2011年-世界发展银行全球_Water_Supply_and_Sanitation_in_Central_African_Republic___Turning_Finance_into_Services_for_2015_and_Beyond_32页_1mb

Summary of Water Supply and Sanitation in the Central African Republic (CSO2 Report)

Core Content

This report provides an overview of the water supply and sanitation (WSS) sector in the Central African Republic (CAR) as part of the second round of AMCOW Country Status Overviews (CSO2). It assesses the current state of the sector, highlights the challenges in translating finance into services, and outlines priority actions to improve service delivery.

Main Points

1. Sector Overview

• Coverage and Finance Trends:
  • Access to improved water supply and sanitation is currently low, with only 30% and 5% of the population having access in 2008, respectively.
  • The PASEA (National Water Supply and Sanitation Sector Action Plan) targets are 65% and 60% for water supply and sanitation by 2015.
  • To meet these targets, annual investment needs to increase significantly: 267,000 additional people per year for water supply (6-fold increase from 1990 levels) and 390,000 for sanitation (44-fold increase).

2. Investment Requirements

• Total Annual Investment: US$58 million up to 2015, split into US$47 million for water supply and US$11 million for sanitation.
• Current Funding: Only US$22 million per year is anticipated from public sources, with a significant deficit in rural water supply.
• Sanitation Funding: US$3 million has been committed, but an additional US$8 million is needed annually, with most of the burden on public funds.

3. Challenges in Service Delivery

• Underfunding: Budget forecasts are well below required investment levels.
• Low Budget Utilization: Only 47% of the required finance is expected to be available.
• Geographic and Political Barriers: Low population density, poor transport infrastructure, and insecurity in some areas hinder service delivery.
• Financial Instability: Poor tariff structures and underfinancing lead to low cost recovery and deteriorating service quality.

4. Reform Context

• The CSO2 scorecard was developed to evaluate the progress of reforms in translating finance into services.
• It assesses the service delivery pathway using nine building blocks, categorized into enabling, developing, and sustaining functions.
• The CAR scores below the average of other low-income countries (LICs) in the WSS sector, particularly in developing new services.

Key Information

5. Priority Actions

Sectorwide

• Develop a coherent framework for sector management (policies, technical standards, implementation guidelines).
• Improve coordination among stakeholders.
• Enhance information production and set up a sector review.
• Build capacities of sector stakeholders.
• Strengthen the role of communes in decentralization.
• Promote community ownership of facilities.
• Increase domestic and donor financing.
• Define and strengthen cost recovery mechanisms.

Rural Water Supply

• Establish a sustainable system for maintenance and spare parts.
• Build private sector capacity for borehole drilling.
• Improve committee supervision and monitoring of water points.
• Develop a national program based on actual needs with clear long-term targets.

Urban Water Supply

• Clarify the institutional framework for management.
• Define a socially acceptable pricing structure and improve cost recovery.
• Increase funding for rehabilitation and expansion of water supply facilities.
• Bring secondary urban centers to the same service standard as Bangui.

Rural Sanitation and Hygiene

• Implement tools to promote latrine construction.
• Address low levels of improved hygiene behavior.
• Align financing mechanisms with long-term behavior change.

Urban Sanitation and Hygiene

• Promote latrine construction using similar tools as in rural areas.
• Address low hygiene behavior.
• Develop pit-emptying services and resolve sludge treatment issues.

6. Data Sources

• Data is sourced from the Joint Monitoring Programme (JMP), the General Directorate of Water (DGH), and the PASEA.
• The report includes a costing model and highlights the need for improved transparency and programmatic frameworks.

7. Financial and Operational Considerations

• Operation and maintenance (O&M) costs are separate from capital expenditure (CAPEX) and amount to US$7 million per year for water supply and US$1 million for sanitation.
• O&M costs are often not fully recovered from users, which impacts capital investment capacity.

8. Institutional Reforms

• The sector has undergone several reforms, including the establishment of national agencies and the Regulatory Agency for Water Supply and Sanitation (ARSEA).
• However, many institutions are not yet operational, and the sector remains in transition from emergency aid to long-term development.

9. Timeline of Sector Reforms

• 1975: Creation of the National Water Company (SNE) for state management.
• 1991: Establishment of SODECA, with SNE as an asset-holding company.
• 1999-2000: Dissolution of SNE and creation of the Interface Unit.
• 2006: Adoption of the Water Law and the National Water Supply and Sanitation Policy (PSNEA).
• 2007: Drafting of the Poverty Reduction Strategy Paper (PRSP).
• 2009: Creation of the National Water Supply and Sanitation Agency (ANEA) and the Regulatory Agency (ARSEA).

Conclusion

The CAR faces significant challenges in achieving its WSS targets due to underfunding, poor coordination, and institutional weaknesses. The CSO2 report emphasizes the need for coherent policy frameworks, increased investment, improved cost recovery, and enhanced community involvement to ensure sustainable service delivery. The report serves as a guide for policymakers and stakeholders to identify and address the key bottlenecks in the service delivery pathway.