Rural Water Supply and Environmental Sanitation Sector Reforms Strategic Plan
1. Background:
The Government of India received a loan from the IBRD towards the cost of Uttar Pradesh Rural Water Supply and Environment Sanitation (Swajal) Project (UPRWSES). The project is being implemented in 357 villages of 7 districts in the Hill and Bundelkhand regions. A Project Management Unit (PMU), registered under Societies Registration Act 1860, is responsible for managing the project.
The project has two main objectives. The first objective is to deliver sustainable health and hygiene benefits to the rural population through improvements in water supply and environmental sanitation services, and the second objective is to promote the long- term sustainability of the rural water supply and sanitation sector by providing assistance to GOUP to identify and implement an appropriate policy framework and strategic plan. This was to be done through sector and special studies to improve the capacity of the sector to deliver services. Rural Water Supply and Environmental Sanitation Sector Study was carried towards attainment of the second objective of the project.
1.1 Objectives of sector study: - The main objectives of the sector study were:
(a) to identify key policy and institutional reforms needed to ensure delivery of sustainable rural water supply and sanitation services in the entire state of Uttar Pradesh; and
(b) to develop a strategic plan for phased implementation of the policy.
Study mainly was to be based on the following key principles guiding reform:
(a) Creating an enabling policy environment:
. promoting a demand responsive approach where communities make informed choices regarding their participation, service level, and service delivery mechanisms;
. promoting institutional reform based on clear roles for key stakeholders where communities own their facilities, the private sector provides goods and services, and government facilitates the process; reorienting public sector institutions to support decentralization reforms, and ensure an appropriate legal framework for ownership and management by the users;
(b) Implementing cost recovery reforms (c) Promoting more option for service delivery (d) Integrating water supply with sanitation, environment management and hygiene education (e) Promoting participatory processes (f) Targeting the poor D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 1 (g) Supporting integrated water resource management
1.2 Scope of Study
The study was envisaged to be carried out in three distinct phases.
Phase 1: Assessment of Current Situation
(a) An in-depth participatory review of the current sector status and performances which included, and was not limited to: governmental policies and programme, institutional arrangements and services delivery systems, service levels and coverage in UP and regional variation, RWSES sector performances, water resources constraints, use and availability of technology; operational and financial performance of sector, financing and sustainability of investments.
(b) Review of Indian and other international best practices: A review of best practice experiences from India in RWSES (including the UPRWSES Project) and other sectors (particularly power) as well as other relevant international experience were undertaken to identify lessons for sector reform, reorganization and institutional restructuring . (c) Based on the above assessment and review, identification of the crucial issues which needed to be addressed in improving sector performance in rural UP.
Phase 2: Consultative Formulation of a Common Sector Vision:
In the context of the study objectives, a widely – accepted, long- term vision for RWSES sector development in UP were to be formulated. The RWSES vision contained the critical high-level ideas and reforms to which the sector would aspire and would provide inspiration for implementing the steps necessary to its realization.
Phase 3: Development of Phased Strategic Plan:
The Plan was to detail the critical and strategic actions required to move the sector from its current situation towards the future vision, including identifying required institutional and policy reforms and guidance on their implementation. Rolling back from the vision, the plan was to identify the key plan targets in manageable timeframes, say 15 years, 10 years, 5 years and starting point targets, which are necessary to achieve the plan’s overall targets.
1.3 Study Assignment
The Terms Of Reference (TOR) to the study are placed at Annexure-1 . The assignment of the study was done by an International Firm M/s DHV Consultants B.V The Netherlands, in association with M/s M.D.P and M/s JPS Associates. The assignment started in June 2000 and was completed in July 2001. The study was closely reviewed and managed by the Director Project Management Unit ( Swajal Project) and each report submitted by the Consultants was reviewed by the Review Committee chaired by Secretary Rural Development GOUP and the study was guided by the Steering Committee , chaired by the Additional Chief Secretary and Agriculture Production Commissioner U.P. The composition of Review and management structure is as follows:-
Steering Committee: Agriculture Production Commissioner Chairperson Chairman, Jal Nigam Member Secretary, Rural Development Member Secretary Commissioner, Rural Development Member Commissioner, Garhwal Division Member D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 2 Commissioner, Kumaon Division Member Commissioner, Jhansi Division Member Principal Secretary, Urban Development Member Secretary, Panchayati Raj Member Principal Secretary, Irrigation Member Secretary, Minor Irrigation Member Principal Secretary, Hills Member Principal Secretary, Finance Member Principal Secretary, Planning Member Director, RGN Drinking Water Mission, New Delhi Member AVM Sahni of DA (NGO Representative) Member K. Lal, Chirag Member Representative of IIM, Lucknow Member Director, Swajal Project Member
Review Committee:
Secretary, Rural Development Chairperson Commissioner, Rural Development Member Managing Director, UPJN Member Secretary, Panchayati Raj Member Secretary, Urban Development Member Secretary, Finance Member Secretary, Uttaranchal Vikas Member Technical Advisor (consultant to PMU) Member Representative of the consumers Member (to be appointed by Secretary, Rural Development. Director, Swajal Member Secretary
Study Consultant submitted an Inception Report highlighting issue methodology, procedures and the time frame for conducting the study, which was accepted by the steering Committee. The Consultant submitted following reports after completion of each phase of the study
1. Draft 1st Interim Report 2. Report on State Level Workshop with recommendations 3. Final Draft of 1st Interim Report 4. Draft 2nd Interim Report 5. Second Phase Workshops Report with Stakeholders 6. Final Draft of 2nd Interim Report 7. 3rd Interim Report 8. 3rd Phase of Workshop Report with recommendations D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 3 9. Draft Final Report 10. .Final Report
2. Sector Study Findings
The State of UP is in the happy position of having virtually reached the saturation level for rural water supply in terms of minimum needs, though rural sanitation coverage is as low as 12% only. The State has also taken initiatives in involving communities in developing and managing their water supply, first through the recently terminated Indo-Dutch Project and currently through the World Bank funded Swajal Project and the sector reform program of the ARWSP (Jal Nidhi). These projects indicate the general direction in which the sector is moving to ensure sustainable development.
The basic need of water supply is met, with the exception of a few chemically affected areas. More than 1 million handpumps have been installed for a rural population of approx. 160 million. This average of one handpumps for 160 persons is well within the minimum need criterion of 1:250 set by the Government of India. In these circumstances, the government should now change its role and its objectives. Its role should become that of a facilitator, and the objective should be to encourage communities to enhance the water supply beyond basic need level by taking up piped water supply with 50%-70% private connections in all villages where basic minimum need has been met.
On the sanitation side the present levels of coverage under sanitary latrines ( 12% only) need to be raised. In this process, public sector investments in infrastructure will not be needed because affordable technologies are available for all income-level households. The government's role would be in awareness and advocacy campaigns and collaboration with manufacturers and suppliers for social marketing of the needed hardware and services.
The main obstacles in moving towards universal piped water schemes in a self-sustaining manner are the traditional political pricing of water at levels far below cost, coupled with uneconomic levels of investment in water supply schemes (focusing heavily on public standpipes). It is often argued, that there is no need to increase tariffs as long as collection at the presently low rates remains poor. While collection effectiveness much depends on the willingness of users to pay, and they will not pay for poor service. Improved service is interpreted by the user as greater convenience (i.e. private connections) and reliability. As such the issues that have a crucial bearing on sector reform are summarized below:
JN and JS could not work on self-sustaining basis as was envisaged in the WSS Act under which these were set up. Due to lac of needed operational autonomy in the matter of tariff fixation or of undertaking only viable schemes.
Public appreciation for the agencies involved in the sector is low. Panchayats are seen as the most reliable vehicle, but even in that case the appreciation is not more than 50%.
Multi-village schemes remain costly and often unsustainable. Yet in some areas they cannot be avoided. Operation of such schemes will require a dependable organization of proven technical capability.
The planning and implementation process remains engineering-oriented and does not involve communities in basic decisions regarding type and level of service to be provided.
Stronger bottom-up approaches have been experimented with in the Indo-Dutch Cooperation Program and Swajal. While they used different delivery structures, the results of both approaches indicate that community participation is a realistic option.
The scaling up of the Swajal approach will require strengthening of administrative and management skills of local coordinating units under the PRIs. Interventions through incentives require more skill and effort than interventions through investment. D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 4 The absence of an integrated delivery structure results in uncoordinated planning and implementation of sanitation and water supply.
2.1 Availability and Exploitation of Water Sources:-
In most of the State there is ready access to groundwater as a source for drinking water and since demand for this is a small fraction of replenishable quality, the source is sustainable. In areas with huge irrigation demand the exploitation levels tend to crowd out the use of ground water for drinking and domestic purposes. In this connection, the Government has banned further exploitation of groundwater in over exploited blocks of the state.
Table-1 Region-wise availability and exploitation of ground water
Population in Drinking water requirement per annum Over-ex- Critica Semi- BCM Safe millions 2001 2025 % growth ploited l critical Region avail- BCM % of BCM % of in share of able 2001 2025 2001 2001 2001 2001 p.a. source p.a. source source Western 14.8 44.6 71.4 .7 4.7 1.0 6.7 42.5 37 77 20 131 Central 8.5 22.7 36.4 .3 3.5 .5 5.9 68.6 3 34 9 99 Eastern 16 58.6 93.8 .9 5.6 1.4 8.9 58.9 4 54 24 263 Bundelkhand 2.5 6.6 10.6 .1 4.0 .2 8.0 100.0 0 6 1 40 All UP 41.8 132.5 212.2 2 4.8 3.1 7.4 54.2 44 171 54 533 Source: 1. Ground Water YearBook 1997-98 of C.G. W.B. 2. State Water Policy (1999) 3. UP Jal Nigam
Table-2 Region-Wise Rise and Fall in the Water Table Decadal Mean (May 1988-May 1997)
Region Situation of Water Level in Observation Wells of CGWB Rising Falling <4 m ≥4 m < 4 m ≥4m Western 80 5 175 19 Central 52 2 171 7 Eastern 114 1 242 7 Bundelkhand 54 4 54 2 300 12 642 35 All UP Source: Ground Water YearBook 1997-98 of C.G. W.B.
