Utilities’ Contribution to the Human Right to Water and Sanitation: Importance of Stakeholders’ Ownership

Available online at www.sciencedirect.com

ScienceDirect Aquatic Procedia 2 (2014) 70–78

World Water Week, September 1-6, 2013, Stockholm, Sweden 8WLOLWLHV¶&RQWULEXWLRQWRWKH+XPDQ5LJKWWR:DWHUDQG6DQLWDWLRQ ,PSRUWDQFHRI6WDNHKROGHUV¶2ZQHUVKLS S. Raveta and A. Braïlowskyb a

Services for All, Suez Environnement, Paris, France.* b Suez Environnement, Paris, France.

$EVWUDFW The comparative analysis of two successful experiences, that improved access to water and sanitation services for nearly 1.5 million people, allows us to highlight similarities and draw lessons. These experiences, taken from very different contexts, Port-au-Prince and Algiers, have succeeded in various issues. Both projects started by the completion of a sincere and shared initial diagnosis. They considered recognition of co-operation and dialogue between actors as keys IRULPSURYHPHQWDQGVXVWDLQDELOLW\7KH\VHWXSVROXWLRQVWKDW¿WWHGWKHORFDOFRQWH[WDQGDYDLODEOHUHVRXUFHVIRFXVVLQJ on the communities in Haiti, and on the utility in Algiers. Finally, they revealed that implementing the human right to water and sanitation requires a resilient governance model and ownership from all actors. © B.V. This is an openby access articleB.V. under the CC BY-NC-ND license ©2014 2014Elsevier The Authors. Published Elsevier (http://creativecommons.org/licenses/by-nc-nd/3.0/). 3HHUUHYLHZXQGHUUHVSRQVLELOLW\RIWKHVFLHQWL¿FFRPPLWWHHRI6WRFNKROP,QWHUQDWLRQDO:DWHU,QVWLWXWH Peer-review under responsibility of the scientific committee of Stockholm International Water Institute

Keywords: human right to water and sanitation; governance; empowerment; utility; Algiers; Port-au-Prince

,QWURGXFWLRQ  7KHODWHVWXSGDWHRIWKH0LOOHQQLXP'HYHORSPHQW*RDOV0'*V KDVOHGWKHLQWHUQDWLRQDOFRPPXQLW\WRVHOIFRQJUDWXODWLRQ DERXWLPSURYLQJDFFHVVWRZDWHUIRUDOO2I¿FLDOGDWDUHYHDOVWKDWELOOLRQSHRSOHODFNDFFHVVWRDQLPSURYHGVRXUFH RI ZDWHU :+281,&() -03   8QIRUWXQDWHO\ IRU WKRVH OLYLQJ LQ SUHFDULRXV FRQGLWLRQV KDYLQJ DFFHVV WR DQ LPSURYHGVRXUFHRIZDWHUGRHVQRWPHDQKDYLQJDFFHVVWRFOHDQZDWHU:HFDQHVWLPDWHWRGD\WKDWKDOIRIWKHZRUOG¶V SRSXODWLRQ PHDQLQJ DERXW  ELOOLRQ SHRSOH VWLOO GR QRW KDYH DFFHVV WR ZDWHU WKDW LV VDIH 2QGD et al.   Concerning sanitation, the MDG indicator is terrifying: 2.6 billion people are without access to improved sanitation. (YHQZRUVHLQWKHXUEDQFRQWH[WDFDOFXODWLRQPDGHIURP-RLQW0RQLWRULQJ3URJUDP-03 GDWDUHYHDOVWKDWWKHQXPber of urban dwellers without access to improved sources of water and sanitation increased between 1990 and 2010. 7KLVPHDQVWKDWZDWHUDQGVDQLWDWLRQVHUYLFH:66 IDFLOLWLHVDUHQRWNHHSLQJSDFHZLWKXUEDQJURZWK Yet, successful experiences and replicable methodologies do exist. This paper will present two that improved OLYLQJFRQGLWLRQVIRUDOPRVWPLOOLRQSHRSOHH[SDQVLRQRIZDWHUVHUYLFHLQORZLQFRPHDUHDV/,$ RI3RUWDX3ULQFH +DLWL DQGH[SDQVLRQDQGLPSURYHPHQWRI:66IRUWKHJUHDWHU$OJLHUV$OJHULD 7KHUHVXVWDLQDEOHVROXWLRQVZHUH characterised by co-operation between the three main actors of this service: public authorities, utilities and citizens. In H[SDQGLQJVHUYLFHVPDQ\GRFXPHQWVDQGVWXGLHVKDYHIRFXVVHGRQWHFKQRORJLFDORU¿QDQFLDODVSHFWVDVWKHVHWRROVDUH essential to providing WSS. Yet, sustainable services are much more conditioned by their adjustment to local context and stakeholder engagement in their design and implementation, through empowerment and participation, than any WHFKQRORJ\RU¿QDQFLQJPHFKDQLVP * Corresponding author. Email address: [email protected]

2214-241X © 2014 Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Peer-review under responsibility of the scientific committee of Stockholm International Water Institute doi:10.1016/j.aqpro.2014.07.011

