Professional Documents
Culture Documents
Writer
Reginald Indon
Editors
Chay Florentino-Hofileña
Giselle Baretto-Lapitan
Project Management
Amihan Perez
Ateneo Center for Social Policy and Public Affairs (ACSPPA)
Technical and Editorial Team
Rene "Bong' Garrucho, LGSP
Mags Maglana, LGSP
Abdul Jim Hassan, LGSP
Rizal Barandino, LGSP
Myn Garcia, LGSP
Philippine Center for Water and Sanitation - International Training Network Foundation (PCWS-ITNF)
Art Direction, Cover Design & Layout
Jet Hermida
Photography
Gil Nartea
WATSAN
WATER AND SANITATION SERVICES FOR ALL
Water And Sanitation Services For All
Service Delivery with Impact: Resource Books for Local Government
Although reasonable care has been taken in the preparation of this book, the
publisher and/or contributor and/or editor can not accept any liability for any
consequence arising from the use thereof or from any information
contained herein.
ISBN 971-8597-03-4
Published by:
This project was undertaken with the financial support of the Government of
Canada provided through the Canadian International Development Agency
(CIDA).
A JOINT PROJECT OF
IMPLEMENTED BY
FOREWORD i
ACKNOWLEDGEMENTS iii
PREFACE v
ACRONYMS vii
EXECUTIVE SUMMARY ix
INTRODUCTION 1
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
CONTENTS
ENDNOTES 87
ANNEX: 89
Water Supply Technology Options 89
Sanitation Technology Options 93
Sustainability of Community-Based Rural Water Supply Organizations 107
Directory 113
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
FOREWORD
T
he Department of the Interior and Local Government is pleased to acknowledge the latest
publication of the Philippines Canada Local Government Support Program (LGSP), Service
Delivery with Impact: Resource Books for Local Government; a series of books on eight (8)
service delivery areas, which include Shelter, Water and Sanitation, Health, Agriculture, Local Economic
Development, Solid Waste Management, Watershed and Coastal Resource Management.
One of the biggest challenges in promoting responsive and efficient local governance is to be able to
meaningfully deliver quality public services to communities as mandated in the Local Government Code.
Faced with continued high incidence of poverty, it is imperative to strengthen the role of LGUs in service
delivery as they explore new approaches for improving their performance.
Strategies and mechanisms for effective service delivery must take into consideration issues of poverty
reduction, people’s participation, the promotion of gender equality, environmental sustainability and
economic and social equity for more long- term results. There is also a need to acquire knowledge, create
new structures, and undertake innovative programs that are more responsive to the needs of the
communities and develop linkages and partnerships within and between communities as part of an
integrated approach to providing relevant and sustainable services to their constituencies.
Service Delivery with Impact: Resource Books for Local Government offer local government units and
their partners easy-to-use, comprehensive resource material with which to take up this challenge. By
providing LGUs with practical technologies, tested models and replicable exemplary practices, Service
Delivery with Impact encourages LGUs to be innovative, proactive and creative in addressing the real
problems and issues in providing and enhancing services, taking into account increased community
participation and strategic private sector/civil society organizational partnerships. We hope that in using
these resource books, LGUs will be better equipped with new ideas, tools and inspiration to make a
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T I
FOREWORD
difference by expanding their knowledge and selection of replicable choices in delivering basic services
with increased impact.
The DILG, therefore, congratulates the Philippines-Canada Local Government Support Program (LGSP)
for this milestone in its continuing efforts to promote efficient, responsive, transparent and accountable
governance.
II S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
ACKNOWLEDGEMENTS
T his publication is the result of the collaboration of the following individuals and institutions that
support the improvement of the delivery of water and sanitation services by local governments
to their constituents
The Local Government Support Program led by Alix Yule, Marion Maceda Villanueva and Rene “Bong”
Garrucho for providing the necessary direction and support
Rory Villaluna, Lyn Capistrano, Carmelo Gendrano and other staff of PCWS-ITNF for undertaking the
research and roundtable discussion and preparing the technical report which was the main reference
for this resource book; and for assisting in the review of the manuscript
Participants to the Roundtable Discussion on Water and Sanitation held last August 7, 2002 in Davao
City. Their expertise and animated exchange of opinions helped shape the technical report on which
this publication is based:
Mayor Gregorio Facula of Braulio Dujali; Florencio Leray, Arthur Moralde, Mel Villacin, and Alejandro C.
Sumiling of Quezon, Bukidnon; Rolando A. Balago of Misamis Oriental, Lorena Navallasca of Iloilo; Dr.
Jarvis Punsalan of Capiz; Delia Guinto of Carmona and Ellen Pascua of DILG
Sarah Coll-Black of CIDA; Lizette Cardenas of SWAPP; Ratan Budhathoki of NEWAH; Ruben P. Cajigas of
Leaf Foundation and Cherry B. Al-ag of OIDCI
LGSP Manager Victor A. Ozarraga and Program Officers Victor C. Alfaro, Aser Realubit, and Abduljim Hassan
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T III
ACKNOWLEDGEMENTS
Rizal Barandino for providing feedback that helped ensure that the resource book offers information
that is practical and applicable to LGU needs and requirements
Chay Florentino Hofilena and Giselle Baretto-Lapitan for the excellent editorial work
Amihan Perez and the Ateneo Center for Social Policy and Public Affairs for their efficient coordination
and management of the project
Mags Z. Maglana for providing overall content supervision and coordinating with the technical writer
Myn Garcia for providing technical and creative direction and overall supervision of the design, layout
and production
Sef Carandang, Russell Fariñas, Gigi Barazon and the rest of the LGSP administrative staff for providing
support
IV S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
PREFACE
S
ervice Delivery with Impact: Resource Books for Local Government are the product of a series
of roundtable discussions, critical review of tested models and technologies, and case analyses
of replicable exemplary practices in the Philippines conducted by the Philippines-Canada Local
Government Support Program (LGSP) in eight (8) service sectors that local government units (LGUs) are
mandated to deliver. These include Shelter, Water and Sanitation, Health, Agriculture, Local Economic
Development, Solid Waste Management, Watershed and Coastal Resource Management.
