Publication: Helping Small Water Utilities Become Bankable
Loading...
Date
2010-11
ISSN
Published
2010-11
Author(s)
Editor(s)
Abstract
Small water utilities with fewer than 5,000 connections comprise over 90 percent of the known network systems in urban areas in the Philippines. By developing their capacity to improve their performance, they have more chances of being creditworthy and bankable so that they can finance investments for expansion and service improvements. The Small Water Utilities Improvement and Financing (SWIF) Project of the World Bank's Water and Sanitation Program (WSP) in the Philippines worked with 11 small water utilities to help them do strategic planning and prepare performance improvement plans and to prepare cost recovery tariffs as well as project proposals that can be submitted to a bank. They can easily reorganize their investment plans to suit available financing. This smart lesson shares lessons learned by the project team in helping these small water utilities become bankable, including making sure everyone gets training, ring-fencing the accounts of water operations, and helping close the gap between what utilities want and what banks want.
Link to Data Set
Citation
“Elvas, Leila H.. 2010. Helping Small Water Utilities Become Bankable. IFC Smart Lessons Brief. © World Bank. http://hdl.handle.net/10986/10468 License: CC BY-NC-ND 3.0 IGO.”
Associated URLs
Associated content
Other publications in this report series
Publication PortNet in Morocco(International Finance Corporation, Washington, DC, 2017-01)In 2008, Morocco’s National Ports Agency launched a project to create a national single-window platform for Morocco’s foreign tr ade. The process was long and difficult, and its success is owing in large part to the leadership and focus demonstrated by PORTNET S.A., the company created in 2012 to be in charge of the project. This SmartLesson describes the steps PORTNET took to forge a strategic alliance between public and private stakeholders in Morocco to achieve a common, mutually beneficial aim: streamline Morocco’s foreign trade procedures and improve its business climate.Publication A Win for the Private Sector(International Finance Corporation, Washington, DC, 2017-02)Trade Mark East Africa (TMEA) launched its standards harmonization project in 2011 to help businesses cut costs associated with the different standards in force across the East African community (EAC). The first phase of the project will come to an end in June 2017. This project stemmed from the importance of standards development for regional integration and has been done through supporting the national bureaus of standards in achieving regional harmonization. Product standards have a significant impact on trade in goods within the EAC while non-harmonized standards continue to interrupt the smooth flow of goods in the region. This smart lessons describe the challenges to the harmonization process and how the project’s successful implementation is boosting trade within the region.Publication Taking Advantage of a Window of Opportunity(International Finance Corporation, Washington, DC, 2017-02)Rwanda’s government and private sector took a bold step towards achieving a critical reform agenda with the design and implementationof a single window for international trade system. This implementation marked the first successful collaboration among Rwanda’s numerous agencies that over see the country’s cross-border trade. Addressing the demands of a diverse group of stakeholders was certainly daunting, but effective stakeholder engagement and change management efforts have produced results that are exerting a major impact on the efficiency of goods into and transiting Rwanda. Driving the Single Window project was an aspiration for greater collaboration at the level of government-to-government, business-to business and government-to-business. Rwanda’s membership in the East African Community, which is a Single Customs Territory was another critical factor. By addressing national needs and incorporating a regional focus and outreach in the management of cargo, the Rwanda Electronic Single Window has achieved success.Publication Jamaica’s Trade Facilitation Task Force(International Finance Corporation, Washington, DC, 2017-02)Jamaica is taking steps to strengthen its trade environment as a way to improve the ease and ways of doing business and stimulate growth. In February 2015, Jamaica formed its National Committee on Trade Facilitation, known as the Trade Facilitation Task Force (TF2). During its first year, theTask Force had fruitful consultations with its members in the public and private sectors on how to increase trade facilitation in Jamaica. These consultations laid the foundation for the creation of a Trade Facilitation Project Plan, currently in use as a guide for the execution and monitoringof Jamaica’s trade-competitiveness activities. This SmartLesson describes the establishment of the Task Force and the progress of the Project Plan— and shares key lessons learned along the way.Publication Taking the First Step to Facilitate Trade in Sudan(International Finance Corporation, Washington, DC, 2017-02)The Republic of Sudan’s seaports used to be known for congestion resulting from the slow processing of imported goods. In response, the government created an ad hoc National Committee on trade facilitation to help streamline the processing of goods coming in and to facilitate trade. This smart lesson describes the steps taken in setting up the National Committee on Trade Facilitation and the challenges involved.
