72409 An AMCOW Country Status Overview Water Supply and Sanitation in Central African Republic Turning Finance into Services for 2015 and Beyond The first round of Country Status Overviews (CSO1) published in 2006 benchmarked the preparedness of sectors of 16 countries in Africa to meet the WSS MDGs based on their medium-term spending plans and a set of ‘success factors’ selected from regional experience. Combined with a process of national stakeholder consultation, this prompted countries to ask whether they had those ‘success factors’ in place and, if not, whether they should put them in place. The second round of Country Status Overviews (CSO2) has built on both the method and the process developed in CSO1. The ‘success factors’ have been supplemented with additional factors drawn from country and regional analysis to develop the CSO2 scorecard. Together these reflect the essential steps, functions and results in translating finance into services through government systems – in line with Paris Principles for aid effectiveness. The data and summary assessments have been drawn from local data sources and compared with internationally reported data, and, wherever possible, the assessments have been subject to broad-based consultations with lead government agencies and country sector stakeholders, including donor institutions. This second set of 32 Country Status Overviews (CSO2) on water supply and sanitation was commissioned by the African Ministers’ Council on Water (AMCOW). Development of the CSO2 was led by the World Bank administered Water and Sanitation Program (WSP) in collaboration with the African Development Bank (AfDB), the United Nations Children’s Fund (UNICEF), the World Bank and the World Health Organization (WHO). This report was produced in collaboration with the Government of the Central African Republic and other stakeholders during 2009/10. Some sources cited may be informal documents that are not readily available. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the collaborating institutions, their Executive Directors, or the governments they represent. The collaborating institutions do not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of the collaborating institutions concerning the legal status of any territory or the endorsement or acceptance of such boundaries. The material in this publication is copyrighted. Requests for permission to reproduce portions of it should be sent to wsp@worldbank.org. The collaborating institutions encourage the dissemination of this work and will normally grant permission promptly. For more information, please visit www.amcow.net or www.wsp.org. Photograph credits: Photographs published with permission from Gallo Images/Getty Images/AFP and The Bigger Picture/Reuters © 2011 Water and Sanitation Program Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond An AMCOW Country Status Overview Water Supply and Sanitation in Central African Republic Turning Finance into Services for 2015 and Beyond 1 An AMCOW Country Status Overview Strategic Overview Over the course of the last few years, the water supply and The greatest challenges are found in rural areas, which are sanitation sector in the Central African Republic has seen severely neglected, particularly in the case of sanitation for intense reforms; however, the country is progressing from which levels of anticipated investment are still very low. a very challenging baseline. Implementation or water supply and sanitation interventions are hampered by very low population density and limited Comparison of the historic access trends with set targets access to parts of the country. Though the political situation shows that the current pace of infrastructure development has stabilized some areas remain insecure. is insufficient. To reach these targets, annual investment will need to increase nine-fold compared to the sum invested The urban water supply subsector has gone from one crisis in 2008. situation to the next. The water tariff structure combined with underfinancing in the subsector has led to financial The prospects for this are unlikely: only 44 percent of instability of services, feeding a vicious cycle of deteriorating the investment required to meet the country’s water service standards, and low cost recovery. supply and sanitation targets has so far been committed. There are also challenges in utilizing this investment More generally, criteria for allocating finance need to be effectively, exacerbated by inadequate road and transport clarified urgently and capacity building is required to ensure infrastructure, geographic inaccessibility, and instability. improved operation and maintenance of services. Nevertheless, the sector, which has long benefited from emergency aid, is in transition: it is slowly gaining in This second AMCOW Country Status Overview (CSO2) has structure and long-term development activities are now been produced in collaboration with the Government of starting to be put in place. the Central African Republic and other stakeholders. Agreed priority actions to tackle these challenges, and ensure finance is effectively turned into services, are: Sectorwide • Develop a coherent framework for managing the sector (policies, technical standards and implementation guidelines for state and non-state actors). • Ensure improved coordination of activities: improve communication between stakeholders, systematize coordination meetings and agree targets and priorities. • Improve the quantity and reliability of the information produced by sector stakeholders (aid flows and project activities) and set up a sector review. • Build the capacities of sector stakeholders. • Consolidate the role of communes within the decentralization framework: ensure they act systematically as local contracting authority and increase their resources. • Promote community ownership of facilities by increasing community involvement in project planning, design and capacity-building programs. • Increase financing, both domestic and donor, and optimize the financial resources available by increasing the percentage of budget utilized. • Define and strengthen cost recovery mechanisms to ensure facilities remain sustainable. 2 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Rural water supply • In coordination with the private sector, put in place a sustainable system for the maintenance of water supply facilities (boreholes and pumps) and for the provision of spare parts. • Build the capacity of the private sector to ensure the development of a functional market for borehole drilling. • Improve the capacity of committees to manage water points through better supervision and monitoring. • Develop a national program based on actual requirements that includes clearly defined long-term targets. Urban water supply • Clarify the institutional framework for management of the subsector, which has been in transition since the asset- holding company was dissolved and the Interface Unit was temporarily put in place. • Remedy the funding deficit of the Water Distribution Company of the Central African Republic (Société de Distribution d’Eau de Centrafrique): define a pricing structure that is both socially acceptable and enables operation and maintenance (O&M) cost recovery, and increase efforts to raise funds to rehabilitate and extend water supply facilities. • Bring services in secondary urban centers up to the same standard as those in Bangui. • Increase pro-poor measures and, in particular, social connection campaigns that better target disadvantaged populations and secondary towns. Rural sanitation and hygiene • Agree on tools to promote the construction of latrines and implement these. • Address the very low levels of improved hygiene behavior. • Align financing mechanisms to changes in behavior: improvements in hygiene practices are only observed in the medium-term, whereas donor funding mechanisms usually cover a shorter period. Urban sanitation and hygiene • As in rural areas, define and implement tools to promote and develop latrines. • Address the very low levels of improved hygiene behavior. • Promote pit-emptying services: organize the private sector currently active in the market (if appropriate, through a license system that would improve regulation of the sector); resolve the issue of sludge treatment. 