The devolution of powers as mandated in the Local Government Code has been a core pillar of
decentralization in the Philippines. Yet despite opportunities for LGUs to make a meaningful difference
in the lives of the people by maximizing these devolved powers, issues related to poverty persist and
improvements in effective and efficient service delivery remain a challenge.
With LGSP’s work in support of over 200 LGUs for the past several years came the recognition of the need
to enhance capacities in service delivery, specifically to clarify the understanding and optimize the role
of local government units in providing improved services. This gap presented the motivation for LGSP
to develop these resource books for LGUs.
Not a “how to manual,” Service Delivery with Impact features strategies and a myriad of proven
approaches designed to offer innovative ways for local governments to increase their capacities to better
deliver quality services to their constituencies.
Each resource book focuses on highlighting the important areas of skills and knowledge that contribute
to improved services. Service Delivery with Impact provides practical insights on how LGUs can apply
guiding principles, tested and appropriate technology, and lessons learned from exemplary cases to their
organization and in partnership with their communities.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T V
PREFACE
This series of resource books hopes to serve as a helpful and comprehensive reference to inspire and
enable LGUs to significantly contribute to improving the quality of life of their constituency through
responsive and efficient governance.
VI S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
ACRONYMS
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T VII
EXECUTIVE SUMMARY
Access to safe water and sanitation is essential not only for human survival, but also to improve the lives
of people, particularly the poor. Safe water and sanitation are necessary building blocks in the
development of healthier and more productive communities.
Yet access to safe water and sanitation services continues to be a major concern among many Filipinos.
Philippine statistics, for instance, show that only 67 percent of the urban population and 87 percent of
the rural population has access to water, while only 69 percent of the population nationwide has
sanitation facilities. The problem is directly linked to issues and problems related to the policy,
institutional, technical, financial, socio-cultural, and economic environments.
The challenge posed to LGUs is to enhance and re-imagine their involvement in water and sanitation
service delivery. As will be shown in this Resource Book, LGU experiences in water and sanitation
projects—particularly those which have used the community-managed and socially privatized
institutional arrangements—show tremendous promise in terms of project success and sustainability.
Such LGU efforts eventually achieved capital development and water-sanitation service efficiency,
but also encouraged the growth of strong local democracy and institution building.
The experiences of community-managed systems (in Doña Flavia, Casay and New Bulatukan) and of a
socially-privatized system (in Darangan) reveal that these two institutional arrangements are fast
emerging as alternative and viable models of community-based water systems, compared to the
traditional models of government-controlled or private corporation-controlled water systems.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T IX
EXECUTIVE SUMMARY
Community management and social privatization do not mean lesser government involvement. On the
contrary, government agencies and LGUs, in particular, will continue to play a vital role in providing a
favorable policy climate for greater community participation in WATSAN service delivery, and in
ensuring sustained institutional support for the organizations involved.
Certain guiding principles help enhance project implementation. In the experience of water and
sanitation advocates and practitioners and as articulated by the Philippine Center for Water and
Sanitation-International Training Network Foundation (PCWS-ITNF), these include (1) ensuring
sustainability of potable water supply and sanitation services, (2) effective implementation of water and
sanitation projects, (3) developing a culture of Operation and Maintenance (O&M), and (4) ensuring the
formation of viable institutional arrangements.
In practice, these guiding principles involve using appropriate technologies, ensuring community
participation, and transparent and conscientious resource and project management during project
implementation. It likewise involves investing in social preparation, institution building, and capability-
building in order to guarantee project continuity and sustainability.
By adhering to these implementing guide principles, LGUs stand to benefit from enhanced community
access to safe, efficient, and affordable water and sanitation systems; lower project and O&M costs; and
expanded government-private sector-civil society collaboration.
X S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
INTRODUCTION
The Philippines-Canada Local Government Support Program has put together this resource book in
response to the need to develop and disseminate knowledge on the importance of water and sanitation
and the issues and problems surrounding this sector. This resource book is a collection of ideas,
practical technologies, tested models, and good practices related to water and sanitation service
delivery that can be systematically disseminated and used by LGUs and their partners.
Although this resource book focuses on ways of improving water and sanitation service delivery, it likewise
tackles issues relating to poverty levels, gender promotion, people participation, and economic and social
equity and how these themes are connected to water and sanitation service delivery.
This resource book was developed in collaboration with the Philippine Center for Water and
Sanitation–International Training Network Foundation (PCWS-ITNF). The PCWS-ITNF is a non-government
organization concerned with public information, research, community organizing, advocacy, and
training for the awareness, appreciation, protection, and conservation of Philippine water resources. It
aims to heighten awareness among public and private institutions on development issues affecting water
and sanitation policy reforms and water resource management.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T 1
INTRODUCTION
The specific objective of the book is to provide local government officials and those helping LGUs develop
capacity in service delivery with:
1. An overview of the policy environment governing the water and sanitation sector;
2. Ideas on sustainable and cost-effective technologies, models, and practices related to water
and sanitation;
3. An understanding of the tremendous impact of water and sanitation projects on poverty
reduction and community development, and;
4. A vision of the evolving and critical role of local government units in providing water and
sanitation services.
