The Case of Sechura, PeruA public-private social partnership

Jorge CaballeroFormer Manager Progestion Sechura, Perú

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Contents

1. Background: Situation of Peru

2. Legal Framework, roles

and competences

3. A new model – The Small Town

Pilot Project

4. Achievements by the specialized

operator

5. Factors of success

6. Challenges

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Location

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Introduction: Peru• Extension: 1.285.220 km2

• Population: 28, 220 million

• Urban population: 75.9 %

• Rural population: 24.1%

• Poverty: 39.3 %

• Organization: 25 Regions, 194 provinces, 1.828 districts.

• Small Towns: 2.001 a 30.000 hab.

• 650 small towns have 4.1 million inhabitants.

• 155 small towns served by 49 public utilities.

• 490 small towns served directly by local governments

and others.

Water Supply and Sanitation Coverage

  Area

2007 Coverage

Pot. Water SanitationSewage

Treatment

Urban (*) 82% 73% 24%

Rural 62% 33%  

National 76% 33% 24%(*) Including wells

* 6.7 million without access to potable water* 10.9 million without access to sanitation facilities

Source: Housing, Construction, and Sanitation Ministry, Peru.

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Sanitation Sector

Local Level

Municipalities

WU - Municipalities - SO – Rural Committees

Responsible for service delivery, investments and legal framework (Ordinances) for Small Towns.

Service Delivery. Investments.

National Level

Housing, Construction, and Sanitation Ministry

SUNASS

National Sector Authority. Defines policies, prioritizes investments and financing.

Service Regulator

Regional LevelRegional Plans.Provides TA and training.Financial support.Regional Government

GENERAL LAW FOR SANITATION SERVICES

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The case of Sechura: Management by SO

• Extension: 5,714 km2 .

• Placed in coastal desert.

• Population: 32, 965 inhab.

• Urban population: 97.5 %

• Rural Population: 2.5%

PROGESTION

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Public-Private Social Model

empo

wer

ssu

ppor

ts

informs

oversees

hires

professionalizes

Municipality

Civil Society

SpecializedOperator

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The process

Sensitization and

Information

Promotion and

Empowerment

Implementationand

Capacity Building

Monitoringand

Evaluation

Infrastructure Works

Health and Hygiene Promotion

Gender Equity

Alternative Technologies

Environment

Communications

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Before and After

Source: Management Indicators PROGESTION-2008

82

3

25

8

93

6

33

10

0

10

20

30

40

50

60

70

80

90

100

2005 82 3 25 8

2008 93 6 33 10

Coverage of pot. water % Service continuity/hours Coverage of sewage % Sewage treatment %

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Before and After

Source: Management Indicators PROGESTION-2008

60

48

123

2

25

94

2.29 4

0

20

40

60

80

100

120

140

2005 60 48 123 2

2008 25 94 2.29 4

Non revenue water % Billing efficiency % Level of arrears/months Level of micro-metering %

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Before and After

Source: Management Indicators PROGESTION-2008. 1US$= S/.3

720,000556,880

1,492,420.00

324,208

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

2005 720,000 556,880

2008 1,492,420.00 324,208

O&M Costs. Municipality

Billing by municipality

Billing by SOContribution to the

municipality

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Management by the SO

Professionalizing services Recruitment of local staff. Experienced managerial team. Close relation with clients,

household by household. Identification of bottlenecks and solutions. Personalized attention to claims. Flexibility in water bill payment. User cadaster and metering. Innovative sanitation technologies.

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Sanitation

Sewage Condominial System Ecological Sanittaion

V. Chunga Aldana and Micaela B.

Before: Without domestic connection

Currently: 250 domestic connections

Benefitted population: 1,250

Coverage expansion

4.8 %

Fishermen’s Cove

Before: Without domestic connection

Currently : 90 domestic connections

Benefitted Population: 450

Coverage expansion

1.7 %

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What did the SO?

With the municipality Periodical report on accomplishments of management

contract Usufructuary payment Advise in formulating WSS public investment

projects Participation in oversight of investment

works Convince about model sustainability.

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What did the SO?

With organized civil society

Periodical meetings with Community Supervision Board.

Enabled participation mechanisms, civil society oversight

with gender approach.

Support in the promotion of a culture of water service

payment.

Communication and Educational

Strategy addressed to the community.

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Success factors and lessons

Stable political environment although municipal elections. Community’s support to the change of the management

model. Regular income ensured due to service payment by fisher

industry (60 %). National water and sanitation law incorporated

specialized operator as

actor in service administration. Tariffs cover operation and

maintenance costs.

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Community Scenes

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Remaining Challenges

Sustainability of the new management model when changing

municipal authorities.

Understanding that the contract can be adjusted according

mutual agreement.

Tariffs are still not updated as expected.

Delays in WSS investments by

the municipality.

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Danke schoen