Groom, Eric, Jonathan Halpern, and David Ehrhardt. 2006. “Explanatory Notes on Key Topics in the Regulation of Water and Sanitation Services.” Water Supply and Sanitation Sector Board Discussion Paper 6. Washington, DC: World Bank. [#2078]
The objective of the present case study is to extract lessons from these pilots and the reforms implemented by the GoB for improving the sustainability of rural water services. These lessons are relevant for stakeholders involved in Benin rural water supply as well as for an international audience seeking to improve the delivery of water services in rural areas and small towns in other countries.
Rwanda’s capital city of Kigali is home to more than one million people, and the population is expected to grow significantly in the coming years due to a combination of migration from densely populated rural areas and the city’s rapid economic growth. The population expansion is placing a significant strain on Kigali’s infrastructure services, particularly in the water sector. In 2009, Rwanda’s official water coverage rate stood at 76 percent (with access defined as being within 200 meters of an improved water source), and only 30 percent of customers had household or yard connections.
In Benin, rural water systems had historically been operated by local communities, with varying degrees of success. In 2006, the Government of Benin (GoB) began to transfer the management of these water systems to private operators, under a lease/affermage arrangement to connect decentralized municipalities and small-scale private operators (POs). The number of piped water systems (PWS) managed through an affermage contract went from one in 2007 to 269 in 2014.
This note describes the potentially far-reaching reforms in rural water sector management carried out by the Government of Senegal, and provides an overview of the process that led to the establishment of a new institutional framework for the sector.
In the mid-2000s, a pioneering contract for privately operated water service in sections of Hubballi-Dharwad, Belagavi and Kalaburagi cities proved that 24/7 water service was possible in India. Until then, despite the availability of enough water, residents in the majority of Indian cities received water for only a couple of hours a day due to poor management, system leaks, and financial problems of utilities. That initiative, financed as part of a World Bank project, also showed that it was feasible to shift from flat rate to volumetric billing and to partner with the private sector.
Non-revenue water (NRW) management can deliver significant financial and economic benefits, and to a large extent, NRW programs can be self-financing—rapid revenue gains from commercial loss reduction, for example, can supply the OPEX and CAPEX funds needed to reduce the NRW.
As the impact of climate change on food production for both developed and emerging economies shapes a new set of demands worldwide, there is a need to look at how water resources and irrigation can be optimized to meet the requirements of coming generations. This handbook explores one possible route: the use of public private partnerships (PPPs). PPPs have the potential to facilitate an expanded role for the private sector in irrigation, mobilize expertise in the sector, and ensure medium- to long- term sustainability.
Britannia Mine Wastewater Project saw the clean up the contaminated water flowing from the Britannia Mine site with a new acid rock drainage treatment plant.
Briefing note developed by the World Health Organization (WHO)/UNICEF Joint Monitoring Program for Water Supply and Sanitation (JMP) summarizes proposed indicators for monitoring WASH elements of Sustainable Development Goal (SDG) targets. It reflects extensive technical consultation with over 100 experts from over 60 organizations and pays special attention to the needs of women and girls.