A companion book published by the Philippines-Canada Local Government Support Program (LGSP),
titled “Resource Finder: Financial and Technical Assistance for LGUs,” provides additional information on
the different types of assistance that LGUs can access from government agencies, government financing
institutions, ODA, and civil society organizations. Water and sanitation is among the service areas covered
by the Resource Finder.
Chapter 1: Overview of the Water and Sanitation Situation. This chapter discusses the situation of
the water and sanitation sector in the global and national arena. It introduces LGUs to the challenges
at hand, while highlighting key concepts, the importance of water and sanitation services, their
potential impacts on communities, and guiding principles for LGUs.
2 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
INTRODUCTION
Chapter 2: LGU Mandates in WatSan Provision. This chapter contains the mandates for LGUs
concerning water and sanitation service delivery and the fundamental role of LGUs as catalysts for
development and social change.
Chapter 3: Implementation & Policy Issues and Guiding Principles. This section discusses the
different issues and recommendations related to water and sanitation projects. It provides LGUs a
general idea about the various factors and elements that hinder the development of water and
sanitation services. This section also presents the key elements needed to facilitate the success of
water and sanitation projects.
Chapter 4: Good Practices in WatSan Provision. This portion features the experience of five (5)
water and sanitation projects. The chapter explores two emerging approaches to water and sanitation
service delivery—community-managed water systems and the social privatization approach—and
looks into the nuances between these two systems. This chapter shows how these approaches engage
communities and promote direct access to water and sanitation. Apparently, these systems also nearly
match the financial and technological capacity level of LGUs. This chapter also explores a case involving
water service provision using the Build-Operate-Transfer (BOT) model as a variant of privatization.
These and the other potential sites identified in Chapter 5 can be visited by interested parties should
they want to directly verify and further learn from the cited experiences.
Chapter 5: References and Tools. This chapter presents other potential sites for possible study tours,
listing some of the models and approaches to water and sanitation service delivery (i.e., barangay water
and sanitation associations, water service development cooperatives, private sector participation
through concession arrangement, and Design-Build-Lease models, government-owned and controlled
water districts, among others). This chapter also identifies materials and tools that can be used by LGUs
and other users as reference.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T 3
INTRODUCTION
The annex section of this resource book provides illustrated options for water supply and sanitation
technologies and discusses what works and what does not in terms of sustaining community rural water
supply organizations. A section also provides contact details pertaining to the different water districts
and private water firms operating in the country as well as NGOs and other organizations that provide
support to the water sector.
LGUs are encouraged to review Chapters 1, 2, and 3 in order to adequately understand: (1) the basic
components related to water and sanitation service delivery, (2) the mandated roles of LGUs as
prescribed by existing legislation and government regulations, (3) the issues and problems surrounding
water and sanitation, and (4) the suggested guiding principles involved in implementing water and
sanitation projects. This information is handy when LGUs shape and deliberate on the emphasis of their
water and sanitation programs.
LGUs can also use this resource book to expand their list of choices (e.g., technology, financing options,
management style, institutional arrangement) on how they can provide, or improve, water and
sanitation services in their locality.
LGUs are urged to review Chapters 4 and 5 in order to gain insights or inspiration from the experiences
of other LGUs that have implemented their own water and sanitation projects. Further, these chapters
provide an appreciation of the emerging new role of LGUs vis-à-vis the growing popularity of community-
managed and socially privatized water and sanitation systems. This knowledge will help LGUs in
designing, allocating resources for, and implementing specific water and sanitation projects.
4 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
Overview of the Water and
Sanitation Situation 1
❙ KEY CONCEPTS
Overview of the WaTSAN Situation
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1 WATER AND SANITATION
Level II system consists of a source, a reservoir, a piped distribution network, and communal faucets.
Usually, one faucet serves four to six households and is generally suited for rural and urban fringe
areas where houses are clustered densely.
Level III system is composed of a source, a reservoir, a piped distribution network, and household
taps. It is generally suited for densely populated urban areas.
Type I facilities require a small amount of water to wash excreta into the receiving space or pit (e.g.,
pour-flush toilets). A non-water carriage toilet facility does not require water to wash excreta into
the receiving space or pit (e.g., ventilated improved pit latrine, sanitary pit privy).
Type II facilities are water carriage type facilities, having a pour-flush or flush-type toilet facility
and a septic vault/tank as the disposal facility.
Type III facilities are water carriage facilities with pour-flush type toilet facilities connected to septic
tanks, sewerage system, or treatment plants
Toilet use can be classified as communal, public, school, or household use. Two or more households
share communal toilets. Public toilet facilities are intended for public use, and are located in
markets, bus stations, etc. School toilet facilities are located in schools and are essentially for the
use of students. Individual households use household toilet facilities.
8 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
Overview of the Water and Sanitation Situation 1
Without adequate and appropriate water and sanitation facilities, diseases can easily spread
through water contamination. Thus, improved water and sanitation services can lead to significant
and tangible improvements in people’s well-being and way of life. Access to water supply and
sanitation services often results in lesser water-borne and water-washed diseases. People can be
more productive as more time can be spent at work and at school. The reduction in incidence of
diarrhea or other diseases caused by contaminated water, considerably improves health and
nutrition.
Furthermore, better health results in improved self-worth and status, especially among women.
An efficient and dependable water supply brings about higher levels of industry confidence in the
quality and supply of such a vital resource. Standards of urban infrastructure—including housing—
are likewise enhanced, while resources for leisure, recreation, and tourism are significantly
improved.