3 An AMCOW Country Status Overview 4 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Contents ........................................................................................................................... 6 Acronyms and Abbreviations. 1. .................................................................................................................................................... 7 Introduction. 2. ............................................................................................... 8 Sector Overview: Coverage and Finance Trends. 3. ......................................................................................... 12 Reform Context: Introducing the CSO2 Scorecard. 4. Institutional Framework................................................................................................................................. 14 5. .................................................................................................................. 16 Financing and its Implementation. 6. Sector Monitoring and Evaluation.................................................................................................................. 19 7. Subsector: Rural Water Supply....................................................................................................................... 20 8. ..................................................................................................................... 22 Subsector: Urban Water Supply. 9. Subsector: Rural Sanitation and Hygiene........................................................................................................ 24 10. ...................................................................................................... 26 Subsector: Urban Sanitation and Hygiene. Notes and References.................................................................................................................................... 28 5 An AMCOW Country Status Overview Acronyms and Abbreviations AfDB African Development Bank MDG Millennium Development Goals AMCOW African Ministers’ Council on Water M&E Monitoring and evaluation ANEA National Water Supply and Sanitation MMEH Ministry of Mines, Energy and Water Agency (Agence Nationale de l’Eau et de (Ministère des Mines, de l’Energie et de l’Assainissement) l’Hydraulique) ARSEA Regulatory Agency for the Water NGO Nongovernmental organization Supply and Sanitation Sector (Agence O&M Operation and maintenance de Régulation du Secteur de l’Eau et de OPEX Operations expenditure l’Assainissement) PASEA National Sector Plan (Plan d’Action CAPEX Capital expenditure Sectoriel Eau et Assainissement) CAR Central African Republic PSNEA National Water Supply and Sanitation CLTS Community-Led Total Sanitation Policy and Strategies (Politique et CSO2 Country Status Overview (second round) Stratégies Nationales en matière d’Eau et DAD Development Assistance Database d’Assainissement) DGH General Directorate of Water (Direction PTI Triennial Investment Plan (Plan Triennal Générale de l’Hydraulique) d’Investissement) DP Development partner RSH Rural sanitation and hygiene EU European Union RWS Rural water supply GNI Gross national income SNE National Water Company (Société PRSP Poverty Reduction Strategy Paper nationale des Eaux) ICASEES Central African Institute for Statistics SODECA Central African Water Distribution and Economic and Social Studies (Institut Company (Société de Distribution d’Eau Centrafricain des Statistiques, des Études de Centrafrique) Économiques et Sociales) UNICEF United Nations Children’s Fund JMP Joint Monitoring Programme (UNICEF/ USH Urban sanitation and hygiene WHO) UWS Urban water supply KABP Knowledge, Attitudes, Behavior, and WHO World Health Organization Practice survey (household survey WSP Water and Sanitation Program conducted in 2009) WSS Water supply and sanitation LIC Low-income country MICS3 Multiple Indicator Cluster Survey (third generation) Exchange Rate: US$1= 472.1863 CFA Francs.1 6 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond 1. Introduction The African Ministers’ Council on Water (AMCOW) commissioned the production of a second round of Country Status Overviews (CSOs) to better understand what underpins progress in water supply and sanitation and what its member governments can do to accelerate that progress across countries in Sub-Saharan Africa (SSA).2 AMCOW delegated this task to the World Bank’s Water and Sanitation Program and the African Development Bank (AfDB) which are implementing it in close partnership with the UNICEF and WHO in over 30 countries across SSA. This CSO2 report has been produced in collaboration with the Government of the Central African Republic and other stakeholders during 2009/10. The analysis aims to help countries assess their own service delivery pathways for turning finance into water supply and sanitation services in each of four subsectors: rural and urban water supply, and rural and urban sanitation and hygiene. The CSO2 analysis has three main components: a review of past coverage; a costing model to assess the adequacy of future investments; and a scorecard which allows diagnosis of particular bottlenecks along the service delivery pathway. The CSO2’s contribution is to answer not only whether past trends and future finance are sufficient to meet sector targets, but what specific issues need to be addressed to ensure finance is effectively turned into accelerated coverage in water supply and sanitation. In this spirit, specific priority actions have been identified through consultation. A synthesis report, available separately, presents best practice and shared learning to help realize these priority actions. 7 An AMCOW Country Status Overview 2. Sector Overview: Coverage and Finance Trends Coverage: Assessing Past Progress to 60 percent of the population; in 2008, the access rate stood at 5 percent. There are, therefore, huge challenges Coverage estimates for the Central African Republic (CAR) to be overcome. The current pace of development is not vary widely depending on their source. The data used encouraging, however, and will not enable the targets to within this report comes mainly from the Joint Monitoring be met unless there is a dramatic acceleration in the pace Programme (JMP)3 and the General Directorate of Water of construction (see Figure 1). Since 1990, an additional (DGH: Direction Générale de l’Hydraulique) of the Ministry 44,000 people per year, on average, have obtained of Mines, Energy, and Water (MMEH: Ministère des Mines, access to drinking water. To ensure the PASEA target is de l’Énergie et de l’Hydraulique). For sanitation, both sets of met this will have to rise to 267,000 people per year up figures are based on the same study, the Multiple Indicator to 2015, which is a six-fold increase on the historic rate. Cluster Survey (third generation) (MICS3) household For sanitation, the situation is even more acute as fewer survey conducted in the CAR in 2006; however, the DGH than 9,000 additional people gained access to improved definition of ‘improved’ access is different than that of the sanitation each year compared to the 390,000 required JMP. For water supply, whilst the JMP estimates are based (which means multiplying the rate at which facilities have on the MICS3, the DGH access rate estimates are taken been constructed by a factor of 44). from an inventory of existing facilities (see Table 1). Investment Requirements: Testing the This report is based on the national statistics provided Sufficiency of Finance by the DGH, and targets in the national sector plan, PASEA (Plan d’Action Sectoriel Eau et Assainissement). A calculation of annual capital investment requirements Based on these estimates, to reach the PASEA target for made using the CSO2 costing model, based on the above water supply the CAR needs to provide 65 percent of the national coverage data and targets, puts the total at population with access to improved drinking water in 2015, US$58 million per year up to 2015, which breaks down as compared to an access rate of 30 percent in 2008. For US$47 million per year for water supply and US$11 million sanitation, the PASEA target is to provide improved access per year for sanitation. Table 1 Current WSS coverage and targets in the Central African Republic 2008 coverage 2015 targets JMP DGH Calculated from Calculated from JMP baseline DGH baseline4 PASEA Rural water supply 51% 31.8% 74% 59% 67% Urban water supply 92% 27.6% 89% 59% 61% Water supply total 67% 30.2% 79% 59% 65% Rural sanitation 28% 1.7% 53% 51% 60% Urban sanitation 43% 11.1% 61% 53% 60% Sanitation total 34% 5.3% 56% 51% 60% Source: JMP, DGH, and PASEA (Water Supply and Sanitation Sector Action Plan: Plan d’Action Sectoriel Eau et Assainissement). 