Journal
Journal Volume
Journal Issue
Citations
Collections
Related items
Showing items related by metadata.
Publication Indonesia : Enabling Water Utilities to Serve the Urban Poor(Washington, DC, 2006-01)The scope of this paper is limited to how donors and governments can stimulate owners to realize the potential of water utilities in serving the urban poor. As survey data indicates that reliable water utility service is a key aspect of serving the poor, this paper focuses on how Indonesian water utilities (PDAMs) can increase access to the poor. It also touches on tariff reform because the reluctance of PDAMs to connect the poor at an artificially low tariff creates a hindrance to overall reform. However, this discussion does not offer a comprehensive analysis or solutions to PDAM or tariff reforms, topics that have already been covered by several excellent studies. This study draws heavily on recent Indonesian survey data, while offering insights and first-hand accounts from those who have successfully managed water utilities in serving Indonesia's poor. Several water utility Diruts (Direktur Utama or a utility's Managing Director) have been able to serve the people by turning around weak utilities and guiding them to profitability. Their solutions on PDAM management appear in the annexes and apply mainly to PDAM reform, which is needed for sustainable service to the poor. This paper is more concerned with what can be done in the short term to move toward a system based on more reformed utilities that are led by motivated owners serving the poor. In general, while rural settlements are built up and maintained around water sources such as shallow wells, the quick spread of urban pollution due to crowding quickly eliminates clean water sources in those areas. Therefore, it is generally cheaper to find water in settled rural areas than in cities. Furthermore, the significant difference in Indonesia between the sometimes artificially low price of piped water and the high price people are willing to pay for it often results in serious social inequalities, including economic rents, illegal connections, water strongmen, water smuggling from social tariff to commercial tariff areas, and water theft.Publication Building Water Utilities with Local Private Entrepreneurs(World Bank, Washington, DC, 2010-03)The involvement of the rural private sector in water supply in Cambodia is unique to the country. The presence of this private sector allows other entities to respond to new demands from people living in the larger villages for household water supply, which the State is not yet able to address. These entrepreneurs operate on a merchant basis, lacking an institutional structure which is still being created. Their business is most often based on pushcart delivering water barrels at the house of villagers or more recently on small piped networks usually distributing raw surface water. Service is rough; the water quality is uncertain, but the users are satisfied with this service, because for them, it constitutes another alternative to the already considerable choice of water supplies available-ponds, wells, boreholes, and rivers. Their demands focus more on a practical objective (a supply in the household) than on a sanitary one, even if surveys show that villagers have a good understanding of health risks associated with water. Through the implementation of 14 small scale water supply systems, the goal was to enhance a qualitative improvement of the water service in some Cambodian small towns through the transformation of rough and informal merchant services to a basic water service supplying drinking water to an extended population under a formal institutional arrangement. The MIREP (Mini Reseaux d'Eau Potable - Small Scale Piped Water Supply System) program, launched in 2001 to transform these very basic initiatives into basic services, began as a pilot project supporting one entrepreneur in the implementation of a small piped water system. In order to move forward, the MIREP program made a choice, in particular linked to its proximity to the Ministry of rural development, to assist the nascent involvement of communes in decentralization, to strengthen provincial power through the process of decentralization, and to respect the cultural heritage of those who devised and financed the project.Publication Reforming Urban Water Utilities in Western and Central Africa : Experiences with Public-Private Partnerships, Volume 1. Impact and Lessons Learned(World Bank, Washington, DC, 2009-06)The Western and Central Africa has one of