14 décembre 2016, p.1

BERTE IBRAHIMAN

Republic of Côte d’Ivoire

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INTRODUCTION

1. SECTOR’S OBJECTIVES

2. EVOLUTION OF THE INSTITUTIONAL

FRAMEWORK

3. RURAL WATER MANAGEMENT IN COTE

D’IVOIRE

4. STAKES, CHALLENGES, AND PROSPECTS

CONCLUSION

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In Côte d’Ivoire, the sector of clean drinking water has gone

through major changes, and was ranked among the most efficient

in West Africa, in the 1980’s.

The management of the sector falls into the responsibilities of

the Gorvernment, more precisely its Department of Economic

Infrastructures.

The present structural difficulties, combined with various crises

experienced by our country, have provoked a maintenance lag in

the existing infrastructure and stunted investments.

In an attempt to re-energize the sector and make up all the

deficits, the Ivorian Government has put into motion a series of

institutional reforms, namely the creation de National Bureau for

Potable Water (NBPW) or (ONEP in french) in 2006.

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1

Global objectives

Specific objectives

1.1 GLOBAL OBJECTIVES

To improve the access to clean drinking water for populations, in quantity and

quality, without jeopardizing future generations.

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1.2 SPECIFIC OBJECTIVES

Strengthen the institutional, legislative et regulatory framework ;

Increase the rate of distribution, and the quality of service for potable water ;

Guarantee the financial balance or equilibrium of the sector ;

Harnessing and managing the human resource potentials of the country’s

hydraulic network system;

Ensure the adequate maintenance and functioning of the infrastructures, and

the permanent modernisation of the equipment;

Safeguard and mobilize all available resources in the water supply sector;

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2

History of the Sub-sector

Institutional Framework

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Launch et implementation of the National Program for Water Supply (NPWS)

including Villages Water Supply (NPVH);

Maintenance of the Hand Cranked Pumps trusted to SODECI.

Modern wells managed in direct partnership with the technical services of the

various municipalities.

Prior to

1956

Management trusted to:

EECI : in the country’s interior (country side);

SAUR : in Abidjan.

From 1956

to 1973

From 1973

to 1987

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Implementation of a new maintenance strategy supported by 4 pillars (Village – Regional Authorities – Private Operators (AR, OE) - DHH).

From 2003

to 2006

2006 to

Now

Restructured program for a village based hydraulic system financed by the World Bank with the creation of a three pronged approach maintenance system (Village – local handymen for repairs – Supply Stores for parts);

Advent of Advanced Village Hydraulic (AVH) (1st project launched by the World Bank);

Technology transfer through FRAR-FIAU (Ministry of Planning);

Financing of the 1st major project to promote AVH’s through KFW (AEP-KfW8);

From 1987

to 2003

National workshop for the professional management of HCP and AVH (pilot program);

Increased role of the regional authorities in managing the HCP and Village Hydraulic;

Dissemination of professional management in all 13 Départments with the help of the EU (more private operators);

Creation of the NBPW with a department dedicated to the rural hydraulic sector;

Creation of CNC-CGPE with a mission to train the CGPE in managing and maintaining the water site;

National workshop to validate sectorial policies documents and national management strategies , and also to maintain the clean drinking water infrastructures in rural areas

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Resource Management

Project Management

Funds Management

Sector’s Regulation

S

T

A

T

E

•Exploitation of the

leased nationwide

public service

•Client Management

•Maintenance

C

o

n

t

r

a

c

t

DELEGATED

FUNCTIONS

SODECI

OTHERS

NBPW

DGIHH • Regulation of the

clean water sector

•Implementation of the

national program for

clean water

REGALIAN FUNCTIONS

Project

Management

Consulting

VH, AVH...

POTABLE

WATER

CUSTOMERS

M.E.I.

•Exploitation of local

public service

•Funding for renewal

•Maintenance

•B.O.T.