Also, some areas are designated as "chemically affected", i.e., groundwater is not safe for consumption. It is estimated that there are 10,925 habitations in chemically affected areas. Jal Nigam has identified 3,117 of these habitations upto March 2000.
2.2 Finances for Sector Development Assuming current norms for per capita cost and starting from current coverage and with population growth continuing at 20% per decade, universal piped water supply with 50% private connections would cost approx. Rs 400 billion. Given the current expenditure level in the sector (Rs 3 billion in 2001-02), this could only be achieved in 133 years. Alternative calculations by the Sector Study and the Regional Planning Project under Swajal have shown that it is possible to do more for less: universal piped water supply with 70% private connections for around Rs.284 billion.
Even this reduced investment cannot be managed by the Government with present levels of expenditure within the lifetime of UP's current inhabitants. However, on a per capita basis
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 5 the required investment will be manageable with significant cost sharing by the community and arranging finances from large donor agencies.
2.3 Cost Recovery An important factor for cost recovery is the motivation of users to contribute to the cost of water supply. While the government approaches water supply from a public health perspective (the safe water-sanitation-health triangle), the user’s main interest is in convenience (having a private source). International experience bears this out, showing that even poor communities do not always choose the least cost option if given a choice.
Swajal Project applies basic norms for cost sharing: communities must bear 10% of capital cost and 100% of O&M cost. That willingness to pay exists in principle is indicated by investment on private sources. The willingness to increase personal expenditure for water supply was also revealed in the field survey conducted under the Sector Study: However, this willingness comes with two important caveats: should they share in the cost, users want to be involved in decision-making, and the system should deliver adequate supply. In general users are not as unwilling to contribute to the cost of good service delivery as is often presumed.
To enable the sector to function in a financially sustainable manner, an essential element will be cessation of "political pricing", i.e., keeping water tariffs low for political reasons. This limits the available funds for O&M and therefore fundamentally undermines the sustainability of the schemes.
3.4 SWOT analysis of the sector On the basis of above findings of the Sector Study, a SWOT analysis of the sector is presented as follows:-
Strengths Weaknesses •Full coverage of basic need •Multiplicity of Organizations •Availability of good source •Unwillingness to levy charges •Observed willingness to pay •High institutional cost of service delivery •Technically competent professionals •Low coverage of sanitation •No Com Participation
SWOT Analyses of the Sector
Opportunities Threats •Positive experiences of IDC and •Subsidized pricing of water Swajal •Resistance to change •Observed confidence in PRIs •Ground water depletion and •Observed demand for increasing pollution.. convenience
4. Findings of International Studies On Rural Water Supply & Environmental Sanitation Projects
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 6 1. Rural Water Supply In Bolivia ( yacupaj Project)
•poorest communities are willing to make a substantial contribution to investment costs. •Communities do not always choose the cheapest option. •Cost of the system can be reduced with use of low cost technologies, standardised technical designs and simplified project preparation systems. •Communities continue to need training and technical assistance to solve some problems. •Communities need long term technical and institutional support.
2. Rural Water Supply & Sanitation Project In China
•Safe water adequate sanitation are like three points of a triangle. All these services should be implemented in an integrated manner. •Community wants not just safe water but also convenient access to the safe water. •Community was willing to pay more for the convenience. •The project is an excellent example of quality service.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 7 3. Multi Sectoral and Single Sector Approaches In Indonesia
•Sanitation is an individual or house hold responsibility •Sense of owneship is not necessarily the outcome of mandatory contributions in cash or kind •Sustainability of services could be ensured if – Menus of technological options at range of costs are given – Upgradability of options to local consumer preferences – Financing arrangements enabling the poor to progressively acquire their desired level of services. – Capacity building strategies depend on needs locally analyzed with communities. •Financial responsibility needs to be linked to control over decision making and resources. •Knowledge required in making informed choices, leads to sustainable system.
4. Low Cost Sanitation In Mexico and East Africa
•Community involvement is essential element of sustainability •Active involvement and empowerment of women promotes sustainability. •Sector programs must address environmental degradation and pollution. •Community based organizations have broadened their base by including other development activities such as nutrition, agriculture, income generation and vocational training. •Project must help to ensure that community based organizations stay active in the long run or find alternative ways to maintain the systems.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 8 •Govt. stops further investments •Govt.. actively supports installation of for installation of handpumps, private handpumps in APL except where minimum needs households. are yet to be met. •Govt.. subsidizes both capital and O •Inventories & M costs for areas/villages with a demonstrated inability to pay;
1. On Government. role
•Govt.. places priority on rehabilitating defective or under •Involving community by 10% performing, existing systems capital cost and 100% O & M possibly in to single village cost sharing. systems. •No new pumping schemes •Awareness Campaigns without a dependable source of •Market development and power. Promotion
5. Long Term Vision: The vision statement (document) is placed at Annexure-3
Against the background, the sector reform would proceed on the basis of an ambitious vision on the following components:-
On Government Role
On Decentralization Process
On Institutional Restructuring
On Other Sectoral Issues
Sustainability.
11/29/01 1
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 9 •Community and panchayat select •Gram Panchayats are the the desired type and level of services owners of the systems. •Operational deficit made up through increased tariff from Panchayat’s resources.
2. On Decentralization Process •Responsibility for day to day management at village •Formulation of workable tariff level by Village Water structure by community. Supply and Sanitation Committee (VWSC). •Effective collection of tariff by community. •JPs for policy & investment •Ownership to GPs.
•Establishment of WSS D. •Reorganizing Jal Nigam and Jal Conversion of Jal Nigam into Sansthans into Water Supply and Water Supply and Sanitation Sanitation Support Organization Directorate under WSSD. (WSSOs). •JN for planning & HRD & RD •Institutions self sustaining. •Staff under ZPs.
3. On Institutional Restructuring
•Large & Small Water Supply and Sanitation Support Organizations •Block Level VWSSOs (WSSOs) established at district ultimately become privately and Block Level. owned by staff working with them. •The large VWSSOs owned by Zila Panchayats served by them •These institutions initially and District Level VWSSOs subsidized by the government, owned by GPs served by them. aiming at self-sufficiency at ultimate stage.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 10 •Integration of RWSES:- Committees expected to tap local •Market development for resources to finance small & sanitary goods and services:- The medium scale investments. Govt. monitors the development of environmental sanitation, •The plan for development and rehabilitation of WS schemes evaluate its own effort and including treatment and involvement of private sector. sanitation shall be eligible.
4. On Other Sectoral Issues
•Water Resources Management:- •Legislation:- The government The Sector Water Board would contribute to enabling have a State Resources Agency, environment by introducing Water Supply Resources Data and/or strengthening relevant Center, legislation. • MIS system for water resources planning monitoring and management, established.
6. Institutional Restructuring
In order to achieve over all sector reforms through the long term vision as enumerated above the most crucial sector vision is on institutional restructuring, considering the existing institutional scenario viz a viz transferring the ownership to the grass root institutions and following the bottom up approach for planning and implementation of the sector services.
6.1 Existing Scenario: In the state of Uttar Pradesh, there are five departments concerned with rural water supply, sanitation, health education and watershed development: the Department of Urban Development, the Department of Rural Development, the Department of Panchayati Raj, the Department of Health Family Welfare, and the Department of Agriculture. All rural water supply programs are under the Department of Rural Development.
UP Jal Nigam (UPJN), a parastatal organization is the lead water supply institution in UP. It is responsible for planning and construction of both urban and rural water supply and urban sewerage systems in the State as well as for receipt and management of funds for the UWSS and RWSS programs in the State. A few other government agencies are also involved in construction, though on a very small scale.
The operation and maintenance (O&M) of the rural water supply systems is carried out by the regional Jal Sansthans ( Kumaon and Gahrwal for hills and Chitrakoot and Jhansi for Bundelkhand regions and by UP Jal Nigam in the rest of the remaining districts in UP.
The Department of Panchayati Raj is responsible for construction of household latrines and other rural sanitation programmes while major irrigation systems are constructed and
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 11 maintained by the Department of Irrigation. Minor irrigation comes under the purview of the Minor Irrigation Department. The Ground Water Board does exploration and management of underground water resources.
The analysis of existing institutional scenario certainly points towards the urgent need of institutional restructuring to achieve the objectives of sustainability through demand responsive services and community participation through capital cost sharing and also transferring the responsibility of operation and maintenance to the local institutions.
6.2 Reform Scenario
Apart from policy changes reforms in the sector require institutional restructuring. The proposed institutional restructuring is based on following observations:
•Water supply and environmental •Existing policy though places sanitation is in principle a local responsibility for water supply and issue, which requires local sanitation at the Panchayat level, but most solutions. This is also the spirit of of the authority, especially regarding the thrust towards community decisions with financial implications, involvement in development and remains with the State government. operation of water supply Without appropriate authority the schemes. Panchayats cannot discharge their responsibilities effectively.
Institutional Reform observations •The National Drinking Water and •The expressed preference of the NDWSM Sanitation Mission has begun a sector is for a single department looking after reform program under which funds both water and sanitation. would be provided for institutionalizing community •In the regions where both JN and JS exist participation. This program is now there is duplication of organizational being implemented in 63 pilot districts capacity, particularly regarding throughout India, five of which are in management and administration. UP.
On the basis of these observations following institutional reforms are proposed .
Institutional Reform components
6.2.1 Establishment of a Water and Sanitation Department Relieve the UDD and RDD of the responsibility for water supply, and remove the responsibility for sanitation from the PRD, and place these combined responsibilities under a new unified Water Supply and Sanitation Department. This would enable a single window approach to water supply and sanitation services.