8 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Figure 1 Progress in water supply and sanitation coverage Water supply Sanitation 100% 100% 80% 80% Coverage Coverage 60% 60% 40% 40% 20% 20% 0% 0% 1985 1990 1995 2000 2005 2010 2015 2020 1985 1990 1995 2000 2005 2010 2015 2020 DGH estimates PASEA target DGH estimates PASEA target JMP estimates MDG target (JMP baseline) JMP estimates MDG target (JMP baseline) Source: JMP 2010 Report and DGH. As far as expansion of water supply coverage is concerned, defined for the main sanitation technology used in the CAR. all investment expenditure will have to be met from the Around US$3 million have been committed to sanitation national budget and development partner (DP) funds. by external support agencies and nongovernmental Financing of around US$22 million per year has been organizations (NGOs), meaning that a further US$8 million forecast for the next few years (see Figure 2 and Table still needs to be mobilized each year (see Figure 2 and 2); this is just under half (47 percent) of the estimated Table 2). Although it is assumed that households will meet requirement, with the significant majority of the deficit part of this requirement, by encouraging them to invest in found in the rural water supply (RWS) subsector. the construction of their own latrines, the sector ministries consider it unrealistic to expect households to fund these For sanitation, the financing policy is unclear. The national costs in full. The costs for the sanitation subsectors (urban policy on subsidizing household latrines has yet to be and rural) should be met, at least in part, by the public Figure 2 Required vs. anticipated (public) and assumed (household) expenditure Water supply Sanitation Required CAPEX Required CAPEX Required Required OPEX OPEX 0 20 40 60 0 5 10 15 US$ million/year US$ million/year Public CAPEX (anticipated) Public CAPEX (anticipated) CAPEX deficit CAPEX deficit Source: CSO2 estimates based on national coverage data. 9 An AMCOW Country Status Overview Table 2 Coverage and investment figures5 Coverage Target Population CAPEX Anticipated Assumed Total requiring requirements public CAPEX HH deficit access CAPEX 1990 2008 2015 Total Public Domestic External Total % ‘000/year US$ million/year Rural water supply 18% 32% 67% 160 32 32 0 8 8 0 24 Urban water supply 17% 28% 61% 108 15 15 0 14 14 0 1 Water supply total 18% 30% 65% 267 47 47 1 22 22 0 25 Rural sanitation 1% 2% 60% 245 9 9 0 1 1 0 7 Urban sanitation 5% 11% 60% 144 2 2 0 1 2 0 1 Sanitation total 2% 5% 60% 389 11 11 0 3 3 0 8 Source: DGH, PASEA and CSO2 costing. authorities, regardless of the approach taken: contributing Table 3 materials, mobilizing awareness-raising teams, using Annual O&M Community-Led Total Sanitation (CLTS) techniques, etc. Subsector O&M US$ million/year If the JMP coverage estimates and MDG targets were Rural water supply 4 accepted, in place of the DGH/PASEA figures, the financial Urban water supply 4 deficit would be lower (although the MDG target for water Water supply total 7 supply is higher than the PASEA target, this is offset by the Rural sanitation 1 considerably higher JMP coverage estimates compared to Urban sanitation 0 those from DGH, for both water supply and sanitation). Sanitation total 1 Source: CSO2 estimates. The investment requirements identified in Figure 2 and Table 2 relate to the construction and rehabilitation of infrastructure and do not include social intermediation Where the pathway is well developed, sector funding activities (‘software’, that is, training, awareness- should turn into services at the estimated unit costs. raising and hygiene promotion, and so on).6 Nor do the Where it is not, the above investment requirements may requirements include operation and maintenance costs be gross underestimates. The rest of this report evaluates (O&M)/OPEX—separate estimates are shown in Table the service delivery pathway in its entirety, locating the 3. As in many countries, in the CAR there is an implicit bottlenecks and presenting the agreed priority actions to assumption that O&M costs will be recovered from users help address them. through the tariff, though in practice this is not always achieved. If any of the annual OPEX has to be subsidized The main bottlenecks that concern the whole of the sector from the public purse, it reduces the amount available for are: capital investment. • Underfunding of the sector: Budget forecasts are well These considerations are only part of the picture. below requirements and the budget utilization rates Bottlenecks can in fact occur throughout the service are relatively low. delivery pathway—all the institutions, processes, and actors • Lack of transparency when allocating funds: The lack that translate sector funding into sustainable services. of a programmatic framework and, in particular, the 10 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond need for urgent response to emergency situations • In the broader context, the effectiveness of interventions means it is currently impossible to allocate finance is hampered by an atypical geographical situation (very based on predefined criteria. low population density, with difficulty in accessing parts • Limited private sector capacity: Maintenance is of the country); by a political situation that has recently undermined by a lack of spare parts and by management stabilized but where some areas remain insecure, problems encountered by the communities. thereby preventing countrywide interventions; and by a • Lack of funds for O&M of services: The precarious nature chronic emergency situation that means all activity falls of the pricing structure combined with underfinancing somewhere between humanitarian and development in the sector leads to financial instability in services, approaches. feeding a vicious cycle of deteriorating service standards and low cost recovery. 