Local

Developpement

Actor

Potential Sponsor

Management

Control

Promote quality of

life and

development

DECENTRALIZED

COLLECTIVITIES General

Contractor

CNC - CGPE

Mobilisation and

sensibilisation of rural

communities

Installation of the CGPE

Capacity development of

the CGPE members

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3

Assigned Missions and adopted modes of water supply

Rural Water Management infrastructures assessment

Management Styles of ongoing rural water projects

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4. Control the execution level of all rural water projects

5. Follow up the exploitation of clean drinking water production in rural zones

2. Identify the water needs for those areas and formulate plans et programs to meet those needs

1. Promote access to clean drinking water for disadvantaged areas

3. Implement those plans et programs to supply clean water to rural areas

3.1.1 ASSIGNED MISSIONS OF RURAL WATER

MANAGEMENT SYSTEM IN COTE D’IVOIRE

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We had two types of modes of water supply in rural areas:

Village Hydraulic (VH);

Advanced Village Hydraulic (AVH).

The above two modes are supplied by two types of underground waters:

3.1.2 ADOPTED MODES OF WATER SUPPLY

Bedrock

Area : 313 000 Km²

Capacity : 113 10 9 m 3

Renewal : 33.5 10 9 m 3 / an

Sedimentary

Area : 9 700 Km²

Reserves : 13 10 9 m 3

Renewal : 2.2 10 9 m 3 / an

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VILLAGE HYDRAULIC (HV) SYSTEM

Specifically :

o Elaborate plan and program to supply drinking water

to villages et camp sites;

o Execute and/or supervise works and project to

supply villages and camp sites with potable water

(boreholes + HCP);

o Organize and follow through with the exploitation of

various project to supply drinking water to villages

and camp sites, and also social mobilization;

o Assist all decentralized entities in implementing

villages hydraulic projects.

Making drinking water accessible to rural zones and areas of

less than 1.000 inhabitants,using Hand Cranked Pumps.

Specifically :

o Promote low cost new technologies;

o Scheduled supply of clean drinking water;

o Follow up with public works and AVH

Projects;

o Follow up with the exploitation of AVH

systems;

o Ensure the social mobilization of

beneficiaries.

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Make drinking water available to rural localities with 1000 to 4000

inhabitants, using small water mains.

ADVANCED VILLAGE HYDRAULIC (AVH) SYSTEM

2.164 Eligible localities

300 Completed AVH

41 AVH to be rehabilitated (16%)

10 Operators to manage more than

40 AVH

29 438 Identified needs

22 807 Completed water sites

15 875 Functional water sites

381 repair/maintenance personnel

50 Parts distributors or resellers

05 Operators for 1.000 HCP

6 932 HCP out of order (39%)

15

0%

10%

20%

30%

40%

50%

60%

70%

80%

14%

HV

HVA

14% (300 AVH)

86% (2 164

localities)

STATE OF THE AVH

Besoins couverts Reste à couvrir

77% (22 807

localities)

23% (6 631 VH) STATE OF THE VH

Besoins couverts Reste à couvrir

DESIGNATION ELIGIBLE

LOCALITIES

COMPLETED

PROJECTS

REMAIN

TO BE

DONE

Corresponding amounts for what

remain to be done (Billions FCFA)

VH 29 438 22 807 6 631 100

AVH 2 164 300 1 864 183

TOTAL 31 602 23 107 8 495 283

UNMET NEEDS IN RURAL AREAS

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There are four management styles available in Côte d’Ivoire, and for which

pilot programs are currently being experimented.

1 – PROFESSIONAL COMMUNITY BASED MANAGEMENT (adequate when communities are already structured and have

shown their capacity to self manage)

Avantages Drawbacks

• Familiar systems that already exist in many localities;

• Give greater autonomy and responsibilities to communities ;

• Requires less preliminary studies and the creation of new structures.

Costs associated with the training and monitoring;

Aging and state of disrepair of infrastructures;

Risks of Funds mismanagement; Political interference with

management.