Yet access to water and sanitation services continues to be a major concern not only among
Filipinos, but also worldwide, especially among the poorer sectors. This problem is directly linked
to issues and problems related to the policy, institutional, technical, financial, socio-cultural, and
economic environments.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T 9
1 WATER AND SANITATION
10 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
Overview of the Water and Sanitation Situation 1
Given the enormous challenge of providing and improving water and sanitation services, the UN
Millennium Goals seek to reduce by half the number of those without access to safe water supply
and sanitation by the year 2015. A worldwide movement called Vision 21 was also created to give
priority to hygiene and sanitation and in sharing the management of water resources. There is also
the WASH Campaign, a global alliance for making safe water, sanitation, and hygiene a reality for
all. WASH is a global effort of the Water Supply and Sanitation Collaborative Council, launched at
the International Conference on Freshwater in December 2001. The campaign aims to: (1) raise
consciousness about sanitation and hygiene, (2) gain the commitment of political, social, and opinion
leaders around the world and, (3) ultimately bring about the structural and behavioral changes that
will provide a permanent solution to this preventable international crisis.
The Philippine government, meanwhile, expects to increase water supply coverage to 93 percent
in rural areas, 90 percent in Metro Manila, and 87 percent in the other urban areas. For sanitation,
the target is to cover close to 76 percent of the country’s total population.
To achieve these targets, the national government has determined a course of action that is firmly
established in the Medium Term Development Plan for 1999-2004 Policies and Strategies. These
are to:
1. Create an independent authority that will formulate national policies on water resources
management, regulation, utilization, planning and conservation.
2. Pursue sustainable development and management of water resources.
3. Promote an integrated approach to link social and economic development with the protection
of natural resources and ecosystems.
4. Provide a favorable environment for LGUs, with assistance from the Department of the Interior
and Local Government, and private sector participation (PSP) in the provision of water supply
and sanitation services.
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1 WATER AND SANITATION
5. Pursue private sector participation in providing water supply and sanitation facilities, especially
in other urban areas.
6. Enhance information campaign and training in proper waste disposal and ecological and
environmental preservation with special emphasis on women’s participation.
7. Develop and provide incentives for contiguous water districts to amalgamate into single
business entities.
8. Harness the resources of the private sector in improving water services and sewerage facilities
in Metro Manila and other urban areas.
9. Adopt a holistic approach to water resources development.
10. Develop standards for regulation of service efficiency.
11. Pursue the enactment of an independent authority.
12. Encourage the development of sewerage and sanitation facilities.
13. Encourage the reuse and recycling of water and the harvesting and impounding of rainwater.
14. Pursue the preservation of the environment.
15. Continue the improvement of financial and technical evaluations of water districts to address
water services sustainability.
16. Support the creation of river basin authorities to effect integrated water resources management.
17. Pursue and strengthen the strict enforcement of water-related laws, rules and regulations, and
adopt stiff and proportionate penalties for violators.
❙ EXISTING ENVIRONMENT
◗ INSTITUTIONAL
The major government units responsible for regulating the water sector in the country are the
Metropolitan Waterworks and Sewerage System (MWSS), Local Water Utilities Administration
(LWUA), National Water Resources Board (NWRB), and local government units. These government
units monitor and regulate the water tariffs (i.e., water rates) charged by private sector water
districts and concessionaires.
12 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
Overview of the Water and Sanitation Situation 1
The MWSS has a regulatory office specifically mandated to ensure that the terms and conditions
under which private concessionaries operate are strictly followed. The LWUA oversees the water
districts. The NWRB issues the water permits and regulates non-water district water providers.
Other government units also responsible for economic regulation of water resources at the
national level are the following:
1. Department of the Interior and Local Government (DILG) for general administration and
institution-building support to local government units.
2. Presidential Task Force for Water Resources Development and Management - This agency,
under the Department of Environment and Natural Resources (DENR), is the oversight body for
efficient water use and sourcing.
3. Department of Environment and Natural Resources (DENR) for pollution control.
4. Department of Health (DOH) for water quality regulation and setting standards on testing,
treatment, and surveillance
5. Department of Public Works and Highways (DPWH) for setting technical standards for
engineering surveys, design and operation, and maintenance.
6. Department of Budget and Management (DBM) for budget releases and allocation planning.
7. National Economic and Development Authority (NEDA) for overall planning and policy
coordination and formulation.
8. Department of Finance (DOF) for the management of financial resources.
For sanitation, the NEDA is involved in coordination and planning. The DOH is mainly concerned
with policy formulation and provides hygiene education and toilet bowls through specific projects.
At the local level, the Municipal/City Health Officers are the health promoters and also help
oversee water quality. Meanwhile, the DENR concerns itself with the protection of bodies of
water and the environment.
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1 WATER AND SANITATION
Although there are various government agencies involved in the water and sanitation sector,
there is often a lack of coordination in planning and policy formulation. In turn, this has resulted
in the implementation of lopsided and incongruent development initiatives.
Until now, many areas in the country have no access to water. And in some areas where water and
sanitation services are available, the quality of service is far from satisfactory. The problem is
linked to revenue losses of service providers caused by the poor collection of water payments and
increasing cost of water leakages and pilferages. Revenue losses have limited the capacity of
service providers to finance service expansion and improvements.
Further compounding the problem is the lack of reliable data on the water and sanitation situation
in the country, which prevents development planners and decision-makers from formulating
appropriate solutions to the problems. In addition, the wide range of agencies in the sector
(resulting in duplication of functions and fragmented planning) often causes the slow and weak
enforcement of water and sanitation policies, laws, rules, and regulations.
In a nutshell, the water and sanitation sector is weighed down by a lack of leadership and
institutional efficiency.
There exists enough legislation and government policies that govern the water and sanitation sector
but these are not being sufficiently implemented. These include, but are not limited to, the
following:
14 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
Overview of the Water and Sanitation Situation 1
(The LGU mandates are further taken up in Chapter 2 of this resource book.)
