COMMUNITY MANAGEMENT OF RURAL WATER SUPPLY SYSTEMS (Community Water Plus)
Dr. V. Kurian Baby, India Country Director, IRC
National Stakeholder workshop
New Delhi 20 September 2013
Key phases in the evolutionof rural water sector policy
GLOBALLY POSITIVE PICTURE – WE ARE GETTING THERE
70% functional
Service delivery model options Ethiopia
Mozambqu
Burkina
Uganda
Ghana
Benin
India
Honduras
Sri Lanka
Thailand
Colombia
South Africa
USA
Rural coverage (%); JMP, 210 29 26 72 64 74 69 84 77 88 98 73 78 94Community-based management P P P P P P P P P P P P PPrivate contracting (includes to NGOs or CBOs) P P P P P P P P
Local govt. /municipal Provider P P P PSelf supply P P P P P P P PAssociation of community or user associations P P
Urban utility (public, private or mixed) P P P P
CBM Dominate RWSS Model Globally
Rural areas lag far behind urban areas
• 84% of the world
population without
improved drinking-water
source lives in rural areas
• i.e. 743 million rural
people against 131
million living in urban
area (JMP 2010 Progress report)
• 75% of the world poor
still live in rural areas (2008
WDR)
Increasing coverage is not the whole story
Breakdowns, failures, non-functionality, slippage ........... a
tipping point which is now a threat to achieving the MDGs?
Build on current progress, but shift from infrastructure to service delivery
Sustainability a Big Issue…..30 to 50 % of facilities are no longer functioning after a few years
Service Level (access, quantity, quality…)
1 2 3 4 5 Years
Causes : Poor design, no ownership, inadequate service/technology , lack of capacity/ incentives, no O&M, lack of spare parts, water quality, source drying up, no back support,
Capital investment/Project approach Adapted from IRC
Waste of hundreds of millions of USD per country
Recent Evidences
• CBM emerged as a dominant rural
service delivery model enhancing
coverage globally
• Large Number of best practice CBM
models across the world and in India
• However sustainability is a serious
concern - critical post construction (PCS)
gaps in service delivery8
Whither CBM or Emerge CBM +?
• Sceptics argue against CBM as a means to
attain sustainable service delivery
• Others argue for a community plus model for
improving sustainability where
– Governments to continue a critical role in
providing predictable post construction
support and professionalize CBM
9
RWSS in India: Why CBM Critical ?
10
India Community rural water supply sytems are orphans left out by partially implemented decentralisation and demand responsive sector reforms
RWSS in India: Why CBM Critical ?
• CBM has emerged as a dominant model of RWSS
service delivery in India
• XII plan target 60% of RWSS operated and managed by
LSGs and communities with at least 50% cost recovery
• Wash is constitutional mandate of PRIs (73rd and 74th
amendment)
• Monolithic water boards and departments plan, design
and construct schemes and hand over to PRIs/VWSCs
de jure responsible yet de facto NOT-empowered
• CBM is critical for equity and subsidiarity
11
12
1951
–56
1956
–61
1961
–66
1969
–74
1974
–79
1980
–85
1985
–90
1992
–97
1997
–02
200
2–07
2007
–12
2012
-17*
0
500000
1000000
1500000
2000000
2500000
3000000
3500000
4000000Investments in Rural Drinking Water – India
Five Year Plan; 1951-2017 (Rs. Million)
CentralStatesCumulative
Five Year Plan
Investments in Rural Drinking Water – India (INR. Million)
Five Year Plan Central States Total
Cumulative
1951–56 0 30 30
1956–61 0 300 300 330
1961–66 0 480 480 780
1969–74 340 2080 2420 2900
1974–79 1570 3480 5050 7470
1980–85 8950 15300 24250 29300
1985–90 19060 24710 43770 68020
1992–97 41400 50840 92240 136010
1997–02 84550 107730 192280 284520
2002–07 162540 151020 313560 505840
2007–12 401500 490000 891500 1195670
2012-17* 1225700 1498070 2723770 3605880
(*) XII Plan estimated outlay
Challenge of Financing – Into a leaking bucket?