S. Ravet and A. Braïlowsky / Aquatic Procedia 2 (2014) 70–78

$LPRIWKHDUWLFOHDQGUHOHYDQFH  7KURXJKWKLVSDSHUZHZLOOUHSRUWIURPWZRVXFFHVVIXOFDVHVZKHUH+XPDQ5LJKWWR:DWHUDQG6DQLWDWLRQ+5:6  has been strongly improved through a systemic approach that enabled the roll out of solutions adapted to local conditions. By a comparative analysis of these experiences, we will draw lessons and be able to outline the conditions necessary to JUHDWO\LPSURYHDFFHVVWRYLWDOVHUYLFHVDQGWKHLUTXDOLW\7KLVPHDQV¿QGLQJWKHSUDFWLFDOWRROVWRLPSOHPHQW+5:6 7KH WZR XWLOLWLHV VWXGLHG EHORZ DUH WKH &HQWUH 7HFKQLTXH G¶([SORLWDWLRQ 5pJLRQ 0pWURSROLWDLQH GH 3RUWDX3ULQFH 3RUWDX3ULQFH:DWHU8WLOLW\RU&7(5033 RSHUDWLQJLQ3RUWDX3ULQFHDQGWKH6RFLpWpGHV(DX[HWGHO¶$VVDLQLVVHPHQW G¶$OJHU$OJLHUV:DWHUDQG6DQLWDWLRQ8WLOLW\RU6($$/ ZRUNLQJLQ$OJLHUV$VSUHVHQWHGEHORZWKHLUEDFNJURXQGV and contexts differ greatly. Port-au-Prince is the capital city of Haiti, with around three million inhabitants. Haiti is one of the poorest countries in Latin America and the Caribbean. With regard to access to water and sanitation, it has the lowest ratio in the region. /HYHORIVHUYLFHLVYHU\ORZLQWKLVFLW\PDLQO\GXHWRDPDMRUODFNRIUHVRXUFHV¿QDQFLDOLQVWLWXWLRQDODQGNQRZKRZ  )LQDQFLDOO\&7(5033VXUYLYHVWKDQNVWRLQWHUQDWLRQDODLG7KH6WDWHLVZHDNDQGKDVOLWWOHLQÀXHQFH:LWKLQWKH utility, there was a lack of skilled staff and no incentives to improve know-how and motivation. Finally, Port-au-Prince VXIIHUVIURPTXLWHOLPLWHGZDWHUUHVRXUFHVWKHDFWXDOSURGXFWLRQFDSDFLW\LVRQO\DERXW/GFDSLWDQRWLQFOXGLQJ WHFKQLFDO RU FRPPHUFLDO ORVVHV  DQG QHZ VRXUFHV RI UDZ ZDWHU DUH WRGD\ XQUHDFKDEOH GXH WR ODFN RI LQYHVWPHQW WR intercept them further from Port-au-Prince. The city of Algiers, located along the Mediterranean cost, is the capital city of Algeria. It hosts around 3.5 million LQKDELWDQWV$FFHVV WR ZDWHU DQG VDQLWDWLRQ KDV EHHQ D UHDO FRQFHUQ DOWKRXJK WKH VLWXDWLRQ LV QRW DV GLI¿FXOW DV LQ Port-au-Prince. In 2002, a severe drought interrupted water provision. In addition, in 2006, 92 per cent of the population VWLOOGLGQRWKDYHFRQWLQXRXVZDWHUVXSSO\-DKQ ,QFRQWUDVWWR+DLWL$OJHULDKDVUHVRXUFHV)LQDQFLDOO\RLODQG gas extraction generates comfortable revenues, and these funds are allocated to, among other items, improving public VHUYLFHVLQ$OJLHUV,WKDVVWURQJSROLWLFDOLQVWLWXWLRQVWKDWGHFLGHGWRSURYLGHWKHLUFLWL]HQVZLWKHI¿FLHQWVHUYLFH2(&'  1RZDGD\VWKHFLW\FDQEHIHGE\GLIIHUHQWVRXUFHVRIZDWHUJURXQGZDWHUVXUIDFHZDWHUIURPGDPVRUGHVDOLQDWHG water – and SEAAL production capacity is currently about 240 L/d/capita. Both experiences rely on the elaboration and implementation of tailor-made governance models, which gave each actor a proper role and responsibilities. Generally for WSS there are three main actors: public authorities that are UHVSRQVLEOHIRUWKHVHUYLFHXVHUVWKDWEHQH¿WIURPLWDQGKDYHH[SHFWDWLRQVDERXWLWVTXDOLW\DQGSULFHDQGRSHUDWRUV ZKHWKHU SXEOLF RU SULYDWH ZKLFK PDQDJH GDLO\ VHUYLFHV WR UHDFK WDUJHWV GH¿QHG E\ DXWKRULWLHV 7KHVH WKUHH DFWRUV constitute a system where success or failure generally depends on a multiplicity of factors relevant to several actors – it LVQRWWKHUHVSRQVLELOLW\RIRQO\RQHRIWKHP&RLQJ 7KDWLVZK\DUHVLOLHQWJRYHUQDQFHPRGHOKDVWREHSURSHUO\ designed to make such systems run. 3UHVHQWDWLRQRIWKHWDLORUPDGHVROXWLRQVLPSOHPHQWHG 3.1 Port-au-Prince, a resilient community based organisation (CBO)  ,Q WKH V D )UHQFK QRQJRYHUQPHQWDO RUJDQLVDWLRQ ± *URXSH GH 5HFKHUFKH HW G¶(FKDQJHV 7HFKQRORJLTXHV *5(7  ± LQLWLDWHG DQ LPSRUWDQW SDUWQHUVKLS ZLWK FRPPXQLWLHV RI 3RUWDX3ULQFH DQG WKH ZDWHU SXEOLF XWLOLW\ QRZ FDOOHG&7(5033LQRUGHUWR¿QGVROXWLRQVWRSURYLGHDFFHVVWRZDWHULQWKHFLW\¶VVKDQW\WRZQV$VKDUHGGLDJQRVLV was initiated with people living in LIA. People lacking access to water mainly relied on various vendors that sold their VHUYLFHVDWDKLJKSULFH9HUGHLO DVVKRZQLQ7DEOH 7DEOH:DWHUWDULIIIRUDOWHUQDWLYHVRXUFHVLQ3RUWDX3ULQFHLQ6RXUFH9HUGHLO $OWHUQDWLYHVRXUFHVRIZDWHULQ3RUWDX3ULQFH