The task ahead is to translate these policies into concrete action and practices, especially at the local
and community levels. It is also important to develop policies and action plans that regard water
as a limited resource that must be conserved and managed efficiently. Because water supply is very
limited, all its competing uses (drinking, irrigation, industrial, and commercial) have their own
economic value. The challenge is to find a way to efficiently conserve and manage water, and to
strike a balance among the competing uses of water.
Chapter 4 of this resource book will show how some local government units have taken the
initiative to develop water and sanitation projects in their areas.
◗ FINANCING
Funding is a major factor affecting the water and sanitation sector, as will be shown in Chapter 4.
Traditionally, funding for water and sanitation projects have come from any or a combination of
the following sources:
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1 WATER AND SANITATION
This is not to say that funding has always been available. In fact, fund scarcity is a major problem,
especially since the sector has to compete for financial market resources and has not always been
given the highest priority by the previous and current administrations.
In 1993 to 1998, for instance, only two percent of the national government infrastructure program
was allocated to water resources. This was further subdivided for irrigation, water supply, sewerage,
sanitation, flood control, drainage, and other infrastructure projects.
Financing can come from external or internal sources. External sources include loans (e.g., from the
LWUA), Countryside Development Funds of national legislators, grants, and national government
programs. Internal sources, meanwhile, include LGU resources, Internal Revenue Allotment and Social
Development Funds, LGU manpower, material stocks and equipment, and community resources.3
It will be helpful to take note of the Dublin Principles when LGUs prepare their responses to local
water and sanitation challenges. Basically, the Dublin Principles states that water and sanitation
service provision should be comprehensive, that existing autonomous institutions should be
tapped as project partners, and that water resources should be treated as an economic resource.
(More of the Dublin Principles is discussed in Chapter 3.)
Informed by Philippine and global experiences in community-based water and sanitation service
provision, the Philippine Center for Water and Sanitation recommends four guiding principles for
LGUs:
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Overview of the Water and Sanitation Situation 1
Although there can be many types of privatization, the most well known is the corporate
privatization model. The Magdalena case study illustrates this type of privatization model.
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Community management has become the leading concept for implementing water supply
systems in rural areas in developing countries. The idea that communities themselves should
operate and maintain water supply systems came partly from an eroded belief in the idea that only
central governments can secure the service requirements of their populations, and partly from the
positive belief that communities possess the skills and motivation to meet their own essential needs.
The cases of Doña Flavia, Casay and New Bulatukan featured in Chapter 4, are examples of
community-managed systems.
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LGU MANDATES in watsan
provision 2
LGU MANDATES in watsan provision
Excerpts from the Local Government Code, R.A. 7160 – An Act Providing for Local Government
Code 1991 (Approved by President Corazon Aquino, October 10, 1991)
Barangay
(iii) Services and facilities related to general hygiene and sanitation, beautification, and solid
waste collection;
(v) Maintenance of… water supply systems;
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Municipality
(vi) Services and facilities related to general hygiene and sanitation;
(viii) Infrastructure facilities intended primarily to service the needs of the residents of the
municipality and which are funded out of municipal funds, including, but not limited to …
communal irrigation, small water impounding projects and other similar projects; artesian wells,
spring development, rainwater collectors, and water supply system;… drainage, and sewerage
and flood control;….
Province
(vii) Infrastructure facilities intended to service the needs of the residents of the province and which
are funded out of provincial funds including, but not limited to… inter-municipal waterworks,
and irrigation systems… drainage and sewerage, flood control,…
City
All the services and facilities of the municipality and province…
Excerpts from the Rules and Regulations Implementing the Local Government Code of 1991
(Approved by President Corazon Aquino, February 6, 1992)
Art. 25. Responsibility for Delivery of Basic Services and Facilities. The LGUs shall, in addition to their
existing functions and responsibilities, provide basic services and facilities devolved to them
covering, but not limited to, the following:
Barangay
(c) Services and facilities related to general hygiene and sanitation, beautification, and solid waste
collection;
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LGU MANDATES in watsan provision 2
Municipality
(f ) Provision of… services or facilities related to general hygiene and sanitation;
(g) Construction and maintenance of infrastructure facilities funded by the municipality to serve
the needs of the residents including, but not limited to:
(4) Communal irrigation, small water impounding projects and other similar projects;
(6) Artesian wells, spring development, rainwater collectors and water supply systems
(7) … sewerage and flood control;
Province
(g) Construction and maintenance of infrastructure facilities funded by the province to serve the
needs of the residents including, but not limited to:
(2) Inter-municipal waterworks… and irrigation systems… drainage and sewerage, flood control….
City
All services and facilities provided by the municipality and the province.
❙ NATIONAL POLICY ON
URBAN SEWERAGE AND SANITATION OF 1994
◗ NEDA BOARD RESOLUTION NO. 5, SERIES OF 1994
Be it resolved, as it is hereby resolved to approve as the same is hereby approved and confirmed
the following recommendations of the INFRACOM:
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A. NATIONAL POLICY
B. NATIONAL STRATEGY
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RULE 3
DEFINITION OF TERMS
Article 5. Definition of Terms. For purposes of these Implementing Rules and Regulations, the
following terms shall be construed to mean as follows:
a. Levels of Service. Based on NEDA Board Resolution No. 12 (series of 1995), approving the
common definition of terms relative to water supply, sewerage and on-site sanitation, levels of
service are defined as follows:
Level I (point source) – a protected well or a developed spring with an outlet but without a
distribution system; generally adaptable for rural areas where the houses are thinly scattered.
A level I facility normally serves an average of 15 households.
Level II (communal faucet system or stand posts) – a system composed of a source, a reservoir,
a piped distribution network, and communal faucets. Usually, one faucet serves four to six
households. It is generally suited for rural and urban fringe areas where houses are clustered
densely to justify a simple piped system.