6.2.2 Restructuring of Jal Nigam and Jal Sansthans
Merge the Jal Nigam and Jal Sansthans and restructure the resulting organization to create water supply support organizations (WSSO) capable of providing technical assistance to local communities as required in identifying water supply and sanitation options, deciding D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 12 type and level of services and tariff structures associated with the respective cost of the service, planning and design of the relevant scheme, preparation of the Detailed Project Report, supervision of implementation (generally by private contractors), contract management, etc. In areas where multi-village schemes are the only option, the WSSOs would also operate the schemes on the basis of contract with the Regional Water Supply Committee (a joint committee of the participating Panchayats). According two types of WSSOs have emerged. The institutional arrangement and functions of WSSOs would be as follows:-
Operator WSSO CE District-level WSSO EE EE-2 Block-level WSSO AE AE AE A AE-6 E JE-2 JE-2 JE-1 JE-6 Lab
Lab Asst./ Fitters-2 LabTechn. -2 Fitters-2 Fitters-8 LabTechn. -8 attendant.-2 Mechs-2 Attendant - 2 Mechs-2 Mechs-8 Lab asst./ Comp. Oper.-1 Attendant - 12 Comp. Oper.-2
Front line Technical Higher Technical (1) Front line Technical Assitance Assistance for SVS Support for SVS and for MVS (DPR + Tariff (-D.P.R. + Tariff tab for water quality Structure + O & M assistance) Structure + O & M monitoring. (2) Will located in areas of MVS. Assistance)
Characteristics of WSSOs
1. WSSO are intended to be demand- responsive. 2. Would initially be set up in area/districts/blocks with effective demand. 3. No central cadre system for WSSOs. Respective WSSOs will engage the staff. 4. VWSC/RWSCs will have option to contract any party beside WSSO. 5. WSSOs will be under pressure to either perform or perish. 6. Eventual transition of Block/ District level WSSOs to private entities by transferring own- ership to the willing engineers working in WSSOs.
6.2.3 Institutional Arrangement of Water Supply & Sanitation Department
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 13 Following separation of implementation responsibilities from JN, higher-level activities would be limited to sector planning, monitoring and evaluation of sector development, coordinating and contracting R&D through engineering institutes and private organizations, etc. This type of activities does not require continuing Jal Nigam in a corporate form. Hence, the Circle offices would be trimmed down or closed, and the HQ would become a Directorate for Water Supply and Sanitation under the department of the same name. The possible institutional scenario of transformed Jal Nigam could be as follows:-
Secretary Water Supply and Sanitation Department
Addl. Secretary Addl. Secretary Finance Administration
Director Director Director Director Director Sector Monitoring & Research & Human Hydro- Planning Evaluation Development Resources geology
The proposed restructuring is based on an explicit assessment of the situation and opportunities in water supply and sanitation in the rural sector. No assessment has been made of urban water supply and sanitation. This caveat notwithstanding, it is very likely that urban water supply can be very well served through urban WSSOs (as is the case now in the five towns served by Jal Sansthans placed recently under the respective urban local bodies). In fact, the higher volumes and densities of connections would appear to make sustainable operation of such WSSOs easier to achieve.
6.2.4 Coordinative institutional infrastructure
The NDWSM guidelines for reform under ARWSP identify coordinative entities: a State Drinking Water and Sanitation Mission at WSSD level and District Water and Sanitation Mis- sions. In the interest of economy and uniformity of approach, the coordinative structure pro- moted under the NDWSM guidelines, is as under.
State Water and Sanitation Mission a. Apex Committee: Agricultural Production Commissioner (chair), Secretary WSSD (nodal secretary), and Secretaries RD, Finance, Health, Information and Public Relations (IPR) as members, to initiate the reform and maintain strategic focus. b. Executive Committee: Secretary WSSD (chair), officers not below the rank of joint secretary nominated by the departments represented in the Apex Committee, and maximum six co-opted members (experts in the fields of WSS Technology, IEC, HRD, MIS, Media, and NGOs).
District Water and Sanitation Mission a. Governing Body: Chairman ZP (chair), CEO Zila Panchayat (secretary), and members: all MPs/MLAs/MLCs of the district, Chairmen of the ZP standing committees, District Collector/Deputy Commissioner, District Officers of Education, Health, Social Welfare, ICDS, WSSD, IPR, and the Project Director, DRDA.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 14 b. District Water and Sanitation Committee: CEO Zila Parishad (chair), District Officer WSSD (secretary and drawing and disbursement officer), District Officers of Health, Education, Social Welfare, IPR, Project Director, DRDA, Child Development Project Officers, and maximum three co-opted members from NGOs.
6.2.5. Institutional arrangements at Panchayat level
System-based management – The basic principle of organization should be that operation and maintenance are system-based, with autonomy at the lowest practical level in order to maintain contact with the user community. This should take into account the responsibilities of the institutions established under the Panchayati Raj Act. Under the existing statutory framework, RWSES functions within the GP areas are vested in the GP, which exercises them through its WMC. The GP should be made the owner of the scheme, and the WMC should be vested with the powers of overseeing the working of the VWSCs. The supervision by WMC should focus on ensuring 100% cost recovery, as any operational shortfall would have to be made up by the Panchayat. Based on those principles, grass root institutional arrangements have been envisaged.
(a) Single-village schemes – The organizational model varies with the different modalities of supply. Single-village systems are those where the scheme comprises only handpumps or - in case of piped schemes - is entirely situated within the administrative jurisdiction of the village. These systems are generally technically simple, involving a limited number of handpumps and relatively small networks in the case of piped systems. Ownership of such schemes would be handed over to the Panchayat, and their operation should become the responsibility of the Village Water Supply and Sanitation Committees.
Panchayat Gram Sabha
Ownership
Water Other Management Panchayat Committee Committees
—Policy —Investment Village Water Supply and Sanitation Committee
WSCO —Production —Major maintenance LEGEND —Minor maintenance Control —Distribution Contract —Customer billing —Collection Technical Assistance (if desired)
The membership of the VWSC would comprise a chairman, a secretary, and two to three members. At least one should be from the underprivileged classes and half should be women. Atleast one of the VWSC members should be co-opted in the WMC of the Panchayat.
Panchayats may decide whether this representation in the Water Management Committee should be ex-officio (e.g. the chairman or secretary), or whether the VWSC should elect the representative from its membership.
The mandate of the VWSC could include operation of the scheme, collection of revenues, and enforcement of sanctions (for which it would have coercive powers), advising the Gram Panchayat (WMC) on determining the tariff structure, formulating collection policy, and D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 15 investment in the rehabilitation and improvement of the scheme. Ultimate decisions would be made in a general meeting of the Gram Sabha.
(b) Multi-village schemes – As a matter of policy the state should not go for MVS. How ever in case of quality problem it may be taken. In multi-village schemes the situation is more complicated, both technically and institutionally. For technical/economic reasons, these schemes often involve a large number of villages in order to create sufficient economies of scale to keep the cost per user at a reasonable level. This makes the schemes technically more involved than single village schemes as the extended network is more vulnerable to breakdowns and thus requires more maintenance. Management of such schemes cannot be done by a few part-time workers employed by a Water and Sanitation Committee, but must be done by a technically competent specialist organization. Multi-village schemes are also more complex institutionally, because they involve not only more than one village but also several Gram Panchayats and possibly even different Kshetra or Zila Panchayats. The system boundaries are not always congruent with the administrative boundaries of the relevant Panchayats. This makes decision making more complicated than
Panchayat Gram Sabha
Ownership
Water Other Capacity Management Panchayat Building Committee Committees
—Policy C.V.Os —Investment Village Water Supply and ______Sanitation Committee _ (NGOs) WSSOs —Production (Govt. orPvt. —Major maintenance LEGEND Organization) —Minor maintenance Control —Distribution Contract —Customer billing Technical Assistance —Collection (if desired)
where only one GP is involved. The possible grass root institutional arrangement has been envisaged as follow:-
The ownership of the schemes would be in the hands of the participating Panchayats, which would look after their interests through membership of Regional Water Supply and Sanitation Committees. These RWSCs can be set up as joint Water Management Committees under the existing PR Act. The membership of the RWSC should include the Gram Pradhans and members of the Block Development Committee from the respective villages. User groups should be co-opted into the RWSC as well, but only as observers, since their main role would be at the level of the VWSC. The main function of the RWSC would be supervision of the management of the operator WSSSO at scheme level.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 16 Supervision would be arranged in two tiers. At the scheme level, this would flow automatically on the basis of a contract between the RWSC and the operator of the scheme. In this connection, the RWSC would act as representative of the collective Water Management Committees of the participating Panchayats. At village level, supervision would be the same as in single village schemes, i.e. the WMC would be responsible for supervision of the activities of the VWSC. The Regional Committees would have independent legal standing, and its main functions would be to coordinate among Panchayats for determining service levels, to advise the Panchayats on rehabilitation and investment, and to decide on sanctions against villages not paying their dues. The Regional Committee would have representation from both PRIs and user groups. Due to the many villages involved, representation would be split into a General Committee, with representatives from each PRI and every user group, and an Executive Committee of limited membership elected from their midst by the General Committee.
7. Fund Flow & Additional Regulatory Powers Apart from institutional restructuring the sector reforms would entail promotion strategic reorganization of fund flow incorporation of regulatory powers, carrying out support services, legislative amendments and financial strategy.
7.1 Environmental Sanitation Promotion Strategy Environmental sanitation Promotion Strategy will include influencing demand in a project area and formulation of an action plan for sanitation market development through collaboration between the government and the private sector, incorporating the '4 Ps' of the classic mix: Product, price, Place and Promotion.
7.2 Rural Water Supply and Sanitation Fund Create a Rural Water Supply and Sanitation Fund as depository and dispensary of all related funds (presently ARWSP, MNP, and sanitation). This would be a State fund with allocations for each district to be determined on the basis of an annual bottom-up planning process originating at the village level. The fund would provide long-term soft loans to the communities. Villages would apply for funding from the RWSSF by submitting their DPRs through the Gram Panchayats to the Zila Panchayat. Only proposals including a clear agreement on revenue mobilization schemes (tariff structure and collection policies and procedures) would be eligible for funding. The tariff structures should include an element for loan repayment.