$YHUDJHWDULII86'P

Delivery by private trucks

1.7

Reselling from private tanks

3.8

Delivery by water porters

5

Retail in shops

10

71

72

S. Ravet and A. Braïlowsky / Aquatic Procedia 2 (2014) 70–78

GRET, the facilitator of the whole project, had the mission to set up a win–win dynamic between communities and WKHXWLOLW\E\¿QGLQJWKHEHVWDGDSWHGPDQDJHPHQWPRGHOVWRGHOLYHUZDWHULQ/,$WDNLQJLQWRFRQVLGHUDWLRQWKHJHQHUDO lack of resources in the country. The solution included an important role for the communities: the concept, still running WRGD\UHOLHVRQFUHDWLQJ&%2VWKHµNRPLWHGOR¶ ZLWKLQHDFK/,$JDWKHULQJIURPWRLQKDELWDQWV WKDW PDQDJHQHZO\EXLOWZDWHUNLRVNVERRWKVIRUWKHVDOHRIWDSZDWHU WKDWDUHFRQQHFWHGWRWKHSXEOLFQHWZRUN:DWHULV brought to the entrance of the district by CTE RMPP, and sold to the CBOs at a regulated price. The komite dlo then VHOOVWKHZDWHUWRWKHSRSXODWLRQDWD¿[HGSULFHWKDWLVDERXWWKUHHWLPHVKLJKHU7KLVWDULIILVDERXW86P3 for the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¿QDQFLDOEHQH¿WVJHQHUDWHGE\WKLVV\VWHPDUHXVHGWRSD\WKHSHRSOHZRUNLQJIRUWKHFRPPLWWHHVDQGWR ¿QDQFHWKHUHTXLUHGGDLO\PDLQWHQDQFHRIWKHQHWZRUNVDQGNLRVNVZLWKLQWKH/,$$QRWKHUSDUWLVGHGLFDWHGIRU¿QDQFLQJ development projects for the district community. The operation of the system is thus economically viable, except for the LQLWLDOLQYHVWPHQWZKLFKKDVEHHQ¿QDQFHGE\LQWHUQDWLRQDODLG7KLVZLQ±ZLQSDUWQHUVKLSEHWZHHQDXWKRULWLHVXWLOLW\ and communities proved its usefulness – as Table 2 shows that 45 LIAs were initially connected, allowing 800,000 SHRSOHWRJDLQDFFHVVWRVDIHZDWHUDWDUHJXODWHGWDULII%RWWRQet al. 2QHRIWKHOLPLWVRIWKLVVROXWLRQLVWKH availability of water for komite dlos as, in order to generate money, CBOs need to receive water at least for several hours per week. Table 2. Port-au-Prince project results. Source: Botton et al

6WHSV

1XPEHURI/,$FRQQHFWHG

3RSXODWLRQ

1995-1998

14

270,000

1998-2000

21

430,000

2000-2005

10

100,000

TOTAL

45

800,000

3.2 Algiers, a success story SEAAL is the public utility for water and sanitation in the Algiers metropolitan area. Before 2006, service quality ZDVSRRULQSDUWLFXODUFRQFHUQLQJDYDLODELOLW\LQVRPHSDUWVRIWKHFLW\WKHUHZDVZDWHURQO\RQHGD\RXWRIIRXU RU TXDOLW\,QD¿YH\HDUPDQDJHPHQWFRQWUDFWVWDUWHGZLWK6XH](QYLURQQHPHQWLQRUGHUWRGUDVWLFDOO\UDLVHWKH level of service. It was based on an original model where experts from this international company would transfer their expertise to local public utility employees. This innovative contract was the result of the lessons that the company OHDUQHGIURPGLI¿FXOWLHVHQFRXQWHUHGZLWKRWKHUNLQGVRISXEOLF±SULYDWHSDUWQHUVKLSVLQ/DWLQ$PHULFDDQG$VLD,Q $OJLHUV7DEOHVKRZVWKDWLPSUHVVLYHUHVXOWVKDYHEHHQDFKLHYHG%HOODFKH LQSDUWLFXODUFRQWLQXRXVZDWHU VXSSO\IRUDOOWKHPHWURSROLWDQDUHDVHUYLFH ZLWKLQ\HDUV6RPHRIWKHVXFFHVVIDFWRUVKDYHEHHQKLJKOLJKWHG DQLQLWLDOGLDJQRVLVFDUULHGRXWMRLQWO\E\WKHDXWKRULWLHVDQGWKHFRPSDQ\DPELWLRXVEXWUHDOLVWLFREMHFWLYHVDVVRFLDWHG ZLWKWKHDGHTXDWHPHDQVDQGLPSOHPHQWDWLRQRIDPHDVXUDEOHNQRZKRZWUDQVIHUEHWZHHQWKHLQWHUQDWLRQDOH[SHUWV DQGWKHXWLOLW\¶VORFDOVWDII-DKQ 

