalang, Jr.

MAMBURAO WATERWORKS ANDSANITATION ASSOCIATION, INC.The Executive Director38 National Road, Mamburao, Occidental MindoroTel: (046) 711-1044

MANILA WATER COMPANY. INC.Administration Bldg., 489 Katipunan Rd. , Balara, Quezon City 1105Tel: 928-1223/ 922-3761Fax: 922-3761/ 928-1223

MAYNILAD WATER SERVICES, INC.MWSS Engineering BuildingKatipunan Rd., Balara, Quezon City 1105Tel: 920-5521 to 40Fax: 920-54-08

❙ Private Sector

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NORTHWELL WATERWORKS, INC.827 Palmera Center, Aurora Blvd., Cubao, Quezon City 1100Tel: 727-6739Fax: 410-0484

PHILIPPINE WATERWORKS CONSTRUCTIONCORPORATION63 J. Elizalde St., B.F. Homes, Parañaque, Metro Manila 1700Tel: 807-3622 to 28Fax: 807-3628

PILAR WATERWORKS CORPORATIONPDC Compound, Rose Ave., Pilar Village Las Piñas, Metro Manila 1700Tel: 806-8640/817-6465/565-3314Fax: 801-0150Email: [email protected]

SAN MIGUEL CORPORATIONWater Resources DivisionSan Miguel Avenue., Pasig CityTel: 932-3000/632-3961 to 62Fax: 632-2168

SOUTHWELL WATERWORKS, INC.Ilang-Ilang St., Mother Earth Subd., Talon, Pas Piñas, MMTel: 806-8156Fax: 801-4697

UNILEVER PHILIPPINESCorporate Relations and CommunicationsManager1351 United Nations Avenue, ManilaTel: 562-3951 loc. 780 Fax: 562-3951 loc. 329E-mail: [email protected]

VA TECH WABAG ASIA PACIFICRm. 401 Golden Rock Building, 168 Salcedo St., Legaspi Village, Makati CityTel: 894-1010 / 817-4392Fax: 817-4674Email: [email protected]

VIVENDI WATER PHILS., INC. (CGE PHILS)President7/F PS Bank Tower, Sen Gil Puyat Avenue, Makati CityTel: 759-67-93 to 95Fax: 759-67-90Email: [email protected]

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ANNEXES


OXFAM-UK and IRELAND (OXFAM-UKI)274 Banbury Rd., Oxford, OX27DZUnited KingdomTel: (+44-18-65) 311-311

95-A Malumanay St., 1101 Teachers Village,Quezon CityTel: 921-7203

Philippine Center for Water andSanitation- ITN FoundationTel: (632) 9115783

The World Bank Philippines23rd Floor, The Taipan Place Building Emerald Avenue, Ortigas Manila, PhilippinesPhone: (63-2) 637-5855 extension: 3003Facsimile: (63-2) 917-3050E-mail: [email protected],www.lguportal.worldbank.org.

UNICEF Manila UNICEF P.O. Box 1076 Makati Central Post Office1250 Makati City Philippines 1200

UNICEF, 6th Floor NEDA Makati Building106 Amorsolo Street, Legaspi Village, Makati City, Philippines GCO on the First Floor

Phone: +632 892 0611 through 25 (Trunk Lines)Fax: +632 892 8126Email: [email protected] Website: http://www.unicef.org/philippines/

Water Supply and Sanitation CollaborativeCouncil (WSSCC)c/o WHO, 20 Avenue Appia, CH-1211, Geneva 27, Switzerland Phone: +41 22 7913544Fax: +41 22 791 4847Email: [email protected]: http://www.wsscc.org/

❙ External Support Agencies

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World Health OrganizationWater, Sanitation and Health, Departmentof Protection of the Human Environment20 Avenue Appia, CH-1211 Geneva 27,SwitzerlandTel: +41 22 791 3537Fax: +41 22 791 3531E-mail: [email protected]: http://www.who.ch

P.O. Box 2932 (UN Ave.) 1000 Manila, PhilippinesTel: 528-9890/ 5288001Fax: 528-521-1036Email: [email protected]

Water and Sanitation Services for All

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