Level III (waterworks system or individual house connections) – a system with source, a reservoir,
a piped distribution network, and household taps. It is generally suited for densely populated
urban areas.
b. A financially viable water supply system refers to a system wherein its revenues can cover for
all costs related to capital and operation and maintenance, including providing for reasonable
reserves for future expansion. For those systems managed by water districts, a financially
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viable system is one that is able to generate revenues directly from user payments sufficient to
cover all costs. For LGU-managed systems, capital and operations maintenance costs shall be
covered through a combination of user fees, general municipal taxes and other incomes
available to the LGUs.
RULE 4
ROLE OF LOCAL GOVERNMENT UNIT
Article 6. General. The Local Government Code of 1991 mandates the decentralization and
devolution of authority to LGUs in providing for certain basic services, which include safe potable
water. At the local level, the LGUs are responsible for providing reliable water supply to their
constituents, whether these are in the form of levels I, II or III systems, depending on the expressed
demand by the community for these services. LGUs may both directly provide and finance these
services, or involve the private sector to participate in both provision and financing through
concession, management or service contracts.
Article 7. Financing and Cost Recovery. In financing water supply investments, the LGUs may tap their
Internal Revenue Allotment and/or locally generated revenues, or leverage these resources to borrow
from government and private financial institutions. The amount that an LGU can borrow, including
the required equity, is dependent on its current and expected revenue performance, as well as the
amount of user charges and equity contributions from the community shall be a local decision of
the LGUs concerned.
For any national government grant that may be provided for the development of level I systems,
the LGU and beneficiaries concerned shall be required to provide any remaining amount as equity
to the investment. No subsidies from the national government shall be provided for levels II and
III systems.
In providing for Level III service, the LGUs may opt to form a water district or an LGU company, provide
a franchise to a private party or participate in a joint venture with a private party. Except in areas
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with water districts, LGUs shall maintain overall responsibility for ensuring consumer satisfaction
through the exercise of institutional and/or contractual regulatory powers over local water utilities,
in collaboration with other national regulatory agencies, and by instituting a system of public
performance audit.
Cost recovery through user payments shall be encouraged for both capital and operation and
maintenance costs. However, at the minimum, user payments shall be required to cover the
operation and maintenance costs in all service levels. For LGU-owned, operated and/or guaranteed
systems, any shortfall in revenues required for loan repayment shall be financed by the LGU from
its Internal Revenue Allotment and/or locally-generated revenues, following a process of negotiation
between the LGU and the beneficiaries concerned on the level of user payments.
For systems managed by local water districts, full cost recovery, through user charges, is required
by LWUA.
In areas where there are existing local water districts, LGUs may finance rehabilitation works
and/or expansion of the existing water works system on the following conditions:
a. The local water district concerned is not in LWUA’s current program of assistance, that is, it is not
included in any loan of LWUA with a financing institution, and
b. Endorsement by the local water district concerned should have been secured.
In the event that the local water district is servicing a loan from LWUA, the local water district shall
seek clearance from LWUA prior to entering into an agreement with the LGU concerned on any
program of system expansion.
Article 8. Management of Systems. LGUs shall adopt commercial principles in the operation and
management of water utilities in order to provide cost-effective and reliable services to consumers,
whether management of the system is a direct responsibility of the LGU or is contracted out by the
LGU to the private sector. An LGU may also consider amalgamating or consolidating its system with
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that of its neighboring LGUs in order to benefit from economies of scale that could expand water
supply services to consumers at the lowest possible cost.
For the operation and management of Levels I and II systems, the LGUs shall initiate the formation
of Barangay and Rural Waterworks and Sanitation Associations (BWSAs/RWSAs), respectively,
through a participatory approach involving consultation with all stakeholders (Article 20) and assist
in their registration with the appropriate authorities (Article 21). Upon request, LGUs may accredit
duly registered RWSAs/BWSAs in order to enable them to avail of financial assistance from local
governments. LGUs shall have overall supervision of RWSAs and BWSAs.
Article 9. Project Planning and Development. Provinces and cities/municipalities shall be required
to prepare, and update on an annual basis, provincial and city/municipal sector plans that are
consistent with a national sector plan. These sector plans shall be integrated into the local
investment programs. Water supply projects shall be identified from the local investment program.
A financing program of foreign and nationally/locally-generated resources, including private
sector resources, shall support the local investment program.
Article 10. Approval and Award of Contracts. The LGUs shall be required to conduct public bidding,
in accordance with the provisions of Law, including Presidential Decree No. 1594, as amended,
Executive Order No. 164, Executive Order No. 302 and other applicable laws, and shall have the final
authority to approve and award contracts for water supply and sanitation projects within their
jurisdictions.
Article 11. Application for Water Rights. LGUs of the concerned water utility shall apply for water rights
from the National Water Resources Board prior to implementing a project that would require
extraction of water.
Article 12. Public Performance Audit. The LGUs shall establish a system of public performance
audit for public and private water utilities focusing on critical performance indicators. Upon
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request of the LGUs, DILG may provide technical assistance for the purpose, in coordination with
appropriate national government agencies.
Option Description
LGU-Financed and Managed The LGU finances the investment from its income and other resources available
to it (e.g. IRA, locally-generated taxes, grants) or borrows from financial institution.
It then establishes a profit center within the LGU office with a separate cost
accounting system. Under this arrangement, the LGU directly manages the
operations of the commercial risk.
Service Contract The LGU finances the investment and directly operates and manages the system.
It enters into contract with a private party to undertake billing and collection and/or
repair and maintenance activities for a fee. The LGU maintains a profit center within
the LGU office and assumes the commercial risk.