S. Ravet and A. Braïlowsky / Aquatic Procedia 2 (2014) 70–78 Table 3. SEAAL achievements. Source: SEAAL 6LWXDWLRQRI6($$/LQ0DUFK

6LWXDWLRQLQ

RIWKHFXVWRPHUVKDGZDWHUVHUYLFH Water quality could not be guaranteed

RIFXVWRPHUVKDGDZDWHUVHUYLFH :DWHUVDIHW\LVJXDUDQWHHGVHH)LJ

RIZDVWHZDWHUZDVWUHDWHG RI$OJLHUV¶EHDFKHVZHUHRSHQGXULQJVXPPHU

RIZDVWHZDWHUZDVWUHDWHG RI$OJLHUV¶EHDFKHVZHUHRSHQGXULQJVXPPHU

Customer service quality was poor 422,000 registered customers

Customer service met international standards 542,000 registered customers

Operational skills and staff motivation were low

0RUHWKDQGD\VRIWUDLQLQJLPSOHPHQWHGRIWKHP realized by local managers

Figure 1. Improvements in water quality in Algiers. Source: SEAAL

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 &RQFHUQLQJDFFHVVWRZDWHUIRULQIRUPDOXVHUVXQFRQQHFWHGDUHDVLQIRUPDOO\FRQQHFWHGKRXVHKROGVRULQIRUPDOO\ FRQQHFWHGGLVWULFWV EHWZHHQDQGWKHUHZHUHFXVWRPHUVPDLQO\GRPHVWLFKRXVHKROGVEXWDOVRD IHZEXVLQHVVHV WKDWJDLQHGDFFHVVWRIRUPDOZDWHUVHUYLFHV7KH\EHFDPHFOLHQWVRIWKHXWLOLW\PHDQLQJWKH\VXEVFULEHG to a contract and accepted service rules. One-fourth of them were households located in developing areas, informal districts that were progressively gaining access to public services and were in a process of land ownership regularisation by the authorities. The other 75 per cent were dwellings in formal districts that were not registered as clients in the XWLOLW\¶VGDWDEDVH,QRUGHUWRSURYLGH/,$ZLWK:66DGHGLFDWHGPHWKRGRORJ\HODERUDWHGE\WKHµGHYHORSLQJDUHD GHSDUWPHQW¶ZDVGHYHORSHGDQGFDUULHGRXW2QHRILWVSDUWLFXODUDVSHFWVZDVWKHSRVVLELOLW\IRUWKHXWLOLW\WRLQWHJUDWH VRPHLQIRUPDOQHWZRUNVWKDWKDGEHHQLPSOHPHQWHGE\WKHLQKDELWDQWVWKHPVHOYHV LQWRWKHV\VWHPSURYLGHGWKDWWKH DVVHWVZHUHLQVXI¿FLHQWO\JRRGFRQGLWLRQDQGPDQDJHDEOHE\WHFKQLFDOVWDIIIURP6($$/6HFRQGO\FRQQHFWLRQFRVWV were an obstacle to allowing massive formal connection to the network. That is why the utility and the authorities created a special connection rate for these districts: households were asked for about 100€ instead of 350€, with payment ÀH[LELOLW\7KDQNVWRWKDWSURFHVVFRQQHFWLRQRIQHZFOLHQWVDFFHOHUDWHGIRUWKHEHQH¿WRIDOOXVHUVEHQH¿WWHGIURPD EHWWHUTXDOLW\RIVHUYLFHLQSDUWLFXODU DQGWKHXWLOLW\FRXOGUDLVHUHYHQXHDQGORZHUQRQUHYHQXHZDWHU15:  Local authorities in their process of land regularisation could accelerate their policy aiming at improving living conditions. Regarding affordability, the authorities decided to keep unchanged the tariff set up in 2005 because the DYHUDJHELOOIRUZDWHUGHOLYHU\UHSUHVHQWVIURPWRSHUFHQWRIKRXVHKROGLQFRPH%HQEOLGD  &RPSDUDWLYHDQDO\VLVRIWKHH[SHULHQFHV 