The DPRs would be vetted by the DWSM and incorporated in an annual Zila Panchayat WSS Development Plan. The WSS Development Plans would be submitted to the WSSD (SWSM) for allocation of available funds. Accounting of disbursement would be sent by the DWSM to the SWSM (WSSD), which would send accounting to NDWSM and or State Finance Department as appropriate. Accounting of implementation would be sent by the Gram Panchayat to the nearest level of funding authority.
7.3 Incorporation of additional regulatory powers Since water supply in UP depends to such a large extent on groundwater resources, there is a clear need to ensure that extraction for any schemes proposed is sustainable. This should include provisions for suspension or reduction of other uses should they endanger the quantity and/or quality of the source for drinking water supply schemes. This may be achieved by ensuring attention for WSS in the activities of the State Water Resources Agency. The SWRA has been set up under the State Water Board inter alia to optimize the use of surface and groundwater and to formulate river-basin plans in accordance with environmental and situational requirements, to formulate new regulations to control the use of surface and groundwater, and to enforce the State Water Policy. To ensure proper attention for WSS issues, the SWRA should have explicit coordinative relationships with the WSSD, the ZPs, and the GPs.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 17 The establishment of many autonomous units for water supply and sanitation with the authority to determine their own tariff structures, rates, and collection policies, necessitates specific regulation. First, it appears desirable to have a uniform tariff structure at least within each district. The WSSD should develop guidelines for such structures, along with an indication of parameters that can be used flexibly between the districts. Second, there needs to be a locus of arbitration in case of disputes between PRIs, VWSCs, RWSC, and service agencies (WSSSOs, private organizations). To avoid creating a multitude of regulatory entities in the water sector, the responsibility for adjudicating these issues should be set up as part of the SWTRC. The mandate of the SWTRC should include pricing, service standards, adjudication of conflicts in implementation of the schemes, monitoring scheme-tied subsidies, etc.
8. Legislative actions to give effect to sector reform Effecting sector reform will require, among other things, legislative actions in the form of amendment to existing Acts and enacting new legislation. It will also require issuance of government orders and drafting of model contracts. The Law Department of the State Government will draft the necessary laws, orders, and instruments in consultation with the administrative departments at the appropriate stage. However, the following legislative initiatives, orders etc. are necessary.
8.1 Amendments
•Transfer of schemes to Panchayats:- •Establishment of WSSSOs at district Amendment Bill to contain transfer of and block level . schemes formulated by the JN/JS. •Mechanism for separation of the •Consequential enabling provisions in WSSSO from JN WSSOs and the status of independent corporate bodies Zila Panchayat , KP Act 1962 and the owned & controlled by the ZPs . UPPR Act 1947. •Schemes to include drainage & Kharanja components & prepared in consultation with community.
•In the Second phase of reform, the WSSSO is to become a body orporate •Community participation:- owned and controlled by the ZP. Provisions requiring community participation and cost sharing at rates •In the third phase of reform, this to be determined subject a minimum ownership is to be devolved to partici- of 10% of capital cost, taking in view ating Gram Panchayasts. Respective any Govt. subsides provided to bring amendments to the WSSA 1975 shall scheme cost to within a range to be be drafted at the appropriate time. determined by the Govt. may also be included.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 18 •Amendment of UPPRA 1947 • VWSCs would be constituted by and UPKP & ZP1962 to enable the Gram Sabha and the RWSCs constitution of VWSCs and/or would be constituted by the RWSCs as envesaged under participating VWSCs in a MVS. Sector Reform. The mandate of such committees would extend to execution and O&M of RWSES.
•The WMCs would exercise •As many such committees as supervision over the VWSCs and appropriate for management of scheme atleast one of the members of the or schemes in the village(s) may exist VWSCs would be coopted on the concurrently. Such committees may be WMCs. registered under the Societies Act and may enter into a MOU with the GP/its WMC. •Amendment to empower the Panchayat to enter into contracts with public and Private Sector undertakings.
8.2 New legislation and Issuance of Government Orders & Contracts
New Legislation:- New Legislation:- •To strengthen the legal status of the State Water Board and its laying down guidelines for cost- bodies (SWRA and SWRC) sharing; •To broaden the powers of the adjudicating conflicts in application presently contemplated State of guidelines for formulating Water Tariff Regulatory tariff structures; Commission for: ensuring that the guidelines •laying down guidelines for and recommendations are being transfer of schemes; given effect.
Issuance of Government Contracts:- In order to enable the Orders Panchayats to enter into contract for operation of MV Schemes on • creation of WSSD and their behalf, model contracts have Directorate of SWSM to be drafted. Such contracts will essentially involve outside • Shifting sanitation to WSSD operators, but similar "contractual" arrangements will need to be drawn between the Panchayat and the VWSCs and RWSCs.
9. Financing strategy for sector development
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 19 Assuming current norms for per capita cost, and starting from current coverage and with population growth continuing at 25% per decade, universal pipe water supply with 50% private connections would cost approx. Rs 400 billion. Given the current expenditure level in the sector (Rs 3 billion in 2001-02), this could only be achieved in 133 years. However, this estimate is based on the assumption of extensive use of multi-village surface water and tubewell schemes. Alternative calculations by the Sector Study and the Regional Planning Project under Swajal Project assume an extensive single village scheme scenario, with multi-village schemes only where there is no other option, which at around Rs 283 billion would cost 30% less to implement. Nonetheless, an investment of this magnitude would still take 94 years to complete under present arrangements, and by then would not even come close to meeting the objective of 50% private coverage since the population of the state would again at least have doubled. Whatever be the financial state of UP today, it is difficult to imagine that so many people would remain without private connections for so long.
The only solution to significantly improve the state of rural water supply is to vigorously pursue cost sharing. This is also a realistic solution, for while the total amount required for the state is huge. The cost per household of both single and multi-village tube-well schemes (except those involving surface water) would thus be well within the range of private solutions prevailing in the areas, such as the cost of shallow handpumps and informal connections. The schemes involved would have their own power supply and would thus be able to deliver reliable service. A share in capital cost of more than 10% should therefore be more than acceptable, even up to 45%.
10. Recommended Phasing in capital cost sharing
2001-2005 2006-2010 2011-2015 2016-2020 10% 25% 35% 45%
Considering the per capita investment cost on the basis of the existing population of around 2,100 a private household connection would cost around Rs 10,500 today. A 10% capital cost share would thus come to just Rs 1050, which compares very favorably with the cost of a private shallow handpump (maximum Rs. 3,000). Even an increase of the capital cost share to 25% should not price private connections to piped water supply out of the market. Thus, both alternatives would exist side-by-side at least until 2010. After that, it can be expected that the installed capacity of private connections has reached a threshold level beyond which effective demand will rapidly increase. Hence, there will be room for further increase of the capital cost share, first to 35% in 2011-2015 and next to 45% in 2016-20. These stepped increases in capital cost share would reduce the need for government investment in improvement of safe water supply and sanitation as follows:-
Rs in Billions Years Community share Public sector share Total 3.00 2001-2005 30.00 33.00 (10%) 6.00 2006-2010 19.00 2500 (25%) 19.00 2011-2015 35.00 54.00 (35%) 26.00 2016-2020 70.00 128.00 (45%) Total 86.00 154.00 240.00
The public investment requirement in 21 years plan would not remain much higher than the present allocations. However, during the last 5 years the annual expenditures will be double of the present allocations. Of course, this is all assuming that the entire population will opt for replacement of basic need schemes with private pipe water supply. Under the policy of community participation, this is not likely -- many communities would delay such
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 20 replacement, especially during the first 5 years, and the resulting total investment need could be much less in the initial years. Moreover, by delaying their decision to upgrade to private water supply, these communities would eventually be served when cost sharing norms are much higher. The Government would thus have lesser obligation to allocate funds for water supply and sanitation.
To finance the burgeoning private/community investment, the Government is to promote institutional funding mechanisms such as:
Promotion of thrift and credit Availing of RIDF finance habit in the villages through facilities by the Panchayats, organization of women self-help NGOs, and self-help groups. groups. There is already good Such financing is extended for experience in UP with the successful projects that are deemed in implementation of the Swashakti appraisal to be economically Project in 19 districts. Such groups viable, without need for can avail of micro-finance facilities of NABARD, without requirement government guarantee. of government guarantee.
Private sector investment in larger Credit would probably have to be water supply schemes. The backed by a Government guarantee government should encourage industry to assure payment in case cost houses in the business of related recovery through water charges hardware and services to extend credit proves lacking. Panchayats should for development of the schemes. be held accountable for such guarantees (as they are also accountable for financial-economic well being of the schemes).