11 An AMCOW Country Status Overview 3. Reform Context: Introducing the CSO2 Scorecard Management of the public water supply service has pathway. This scorecard looks at nine building blocks of undergone several reforms that attest to the existence the service delivery pathway, which correspond to specific of political will for improving the population’s access to functions classified in three categories: three functions drinking water. The creation of national agencies for that refer to enabling conditions for putting services in water supply and sanitation is a recent phenomenon place (policy development, planning new undertakings, and reflects the current trend whereby mechanisms budgeting); three functions that relate to developing the born out of emergency response are being set aside in service (expenditure of funds, equity in the use of these favor of approaches to ensure the sector’s long-term funds, service output); and three functions that relate to development. sustaining these services (facility maintenance, extension of infrastructure, use of the service).7 Each building block The reforms have followed the country’s transition to is assessed against specific indicators and scored from increased democracy and its opening up to international 1 (poor) to 3 (excellent) accordingly. institutions: the foundations of the sector policy were laid in 2006 with the promulgation of the Water Law, then The scorecard results for the CAR show that, despite with the adoption by the government of the National recent efforts, the WSS sector scores below the average Water Supply and Sanitation Policy and Strategies of the poorest low-income countries participating in document (PSNEA: Politique et Stratégies Nationales en the CSO2 (that is, those with a GNI below US$500 per matière d’Eau et d’Assainissement). The year 2007 saw capita, World Bank Atlas Method). As depicted in Figure the creation on paper of the institutions charged with implementing the water supply and sanitation policy: the National Water Supply and Sanitation Agency (ANEA: Figure 3 Agence Nationale de l’Eau et de l’Assainissement), which Average scorecard results for enabling, is the implementation agency in charge of infrastructure developing, and sustaining service delivery, and construction activities in rural areas, created by the Water peer-group comparison Law; and the ad hoc Committee charged with setting up the Regulatory Agency for the Water Supply and Sanitation Enabling Sector (ARSEA: Agence de Régulation du Secteur de l’Eau et de l’Assainissement). These two agencies are still not yet operational, however. The reforms required to ensure proper functioning of the sector are currently ongoing. The creation in 2009 of the Water Supply and Sanitation Sector Committee (Comité Sectoriel Eau et Assainissement) and the Sector Round Table (Table Ronde Sectorielle) are further steps in an overall process to establish monitoring mechanisms. Sustaining Developing This brief introduction puts the service delivery pathway Central African Republic average scores in context, which can then be explored in detail using Averages, LICs, GNI p.p. <=$500 the CSO2 scorecard, an assessment tool providing a snapshot of reform progress along the service delivery Source: CSO2 scorecard. 12 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond 3 the scores are lowest, on average, for building blocks 4 to 6 highlight progress and challenges across three related to developing new services. As far as conditions thematic areas—the institutional framework, finance and for enabling and sustaining services are concerned, the monitoring and evaluation (M&E)—benchmarking the CAR country’s results are still below the average, though nearer against its peer countries based on a grouping by gross those of its peer group countries. national income. The related indicators are extracted from the scorecard and presented in charts at the beginning Table 4 provides a summary of the main steps taken as of each section. The scorecards for each subsector are part of the WSS sector reform process in the CAR. Sections presented in their entirety in Sections 7 to 10. Table 4 Key dates in the reform of the sector in the Central African Republic Year Event 1975 Management by the state through the National Water Company (SNE: Société Nationale des Eaux), created to ensure management autonomy for the public water service. 1991 Creation of the Central African Water Distribution Company (SODECA: Société de Distribution d’Eau de Centrafrique). SNE subsequently becomes an asset-holding company that delegates management through an indirect lease on behalf of the state. The French firm SAUR is the majority stakeholder. 1999 Due to the company’s financial difficulties, SAUR international withdraws and its stake in SODECA is reduced from 75 percent to 10 percent, then 0 percent in 2003. The Central African state thus becomes majority stakeholder with 97.41 percent of shares. 1999–2000 Dissolution of SNE (Law 005.99) and creation of the Interface Unit (Cellule d’Interface) attached to the General Directorate of Water (DGH: Direction Générale de l’Hydraulique) with responsibility for monitoring SODECA contractual requirements (Order n°57/2000/MME/CAB). 2006 Promulgation of the Law pertaining to the Water Code. The government adopts the National Water Supply and Sanitation Policy and Strategies document (PSNEA: Politique et Stratégies Nationales en matière d’Eau et d’Assainissement). 2007 Government drafts the Poverty Reduction Strategy Paper (PRSP) 2008–10 as a frame of reference for government policy and cooperation. 10/07 Creation of the large national sector institutions: • Organization and operation of the National Water Supply and Sanitation Agency (ANEA: Agence Nationale de l’Eau et de l’Assainissement); • Creation of an ad hoc committee charged with implementing ANEA; and • Creation of an ad hoc committee charged with implementing the Regulatory Agency for the Water Supply and Sanitation Sector (ARSEA: Agence de Régulation du Secteur de l’Eau et l’Assainissement). Unfortunately, these institutions are still not yet operational. 05/08 As part of PRSP implementation, creation of the Water Supply and Sanitation Sector Committee (Order N° 011 of 14 May 2008). 10/09 Organization of the Water Supply and Sanitation Round Table (Table Ronde Sectorielle Eau et Assainissement). Source: CSO2. 13 An AMCOW Country Status Overview 4. Institutional Framework Priority actions for institutional framework • Develop a coherent framework for managing sector (policies, technical standards, and implementation guidelines for state and non-state actors). • Ensure improved coordination of activities: improve communication between stakeholders, systematize coordination meetings and agree on targets and priorities. • Build the capacities of the sector stakeholders. • Consolidate the role of communes within the decentralization framework: ensure they act systematically as local contracting authority and increase their resources. • Promote community ownership of facilities by increasing community involvement in project planning, design, and capacity-building programs. Reform of the WSS sector has started very recently, with However, the reform process is still ongoing: the the adoption of the Water Law in 2006 to supplement implementing provisions of the Water Law are yet to be the existing Hygiene and Environment Laws and the established, the different sector agencies (ANEA, ARSEA) National Water Supply and Sanitation Policy and need to be made operational, the terms of SODECA9 need Strategies document (PSNEA), which constitutes the to be redefined, and a national sanitation policy needs sector’s orientation framework and sets water supply to be developed. The majority of these activities will be and sanitation access targets for 2015, aligned to the included in the project to provide institutional support for Millennium Development Goals (MDGs). the development of the water supply sector in the CAR (‘Appui institutionnel pour le développement du secteur Figure 4 de l’eau en République centrafricaine’), which is financed Scorecard indicator scores relating to institutional by the AfDB and which commenced in the third quarter framework compared to peer group8 of 2010. A national hygiene and sanitation policy is due to be developed with the support of UNICEF. Although the CAR scorecard results for indicators related to the RWS institutional framework are below those of its economic peer group, the country is nonetheless introducing effective reforms (see Figure 4). An important step is the sector’s inclusion in the Poverty USH UWS Reduction Strategy Paper (PRSP) 2008–10. Adopted in 2007, the main points pertaining to WSS sector development are included as part of Pillar 3 of the PRSP: ‘Rebuild and Diversify the Economy’. As part of the PRSP implementation framework, a Water Supply RSH and Sanitation Sector Committee (Comité Sectoriel Central African Republic average scores Eau et