6HYHUDOVLPLODULWLHVFDQEHLGHQWL¿HGLQWKHWZRFDVHV

4.1 Initial diagnosis An initial shared diagnosis was carried out by the utility in co-ordination with the authorities and other stakeholders. This covered topics such as institutional context, stakeholder mapping linked with the relevant issues of the territory and understanding of the actual situation of access to services. It is important to note that the accuracy of the diagnosis was possible because it had been realised by the operating utility, in accordance with reality and issues at operational level. For example, in Algiers, the diagnosis enabled the proper implementation of large-scale projects by linking the ambitious targets and political will of the authorities with their step-by-step implementation. In Haiti, this initial GLDJQRVLVOHGWRWKHGH¿QLWLRQRIDW\SRORJ\RI/,$UHJDUGLQJWKHLUXUEDQFKDUDFWHULVWLFVDQGOHYHORIDFFHVVWR:66 4.2 HRWS integrated within daily management with appropriate governance Importance of governance issues in the water and sanitation sector is being recognised globally by different actors DVDNH\LVVXH)RUH[DPSOH81'3 QRWHGWKDWWKHZDWHUFULVLVLVODUJHO\DJRYHUQDQFHFULVLVDQG2(&'  pointed out that scarcity is not the main troublemaker – it is mismanagement with strong public governance features. In our two examples, governance issues were tackled, in particular by formally implementing a model that gave each stakeholder precise roles and responsibilities, in line with the capacity of each actor and the available resources.  ,Q3RUWDX3ULQFHWKHODFNRI¿QDQFLDODQGWHFKQLFDOUHVRXUFHVDQGZHDNQHVVRIWKH6WDWHZHUHLQLWLDOFRQGLWLRQV that led the project managers to base the solution on communities. Furthermore, due to the limited amounts of water available, collective distribution systems were preferred, rather than individual connections. By strong empowerment of its members, and the election of its representatives, communities were able to play the main role in implementation of the solution. Indeed, they were given the responsibility of the service on their perimeters, i.e. their neighbourhoods. Moreover, it had been decided not to separate water provision from public service by connecting neighbourhoods WR ZDWHU SLSHV DQG IRU H[DPSOH QRW UHO\LQJ RQ DOWHUQDWLYH VROXWLRQV VXFK DV ZDWHU WUXFNLQJ  DQG FUHDWLQJ D VOXP department within the public utility. Its role was to accompany komite dlos and control the way they managed WSS or spent their money.  &RQYHUVHO\LQ$OJLHUVGXHWRPRUHIDYRXUDEOHLQLWLDOFRQGLWLRQVIRFXVZDVRQLPSURYLQJWKHXWLOLW\¶VSHUIRUPDQFH and expanding service through standard individual connections: the Algerian authorities wished to reach an excellent level of service without changing the water tariff. This was made possible as the Algerian State can subsidise basic VHUYLFHV $OJHULDQ:DWHU$FW$XJXVW   7KLV OHG WR DQ H[FHOOHQW OHYHO RI FXVWRPHU VDWLVIDFWLRQ DV WKLV UDWH UHDFKHGSHUFHQWLQ-DKQ DQGUHLQIRUFHGRZQHUVKLSRIWKHSXEOLFVHUYLFHDPRQJ$OJLHUV¶FLWL]HQV

S. Ravet and A. Braïlowsky / Aquatic Procedia 2 (2014) 70–78

Strong political will and resources allowed having an innovative governance model between parties, involving transfer of know-how from Suez Environnement to SEAAL staff. The results were technical, but also largely managerial with particular attention to the people that constitute the utility – the managers and staff. These two solutions had visible impact on improving HRWS within the perimeter of the two urban areas. See Table 4 for a summary of these results. Table 4. Impact on human right to water criteria HRWS criteria

Port-au-Prince 1994-2005 Impact on human right to water

Algiers 2006-2011 Impact on human right to water

Availability

No improvement Limited water resources

Improvement Implementation of 24/7 continuous water service

Accessibility

Improvement Creation of Water Kiosks in areas where there was no service

Improvement 120,000 new connections

Quality/Safety

Improvement Water quality from network is better than from alternative sources and chlorination is realised at kiosk level

Improvement Water quality guaranteed and complies with legislation

Affordability

Improvement Regulated social tariff, the same for all committees, lower than price paid to informal vendors (1.7 to 10 times lower)

Improvement Low tariff that has not increased Lower rates for connections (3.5 times less)