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2 – MANAGEMENT THROUGH RESOURCE MUTUALISATION (It calls for pooling of resources, based on a recurring patrimonial mediation. This management style can only be achieved among communities willing to put their

financial resources together. Trust between the futur participants is paramount.)

Avantages Drawbacks

• Success of the pilot program; • A single regional interlocutor for

subsidies.

• Lot of red tape (multiple actors); • Risk of system destabilisation; • Mismanagement of funds.

3 – PRIVATE CONTRACTORS MANAGEMENT

(This management is preferably entrusted to local private contractors. It is

more effective when users are willing to trust an unfamiliar contractor.)

Avantages Drawbacks

• System guarantees le renewal and the long-term upkeep of structures;

• Funds are secured by the contractor.

• Has yet to fully work during the pilot programs;

• Difficult to reach the crititical mass of the number of structures to manage .

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4 – MANAGEMENT THROUGH REGIONAL CONTRACTOR (This management style is specifically adapted when the Regional

Council is showing a firm willingness to shoulder its prerogatives bestowed by the transfert de competencies.

It is, however, necessary that the populations trust their elected officials.)

Avantages Drawbacks

• Takes care of the entire structures or work projects

• Regular follow up with repairmen and maintenance personnel

• Ease of completion of new work projects

• The main actor is the Regional Council

• It is a new style of management • Does not empower communities • Preliminary studies required before

implementation.

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4

Stakes and Challenges

Prospects

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The stakes are to SUSTAIN in the long term the efforts of the government

and of the territorial collectivities, in order to PRESERVE rural water

resources through:

THE STAKES

The promotion of a coherent and innovative institutional,

and regulatory framework;

The adoption by the Ivorian Government of the sectorial

policy document validated by a national workshop.

The adoption by the Ivorian Government of a national

strategic document for the maintenance and upkeep of

various rural water works project (validated through a

national workshop).

1. Revamping all the failing rural waterworks projects;

2. Install a culture professional management within all systems in use in the entire country;

3. Satisfying the needs of rural populations in accordance to the plans and

regulations of the NDP (National Development Program);

4. Provide adequate technical support to the various government entities for the success of their respective rural water projects programs;

5. Promotion of low cost technologies to facilitate the implementation of the

programs;

6. Easy access to professional training and scheduled recertification of the active agents and maintenance personnel,

7. Timely availability of the necessary means of production, in order to reach

goals.

THE CHALLENGES

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Côte d’Ivoire’s vision is to move towards clean drinking water for all by 2030

with the creation of the hydraulic boulevards.

That vision takes shapes within the following strategic objectives:

Implement as early as 2018, the sectorial program and the national

management strategy and the maintenance of waterworks projects based

on professional training;

1. Allow access to clean drinking water to 100% of the rural population;

2. Equip all localities of less than 4000 inhabitants with an adequate rurale

water system.

The global approach will cover, on one hand, the maintenance and the

development of the installations, and on the other hand, the professional

management of the rural drinking water resources.

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By clearly identifying four professional styles of management in the rural hydraulic sector, the

Government’s aim is to foster some continuity in the supply of clean drinking water and an

easier access for the populations.

That initiative by the Government is put into actions by the implementation of strutural

reforms and projects that were identified within the National Development Program (NDP)

2016 -2020 with the launch of the hydraulic boulevards, taking into consideration rural areas.

The adoption of a national strategic management and the maintenance rural work project

(with an estimated cost of 10.7 billions F.CFA for the periode 2016-2020) will usher new and

promising perspectives rural hydraulic projects.

In terms of financing, approximately 283 billions F.CFA are needed to cover the needs in clean

drinking water in rural areas until 2030. The NDP 2016-2020 is contributing 68 billions

F.CFA, leaving a 215 billions gap.

In light of this, the active implication of all our financial and technical partners is highly

sought after in aiding the rural areas.

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REPUBLIC OF COTE D’IVOIRE Unity-Discipline-Work