Assainissement) was put in place, charged with Averages, LICs, GNI p.p. <=$500 defining an action plan for the sector.10 Facilitated by Source: CSO2 scorecard. a Permanent Technical Secretary, the Committee has 14 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond created the PASEA, accompanied by a Finance Plan that In addition to the (lack of) allocation of roles at central groups together all the initiatives undertaken across the level, the local authorities—urban communes and rural country within the sector, identifying those for which communities—have local responsibility for planning seeking finance is a priority. These documents formed and take on the role of contracting authority for small the basis of a round table discussion in October 2009, and medium scale water and sanitation projects, in which brought together all the main stakeholders with collaboration with central and regional state technical a view to directing their activities towards the defined departments. As far as their meager resources allow, priorities. they ensure interventions in their territory are aligned and conform to local planning requirements. Notwithstanding the round table, the division of responsibilities between the water supply and sanitation Infrastructure management and the construction of larger stakeholders in the CAR is yet to be formally established. scale facilities (such as boreholes or treatment plants) are The PSNEA document adopted in 2006 does not include not decentralized. It is important to highlight the fact a clear outline of the institutional structure of the sector, that decentralization in the CAR is still in its infancy. nor is this mentioned elsewhere. There is very little The lack of autonomy of the 174 communes, including collaboration between DGH (responsible for building Bangui which benefits from special status, is the result latrines) and the Ministry of Health (tasked with providing of a lack of resources which further impedes them from hygiene education). developing water supply and sanitation activities. 15 An AMCOW Country Status Overview 5. Financing and its Implementation Priority actions for financing and its implementation • Remedy the lack of financing, both domestic and donor. • Optimize the financial resources available by increasing the percentage of budget utilized: improve the collection, processing, and transparency of financial information; overcome administrative bottlenecks and issues of financial governance. • Define and strengthen cost recovery mechanisms to ensure facilities remain sustainable. The overall framework used for investment planning in as a guide to any new stakeholder wishing to become the CAR is the PRSP 2008–10, coordinated by the Ministry involved in the sector. For the 2008–15 period, 25 projects of Planning. It is supplemented by the rolling Triennial were registered with an estimated overall cost of 108.66 Investment Plan (PTI: Plan Triennal d’Investissement) billion CFA Francs (around US$22 million). These projects that serves as a form of operational annex to the PRSP, were developed as part of the process for preparing the and the aid flow information management system—the sector round table that was held in October 2009. This Development Assistance Database (DAD)—which aims to event initiated the organization of the sector around track at least 85 percent of the donor aid provided to the common priorities; as one of the first sectors to hold its CAR. own round table, the WSS sector has also shown it can be proactive. The scorecard results of the CAR for indicators Within the WSS sector, the main planning tool used is the relating to finance are similar to those of the economic PASEA. It is supported by an Investment Plan that serves peer group, with the exception of the urban water supply (UWS) subsector (Figure 5). Figure 5 Scorecard indicator scores relating to financing As can be seen in Table 5, the proportion of domestic and its implementation, compared to peer finance committed to the WSS sector is on a downward group11 trend, whilst the proportion of donor finance is increasing: this can be explained by the progressive stabilization of the RWS political and security situation in the CAR which, in turn, means DPs are returning to the country. This phenomenon also explains why the NGO share of donor funding, and of all sector funding, is decreasing in relative terms: with official donors returning NGOs, the main providers of USH UWS emergency aid, are becoming less central. Although the long-term prospects are uncertain, the balance is shifting from humanitarian to development aid, which is leading to increased amounts of finance being allocated to the sector. RSH Central African Republic average scores In general, the financial information for the sector presented in the budget is still not comprehensive. This Averages, LICs, GNI p.p. <=$500 weakness has, however, been offset by the work carried Source: CSO2 scorecard. out by the unit in charge of implementing and monitoring 16 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Table 5 Allocation of WSS sector financing in the CAR WSS Sector finance (US$) 2006 2007 2008 Domestic funding Central government (state budget) 626,132 684,862 1,117,721 National operator (SODECA) 140,753 241,821 49,258 Local communes/communities 133,130 62,408 67,539 Total domestic finance 900,015 989,091 1,234,518 Domestic finance as a percentage of total state budget 0.4% 0.4% 0.4% External funding Institutional donors 1,492,733 903,448 4,032,477 NGOs (estimate) 0 1,271,632 1,472,167 Total external finance 1,492,733 2,175,080 5,504,644 Total Total resources allocated to the sector 2,392,748 3,164,171 6,739,162 Percentage of which internal 38% 31% 18% Percentage of which external 62% 69% 82% Source: CSO2 estimates. the PRSP within the Ministry of Planning. This unit lists The percentage of donor finance utilized is lower: only 39 the majority of agreements signed with partners and, percent of the DP financial commitment. From preliminary since 2008, has been publishing an annual aid-monitoring findings it is, however, notable that utilization by the document. implementing agencies is not the main bottleneck, but rather disbursement: whereas 79 percent of financing No criteria to direct the allocation of resources have been received by the implementation agencies is utilized, only agreed at national level. As a result, the DGH prioritizes 49 percent of the commitments made by donors as part of those areas with the lowest coverage and highest number their agreements are actually transferred to the agencies of beneficiaries. As far as UWS is concerned, SODECA charged with implementing the projects. prioritizes ‘profitable’ centers to avoid a repetition of past experiences whereby large amounts of finance were These poor results can be explained by a number of factors. injected into centers where the challenges were so great At the national level, the 2009 report on implementation that activities led to virtually no improvement in service. of the PRSP in 2008 and prospects for 2009 (‘Rapport de mise en œuvre du DSRP en 2008 et perspectives pour As far as utilization of finance is concerned, the initial 2009’) lists the main issues as being: the low project analyses only took place in 2009, based on 2008 data. The management capacities of government and international process is still in a start-up phase and poor communication agencies; the frequent delays in utilizing annual budgets; with the Treasury means that is not yet possible to track and, failings in the public procurement procedures. Added the whole cycle, from allocation through to actual to these obstacles are more general difficulties, such as payment. For this reason, the information needs to be poor understanding of, and conformity with, funding treated with caution. Based on information provided by application procedures, and the long delays related to the the Budget Directorate, 92 percent of finance was utilized fact that some donors have no official representation in in the WSS sector from the state’s 2008 domestic budget. the country. 