Non-discrimination

Improvement Access to water in LIA is made through public service

Improvement Individual connections for all

4.3. Co-building the adapted management model with stakeholders: empowerment and co-operation The process of implementing HRWS includes, for utilities, being able to transform groups of informal users into clients with rights and duties. The two examples succeeded in achieving HRWS at a large scale, in particular by sucFHVVIXOO\LPSOHPHQWLQJVSHFL¿FSROLFLHVQHJRWLDWHGVROXWLRQVDQGPDQDJHPHQWPRGHOVWKDWUHDOO\¿WZLWKORFDOFRQGLWLRQVDQGE\JXDUDQW\LQJSURSHUFRQÀLFWUHVROXWLRQ)RUWKDWDGHSDUWPHQWGHGLFDWHGWRWKLVLVVXHZDVFUHDWHGDVOXP department in Port-au-Prince and a developing areas department in Algiers. These departments were in charge of ensuring adaptability of the solutions, including in technical terms but even PRUHLPSRUWDQWO\LQGDLO\PDQDJHPHQWFRQGLWLRQVVXFKDVFXVWRPHUIROORZXSDQGÀH[LELOLW\LQSD\PHQWIUHTXHQF\ For example, it is easier for poor families to pay a small amount of money daily for water than a larger bill every month, even if the cubic-meter tariff is lower in the second situation. Technology is only a tool to give access, whereas daily PDQDJHPHQWDQGUHODWLRQVKLSVZLWKRWKHUDFWRUVHQVXUHSHUWLQHQFHDQGGXUDELOLW\RIWKHV\VWHP7KHVSHFL¿FNQRZKRZ XVHGLQWKHVHWZRGHSDUWPHQWVFDQEHGHVFULEHGDVµVRFLDONQRZKRZ¶%RWWRQet al. DQGUHOLHVRQHQVXULQJKLJK professionalism in soft skills and considering them at the same level as technical or commercial parameters. This is in particular a way to avoid a charity approach that would not ensure ownership and a clear understanding and acceptance RIULJKWVDQGGXWLHV$WWKHVDPHOHYHOWKHFRQFHSWRIµVRFLDOHQJLQHHULQJ¶3HWLWSDVDQG%UDwORZVN\ ZDVFUHDWHGLQ Haiti during the construction of the project aiming at providing WSS in LIA. It aims at ensuring a proper implementation RIWHFKQLFDOSURMHFWVE\LQYROYLQJWKHEHQH¿FLDULHVDQGIRUPDOLVLQJWKHLUUROHZLWKLQWKHSURMHFW,QRUGHUWRGRWKLV properly, the latter should be empowered to be able to understand the stakes of the projects and given enough space to UHDOO\LQÀXHQFHWKHGH¿QLWLRQRIWKHVROXWLRQ7KLVPHWKRGRORJ\GRHVQRWWU\WRDYRLGFRQÀLFWVEXWUDWKHUWRLGHQWLI\ existing tensions within the communities in order to be able to handle them and negotiate a solution between clans %DUUDXDQG)UHQRX[E )LQDOO\LWUHOLHVRQIRUPDOLVHGUHODWLRQVEHWZHHQDFWRUVWKURXJKFRQWUDFWVFRQYHQWLRQV RUDJUHHPHQWV DQGIRUPDOLVHGSURFHGXUHV7KLVLVDZD\WRDYRLGFRUUXSWLRQEHFDXVHWKLVSKHQRPHQRQWDNHVLWVURRWV in informality. In Port-au-Prince, committees signed a written agreement with CTE RMPP which obliged them to, among other obligations, display water tariffs or make public their accounting. Of course, it did not protect the project IURPDOOWURXEOHDQGVRPHFRPPLWWHHVGLGFKHDW%DUUDXDQG)UHQRX[D LQWKDWVLWXDWLRQWKHXWLOLW\KDVWKHSRZHU to dissolve the komite dlo and to call for new elections. Obviously, to do so, the water company has to be equipped with enough trained staff to control CBOs. This is one of the challenges CTE RMPP is facing today, and one axis of improvement over the next few years. In Algiers, informality in developing areas was an issue regarding access to water