Management Contract The LGU finances the investment and enters into contract with a private party to
manage the system. The private party collects the water tariffs set by the LGU,
operates and manages the system and in turn, is paid a management fee by the
LGU. The LGU maintains a profit center within the LGU office and assumes the
commercial risk.
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Option Description
Lease Contract The LGU finances the capital expenditures and leases the facility to the private sector.
The private sector assumes the commercial risks and the responsibility to operation
and maintenance. To recover its costs, the private party is allowed to collect user
fees as well as any other charges on behalf of the LGU.
Concession Contract The LGU enters into contract with a private party to undertake the investment. The
private party assumes the assets of the LGU and undertakes to expand the services
according to the terms and conditions of the contract. The private party is allowed
to operate the system and to collect user fees to recover its costs and earn a
reasonable return on its investment. After the contract expires, the system reverts
to the LGU or may be contracted out again by the LGU.
Creation of a Local The LGU may create a local water district. The local water district finances the
Water District investment from a loan from the Local Water Utilities and Administration (LWUA)
and operates and manages the system. The local water district is then supervised
by LWUA.
LGU Company The LGU may form a water company to handle the provision of the service. The
water company shall be duly registered with the Securities and Exchange
Commission (SEC) and shall have share holdings which can be sold to the private
sector in the future. The LGU appoints the board members to be selected from the
private sector who would then manage the company along commercial principles.
Build-Operate-Transfer Under the BOT scheme, the private sector finances the investment or any of its
variants (per RA6970 as amended), operates it for a certain period of time after which
the asset is transferred to the LGU. The private party is allowed to collect user fees
to recover its costs and earn a reasonable rate of return on its investment. The LGU
and the BOT proponent negotiate on the risk sharing.
Joint Venture Agreement Under a joint venture agreement, the LGU and the private party share in the risks
of the project and operate the system through a shared management and
organizational structure.
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IMPLEMENTATION & POLICY ISSUES
And GUIDING PRINCIPLES 3
IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES
This chapter looks into some of the major implementation and policy issues and problems
CHAPTER
surrounding water and sanitation, which, for purposes of this Resource Book, are being presented
in two categories: LWUA/water district level and LGU level. LGUs can respond to these issues and
3
problems by taking into account certain guiding principles, which will later be spelled out within
the Chapter. Chapter 4 further illustrates how these guiding principles are being applied at the field
level.
Water districts are public water supply utilities outside Metro Manila that are responsible for
water supply and sewerage development and operation and management [Level III service] in urban
areas. A Water District is a local corporate entity governed by a Board of Directors appointed by the
local government, and managed by a General Manager appointed by the Water District Board. The
creation of a water district is based on a transfer of ownership of assets from the local government.
Water districts are established under the Local Water Utilities Administration (LWUA).
Funding is a major issue. Funds generated internally by the LWUA and water districts are often limited.
The lack of funds is one major reason why the LWUA provides loans to only a few viable water districts,
and why water districts find it extremely difficult to pay their loan obligations to the LWUA. The result
is a loss of financial viability for both the LWUA and water districts.
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The relatively low-cost loans provided by the LWUA have also discouraged water districts from trying
to access private sector resources (bank loans). The problem is further compounded by the fact that
the LWUA no longer receives any budget from the national budget. This means less money
allocated for operation, maintenance, and upgrading of existing water systems.
Because the LWUA and the water districts lack the necessary capital to finance systems upgrading
and expansion, they are unable to meet their coverage targets. There are three experiences of water
districts featured in this resource book: Davao Water District, Manila Water and Maynilad. The
first is semi-public, while the last two involve the private sector through the consignment
arrangement. LGUs wishing to know more about water districts can find more information in
Chapter 5.
◗ LGU LEVEL
There are five major LGU issues related to providing water supply and sanitation services:
Institutional
Because water and sanitation are not the only problems confronting communities, water and
sanitation projects must compete for LGU scarce resources. Likewise, communities compete with
each other for water resources. Yet at the same time, different water uses (potable, irrigation, and
industrial) compete with each other. To make matters worse, inadequate attention given to
sanitation issues imperils the health and environmental benefits of an improved water supply.
Since water and sanitation projects are normally viewed as high-profile development projects,
unscrupulous politicians can use them as a political tool. Thus, it is important to regard water and
sanitation projects as more than an infrastructure problem and repackage them as social enterprises.
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IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3
Technical
In many instances, water and sanitation systems are designed with little rational basis mostly
because there is a real lack of knowledge about various low-cost technology options. As a result,
inappropriate technology is often applied, which can mean higher project costs. The rising cost of
project inputs, graft and corruption, improper operation and maintenance of the system, and the
need or tendency to obtain water from more distant sources also contribute immensely to the rising
cost of water supply service.
Thus, poverty stricken communities and areas (specifically in areas without surface or ground water),
should give serious thought to using rainwater and technologies to reduce their investment on water
systems. Likewise, there is a need to develop project designs and options for water and sanitation
projects in coastal areas.
Financial
LGU financing for large-scale water systems is very limited (e.g., there are strict limitations on LGU
borrowing) as sanitation and sewerage projects are simply not a priority. In addition, capacity building
is not regarded as an important investment cost. Instead, there is a preference for short-term, mostly
heavily subsidized projects that yield also short-term returns.
Exacerbating the problem is the public’s indifference to rising water costs primarily because water
is regarded as a free resource. Because rate increases are often viewed with suspicion and associated
with graft, some social preparation may be necessary to change this mindset.
Although water must be affordable, there are expensive water systems that charge very high
water tariffs. Such water systems ultimately tend to discriminate against those who cannot afford
the cost of water. As shown in the case of the Magdalena Water System Project in Laguna, the need
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to recoup investment and generate profit ultimately failed to provide the community with
affordable water (Chapter 4).