11. Phasing in reform
The implementation of reform will require arrangements at the local level throughout the state. These arrangements would focus on bringing the community into the decision-making process and creating a support structure to assist the communities in taking up their new role. Because this requires restructuring of existing organizations, with new tasks and responsibilities, this cannot be accomplished everywhere at the same time. Moreover, development in the sector will depend in large part on initiatives by communities to take up the new challenge, and this too will not occur everywhere at once. In fact, a considerable amount of motivation and encouragement will be required, and it is this aspect that opens the way for phasing in reform. This can be accomplished by focusing awareness and motivation campaigns on specific areas (e.g. more affluent areas and/or areas in need of scheme rehabilitation) to create first experiences with the new approach. Once these prove successful it will be possible to extend the effort to other areas, ultimately covering the entire state. On the government side (institutional restructuring, promotion), process should take no more than five to ten years.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 21 Fund Flow Command & Co-ordinations
Existing Situation
SWB NDWSM
FD
UDD RDD PRD
SWSM
JN-HQ
JN-Circle ZP
DWSM DRDA
JS JS JN KAVAL Region Division Command GP GP Coordination Flow of funds
Phase-1 Reforms (2001-2005)
SWB NDWSM
SWRA SWTRC FD
WSSD RDD
SWSM
JN-HQ
JN-Circle ZP
DWSM DRDA
WSSO Command Coordination
GP Flow of funds
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 22 Phase 2 of Reform (2006-2010)
SWB NDWSM
SWRA SWTRC FD
WSSD RDD
SWSM
JN-HQ
JN-Circle RWSSF ZP
DWSM DRDA
Comman WSSO dCoordinatio nFlow of funds
GP Ownership
Phase 3 of Reform (2011-2021)
SWB NDWSM
SWRA SWTRC
FD
WSSD RDD
Directt. WSS SWSM
RWSSF ZP
DWSM DRDA
WSSO Command Coordination Flow of funds GP
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 23 Plan of Investment
The state has about 97000 revenue villages. According to the sector study analysis, about 7760 villages suffering from, chemical pollution in ground water and depletion in water table shall have to be covered with multi-village pipe water supply systems, while remaining 89240 villages, will have single village pipe water supply system. 21 years plan for covering all the villages by pipe water supply system with at least 50% private house connections is envisaged. However 15 years plan of investment has also been worked out seperately for single village, multivillage and their combined investment with the view that if necessary finances could be made available all the villages will be covered with pipe water supply system in 15 years time. All other activities such as decentralization of Ownership, Institutional Restructuring, Policy Reforms on Cost Sharing and Capacity Building would also be completed in 15 years time (Annexure- 2). Considering life of schemes as 21 years and scheme completion cycle of 3 years, 21 years implementation programme for singe village water supply system in 89420 villages and 7760 villages of multi-village system will be as follows:- Single Village System
Scheme cycle & cost per village
S.no No. of Months Stage Cost (Rs.) (scheme cycle) 1. 6 Pre-planning 25,000.00 2. 6 Planning 1,00,000.00 3. 18 Implementation 31,14,960.00 4. 6 Consolidation 25,000.00 36 Total 32,64,960.00
Schematic diagram of the scheme cycle is as follows:-
36 CP 6 months
IP 18 months 30 Project Cycle
24 18 • Preplanning (PP) 12 P 6 months (6 Months)
6 PP 6 – Information sharing months 0 – SO/WSCO/Village selection – Pre investment study D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 24 • Planning (P) (6 Months) – Community mobilization planning – Capacity building of GPs – Feasibility studies – Engineering design • Implementation (I) (12 to 18 Months) - Construction • Consolidation Phase (6 months) - Establishment of O & M systems 9 Based on the above scheme cycle and phase wise average cost per village, the launch of the programme in 89420 villages with single village system, has been phased over a period of 19 years so that the implementation and consolidation of villages covered in last 3 years cycle, is completed by the end of 21th year of the program. The design population for the schemes, which would be attained by the end of 21st year, has been taken to be 1.5 times the present population (year 2001)
Based on above, year wise number of villages to be covered, design population benefited, investment, fund flow and the benefits have been calculated as follows:-
Calculation Sheet for Single Village Schemes- 21 yrs. Yr No. of Design Cumula Cumul Investm Com Community Govt. Share Total Commu Govt. Benefits s. Villag Populat tive ative ent (Rs. muni Share (Rs. Crore) Fund nity Fund (Rs. Crore) es ion (in Populat HHs Crore) ty (Rs. Crore) Flow in Fund Flow in Lakhs) ion Benefit Shar crores Flow in crores Benefitt ted in e % crores ed in lakhs lakhs 1 2 3 4 5 6 7 8 9 10 11 12 13 0 1 1000 21.61 14.41 2.88 141.13 10 14.11 127.02 5.70 1.87 3.83 - 2 1500 32.42 36.92 7.38 220.16 10 22.02 198.15 97.18 31.92 65.27 - 3 1500 32.42 60.51 12.10 228.97 10 22.90 206.07 194.12 63.75 130.37 - 4 1000 21.61 77.43 15.49 158.75 10 15.88 142.88 223.19 73.30 149.89 193.58 5 1000 21.61 95.08 19.02 165.10 10 16.51 148.59 182.46 59.92 122.54 495.21 6 1000 21.61 113.45 22.69 171.71 10 17.17 154.54 163.25 53.61 109.63 810.33 7 2000 43.22 149.10 29.82 357.15 20 71.43 285.72 177.00 58.13 118.87 1035.42 8 3000 64.83 203.12 40.62 557.15 20 111.43 445.72 303.29 99.61 203.68 1269.50 9 5000 108.05 293.87 58.77 965.73 20 193.15 772.58 506.86 166.46 340.40 1512.58 10 5000 108.05 388.23 77.65 1004.36 20 200.87 803.49 830.81 272.86 557.96 1985.25 11 5000 108.05 486.18 97.24 1044.53 20 208.91 835.63 993.08 326.15 666.93 2701.00 12 5000 108.05 587.73 117.55 1086.31 30 325.89 760.42 1032.80 339.20 693.61 3902.92 13 5000 108.05 692.89 138.58 1129.77 30 338.93 790.84 1074.11 352.76 721.35 5149.83 14 5000 108.05 801.64 160.33 1174.96 30 352.49 822.47 1117.08 366.87 750.21 6441.75 15 8000 172.88 972.33 194.47 1955.13 30 586.54 1368.59 1191.40 391.28 800.12 7778.67 16 10000 216.10 1188.40 237.68 2541.67 30 762.50 1779.17 1718.24 564.31 1153.93 9160.58 17 10000 216.10 1411.67 282.33 2643.34 45 1189.50 1453.83 2349.86 771.75 1578.11 10587.50 18 10000 216.10 1642.13 328.43 2749.07 45 1237.08 1511.99 2613.65 858.38 1755.27 12829.17 19 9240 199.68 1863.93 372.79 2641.75 45 1188.79 1452.96 2709.41 889.83 1819.58 15665.00 20 1896.05 379.21 45 0.00 0.00 2570.81 844.31 1726.50 18590.83 21 1928.18 385.64 45 0.00 0.00 882.42 289.81 592.61 21606.67 To 89240 1928.48 20936.7 6876.08 14060.65 20936.73 6876.08 14060.65 121715.79 tal 3 32.8422106 67.15778944
The explanation of each column of the above table is as follows:-
No. of Village (Column -2)
89240 villages shall be covered in 21 years as given in column 2.
Design Population (Column -3) Total design population to be served by the end of design year (21 years) will be of the order of 1928.48 Lakhs. (Design population per village is 2161).
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 25 Cumulative Population Benefited (Column- 4)
Considering an increase of 1.5% over present population in 21 years, the year wise benefited design population has been worked out for the villages to be covered single village schemes.
Cumulative HHs Benefited (Column -5)
Assuming 5 members per household, the year wise cumulative benefited HHs have been worked out based on cumulative population benefited given in Column -4.
Investment (Column -6) Considering the scheme cycle of 3 years, break up of cost (per village) in different phases of the cycle, considering 4% inflation rate per year , the cost per village in the 21st year will be of the order of Rs. 3264960.00 including, cost of pre-planning, planning, implementation and consolidation phases. The investment in first one-year of the cycle will be on pre-planning and planning phases while in the 2nd year 2/3 of implementation cost and in 3rd year 1/3 of implementation cost and consolidation cost will be incurred.
Community Share % (Column-7)
Column-7 shows the community share of the total investment, which will be 10% initially and will increase to 45%.
Community Share (Column-8)
Column-12 gives year wise community share of investment in Rs. crores on the basis of percentage shown in Column-8.
Govt. Share (Column-9)
Column-9 indicates year wise government share of investment ( Column-6 - Column-8).
Total Fund Flow (Column-10) Column-10 gives year wise total fund flow requirement. The total fund required in the various years has been worked out on the assumption that in the 1st year of start for the various villages, funds for only Preplanning Phase & Planning Phase will be required. In the 2nd year, only 2/3rd of the Implementation phase cost will be required and in the 3rd year, 1/3 of implementation cost and full consolidation cost will be required. Using this criteria , year wise requirement of funds for the various villages, progressing from year 1 to 21st has been totaled.
Column-11 and 12 give year wise requirement of fund flow of community share and the government share. Community Fund Flow Govt. Fund Flow on Effective Demand ( Column-15 - Column-16) Benefits (Column -13)
Column-13 Gives benefits accrued to the total design population by the end of design year. The benefits accrued have been worked out on the following basis.- Accrual of benefits will start soon after implementation phase i.e. after 3 years of start of the project. Also it is assumed that all households will get a time saving of 1 hours/day and the D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 26 wage rate will be Rs. 50/- per person per day. Cumulative benefit is calculated for the various years taking into consideration the above factors and assuming that the villages of the 1st year will be benefited from the 4th year onwards till 21st year.