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and sanitation as no one could control the existence and origin of clandestine networks and connections. That is why the solution implemented relied on connecting individually and massively the households as standard formal clients of the utility. The two examples reveal that actors were looking for creating shared value through a win–win partnership. To achieve that, quality of dialogue between stakeholders was very important. It has been considered as a main issue, and WKXVLPSOHPHQWHGXVLQJIRUPDODQGSURIHVVLRQDOPHWKRGRORJLHVYLVXDOLVDWLRQWRROVWUDLQLQJVIRUGLDORJXHRUFRQÀLFWV PDQDJHPHQWWULSDUWLWHDJUHHPHQWVDQGUHJXODULVDWLRQSURFHGXUHVDQGPDQXDOV 7RRRIWHQWKLVWRSLFLVFRQVLGHUHGDV minor and relies on good will and subjectivity. Moreover, it has been carried out as a tool in order to achieve precise targets: giving access to services or improving them. This contrasts with too many projects where dialogue is considered compulsory and an aim in itself, which makes it sterile and with no precise objective. In Haiti, this particular know-how was brought by GRET and was one of the main missions of the slum department. In Algiers, quality of FRRSHUDWLRQEHWZHHQ6($$/DQGWKHDXWKRULWLHVDWDOOOHYHOVIURPGLUHFWLRQWRRSHUDWLRQV ZDVDNH\HOHPHQWLQWKH success of the contract. In order to make this dialogue possible, various actors had to be empowered. In Haiti, communities were not initially familiar with water management. They were trained and as a consequence were able to take the appropriate decisions for them while co-building the solution with the other actors. In Algiers, the regional institution in charge of asset management was also associated with the training implemented for the utility concerning topics that they were keen to learn.  )URPDXWLOLW\SRLQWRIYLHZH[WHUQDODFWRUVDUHQRWWKHRQO\RQHVWRHPSRZHU±LQWHUQDOSDUWQHUVRWKHUGHSDUWPHQWV RI WKH XWLOLW\  KDYH WR EH HPEDUNHG LQ WKLV +5:6 LPSURYHPHQW SURMHFW 7KLV PD\ EH SDUDGR[LFDO EXW WKH\ DUH VRPHWLPHVPRUHUHOXFWDQWWRPRYHIRUZDUG7KHH[DPSOHVVKRZXVWKHEHQH¿WVWKDQFDQEHUHDFKHGIRUWKHXWLOLW\ 7HFKQLFDOO\WKHXWLOLW\DFKLHYHVEHWWHUNQRZOHGJHDQGFRQWURORYHUWKHQHWZRUNVPDQ\/,$VDUHWKHRQHVFORVHWR IRUPDODUHDV EHIRUHKDQGLQIRUPDOO\FRQQHFWHGWRSXEOLFSLSHV7KLVKHOSVDFKLHYLQJEHWWHU15:UDWHV(FRQRPLFDOO\ it does not necessarily means increased operation costs because leaks, even in informal areas, are often already repaired by utility staff, even without any mandate to do so. In some cases, such as Port-au-Prince, delegations to CBOs for managing pipes within their perimeter do not raise expenses for the utility. Commercially, increasing the number of clients means increasing revenue. Furthermore, by following the right methodology, payment rates in newly connected LIA are better than in the rest of the perimeter. This is important to say considering that popular belief is that these populations are bad payers. Finally, guaranteeing basic WSS access to all, with an adapted methodology where the utility adapts its procedures gives real content to its social responsibility engagements at the local scale. Concerning governance, the political will to expand services in LIA was a key topic. This is a cornerstone, as sustainability of services extension and large-scale replication are related to this issue. Moreover, the land tenure issue, very important concerning WSS, is strongly linked to political will. Indeed, separation between formality and LQIRUPDOLW\ LV WKH UHVXOW RI GH¿QLWLRQV HVWDEOLVKHG E\ WKH DXWKRULWLHV DQG WKXV FRQGLWLRQV WR GHOLYHU WKH VHUYLFH ZLOO vary according to this criterion. Generally speaking, without any recognition, formal service delivery can be achieved by temporary solutions. Finally, the political will can be the driver that delivers these kind of projects from scepticism of the other actors – with a strong motivation from authorities, a large-scale project, with adapted solutions for each situation encountered is meant to be viable. For example, as previously explained, in Algiers, authorities had a clear vision and policy for improving living conditions and access to WSS. Nowadays in Haiti, the Interamerican 'HYHORSPHQW%DQN,$'% DWWKHUHTXHVWRIWKH+DLWLDQJRYHUQPHQWLQYHVWVDVDSULRULW\LQWKHZDWHUVHFWRULQRUGHU WRREWDLQVLJQL¿FDQWLPSURYHPHQWV-HDQ%DSWLVWHDQG9HUPHUVFK  4.4. Perspectives: sustainability needs ownership from all actors  $VPHQWLRQHGVROXWLRQVLPSOHPHQWHGUHOLHGRQWKHFRPPXQLWLHVLQ+DLWLDQGRQWKHXWLOLW\LQ$OJLHUV:HVDZWKDW participation of all actors, in an appropriate governance model, ensured robustness. That is why the challenge nowadays LVWRHQVXUHSDUWLFLSDWLRQDQGRZQHUVKLSRIWKHRWKHUDFWRUV,Q+DLWLWKHUHLVDQHHGWRLPSURYHWKHXWLOLW\¶VSHUIRUPDQFH DQGNQRZKRZLQPDQDJLQJ:667KDWLVZK\,$'%LV¿QDQFLQJDQ2SHUDWLRQDO7HFKQLFDO$VVLVWDQFH&RQWUDFWIRU CTE RMPP that started in 2011. Its objective is to improve daily management and operations of the State-owned utility, providing a better service to the populations by increasing the daily duration of water supply and the number of active FXVWRPHUV,WVKRXOGDOORZIXUWKHULPSURYHPHQWVE\VHWWLQJXSHPHUJHQF\PHDVXUHVHJLPSURYLQJZDWHUDYDLODELOLW\

