Basic Integral Sanitation Model in the Peruvian Andes (SABA) Lessons learned from SANBASUR and PROPILAS projects (Cusco and Cajamarca) Schweizerische Eidgenossenschaft Swiss Agency for Development Confédération suisse and Cooperation SDC
Confederaz i one Svizzera Confederaz iun svizra
Basic Integral Sanitation Model in the Peruvian Andes (SABA)
GERARDO BASTERRECHEA BLEST
Water Supply and Rural Sanitation in Peru
SDC Program
• APRISABAC
• PROPILAS
• SANBASUR
• Rural Sanitation
Programs nationwide
IN COOPERATION WITH
• WSP-WB
• CEPIS-PAHO-WHO
Influencing • Board of Water Donors
with other agencies:
WSP-WB, IADB,
AECI, SDC, GIZ-
KFW, etc
Strategic approach of the AGUASAN Program • To contribute to poverty mitigation
• Integral approach of demand response
• Participation of all players involved
• To strengthen abilities at municipal, regional and national levels
• To influence policies and interventions nationwide.
4 key periods have been developed: •1995-2005: Design, validation and implementation at community (JASS) and municipality levels •2005-2007: Strengthening and coordination between both local and regional governments •2007-2009: Incidence and strengthening at the regional government level, creating synergies with the central government for replying purposes within regions •2009-2012: Incidence of experience scaling up in other regions of the country nationwide
Key success factors of the Model
1. Government authorities: political will and leadership. 2. Continuous enhancement processes. 3. Social policies & decentralization process.
4. Favorable national and international context in terms of economic growth.
5. Operation of project directive committees composed of sector authorities from both
national and regional levels.
Main Results at effect and impact levels
1. Reduction of Acute Diarrheic Diseases(ADD) among children under 5.
2. Increase of investments in water supply and sanitation in regions.
3. Creation of an organization and management dynamic. Synergies with other sectors of production and services (craftwork, agriculture, homestay and eco tourism).
Main Products to Date
Technologies corresponding to the reality of the country’s rural Andes.
Ad-hoc regulations that have allowed for the mobilization of financial resources and the facilitation
of their institutionalization.
Flexible methodologies that have considered the integral approach.
Creation of instruments and tools:
Guidelines for monitoring integral projects within the SNIP framework.
Regional information systems in water supply and sanitation linked to the sector system nationwide.
Pedagogical guidelines for health and environment education.
Capacity strengthening program:
Strengthening plans for DRVCS.
Training programs and technical support to local governments -municipalities-.
Diploma programs in water supply and sanitation in alliance with regional universities.
MainResults at institutional level
• Appropriation and empowerment of the management model by various sanitation players from
Cusco and Cajamarca regional governments.
• Financial and human commitments with rural sanitation by sub-national governments.
• Institutional strengthening of DRVCS, as well as regional entities involved in sanitation programs.
• Regional plans & participating budget.
• Institutionalization of Municipality Sanitation Technical Areas (OMSABAR).
• Water supply and sanitation regional platforms.