(b) Multi Village Schemes Schemes cycle and cost per villages
S.no Stage No. of Months Cost (Rs.) Pre- planning 6 25,000.00 Planning 6 1,00,000.00 Implementation 18 39,16,000.00 Consolidation 6 25,000.00 Total 36 40,66,000.00
Based on the above scheme cycle and phase wise cost per village the launch of programme in 7760 village with MVS has been phased over a period of 4 years so that the implementation and consolidation of villages covered in second cycle of 3 years, is completed by the end of 6th year of the programme. The design population for the schemes, which would be attained by the end of 21st year, has been taken to be 1.5 times the present population (year 2001). Based on above, year wise number of villages, design population benefited, investment, government fund flow and the benefits have been calculated as follows:- Year No. Design Cumul Cumula Invest Comm Commu Govt. Total Communi Govt. Benefits of Populat ative tive ment unity nity Share Fund Flow ty Fund Fund (Rs. Crore) Villa ion (in Popul HHs (Rs. Share Share (Rs. in crores Flow in Flow in ges Lakhs) ation Benefitt Crore) % (Rs. Crore) crores crores Benefi ed in Crore) tted in lakhs lakhs
1 2 3 4 5 6 7 8 9 10 11 12 13 0 1 1000 21.00 14.00 2.80 351.69 10 35.17 316.53 10.40 1.04 9.36 - 2 1680 35.28 38.46 7.69 614.48 10 61.45 553.03 241.23 24.12 217.11 - 3 2480 52.08 75.85 15.17 943.38 10 94.34 849.04 535.86 53.59 482.28 - 4 2600 54.60 116.79 23.36 1028.58 10 102.86 925.73 835.32 83.53 751.79 188.13 5 119.50 23.90 25 969.51 96.95 872.56 515.90 6 122.22 24.44 25 345.81 34.58 311.23 1015.88 7 124.94 24.99 45 1561.70 8 127.65 25.53 45 1595.65 9 130.37 26.07 1629.60 10 133.08 26.62 1663.55 11 135.80 27.16 1697.50 12 138.52 27.70 1731.45 13 141.23 28.25 1765.40 14 143.95 28.79 1799.35 15 146.66 29.33 1833.30 16 149.38 29.88 1867.25 17 152.10 30.42 1901.20 18 154.81 30.96 1935.15 19 157.53 31.51 1969.10 20 160.24 32.05 2003.05 21 162.96 32.59 2037.00 Total 7760 162.96 739.41 147.88 2938.13 293.81 2644.32 2938.13 293.81 2644.32 4877.25 10.00 90.00
12. Multi Village and Single Village Combined
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 27 The combined statement for single village schemes and Multi Village Schemes, showing year wise coverage of total number of villages, design population benefited, investments fund flow and benefits is as under:-
Ye No. of Design Cumulati Cumulati Investm Com Comm Govt. Total Comm Govt. Benefits ar Villag Populat ve ve HHs ent (Rs. muni unity Share Fund unity Fund (Rs. es ion (in Populati Benefitte Crore) ty Share (Rs. Flow in Fund Flow in Crore) Lakhs) on d in lakhs Shar (Rs. Crore) crores Flow in crores Benefitte e % Crore) crores d in lakhs 1 2 3 4 5 6 7 8 9 10 11 12 13 0 1 2000 22.06 28.41 5.68 492.82 10 49.28 443.54 16.11 2.91 13.19 - 2 3180 33.10 75.37 15.07 834.64 10 83.46 751.18 338.41 56.04 282.37 - 3 3980 33.10 136.36 27.27 1172.34 10 117.23 1055.11 729.98 117.34 612.64 - 4 3600 22.06 194.22 38.84 1187.34 10 118.73 1068.60 1058.51 156.83 901.68 381.71 5 1000 21.61 214.58 42.92 165.10 10 16.51 148.59 1151.98 156.88 995.10 1011.11 6 1000 21.61 235.67 47.13 171.71 10 17.17 154.54 509.05 88.19 420.86 1826.21 7 2000 43.22 274.04 54.81 357.15 20 71.43 285.72 177.00 58.13 118.87 2597.12 8 3000 64.83 330.77 66.15 557.15 20 111.43 445.72 303.29 99.61 203.68 2865.15 9 5000 108.05 424.24 84.85 965.73 20 193.15 772.58 506.86 166.46 340.40 3142.18 10 5000 108.05 521.31 104.26 1004.36 20 200.87 803.49 830.81 272.86 557.96 3648.80 11 5000 108.05 621.98 124.40 1044.53 20 208.91 835.63 993.08 326.15 666.93 4398.50 12 5000 108.05 726.25 145.25 1086.31 30 325.89 760.42 1032.80 339.20 693.61 5634.37 13 5000 108.05 834.12 166.82 1129.77 30 338.93 790.84 1074.11 352.76 721.35 6915.23 14 5000 108.05 945.59 189.12 1174.96 30 352.49 822.47 1117.08 366.87 750.21 8241.10 15 8000 172.88 1119.00 223.80 1955.13 30 586.54 1368.59 1191.40 391.28 800.12 9611.97 16 10000 216.10 1337.78 267.56 2541.67 30 762.50 1779.17 1718.24 564.31 1153.93 11027.83 17 10000 216.10 1563.76 312.75 2643.34 45 1189.50 1453.83 2349.86 771.75 1578.11 12488.70 18 10000 216.10 1796.95 359.39 2749.07 45 1237.08 1511.99 2613.65 858.38 1755.27 14764.32 19 9240 199.68 2021.45 404.29 2641.75 45 1188.79 1452.96 2709.41 889.83 1819.58 17634.10 20 0 0.00 2056.30 411.26 0.00 45 0.00 0.00 2570.81 844.31 1726.50 20593.88 21 0 0.00 2091.14 418.23 0.00 45 0.00 0.00 882.42 289.81 592.61 23643.67 To 97000 1930.75 15642.65 3128.53 23874.86 7169.90 16704.97 23874.86 7169.90 16704.97 126593.04 tal
All the above computations are based on the following assumptions:-
i Increase in population over present population in 21 years 1.5 times ii Design population per village 2161 iii Member per house-hold 5 iv Inflation rater per year 4% v Wage rate for calculations of benefits Rs. 50 vi Time saving per house hold per day 1 hour vii Benefits start accruing after 3 years scheme cycle is over.
12. The Benefit Cost Ratio, Net present Value and the economic Rate of Return on the public sector investments:
On the basis of above investments and computation of Benefit financial Analysis based on Net Flow and Present Values based on discounting, is as follows:-
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 28 COMBINED VILLAGE SCHEME : FINANCIAL ANALYSIS
COST YEARS Govt. Communit TOTAL BENEFIT NET FLOW PRESENT PRESENT PRESENT Fund y Fund COST S VALUE VALUE VALUE FACTOR Flow (Rs. Flow (Rs. OF OF @ 9% Crore) Crore) TOTAL BENEFIT COST 1 2 3 4=(2+3) 5 6=(5-4) 7 8 9 1 13.19 2.91 16.10 0.00 -16.10 14.77 0.00 0.92 2 282.38 56.04 338.42 0.00 -338.42 284.84 0.00 0.84 3 612.65 117.34 729.99 0.00 -729.99 563.69 0.00 0.77 4 901.68 156.83 1058.51 381.71 -676.80 749.88 270.41 0.71 5 995.10 156.87 1151.97 1011.11 -140.86 748.70 657.15 0.65 6 420.86 88.19 509.05 1826.21 1317.16 303.53 1088.91 0.60 7 118.87 58.13 177.00 2597.12 2420.12 96.83 1420.71 0.55 8 203.68 99.61 303.29 2865.15 2561.86 152.21 1437.92 0.50 9 340.40 166.46 506.86 3142.18 2635.32 233.37 1446.75 0.46 10 557.96 272.86 830.82 3648.80 2817.98 350.95 1541.29 0.42 11 666.93 326.15 993.08 4398.50 3405.42 384.85 1704.56 0.39 12 693.61 339.20 1032.81 5634.37 4601.56 367.20 2003.21 0.36 13 721.35 352.76 1074.11 6915.23 5841.12 350.35 2255.60 0.33 14 750.21 366.87 1117.08 8241.10 7124.02 334.28 2466.12 0.30 15 800.12 391.28 1191.40 9611.97 8420.57 327.08 2638.85 0.27 16 1153.93 564.31 1718.24 11027.83 9309.59 432.77 2777.58 0.25 17 1578.11 771.75 2349.86 12488.70 10138.84 542.99 2885.80 0.23 18 1755.27 858.38 2613.65 14764.32 12150.67 554.08 3129.94 0.21 19 1819.58 889.83 2709.41 17634.10 14924.69 526.95 3429.65 0.19 20 1726.50 844.31 2570.81 20593.88 18023.07 458.71 3674.58 0.18 21 592.61 289.81 882.42 23643.67 22761.25 144.45 3870.42 0.16
16704.99 7169.89 23874.88 150425.95 126551.07 7922.48 38699.48
BENEFIT COST RATIO (BCR) = PV OF BENIFITS/ PV OF COSTS 4.88 NET PRESENT VALUE (NPV) = PV OF BENEFITS - PV OF COSTS 30777.00 ECONOMIC RATE OF RETURN (ERR) 56% =
The above financial indicators clearly point out the economic viability and therefore the economic justification of the investments. It is clear that the Benefits are highly greater than the investments:-
. Benefit Cost Ratio would signify that at a discount factor of 9% p.a. every rupee invested in the project yields a benefit of Rs. 4.88. . Net Present Value: At a discount factor of 9% p.a. the discounted value of the benefits at the commencement of the project exceeds, the discounted value of costs by Rs. 30777.00 crores.
. ]Economic Rate of Return: At a discount factor of 56% p.a. the present value of benefits equates with the present value of costs. Taking the time value of money into consideration, the costs, if incurred as at the commencement of the project, would yield a compound return of 56% per annum of the next 21 years.
It is pertinent to point out that the Benefits accounted for only the economic value of Time- Saved by Households, on the basis of Market Wage rate. It does not take into account the economic benefits accruing out of increase in productivity arising out of Health & Hygiene benefits, reduction in IMR and MMR.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 29 Also, Benefits on account of economic upliftment of the targeted households arising out of setting up of economic enterprises have not been taken into account.