the longest experiences with public-private partnerships (PPPs) in the developing world, both for water supply and for combined power and water supply utilities. Cote d'Ivoire has a successful partnership dating from 1959, and over the last two decades as many as 15 countries (out of 23 in the region) have experimented with PPPs: eight for water supply operations alone and seven for combined power and water supply operations. This discussion paper documents the region's experience with PPPs for urban water supply in a comprehensive manner to help inform the current debate about the benefits brought by PPPs, in the context of helping Africa to achieve the Millennium Development Goals (MDG). Eleven PPPs have been studied, and detailed performance indicators are reported for six large cases - Cote d'Ivoire, Senegal, Niger, Mali, Burkina Faso, and Gabon, with at least four years of private operation. Through its successes and failures, the Western and Central African experience offers interesting lessons that other developing countries could reflect upon as they strive to improve the quality of urban water supply services, increase the efficiency of operations, and establish the financial credibility of the sector.Publication Reforming Urban Water Utilities in Western and Central Africa : Experiences with Public-Private Partnerships, Volume 2. Case Studies(World Bank, Washington, DC, 2009-06)The Western and Central Africa has one of the longest experiences with public-private partnerships (PPPs) in the developing world, both for water supply and for combined power and water supply utilities. Cote d'Ivoire has a successful partnership dating from 1959, and over the last two decades as many as 15 countries (out of 23 in the region) have experimented with PPPs: eight for water supply operations alone and seven for combined power and water supply operations. This discussion paper documents the region's experience with PPPs for urban water supply in a comprehensive manner to help inform the current debate about the benefits brought by PPPs, in the context of helping Africa to achieve the Millennium Development Goals (MDG). Eleven PPPs have been studied, and detailed performance indicators are reported for six large cases - Cote d'Ivoire, Senegal, Niger, Mali, Burkina Faso, and Gabon, with at least four years of private operation. Through its successes and failures, the Western and Central African experience offers interesting lessons that other developing countries could reflect upon as they strive to improve the quality of urban water supply services, increase the efficiency of operations, and establish the financial credibility of the sector.Publication Small-Scale Private Service Providers of Water Supply and Electricity : A Review of Incidence, Structure, Pricing and Operating Characteristics(World Bank, Washington, DC, 2005-10)This paper summarizes the key findings and conclusions of a literature review of small-scale private service providers (SPSPs) of water supply and electricity conducted over a six-month period in 2003. It draws on more than 400 documents-including journals, articles, reports, case studies and project reports-which have been disaggregated and referenced in a publicly available database. SPSPs appear most prevalent in countries with low coverage levels, ineffective public utilities that provide inadequate or partial services, and remote, difficult-to-access regions. SPSPs are especially prevalent in post-conflict countries and others with weak or failed states. Of the countries for which evidence of SPSPs was available, at least half fall into this category. SPSP provision of networked services appears to be significantly higher for electricity than for water supply. Most SPSPs identified through the literature are single-purpose entities established for the express purpose of delivering water supply or electricity. SPSPs take a variety of organizational forms, both for-profit and non-profit. As such, they are established for a variety of reasons, including: to meet consumer demand, respond to crises, or as part of larger business ventures. The technology used may extend upstream from distribution services to the means for producing or generating water supply or electricity, so capital needs vary accordingly. The majority of SPSPs have fewer than 50 employees and usually fewer than 10. A lack of affordable financing is a constraint for most SPSPs, which fund investments mainly through their own earnings and savings, loans from friends and family, and money borrowed from formal and informal lenders.