WATER SERVICES THAT LAST …13
Capital expenditure dominates
Recurrent expenditure and support effort dominates
Coverage rates
Sector effort and costs
25% 50% 75% 100%
Danger zone: as basic infrastructure is
provided, coverage risks stagnating at around 60 – 80%
Capital maintenance expenditure dominates
Challenge of last mile coverage + asset management
Challenge of ‘Slippage’ – High Investment –low outcome trap: India
Information presented at IRC Slippage roundtable Briefing, Delhi, June 2009
>30%
Challenge of Technology – increasing complexity
15
• Strategic Plan 2011-’22 aim 80% piped water supply cover by 2022
• Increasing complexity add fresh challenge to CBM
• Consumers demand better service level as income rises – XII Plan target 55 lpcd 1991 2001 2011
- 5.00
10.00 15.00 20.00 25.00 30.00 35.00 40.00 45.00 50.00
32.30 36.70
43.50
30.00
41.20 42.00
32.20
18.20
11.00
Technology Options: Drinking Wa-ter- India Census 2011
Tap Hand pump/ BoreholeWell
Major PCS
challenge
Bihar
Jhar
khan
d
Assam
Odisha
Chatti
sgar
h
Mad
hya
Prade
sh
Wes
t Ben
gal
Uttar P
rade
sh
Kerala
Tripur
a
Rajast
han
Meg
halay
a
Man
ipurIn
dia
Laks
hwad
eep
Punjab
Mizo
ram
D & N
Hav
eli
Mah
aras
htra
Nagala
nd
Jam
mu
& Kas
hmir
Gujara
t
Karna
taka
Aruna
chal
Prade
shDelh
i
Andhr
a Pra
desh
Harya
na
Uttara
khan
d
A & N
Islan
ds Goa
Tamil N
adu
Sikkim
Daman
& D
iu
Himac
hal P
rade
sh
Puduc
herry
Chand
igarh
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
2.60 3.70 6.
80
7.50 8.80 9.90 11
.40
20.2
0 24.5
0
25.2
0
26.9
0
28.7
0
29.5
0
30.8
0
31.0
0
34.9
0 41.4
0
42.5
0
50.2
0
51.8
0
55.7
0
55.8
0
56.4
0
59.3
0
59.4
0
63.4
0
63.6
0
63.9
0
77.5
0
77.8
0
79.3
0
82.6
0
84.8
0
88.7
0 95.0
0
95.2
0
Challenge of service levels - Tap Connec-tion(Census 2011)
India has many CBM success stories….
• CBM best practices across India – (Maharashtra,
Karnataka, Kerala, Gujarat, Punjab, UP etc.)
• Many non-documented models even in low performing
states – however;
• Replicability and scaling up a are critical limitations
• There are critical post construction support gaps
• Cracks are seen in CBM questioning rationale/
sustainability
• We need to identify the limiting factors and evolve context
specific modalities for sustainable CBM in India
17
Community Management Plus
• Support agency functions --- water quality, technical advice , capital
maintenance, risk financing, tariff setting, training, monitoring etc.
• Service authority– adequate fulfilment of function
• Water security and source sustainability
• Adequate financing of different costs - Life cycle costs
• Transparency, governance and provider accountability
• External agency on-going support to community + enabling
environment
• CBM + is Professionalization or professionalised support of
community management
18
Research Objectives
• Investigate functioning, successful, community
managed rural water supply programmes in
India
• Determine the extent of support required to
sustain services while retaining a valid level of
community engagement.
• Analyse and categorize the different levels of
support required for different types of rural water
supply
19
Research Approach
• Research best practice/ successful 18
community based RWSS systems in India
• Assess how the level of community
management impacts on indicators such as
service levels, service provider performance and
equity
• Collaborative - Consultative and Participatory -
Engage with policy makers at national and State
level for strategic guidance, validation and
policies20
Research Outputs• Series of working papers and 18 case studies with
• Report on the successful models for management and
support to rural water supply in India
• Policy briefs with the highlight findings of the research
• Guideline document with proposed categories of
management models and support entities fit to different
contexts in India
• Evidences for most applicable trajectories for
development of CBM
21
Partners
• Consortium lead: Cranfield University, United Kingdom
• Members:
– IRC International Water and Sanitation Centre (from the
Netherlands),
– Administrative Staff College of India (based in Hyderabad),
– Centre for Excellence in Change (based in Chennai)
– Malawya National Institute of Technology (based in Jaipur)
– ??
• Work closely with national and State government agencies.
22
23
Thank You
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