Benefit cost ratio for investment on Single Village & Multi Village Schemes has been worked out separately and is as follows:-
SINGLE VILLAGE SCHEME : FINANCIAL ANALYSIS
COST YEARS Govt. Community TOTAL BENEFIT NET FLOW PRESEN PRESENT PRESENT Fund Fund Flow COST S T VALUE VALUE OF VALUE Flow (Rs. (Rs. Crore) OF BENEFIT FACTOR @ Crore) TOTAL 9% COST 1 2 3 4=(2+3) 5 6=(5-4) 7 8 9 1 3.83 1.87 5.70 0.00 -5.70 5.23 0.00 0.92 2 65.27 31.92 97.19 0.00 -97.19 81.80 0.00 0.84 3 130.37 63.75 194.12 0.00 -194.12 149.90 0.00 0.77 4 149.89 73.30 223.19 193.58 -29.61 158.11 137.14 0.71 5 122.54 59.92 182.46 495.21 312.75 118.59 321.85 0.65 6 109.63 53.61 163.24 810.33 647.09 97.33 483.17 0.60 7 118.87 58.13 177.00 1035.42 858.42 96.83 566.41 0.55 8 203.68 99.61 303.29 1269.50 966.21 152.21 637.12 0.50 9 340.40 166.46 506.86 1512.58 1005.72 233.37 696.43 0.46 10 557.96 272.86 830.82 1985.25 1154.43 350.95 838.59 0.42 11 666.93 326.15 993.08 2701.00 1707.92 384.85 1046.73 0.39 12 693.61 339.20 1032.81 3902.92 2870.11 367.20 1387.62 0.36 13 721.35 352.76 1074.11 5149.83 4075.72 350.35 1679.76 0.33 14 750.21 366.87 1117.08 6441.75 5324.67 334.28 1927.67 0.30 15 800.12 391.28 1191.40 7778.67 6587.27 327.08 2135.54 0.27 16 1153.93 564.31 1718.24 9160.58 7442.34 432.77 2307.27 0.25 17 1578.11 771.75 2349.86 10587.50 8237.64 542.99 2446.49 0.23 18 1755.27 858.38 2613.65 12829.17 10215.52 554.08 2719.70 0.21 19 1819.58 889.83 2709.41 15665.00 12955.59 526.95 3046.68 0.19 20 1726.50 844.31 2570.81 18590.83 16020.02 458.71 3317.18 0.18 21 592.61 289.81 882.42 21606.67 20724.25 144.45 3536.97 0.16
Total 14060.66 6876.08 20936.74 121715.7 100779.05 5868.04 29232.34 Total 9
BENEFIT COST RATIO (BCR) = PV OF BENIFITS/ PV OF 4.98 COSTS NET PRESENT VALUE (NPV) = PV OF BENEFITS - PV OF 23364.29 COSTS ECONOMIC RATE OF RETURN (ERR) 84% =
MULTI VILLAGE SCHEME 6 YEARS : FINANCIAL ANALYSIS
COST
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 30 YEARS Govt. Communi TOTAL BENEFITS NET FLOW PRESENT PRESEN PRESENT Fund ty Fund COST VALUE OF T VALUE VALUE Flow (Rs. Flow (Rs. TOTAL OF FACTOR Crore) Crore) COST BENEFIT @ 9%
1 2 3 4=(2+3) 5 6=(5-4) 7 8 9 1 9.36 1.04 10.40 0.00 -10.40 9.54 0.00 0.92 2 217.11 24.12 241.23 0.00 -241.23 203.04 0.00 0.84 3 482.28 53.59 535.87 0.00 -535.87 413.79 0.00 0.77 4 751.79 83.53 835.32 188.13 -647.19 591.76 133.28 0.71 5 872.56 96.95 969.51 515.90 -453.61 630.11 335.30 0.65 6 311.23 34.58 345.81 1015.88 670.07 206.20 605.74 0.60 7 0.00 1561.70 1561.70 0.00 854.30 0.55 8 0.00 1595.65 1595.65 0.00 800.80 0.50 9 0.00 1629.60 1629.60 0.00 750.31 0.46 10 0.00 1663.55 1663.55 0.00 702.70 0.42 11 0.00 1697.50 1697.50 0.00 657.84 0.39 12 0.00 1731.45 1731.45 0.00 615.59 0.36 13 0.00 1765.40 1765.40 0.00 575.84 0.33 14 0.00 1799.35 1799.35 0.00 538.45 0.30 15 0.00 1833.30 1833.30 0.00 503.31 0.27 16 0.00 1867.25 1867.25 0.00 470.30 0.25 17 0.00 1901.20 1901.20 0.00 439.32 0.23 18 0.00 1935.15 1935.15 0.00 410.24 0.21 19 0.00 1969.10 1969.10 0.00 382.97 0.19 20 0.00 2003.05 2003.05 0.00 357.41 0.18 21 0.00 2037.00 2037.00 0.00 333.45 0.16
Total 2644.33 293.81 2938.14 28710.16 25772.02 2054.44 9467.14
BENEFIT COST RATIO (BCR) = PV OF BENIFITS/ PV OF 4.61 COSTS NET PRESENT VALUE (NPV) = PV OF BENEFITS - PV OF COSTS 7412.70 ECONOMIC RATE OF RETURN 42% (ERR) =
13. Strategic Plan
Since it will not be possible to introduce all elements of reform at the same time, the phasing of reform activities is envisaged as follows:-
Phase 1: 2001-2005
Institutional reform: Implement necessary legislative changes Implement Reform Phase 1
Piped water supply: 1st priority Complete basic need program in QPV (NSS) (main thrust 2001-2003)
2nd priority New schemes in under-served communities (main thrust 2002-2005) 3rd priority Rejuvenate existing schemes (main thrust 2002-2010)
4th priority New schemes on initiative of communities willing to pay (main thrust 2003-2015)
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 31 Handpumps: Install handpumps for basic need, leaving O&M, replacement, and further additions to community (main thrust 2002-2003)
To promote use of shallow handpumps for with a strong component of IEC campaign for using its water for non drinking purposes (main thrust 2002-2010)
Cost sharing: Implement 10% cost sharing in all programs
Finance: Obtain institutional funding to close the finance gap (main thrust 2002-2015) Promote micro-finance facilities
Phase 2: 2006-2010
Institutional reform: Implement Reform Phase 2
Handpumps: Leave replacement / addition of handpumps to community initiative
Cost sharing: Increase norm for capital cost sharing to 25%
Phase 3: 2011-2015
Piped water supply: Take up new schemes following promotion of effective demand
Cost sharing: Increase norm for capital cost sharing to 25%
Phase 4: 2016-2021
Institutional reform: Implement Reform Phase 3
Piped Water Supply Schemes: Continue to take up new schemes following promotion of effective demand
Cost sharing: (a) Increase norm for cost sharing to 45%
Finance: (a) Repay loans
14. Action Plan :-
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 32 The organizations responsible for guiding implementation of reform will work on the basis of an action plan. The key elements of the action plan are as follows:-
(i). Decentralization of ownership (ii). Institutional Restructuring (iii). Technical viability and sustainability (iv). Sector financing and cost sharing
The reform strategy will start with Urgent reform actions
Urgent Reform Actions (2002-2004)
Legal: (2002) Administrative (2002-2003) Institutional ( 2002-2003) Financial (2003-2004) Modify Establishment Order for . Translation of sector . Provide operating . Establishment State Water and Sanitation Mission policy into principles for budgets to the mandate for Modify Establishment Order for monitoring and guidance different units guidance of sector DWSM . Institutional strengthening . Provide funds for reform process in Creation of Posts transfer / for the different units institutional WSSA by GOUP Recruitment of personnel strengthening program
A detailed action plan on the above issues with milestones has been drawn for implementation of reforms in the stipulated time (10 years).
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 33 Panachayats decide on tariff All schemes are PRIs capable of constitution of structures and effective owned by Panchayats VWSCs and RWSCs, formulating mechanisms for collection and (2003-2010) effective demand and selecting sanctions proposed by RWSCs (for appropriate RWSES solutions, and bulk rates in MVSs) and VWSCs conducting oversight of direct or ( for domestic rates) contracted management of schemes by (2003-2005) RWSCs and VWSCs (2002 -2004) Legal: - 2002 Legal: - 2003 1. Decentralization of Ownership ( 2002-2005) Legal:- 2003 1. 1. WSSA to Formulating model contracts between Establish cost sharing at least for RWSES as name panchayats PRIs, VWSCs and RWSCs and legal requirement, in both urban and rural as scheme owners with firm "operators". areas, in the WSSA: establishment Institutional: - 2002-2004 a) Establish cost sharing norms for of handover principle and its 1. Identify specific needs for PRI RWSES as minimum 10% of capital enforcement. institutional strengthening cost and compulsory 100% of O&M 2. Creation of independent regulatory 2. Formulate PRI institutional cost, subject to specific financial relief authority with mandate for strengthening program, dove- depending on circumstances to be . Scheme transfers; tailed with program for scheme named in the Act . Application of cost sharing handover: b) Establish legal mandate for RWSCs guidelines; . First Priority:- HP schemes (to be and VWSCs to collect charges and . Tariff structure and their handed over immediately) impose sanctions; implementation . Second priority: PWS schemes c) Establish legal obligation for where HPs ;not feasible Panchayats to cover financial deficit of Administrative:- 2002 schemes 1. Enlargement of the task space of the (handover after upgrading) . Third priority: PWS schemes Financial: 2002-2003 State Water Tariff Regulatory 1. Develop guidelines for formulating Commission where effective demand is latent. 3. Formulate capacity development tariff structures 1. 2.Creation of posts; program for the RDD to take 2. Formulate guidelines for application of 3. Allocation of budget charge of PRI strengthening cost sharing norms and provide funding 4. Recruitments/transfers from 4. Implement capacity development for temporary subsidization of schemes existing organizations. program for the RDD. 3. Formulate policy and provide funding Institutional:- 2002-2004 5. PRD implements institutional for subsidization where community has 1. Formulate training program on strengthening program for PRIs. no ability to pay regulatory principles targeted to SWRC and Panchayats. Implement the training program in SWRC and Panchayats Technical: 2003-2004 Institutional: 2002-2005 1. Handpumps-Handover following Promote awareness among communities appropriate training and logistical about the legal requirement for cost sharing arrangements at local level. a) Develop and implement general 2. Piped schemes-Handover following awareness campaign on cost sharing; upgrading. b) Formulate training program on cost Financial: 2002-2004 sharing options for communities; Transfer of O & M budgets to c) Implement awareness campaign and Panchayats. training on cost sharing in tandem with program for handover of schemes.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 34 Institutional Restructuring I ( 2002-2008)
Regional Jal Sansthans performing Water Supply and Sanitation scheme operations on contract for Department promotes Restructured Jal Nigam PRIs at least for all Multi-Village effective demand (i.e. based carries out sector Schemes (2002-2006) on cost sharing) for safe water planning, construction beyond basic need level of schemes, TA for (2002-2015) scheme identification and design, monitoring and evaluation (2002-2003