Users also downloaded
Showing related downloaded files
Publication Making Procurement Work Better – An Evaluation of the World Bank’s Procurement System(Washington, DC: World Bank, 2024-12-06)This evaluation assesses the results, successes, and challenges of the World Bank 2016 procurement reform. Procurements acquire the works, goods, and services necessary to achieve the World Bank’s project development outcomes. The World Bank’s procurement processes must ensure that clients get the best value for every development dollar. In 2016, the World Bank reformed its procurement system for Investment Project Financing and launched a new procurement framework aimed at enhancing the Bank’s development effectiveness through better procurement. The reform sought to reduce procurement bottlenecks impeding project performance and modernize procurement systems. It emphasized cutting edge international good practice principles and was intended to be accompanied by procurement capacity strengthening to help client countries. This evaluation offers three recommendations to scale up reform implementation and enhance portfolio and project performance: (i) Improve change management support for the reform’s implementation. (ii) Strategically strengthen country-level procurement capacity. (iii) Consistently manage the full spectrum of procurement risks to maximize project success.Publication Stolen Asset Recovery : A Good Practices Guide for Non-conviction Based Asset Forfeiture(World Bank, 2009)The guide is organized into three major parts: Part A first provides an overview of the problem of stolen assets and the problem of recovering the assets once they are transferred abroad. Second, it describes how the international community has taken steps to respond to the problem through United Nations Convention against Corruption (UNCAC) and the Stolen Asset Recovery (StAR) Initiative. UNCAC introduced a new framework to facilitate the tracing, freezing, seizing, forfeiture, and return of assets stolen through corrupt practices and hidden in foreign jurisdictions. The StAR Initiative developed an action plan to support the domestication and implementation of asset recovery provisions under UNCAC, to facilitate countries' efforts to recover stolen assets that have been hidden in foreign jurisdictions, and ultimately, to help deter such flows and eliminate safe havens for hiding corruption proceeds. Third and finally, Part A introduces non-conviction based (NCB) asset forfeiture as one of the critical tools to combat corruption, describing the situations when it is useful, how it differs from criminal forfeiture, its usefulness in civil and common law jurisdictions, and the support it has gained internationally. Part B contains the 36 key concepts. The concepts have been grouped together by topic area, including prime imperatives, definitions of assets and offenses subject to NCB asset forfeiture, measures for investigation and preservation of assets, procedural and evidentiary concepts, determining parties and ensuring proper notice, judgment proceedings, organizational considerations and asset management, and international cooperation and asset recovery. The concepts are illustrated through examples from cases and excerpts from different jurisdictions' NCB asset forfeiture legislation. Part C contains a number of special contributions written by individual practitioners. The contributions focus on the general practice of NCB asset forfeiture and international cooperation in specific jurisdictions, namely Colombia, Guernsey, Ireland, Kuwait, Switzerland, Thailand, and the United Kingdom. In addition, some contributions illustrate a selection of NCB asset forfeiture practices, such as asset management, delegating certain roles to the executive branch, and pursuing forfeiture based on illicit enrichment.Publication Macroeconomic and Fiscal Implications of Population Aging in Bulgaria(World Bank, Washington, DC, 2014-02)Bulgaria is in the midst of a serious demographic transition that will shrink its population at one of the highest rates in the world within the next few decades. This study analyzes the macroeconomic and fiscal implications of this demographic transition by using a long-term model, which integrates the demographic projections with social security, fiscal and real economy dimensions in a consistent manner. The simulations suggest that, even under fairly optimistic assumptions, Bulgaria's demographic transition will exert significant fiscal pressures and depress the economic growth in the medium and long term. However, the results also demonstrate that the Government of Bulgaria can play a significant role in mitigating some of these effects. Policies that induce higher labor force participation, promote productivity and technological improvement, and provide better education outcomes are found to counteract the negative consequences of the demographic shift.Publication Environmental Flows in Water Resources Policies, Plans, and Projects : Findings and Recommendations(World Bank, 2009)The overall goal of the analysis presented in this report is to advance the understanding and integration in operational terms of environmental water allocation into integrated water resources management. The specific objectives of this report are the following: 1) document the changing understanding of environmental flows, by both water resources practitioners and by environmental experts within the Bank and in borrowing countries; 2) draw lessons from experience in implementing environmental flows by the Bank, other international development organizations with experience in this area, and a small number of developed and developing countries; 3) develop an analytical framework to support more effective integration of environmental flow considerations for informing and guiding: (a) the planning, design, and operations decision making of water resources infrastructure projects; (b) the legal, policy, institutional, and capacity development related to environmental flows; and (c) restoration programs; and 4) provide recommendations for improvements in technical guidance to better incorporate environmental flow considerations into the preparation and implementation of lending operations.Publication World Development Indicators 2010(World Bank, 2010-04-01)The 1998 edition of world development indicators initiated a series of annual reports on progress toward the International development goals. In the foreword then, World Bank President James D. Wolfensohn recognized that 'by reporting regularly and systematically on progress toward the targets the international community has set for itself, the author will focus attention on the task ahead and make those responsible for advancing the development agenda accountable for results.' The same vision inspired world leaders to commit themselves to the millennium development goals. On this, the 10th anniversary of the millennium declaration, world development indicators 2010 focuses on progress toward the millennium development goals and the challenges of meeting them.