17 An AMCOW Country Status Overview Figure 6 illustrates the investment requirements and the the RWS subsector. As far as sanitation is concerned, the contribution of anticipated funding by source. Whereas figure shows the likely situation if mechanisms to leverage UWS seems relatively well-financed thanks to DP and NGO household finance are not devised and effectively put in commitments, there is a significant funding deficit within place. Figure 6 Overall annual and per capita investment requirements and contribution of anticipated financing by source Rural water supply: Urban water supply: Rural sanitation: Urban sanitation: Total: $31,800,000 Total: $14,800,000 Total: $8,870,000 Total: $2,160,000 Per capita (new): $103 Per capita (new): $114 Per capita (new): $20 Per capita: $10 Domestic planned investment Assumed household investment External planned investment Gap Source: CSO2 estimates. 18 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond 6. Sector Monitoring and Evaluation Priority actions for sector monitoring and evaluation • Improve the quality of information relating to budget availability and utilization. • Improve the quantity and reliability of the information produced by the different service providers and stakeholders. • Organize the collection and analysis of data pertaining to the sector. • Define monitoring and evaluation tools, resources, and targets. • Set up a sector review. As illustrated in Figure 7, the M&E systems in place in review of the WSS sector as part of its PASEA monitoring the CAR are underdeveloped. Whilst the overall annual and evaluation role. evaluation of PRSP implementation, common to all sectors, has already been set up (the first evaluation took However, while the information required for such a review place in June 2009), there is no sector-specific annual is sparse and in need of analysis, it nonetheless exists. review as yet. These come under the responsibility of the The Central African Institute for Statistics and Economic Water Supply and Sanitation Sector Committee (Comité and Social Studies (ICASEES: Institut Centrafricain des Sectoriel de l’Eau et de l’Assainissement) which, since its Statistiques, des Études Économiques et Sociales) conducts creation, has concentrated its efforts on drafting the main regular household surveys at the national level (MICS3 in documents required for organizing the sector (PASEA and 2006, KABP in 2009), which partially compensates for the the finance plan) and on setting up the round table. In inability of the DGH to carry out specific sector studies and 2011, this Committee is due to organize the first sector inventories due to lack of resources. The DGH does, however, publish an annual report on Figure 7 progress within the sector that includes those activities Scorecard indicator scores relating to sector M&E, directly undertaken or supervised by its departments compared to peer group12 (number of new boreholes, wells and, latrines constructed) and those undertaken by the SODECA (number of new RWS household connections and standpipes). The report lists the majority of operations carried out in the sector, to which need to be added those activities conducted by the Ministry of Health’s statistics unit, the Ministry of Finance’s Directorate of Budget Utilization (Direction de l’Exécution), USH UWS and NGOs. Nevertheless, the format of the paper version and the virtually nonexistent communication of the findings are far from ideal. Enough useable data is therefore available for a periodic RSH sector review to be set up. This process should run in Central African Republic average scores parallel to the implementation, within the DGH, of an Averages, LICs, GNI p.p. <=$500 information management system and database as set out in the ‘institutional support’ section of the aforementioned Source: CSO2 scorecard. project financed by the AfDB. 19 An AMCOW Country Status Overview 7. Subsector: Rural Water Supply Priority actions for rural water supply • In coordination with the private sector, put in place a sustainable system for the maintenance of water supply facilities (boreholes and pumps) and for the provision of spare parts. • Build the capacity of the private sector to ensure the development of a functional market for borehole drilling. • Improve the capacity of committees to manage water points through better supervision and monitoring. • Develop a national program based on actual requirements that includes clearly defined long-term targets. According to the JMP, the access rate to drinking water The capital investment requirements for rural water supply in rural areas stood at 51 percent in 2008, a figure that alone account for 55 percent of the total requirements of is contested by the main sector stakeholders. The DGH the WSS sector, with only one quarter of this investment figure for 2008 is 31.8 percent (see Figure 8), whereas anticipated for the foreseeable (see Figure 9). According to the access rate given by other sources falls somewhere the CSO2 costing and based on the DGH figures, US$32 in between. All sources, however, agree that the pace at million per year will be required in capital investments to which the access is increasing is barely sufficient to offset meet the RWS PASEA target: a total of US$223 million. population growth. As a result, the subsector is clearly Once O&M costs, estimated to be around US$4 million per not in a position to meet the PASEA target for rural water year (see Table 2) are added to this, the total investment supply, which would require a six-fold increase in the requirements for the subsector up to 2015 come to around historic pace of development. US$250 million. Figure 8 Figure 9 Rural water supply coverage Rural water supply investment requirements 100% 80% Coverage 60% Required CAPEX Required 40% OPEX 20% 0% 1985 1990 1995 2000 2005 2010 2015 2020 0 10 20 30 40 US$ million/year DGH estimates PAISA target Public CAPEX (planned) JMP, improved JMP, piped CAPEX deficit Sources: DGH, PASEA, and JMP 2010 Report. Source: CSO2. 20 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Figure 10 Rural water supply scorecard Enabling Developing Sustaining Policy Planning Budget Expenditure Equity Output Maintenance Expansion Use 2 1.5 0.5 1 0 1.5 0 0 1.5 Source: CSO2 scorecard. Figure 10 shows the rural water supply scorecard. The Figure 11 scorecard uses a simple color code to indicate: building Average RWS scorecard scores for enabling, blocks that are largely in place, acting as a driver on developing, and sustaining service delivery, and service delivery (score >2, green); building blocks that peer group comparison are a drag on service delivery and require attention (score Enabling 1–2, yellow); and building blocks that are inadequate, constituting a barrier to service delivery and a priority for reform (score <1, red). The scorecard indicates that the greatest challenges within the RWS subsector relate to developing new services and sustaining facilities (Figures 10 and 11). In addition to the problems common to all sectors (accessibility, logistics, security conditions), the development of new infrastructure Developing Sustaining is being hampered by factors such as lack of equipment (there are only four drilling machines in the whole country) and the technical and financial shortcomings of the DGH. Central African Republic average scores These issues are reflected in the low percentage of budget Averages, LICs, GNI p.p. <=$500 utilized; this stands at 26 percent for donor financing, Source: CSO2 scorecard. which makes up the majority of funding. Sustaining services is also hampered by difficulties in obtaining spare parts and in local management of facilities. It is to little sense of ownership of facilities due, in part, to lack be hoped that, once ANEA is in place, the link between of involvement during the project design phase, as well ad hoc project interventions and ongoing maintenance as the paucity of local skills and a prevailing short-term can be restored: activities are currently highly dependent perspective. It is for all these reasons that the results for upon donor finance and are often suspended between the subsector are significantly below those of the CAR’s projects. peer group countries (see Figure 11). The subsector is, however, keeping up with the pace of population growth The current severe failings in water supply services in rural and, based on recent DGH data, the number of facilities areas are not only quantitative and qualitative, but also built over the last 18 months means the outlook is relatively relate to service management: the population has very encouraging. 