Main Results at investment level
Contributions Beneficiaries
Swiss Cooperation: CHF 40’000,000 200,000 Direct beneficiaries
700,000 Indirect beneficiaries
Financial policy for integral
interventions institutionalized in
both Cusco and Cajamarca regions
60% Regional government
20% Local governments (Municipalities)
20% Communities(JASS)
These contributions have been channeled through
a participating budget management tool
Regional governments’ contributions
since 2007
$52’000,000
Average per capita cost
in each system
$170
(*)interventions/beneficiaries- investments
Key indicators: 1996-2010
Indicator Phase I & II
(5 years)
Phase III
(3 years)
Phase IV&V
(7 years) Total
Nb of interventions 162,0 76,0 280,0 518,0
PobBeneficiaries 55690,0 23385,0 101212,0 180287,0
Investment in AW & S (mill. S/.) 17,2 20,1 32,8 70,1
% Investment of SDC 54,3 27,9 1,1 12,0
% Investmenr of Regional Govt. 2,4 10,5 50,7 39,5
% Investment of Local Govt 4,1 15,0 28,4 23,3
Nb of OMSABA 0 13 100 100,0
% Good OMSABA 0 70 70,0
Nb of JASS 2014 2014
Nb of JASS with assistence
Technical assistance Reg. Govt 63 1359 1359
Nb of descentralized
laboratories 0 12 12
Structure of Average Costs
Indicator CDR-Propilas CRD-Propilas Sanbasur
Investment in infrastructure
1. Infrastructure 52,7 42,0 61,7
2. Technical files 1,3 2,2 1,2
3. Qualified labor 11,4 15,9 20,9
4. Infrastructure monitoring 2,8 2,6 2,2
Sub-total Infrastructure 68,3 62,6 86,0
Social Investment
1. AOM Training 15,0 17,9 2,8
2. EDUSA Training 13,4 15,5 8,9
3. EDUSA Monitoring 3,0 4,0 2,2
Sub-total Social Component 31,7 37,4 14,0
Total Intervention 100,0 100,0 100,0
(*)Per-capita costs
Note: CDR: Rural district capitals CRD: Scattered rural communities
KEY MESSAGES:
• The great challenge: Articulation and Synchronization of infrastructure and social technical
components. • Lessons learned in various interventions prove that a short-term approach based solely in
infrastructure does have positive effects; however, it fails to promote true changes in impact
and development promotion, which are key factors for sustainability.
SABA Project: Basic integral Water & sanitation model in the Peruvian
Andes. 2011-2012
Objective:
• To promote the sustainable management model of water supply and rural
sanitation services (SABA) in eight regions of the country (Piura, Lambayeque,
Cajamarca, Cusco, Apurimac, Ayacucho, Huancavelica and Puno) by spreading out
all lessons learned in Cusco and Cajamarca.
SABA Project 2011-2012
AMOUNT: CHF 2 000,000, donation resources
Counterpart: Ministry of Housing, Construction and Sanitation – DNS Regional Governments
Performer: CARE-PERU
Period of intervention: April 2011 – October 2012
THANK YOU
Schweizerische Eidgenossenschaft Swiss Agency for Development
Confédération suisse and Cooperation SDC
Confederaz i one Svizzera
Confederaz iun svizra
THANK YOU
Schweizerische Eidgenossenschaft Swiss Agency for Development
Confédération suisse and Cooperation SDC
Confederaz i one Svizzera
Confederaz iun svizra
Response key factors (Scaling Up)
Government
Leadership
Marketing Strategy
Coordination and
Partnership
Implementation Capacity
Sustainable Water &
Sanitation services
Long-term
Strategy
Good
Governance
SABA Project: 2011-2012
Components:
1. Institutional development at both local and regional levels by strengthening Regional Housing &
Sanitation Directorates and Management offices of regional governments through work coordinated
between various levels of national, regional and local governments.
2. Formation of human resources in water supply and sanitation programs by educational
organizations, gathering experiences from diploma programs in Cusco and Cajamarca in alliance with
universities.
3. Regional strategic communication highlighting the SABA model contribution to poverty mitigation,
as a result of regional and local authorities’ decisions regarding rural sanitation sustainable management.
4. Creation of a private fund for water supply and sanitation investments, setting up strategic alliances
with public and private institutions for designing and implementing basic sanitation integral projects
and forming human resources.
Lessons Learned
• Leadership and sustainable management of water supply and sanitation services
require an agreed and complementary work of various government levels and the
community organization.
• The need to articulate three components: infrastructure, management, operation and
maintenance training, and sanitation education. They all demand human resources
specialized in water supply and sanitation willing and able to execute integral projects.
Continued…
Lessons Learned…
• Integral approach investments in the sector lead to conditions for a local sanitation market; they
bond with specialized human resources formation groups and, therefore, contribute to the
impact and sustainability of services. • Community empowerment through its participation in co-funding water supply and sanitation
projects leads to more participation and care for services, thus creating a sense of appropriation.
Continued…
Lessons Learned…
• In district capitals with no more than 2,000 inhabitants, optimization and rational use of drinking
water by the population is related to micro measurement, structure and transparency of the
established share.
• In scattered rural communities, communication, organization and agreement strategies allow municipal authorities and community members to make effective decisions with respect to the offer of water supply and sanitation services with non-conventional technologies.
