2011年-世界发展银行全球_Water_Supply_and_Sanitation_in_Burkina_Faso___Turning_Finance_into_Services_for_2015_and_Beyond_36页_1mb

Summary of Water Supply and Sanitation in Burkina Faso: AMCOW Country Status Overview (CSO2)

Core Content

This report provides an overview of the water supply and sanitation (WSS) sector in Burkina Faso, focusing on how the country is turning financial resources into services. It is part of the second round of AMCOW Country Status Overviews (CSO2), which assesses progress in Sub-Saharan Africa based on a scorecard that evaluates the service delivery pathway.

The report highlights the progress made in the WSS sector, the challenges that remain, and the agreed priority actions to improve service delivery and sustainability. It also outlines the institutional framework, financial trends, and monitoring and evaluation (M&E) systems in place, as well as the specific needs for each subsector.

Main Points

1. Political Will and Sector Progress

• Political will has been the main driver of progress in the WSS sector.
• Burkina Faso committed to the MDG targets and developed the National Program for Water Supply and Sanitation (PN-AEPA 2015).
• The country has gained the trust and support of several development partners (DPs), who have provided budget support for WSS.
• Urban water supply is on track to meet MDG targets, but rural and urban sanitation remain problematic.

2. Investment Requirements and Finance Trends

• The government estimated a total investment requirement of US$1,085 million for water supply and US$250 million for sanitation between 2007 and 2015.
• By the end of 2009, 50% of the finance had been mobilized for drinking water and a similar percentage for sanitation.
• However, the focus of investment has been on public and institutional sanitation and greywater treatment, which are not included in coverage calculations.
• Additional US$83 million per year is needed for water and US$17 million per year for sanitation from donors, users, and the government's own budget to meet the targets.

3. Annual Operation and Maintenance (O&M) Costs

• An estimated US$18 million per year is required for O&M, of which US$15 million is for water infrastructure and US$3 million for sanitation.
• In practice, O&M costs are not fully recovered from users, and public subsidies are necessary, which reduces the amount available for capital investment.

4. CSO2 Scorecard and Sector Performance

• The CSO2 scorecard evaluates the service delivery pathway in three categories: enabling, developing, and sustaining services.
• The enabling functions have been significantly strengthened, placing Burkina Faso above the average of other low-income countries in the region.
• The developing functions, particularly in sanitation, are weaker, limiting the country’s ability to outperform its peers.
• Sustaining functions are relatively strong due to effective management of urban water supply and capacity-building efforts.

5. Institutional Framework and Reform

• The WSS sector has undergone significant reform since the 1970s, including the creation of the National Office for Water and Sanitation (ONEA) in 1985 and its transformation into a state-owned company in 1994.
• The Ministry of Agriculture, Water and Fisheries (MAHRH) was established in 2002, with a General Directorate for Water Resources (DGRE) and Wastewater, Sanitation and Human Excreta (DGAEUE).
• The PN-AEPA has been developed to include a programmatic framework, investment program, and strategic guidelines.

Key Challenges

• Decentralization and local management remain a major challenge. Local stakeholders, including communes, regional departments, and water users' associations, lack sufficient human, technical, and financial resources.
• Monitoring and evaluation systems are weak, making it difficult to track progress and identify best practices.
• Sanitation coverage is low, with only 10% of the population having access in 2008, and it is unlikely to meet the 55% target by 2015.
• Household sanitation is still underfunded and overlooked, despite its importance in achieving the MDG targets.

Priority Actions

Sectorwide

• Finance the implementation of the Human Resources Development Plan for DGRE and DGAEUE.
• Strengthen the human, material, and financial capacities of communes and regional departments.
• Continue to mobilize resources for household sanitation in rural areas.
• Improve the monitoring and evaluation process by involving all stakeholders.
• Simplify public procurement procedures.
• Ensure consistency in standards and definitions used for coverage calculations.
• Conduct a household survey to establish reliable baseline data.
• Implement a standardized data collection process within the Ministry of Water and Sanitation.

Rural Water Supply

• Expand management reform to all regions.
• Increase human, financial, and material resources for communes and regional departments.
• Reinforce the competencies of water users' associations and the private sector.

Urban Water Supply

• Increase water production in secondary centers with a shortfall.
• Improve billing processes to ensure timely payments.
• Continue implementing ONEA's 9001/2000 certification audit recommendations.

Rural Sanitation and Hygiene

• Increase finance for household sanitation.
• Analyze the success and failure factors of past interventions to improve future strategies.
• Develop process guidelines and initiate a national hygiene and sanitation campaign.

Urban Sanitation and Hygiene

• Develop pit emptying services and wastewater treatment capacities.
• Find realistic technical and financial solutions for sewerage systems in Ouagadougou and Bobo-Dioulasso, considering low demand and limited user capacity to pay.
• Ensure sustainable financial stability in the subsector.

Conclusion

The report underscores that while Burkina Faso has made progress in the WSS sector, especially in urban water supply, significant challenges remain in sanitation and the decentralization of services. The CSO2 scorecard provides a framework to identify and address these bottlenecks, emphasizing the need for improved institutional capacity, better financial mobilization, and stronger monitoring and evaluation systems to ensure that finance is effectively turned into sustainable services.