21 An AMCOW Country Status Overview 8. Subsector: Urban Water Supply Priority actions for urban water supply • Clarify the institutional framework for management of the subsector, which has been in transition since the asset-holding company was dissolved and the Interface Unit was temporarily put in place. • Remedy SODECA’s funding deficit: define a pricing structure that is both socially acceptable and enables O&M cost recovery, and increase efforts to raise funds to rehabilitate and extend water supply facilities. • Bring services in secondary urban centers up to the same standard as those in Bangui. • Increase pro-poor measures and, in particular, social connection campaigns that better target disadvantaged populations and secondary towns. The access rate data for the UWS subsector also differs Nevertheless, it would appear that the majority of finance depending on the source: according to the JMP, the access required for UWS (95 percent, or US$14.8 million per rate stood at 92 percent in 2008, starkly contrasting with year) has been obtained. This is attributable to recent the DGH figure of 27.6 percent (see Figure 12). To reach commitments made by some DPs, but assumes that this the PASEA target for the urban water supply subsector, is sustained through to 2015 (Figure 13). the current pace of construction needs to increase seven- fold. It will, therefore, be necessary to translate these commitments into results by ensuring that the operational Based on the DGH figures and PASEA target, between teams are able to manage the influx of funding and have 2009 and 2015, therefore, over US$103 million will be the resources to ensure it is utilized effectively. However, required for investment (US$15 million per year, see in spite of this promising financial outlook, the challenges Figure 13), as well as US$28 million for O&M, giving a of budget utilization the teams will encounter when total of almost US$130 million. having to considerably and abruptly increase the pace of Figure 12 Figure 13 Urban water supply coverage Urban water investment requirements 100% 80% Coverage 60% Required CAPEX Required 40% OPEX 20% 0% 1985 1990 1995 2000 2005 2010 2015 2020 0 5 10 15 20 US$ million/year DGH estimates PASEA target Public CAPEX (anticipated) JMP, improved JMP, piped CAPEX deficit Sources: DGH, PASEA, and JMP 2010 Report. Source: CSO2 costing. 22 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Figure 14 Urban water supply scorecard Enabling Developing Sustaining Policy Planning Budget Expenditure Equity Output Maintenance Expansion Use 2 1 0.5 1 0.5 1 0 1.5 1.5 Source: CSO2 scorecard. Figure 15 construction mean it is unlikely that the 2015 target will Average UWS scorecard scores for enabling, be met. developing, and sustaining service delivery, and peer-group comparison The UWS subsector has gone from one crisis situation to another without any real sustainable management Enabling policy ever having been put in place. As a result, the subsector is today in a precarious situation, as illustrated in the scorecard results (Figures 14 and 15). According to the SODECA, the access rate in Bangui in 2008 stood at around 28 percent; the majority of the population use other sources to obtain their water with no guarantee that these are fit for consumption. In the seven other towns Sustaining Developing in which the SODECA operates, the amount of water available fluctuates between 3 and 12 liters per capita per day; there are also 28 urban centers of more than 10,000 Central African Republic average scores inhabitants where there is no water supply network at Averages, LICs, GNI p.p. <=$500 all. The financial performance of the SODECA is weak Source: CSO2 scorecard. and characterized by cash-flow problems. The company is heavily in debt and billing revenue is insufficient to maintain infrastructure. 23 An AMCOW Country Status Overview 9. Subsector: Rural Sanitation and Hygiene Priority actions for rural sanitation and hygiene • Agree on tools to promote the construction of latrines and implement these. • Address the very low levels of improved hygiene behavior. • Align financing mechanisms to changes in behavior: improvements in hygiene practices are only observed in the medium-term, whereas donor funding mechanisms usually cover a shorter period. The disparity in access rate figures for the rural sanitation Capital investment requirements, using the CSO2 costing and hygiene (RSH) subsector can be explained by the model, are estimated to be US$8.9 million per year, with different methodologies and definitions used in the around US$1 million per year in additional maintenance calculations: 1.7 percent of the rural population has access and upkeep costs. Around 83 percent of the finance to improved sanitation according to the DGH; 7.7 percent required between 2009 and 2015 (over US$51 million) is according to a Census conducted in 2003; 28 percent yet to be mobilized: RSH attracts the least funding from according to the JMP, and 43.1 percent according the DPs. It, therefore, appears extremely unlikely that the CAR 2006 MIC3 survey. Any debate as to which figures are will attain its target for access to sanitation in rural areas. the most accurate should not be allowed to overshadow the fact that, regardless of the source, the access rate On-site sanitation is not considered a priority either by is extremely low. At the current rate of progress, and households or by the majority of institutional stakeholders, based on DGH data, only 1.9 percent of the CAR’s rural who, faced with a crisis situation and implementation population will have access to improved sanitation in issues, tend to favor the water supply sector. Government 2015, against the target set out in the PASEA of 60 agency activity is, therefore, limited to supporting a few percent (see Figure 16). NGO programs, when possible. Figure 16 Figure 17 Rural sanitation coverage Rural sanitation investment requirements 100% 80% Coverage 60% Required CAPEX Required 40% OPEX 20% 0% 1985 1990 1995 2000 2005 2010 2015 2020 0 2 4 6 8 10 US$ million/year DGH estimates PASEA target JMP, improved JMP, improved + shared Public CAPEX (anticipated) CAPEX Deficit Sources: DGH, PASEA, and JMP 2010 Report. Source: CSO2 costing. 24 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Figure 18 Rural sanitation and hygiene scorecard Enabling Developing Sustaining Policy Planning Budget Expenditure Equity Output Markets Up-take Use 1.5 1 0 1.5 0 1 1.5 1 1 Source: CSO2 scorecard. Figure 19 As a result, the number of household latrines is very low: Average RSH scorecard scores for enabling, there is neither a public subsidy policy for the construction developing, and sustaining service delivery, and of latrines nor any particular promotional activity for peer-group comparison sanitation, so households don’t take the initiative to build these facilities themselves. Enabling Progress appears equally disappointing for hygiene education, a conventional indicator for which is hand washing: based on the KABP survey conducted in 2009, only 28.8 percent of women wash their hands with water and soap at recommended times (rural and urban areas combined). Sustaining Developing As a result, it is unsurprising that the CAR’s scorecard Central African Republic average scores results for the subsector are below those of its economic Averages, LICs, GNI p.p. <=$500 peer group countries, particularly as regards enabling conditions and developing the new service (see Source: CSO2 scorecard. Figure 19). 