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DQG TXDOLW\  UHDOLVLQJ DQ DVVHVVPHQW RI WKH VLWXDWLRQ RI WKH VHUYLFH DQG RI WKH XWLOLW\ DQG SUHSDULQJ WKH IXWXUH E\ realising master plans for water and sanitation delivery. In Algiers, it is the continuous participation of the users and citizens that is now at stake. Now that SEAAL has improved its service, all clients have to understand its value and their precise rights and duties. That is why attention is now focussed on the relationship between the utility and its clients, among other considerations, by understanding their QHHGVDQGDGGUHVVLQJWKHPHI¿FLHQWO\&XVWRPHUFDUHLVEHLQJLPSOHPHQWHGWKURXJKEHWWHUFRPPXQLFDWLRQHIIHFWLYH FODLP PDQDJHPHQW DQG WUDLQLQJ IRU DOO 6($$/ VWDII PRUH WKDQ  HPSOR\HHV  WR SXW FXVWRPHUV DW WKH KHDUW RI daily management. &RQFOXVLRQ  7KHWZRH[DPSOHVZHVWXGLHGFRQ¿UPWKDWXWLOLWLHVDUHDWWKHKHDUWRI:66GHOLYHU\DQGDUHWKH¿UVWDFWRUWKDWQHHGV to improve their skills, making them able to co-build solutions with other stakeholders of the territory. Concerning political will, a global trend shows that the position of authorities is rapidly evolving. Many now progressively recognise the existence of slums and are willing to improve living conditions in these particular urban areas. Examples IURP%UD]LORU,QGLD81+DELWDW GHPRQVWUDWHWKLVFKDQJHLQSRVLWLRQDQGVKRZWKHZD\WRDQHUDZKHUHWKHUH is a strong commitment to achieve tangible results. In order not to deceive people lacking access, the other conditions have to be considered. There is no miracle technological solution that will solve the problems and address the needs of all actors by itself. Water and sanitation practitioners have to keep in mind that whatever technical solution they FKRRVHWKH\ZLOOKDYHWRYDOLGDWHWKHFKRLFHPHDQLQJLWFRXOGEHUHMHFWHG DQGDFFRPSDQ\LWVLPSOHPHQWDWLRQWKURXJK empowering and dialoguing with all relevant stakeholders. Finally, these conclusions are not drawn only for cities and countries where people lack access to water and sanitation. They are totally applicable for situations where there is a risk of disconnecting a vulnerable population from the service, in general in richer countries affected by global crisis.  :HFDQFRQFOXGHWKDWWKHµVRFLDOHQJLQHHULQJ¶VNLOOVKDYHSURYHQWKHLUHI¿FLHQF\,WVHHPVXQIRUWXQDWHO\WKDWVHYHUDO ZDWHU LQVWLWXWLRQV DUH PRUH IRFXVVHG RQ VKRUW WHUP DFWLRQV LQDSSURSULDWH DQVZHUV WR VSHFL¿F SUREOHPV WHFKQLFDO DQVZHUV IRU VRFLDO LVVXHV DQG EODPLQJ GH¿FLWV LQ ¿QDQFLQJ UDWKHU WKDQ LWV ZDVWH DQG PLVXVH  RU HQGOHVV UKHWRULFDO GHEDWHV ZKHUHDV JLYLQJ LWV LPSRUWDQFH WR WKLV VSHFL¿F NQRZKRZ ZRXOG EH D JUHDW SDUW RI WKH VROXWLRQ 6XFFHVVIXO SURMHFWV DUH VWLOO EHLQJ LPSOHPHQWHG QRZDGD\V EXW JHQHUDOO\ VSHDNLQJ WKLV JOREDO NQRZKRZ LV QRW VXI¿FLHQWO\ recognised, shared or even taught to WSS operators, even within some international training, associations or meetings. )XUWKHUPRUH WKH LQWHUQDWLRQDO FRPPXQLW\ LV VWLOO SURPRWLQJ SLORW SURMHFWV ZKHUHDV WRGD\¶V QHHGV IURP SHRSOH VWLOO living without access to safe water or improved sanitation, are at large scale. It is now time to move forward if we, the water community, want to achieve proper implementation of Human Right to Water and Sanitation. 5HIHUHQFHV %DUUDX(DQG)UHQRX[&D 6HUYLFHVG¶HDXSRWDEOHGDQVOHVSD\VGX6XGSURPRXYRLUHWDFFRPSDJQHU  O¶LQQRYDWLRQLQVWLWXWLRQQHOOH&RRSpUHUDXMRXUG¶KXLQƒ3DULV*5(7$YDLODEOHDWZZZJUHWRUJ %DUUDX(DQG)UHQRX[&E 9HUVO¶LQVWLWXWLRQQDOLVDWLRQG¶XQHGpOpJDWLRQFRPPXQDXWDLUH5HYXH7LHUV0RQGH 2010/3, 123-140. %HOODFKH0 /HGpYHORSSHPHQWGHVFRPSpWHQFHV0DQDJpULDOHVFKH]6($$/$&:8$WK%HVW3UDFWLFHV Conférence, Algiers, December, 4, 2013. Available at: www.acwua.org %HQEOLGD0 /¶HI¿FLHQFHG¶XWLOLVDWLRQGHO¶HDXHWDSSURFKHpFRQRPLTXHpWXGHQDWLRQDOH$OJpULH  6RSKLD$QWLSROLV)UDQFH81(30$3%OXH3ODQ$YDLODEOHDWZZZSODQEOHXRUJ %RWWRQ6%UDwORZVN\$DQG0DWWKLHXVVHQW6 7KHUHDOREVWDFOHVWRXQLYHUVDODFFHVVWRWKHZDWHUVHUYLFHLQ  GHYHORSLQJFRXQWULHV/RXJKERURXJK8.:('&/RXJKERURXJK8QLYHUVLW\ &RLQJ+ 3UpIDFHLQ/¶HDXPRQGLDOLVpHODJRXYHUQDQFHHQTXHVWLRQ3DULV/D'pFRXYHUWHµ5HFKHUFKHV¶ 11-23. -DKQ-0 6($$/SHUIRUPDQFHLQ$OJLHUVIURPWRZDWHUVXSSO\LQ\HDUV*OREDO:DWHU Summit 2011: Focusing on Performance, Berlin, April 18, 2011. Available at: www.globalwaterintel.com -HDQ%DSWLVWH*DQG9HUPHUVFK0 :DWHURSHUDWRUSDUWQHUVKLSVNH\WR+DLWLVXSSO\DQGVDQLWDWLRQUHIRUP  :DWHU8WLOLW\0DQDJHPHQW,QWHUQDWLRQDO  2(&' 3URJUHVVLQSXEOLFPDQDJHPHQWLQWKH0LGGOH(DVWDQG1RUWK$IULFD3DULV2(&' 2(&' :DWHU*RYHUQDQFHLQ2(&'FRXQWULHVDPXOWLOHYHODSSURDFK3DULV2(&'

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