Legal:- (2002- 2003) Legal:- (2002- 2003) Legal:- ( 2002- 2003) 1) Formulate mandate for Jal Nigam in the 1) Formulate mandate for WSSSO in the 1) Establish core responsibility for Water Supply and Sewerage Act (1975) WSSA community development in WSSD WSSA 2) Establish WSSSOs as mutual 2) Establish mandate for promoting safe 2) Formulate appropriate establishment order for corporations owned by Panchayats water/sanitation/health campaigns in JN 3) Allow collection of centage on all 3) Formulate appropriate establishment the WSSD development and rehabilitation works to be orders for WSSSO carried out 4) Establish mandate to enter into contract with PRIs/VWSCs/RWSCs on mutually negotiated fees 5) Ensure shared responsibility for cost recovery between Panchayat/RWSC/VWSC (community involvement, billing, and collection) and WSSSO (quality of service) A Administrative ( 2003- 2004) Administrative ( 2003- 2004) Administrative (2002- 2003) Transfer technical and O&M staff for scheme 1) Establish WSSSOs in all districts and 1) Establish responsibility for program operation to JS and/or PRIs and abolish their vacant blocks of UP management with SWSM (overall) and posts 2) Create posts for technical and O&M staff to DWSM (specific) be transferred from JN 2) Establish Health & Sanitation Unit in a) Identification of staff to be transferred 3) Transfer technical and O&M staff to b) Agreement with unions regarding principles of Panchayats where VWSCs operate schemes WSSD implementing transfers (SVS) Marketing: (2003-2010) c) Formulation of redundancy policy and 4) Agreement with unions regarding principles 1) Develop market development program for program of implementing transfers (into as well as handpumps and sanitation equipment and d) Implementation of transfers out of WSSSO) services 5) Formulation of redundancy policy and 2) Develop social marketing campaign for program for technical and O&M staff not increased coverage of safe water supply promoting public health, financial transferred to Panchayats and not engaged sustainability of schemes, and gender- in contract O&M specific benefits 3) Conduct / plan integrated promotion campaigns to create awareness of health- safe water-sanitation triangle, adapted to local conditions, perceptions, language, and mores Financial (2003- 2006) Financial ( 2003- 2006) Financial (2003- 2008) Make funds available for redundancy policy and Make funds available for redundancy policy and 1) Provide adequate funds for promotion of program program effective demand beyond basic need 2) Provide budget for implementation of the community development program Institutional (2002-2004) Institutional: ( 2003- 2006) Institutional (2002-2003) 1) Detailed institutional assessment to determine 1. Detailed institutional assessment to 1) Formulation of community development appropriate establishment for mandated determine appropriate establishment for program for training and TA to user activities at zonal, circle, and divisional level; mandated activities at regional level; organizations 2) Formulation of change program guiding the 2. Formulation of change program guiding the Technical (2003-2005) change to macro-planning and construction- change to contract O&M organization; 1) Conduct R&D into innovative technologies oriented organization; 3. Implementation of change program for extending the reach of " shallow" 3) Implementation of change program. handpumps.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 35 Institutional Restructuring II (2003 -2008)
Marketing, TA, installation, Private sector involved in and O&M of handpumps O&M of piped water supply and latrines by private schemes sector (2003-2008) (2003-2008)
Market Development: (2003-2006) Administrative: (2003)
1. Formulate Action Plan addressing price, product, 1) Formulate clear selection criteria and a transparent distribution, and promotion of relevant equipment and selection process services 2. Implement development plan in pilot region 3. Full implementation of market development plan Administrative: (2003) Legal: (2003) 1. Remove restrictions on entrepreneurs in Rural 1. Establish recourse under WSSA for private contractor in Sanitation Marts case Panchayats/VWSCs fail to collect revenues Institutional (2002-2008) Institutional: (2005-2008) 1. Organize user groups to do O&M under VWSCs 1. Organize user groups to carry out O&M
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 36 Institutional Restructuring III ( 2002-2008)
District-based network of NGOs involved in Private sector conducts laboratories engaged in Community Development community development systematic water quality programs formulated by programs formulated by monitoring (2002-2005) WSSD, incl. Training and TA WSSD, incl. Training and TA to user organizations and to user organizations and VWSCs (2003-2006) VWSCs (2003-2008)
Legal:- (2002-2003) Administrative (2003-2006) Administrative (2003-2008)
4) Establish mandate in JN for data collection 1) Formulate selection criteria 2) Formulate selection criteria for on drinking water quality for NGOs private contractors 2) Maintain database on 3) Maintain database on performance performance of NGOs of private contractors 3) Enter into contracts with 4) Enter into contracts with private NGOs contractors Social Marketing ( 2003- 2008) 1) Formulate campaign to create WQ awareness at user level 2) Distribute basic strip tests to create demand for further testing Administrative (2003-2005) 1) Handover of district WQ labs to from JN to WSSSOs as the latter get established 2) Create specialist posts in JN/WSSSOs including at managerial level 3) Sanction recruitment for specialist posts 4) Instruct WSSSOs to send data to JN for Annual Report on the state and development of drinking water quality Institutional (2003- 2003) 1) Formulate training program of staff on operating procedures 2) Implement program 3) Establish database on drinking water quality in JN 4) Establish transparent procedure for requesting further testing based on strip test result Technical: (2003) 1) Formulate policy and operating procedures for data collection, analysis, and reporting on drinking water quality
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 37 3 Technical Viability & Sustainability-I (2003-2008)
All areas where HPs are not feasible have full basic Schemes are technically and Prime involvement of the need coverage of PWS financially viable community in selecting, (2003-2008) (2003-2010) deciding type and level of water supply (2003-2005)
Legal: 2003 Legal:-2003 Legal:- 2003
1) WSSA to require JN to look after Water Supply Act to assign responsibility for 1) Establish requirement in WSSA QPV coverage tariff setting and revenue collection to for community participation for approval of any scheme 2) Act to give first priority to Panchayats 2) Establish requirement in WSSA providing PWS to all Technical:(2003-2008) communities where handpumps that community avail of TA in 1. Identification of need for upgrading, in are not feasible decision making and planning keeping with community demand process 2. Formulation of upgrading program Financial:-2003-2008 a) First priority: where HPs are not feasible Technical: 2003-2005 b) Second priority: where demand for PWS 1) Negotiate cost sharing with the Establish Committee of Technical communities is latent Experts in each District for vetting of 2) Make funds available for 3.Implement upgrading program DPRs communities demonstrably 4.Incorporate recharge interventions unable to pay a) Construction of checkdams Institutional: 2002-2005 b) Excavation of ponds and tanks. 5.R&D into low-cost filtration techniques Create capacity in JN and WSSSOs to provide TA to communities Social Marketing: 2002-2008 1) Promote water supply beyond basic need as well as private supply (regardless whether HP or PWS): "convenience" in support of public health, financial viability , and gender specific benefits 2) Develop community's effective demand for reliable power supply (diesel generators) 3) Awareness campaigns and facilitation (incl. financial contributions on cost sharing basis) for: a) Recharge interventions b) Low-cost filtration techniques c) Cost sharing Financial: 2003 Facilitate accessof community to alternative funding sources (NABARD, SIDBI, etc.
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 38 3. Technical Viability & SustainabilityLegal:2003 II (2003-2008) Establish requirement to incorporate ES in scheme design in WSSA
Administrative- 2003 Shift funds for sanitation from PRD to WSSD
Social Marketing- 2003-2008
1) FormulateFull integration information of ES and in promotion campaign Integrated management of designtargeted and to operationPanchayats of as the well as general public water resources focused on 2) Implementschemes campaign in pilot region sustaining the sources ( 2002- 3) Full implementation(2003-2021) of information and 2004) promotion campaign Legal:2001-2002 Financial:2003-2008 Give legal status to SWB for water resources management 1) Ensure drainage is covered from the scheme with jurisdiction over all water irrespective of its budget ownership. 2) Ensure coordination of spending under RWSES Administrative- 2001-2003 and village improvement programs 3) Ensure no obstacles exist for community to avail Activate SWB: of micro credit schemes, etc. a) Create posts and recruit personnel for State Water Board Technical: 2003 b) Create MIS in SWB Formulate promotion campaign for suitable c) Enlarge task space of the State Water Resources technologies and techniques Agency
Institutional:- 2002
1) Conduct assessment of institutional requirements of SWB in association with its mandate 2) Formulate institutional strengthening program for SWB
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 39 Social Marketing: 2002-2005 Sector financing and cost sharing (2002-2008) 1) Formulation of promotion campaign for safe water supply and cost sharing 2) Inventory of private shallow pumps 3) Formulation of targeted promotion campaign to replace shallow handpumps with improved versions Clear governance supporting Average user understands agreed statutory roles and Financial:2008need for safe water and is responsibilities for sector willing to pay for it institutions 1) Formulation(2002-2005) of regional norms for application (2002-2021) of cost recovery norms 2) Allocation of budget for temporary subsidies
Legal:2002
Update WSSA of 1975 in light of SWP and vision for RWSES a) Create legal basis for Panchayats to establish RWSC and VWSC as statutory bodies separate from Panchayat Committees, with mandate to operate the scheme b) Require Panchayat to obtain recommendation from RWSC / VWSC on tariff structure, collection policy, proposals for investment in rehabilitation or development of the scheme, etc. c) Establish responsibility in Panchayat Water Management Committee for oversight of VWSC d) Establish requirement that transfer of functions is accompanied by transfer of staff and operating budgets e) Establish legal basis under the WSSA for scheme operator to bill VWSCs at bulk rates
Policy:2002
1) Incorporating vision for RWSES into State Water Policy 2) Ensure implementation of the provisions of the Act as written
Administrative:2002-2003 Implementing all elements of the SWP (subject to inclusion of RWSES vision)
D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 40 D:\Docs\2018-04-20\0d7b683a4e8be950f9d35aadc3da6509.doc 41