25 An AMCOW Country Status Overview 10. Subsector: Urban Sanitation and Hygiene Priority actions for urban sanitation and hygiene • As in rural areas, define and implement tools to promote and develop latrines. • Address the very low levels of improved hygiene behavior. • Improve pit-emptying services: organize the private sector currently active in the market (if appropriate, through a license system that would improve regulation of the sector); resolve the issue of sludge treatment. The JMP estimate of sanitation coverage in urban faster to reach the PASEA target for access to sanitation areas stood at 43 percent in 2008, whereas the DGH in urban areas. There is no public subsidy policy in place. estimate was 11.1 percent for the same year (Figure 20). Construction is limited to the interventions of NGOs, who Notwithstanding these differences, coverage also needs generally work on the basis of partial subsidies; these to be considered in light of the fact that most of the interventions, although positive, have a limited impact. infrastructure is concentrated in Bangui, with other urban centers virtually overlooked. There is also no national strategy providing incentives for people to install their own facilities: promotional activities Based on the trend established using DGH data, it can are rare and there is still no CLTS in the CAR (the first pilot be estimated that only 12.1 percent of the urban Central projects are due to be launched in the near future). African population will have access to improved sanitation in 2015, against the PASEA target of 60 percent. Despite the fact that urban sanitation is a cause of concern to the government, the subsector has not received the Since 1990, around 7,000 people have gained access to support necessary to ensure its dynamic development. sanitation in urban areas each year, according to the DHS Household drainage facilities are virtually nonexistent figures. The subsector would need to progress 20 times outside Bangui: domestic wastewater is usually disposed Figure 20 Figure 21 Urban sanitation coverage Urban sanitation investment requirements 100% 80% Coverage 60% Required CAPEX Required 40% OPEX 20% 0% 1985 1990 1995 2000 2005 2010 2015 2020 0 1 2 3 US$ million/year DGH estimates PASEA target JMP, improved JMP, improved + shared Public CAPEX (anticipated) Sources: DGH, PASEA, and JMP 2010 Report. CAPEX deficit Source: CSO2 costing. 26 Water Supply and Sanitation in Central African Republic: Turning Finance into Services for 2015 and Beyond Figure 22 Urban sanitation and hygiene scorecard Enabling Developing Sustaining Policy Planning Budget Expenditure Equity Output Markets Up-take Use 1.5 1 0 1 0 1.5 0.5 1 1 Source: CSO2 scorecard. Figure 23 (hospitals, schools, health care centers). Pit emptying is Average USH scorecard scores for enabling, not a widespread practice and only takes place in Bangui, developing, and sustaining service delivery and where the country’s two vacuum trucks are located; these peer group comparison belong to the town hall and are in very poor condition. Enabling In addition, difficulties are experienced in utilizing the subsector budget: according to data from the Budget Directorate, the utilization rate of investment from the state’s own funds (MMEH) stood at 95 percent in 2008, but the utilization rate of donor finance, which constitutes the majority of subsector funding, was only 46 percent (2008–09 average). Lastly, on a more positive note, with regard to finance, Developing Sustaining the urban sanitation and hygiene subsector has already obtained the majority of the funding required to meet its investment requirements: 75 percent of the US$2.2 Central African Republic average scores million per year required—this is based on the assumption Averages, LICs, GNI p.p. <=$500 that the DPs maintain the same level of commitment made during the 2010–12 period up to 2015 (see Figure Source: CSO2 scorecard. 21). It will, therefore, be necessary to devise a program to promote on-site sanitation to ensure this funding is of in the street, into the environment or in the gutter. effectively translated into services. There is no sewerage system in the CAR; on-site sanitation is used exclusively, even in urban areas. Some activities Overall, the scorecard performance of the subsector is have been initiated over the course of the last few years to in line with the average for other African low-income improve this situation; their scale, however, remains limited countries—though this is low (Figures 22 and 23). 27 An AMCOW Country Status Overview Notes and References 1 Source: Global Economic Monitor, The World Bank, 2009 The Interface Unit, initially set up as a temporary measure 9 average. to replace the former asset-holding company (SNE) and oversee the effective implementation of SODECA activities, 2 The first round of CSOs was carried out in 2006 covering 16 as stipulated in its operating contract, has in fact been countries and is summarized in the report, ‘Getting Africa active since 2000. Its dissolution requires the definition of On-Track to Meet the MDGs on Water and Sanitation’. a formal framework for the management of UWS. 3 UNICEF/WHO Joint Monitoring Programme for Water 10 In total, nine Sector Committees were put in place to Supply and Sanitation. 2010. Progress on Sanitation and implement the subsectors selected in the four pillars of Drinking Water: 2010 Update. JMP estimates are based on the PRSP. a linear regression of nationally representative household surveys. 11 The relevant indicators are as follows. Scorecard indicators relating to the section on financing and its implementation 4 The Millennium Development Goal targets for water supply are: All subsectors: programmatic Sector-Wide Approach; and sanitation are to halve, by 2015, the proportion of investment program based on MDG needs assessment; people without access to an improved service, relative to sufficient finance to meet MDG (subsidy policy for 1990 levels. As the 1990 baseline estimates differ between sanitation); percent of official donor commitments utilized; DGH and JMP, the resulting MDG targets differ also. percent of domestic commitments utilized. 5 Due to rounding, subsector figures may not sum to 12 Scorecard indicators relating to the M&E section are: totals. All subsectors: annual review setting new undertakings; 6 The CSO2 excludes such costs due to the difficulty of subsector spend identifiable in budget (UWS: inc. recurrent estimating them on a per capita basis, relative to coverage subsidies); budget comprehensively covers domestic/donor targets and at national scale. finance; RWS, RSH, and USH: domestic/donor expenditure reported; UWS: audited accounts and balance sheets 7 The CSO2 scorecard methodology is detailed in the from utilities; RWS, RSH, and USH: periodic analysis of regional synthesis report. equity criteria by CSOs and government; UWS: pro-poor plans developed and implemented by utilities; RWS/UWS: 8 Scorecard indicators relating to the institutional framework nationally consolidated reporting of output; RSH/USH: section are: All subsectors: targets in national development monitoring of quantity and quality of uptake relative to plans/PRSP; subsector policy agreed and approved promotion and subsidy efforts; All subsectors: questions (gazetted as part of national policy or as standalone and choice options in household surveys consistent with policy); RWS/UWS: institutional roles defined; RSH/USH: MDG definitions. institutional lead appointed. 28 For enquiries, contact: Water and Sanitation Program–Africa Region The World Bank, Upper Hill Road P.O. Box 30577, 00100, Nairobi, Kenya Tel: +(254) 20 322 6300 E-mail: wspaf@worldbank.org Web site: www.wsp.org