Environmental
Water sources are quickly being depleted due to environmental degradation. In many areas,
saltwater and pollutants have seeped into groundwater sources, resulting in poorer water quality.
Meanwhile, unabated population growth and inadequate provision for wastewater management
contribute to increasing waste and wastewater problems. These problems eventually lead to
water source and environmental degradation.
Socio-cultural
Increasing population puts an enormous demand on water resources. What makes this worse is
that only a minority has good access to water. Likewise, there is a growing mentality among
people that water closet toilets, washing machines, and the like are the ideal—thus negating the
option of using more appropriate, alternative, and less costly technologies.
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IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3
As articulated by the Philippine Center for Water and Sanitation-International Training Network
Foundation (PCWS-ITNF), these guiding principle are: (1) ensure sustainability of potable water supply
and sanitation services, (2) ensure effective implementation of water and sanitation projects, (3)
develop a culture of operation and maintenance, and (4) employ viable institutional arrangements.
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◗ ENSURING SUSTAINABILITY OF
POTABLE WATER SUPPLY AND SANITATION SERVICES
From experience and study over the years, the PCWS-ITNF has found that the common elements
of project sustainability are: (a) using appropriate technology; (b) fostering community participation;
(c) and ensuring transparent and conscientious resource management.
Appropriate technology
For any given community situation, there is usually a wide choice of technology options for water
supply provision:
Water source – ground like springs and wells, surface water (check gates and dam reservoirs),
rainwater
Water treatment – disinfection (use of chlorinators, ultraviolet, and slow sand filter); use of settler
tanks and filter areas to remove turbidity; removal of dissolved and unwanted substances
(desalination, charcoal filtration, flocculation)
Water transmission – motorized or manual pumps, public taps (community faucets), household
connections
Service level – taps at source (level 1), public tap stands (level 2), and individual household
connections (level 3).
Type of intervention – do nothing at all; build, expand, or rehabilitate a system; have various
sources, systems and technologies serve a community.
For sanitation, one has the various wet and dry on-site technologies (human waste is contained,
treated, and released into the environment at the site of its generation), and offsite technologies
(human waste is conveyed to a central treatment facility).5
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IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3
For the two-thirds of Filipinos who live in rural and semi-rural areas, the on-
site sanitation options available to them seem to be affordable enough. Parameters for
However, for the rest who live in urban areas and whose wastewater can
only be treated off-site, a per capita construction cost of P4,000 to P7,000
Evaluating WatSan
will translate into unacceptable sewage treatment charges of P200 to Technologies
P350 per household, per month, if present West-originated technologies
are adopted. Treatment options that are less expensive should thus be a. What savings are
developed. made in the
community’s water-
The most appropriate technology is the one that delivers the most benefits
at the least cost. Thus, one important way of determining the most
fetching efforts?
appropriate combination is through the cost-benefit ratio. b. How much household
labor is saved?
Costs are easy to estimate: depreciation, interest on investment, and
c. What are the benefits
operating costs. The environmental impact of the project also has to be
taken into account: the disturbance caused by construction of the system; on health?
the value of the water extracted from the ecosystem; and the cost of d. What livelihood is
mitigating the increased wastewater that is generated. The type of created in the use of a
technology to be used is also determined by the capacity of the source.
particular technology?
Benefits need to be more thoroughly examined. Each technology option
has to be investigated using the following parameters: (a) what savings are
made in the community’s water-fetching efforts? (b) how much household labor is saved? (c)
what are the benefits on health? and (d) what livelihood is created in the use of a particular
technology?
Aside from using cost-benefit analysis to ascertain which appropriate technology to use, it is also
important to establish who will receive these benefits in the community. Ideally, everybody should
equally benefit. If this is not possible, the poor, the women, the very young, and very old should
benefit the most since they are most disadvantaged.
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The technology must also be knowledge and human resources intensive rather than capital
intensive; local, rather than imported resource intensive; and operated and maintained by local
residents. Hence, the strategy is to maximize the use of local resources and assets.
Hence, it essential for key stakeholders (which include the local government, the community,
and technical people) to acquire the necessary technological aptitude, proficiencies, and confidence
needed for the construction, operation, and maintenance of water and sanitation systems. This can
be done through training, research and study, and hands-on exposure.
The proper selection and design of technology can save 30 percent or more of project construction
and running costs.
Community participation
If a project is to be sustainable, it is important to get the community involved from the very start.
The community must express a need for such a project and they must be informed of the available
technology options and their implications at the project planning stage. They should be allowed
to make an informed choice from these options so that they will “own” the project. It is equally
important for the community to acquire the skills in the operation and maintenance of the system,
not just through training, but also from their direct involvement in the project.
A community has numerous local resources that they can reasonably volunteer for use in the project,
such as time, manpower, materials, finances, management structures, right-of-way acquisition,
supervision and monitoring, the security of project personnel, materials and equipment. The use
of these local resources not only reduces the cost of the project for the LGU, but also indicates: (a)
the importance placed by the community on the project, and (b) the willingness of the community
to sustain the project.
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IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3
Organizing for sanitation, meanwhile, is more difficult than organizing for water supply. In a
community in Indonesia, it took two decades to improve sanitation coverage from 17 percent to
85 percent.
Yet one cannot go around sanitation issues. Aside from linking hygiene, water supply, and the
environment with sanitation, a possible strategy would be to make sanitation more attractive by
linking it to resource recovery.
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Graft and inefficiency do not only waste government resources, they also perpetuate a culture of
corruption and distrust of government. People will not sustain projects and systems that are
tainted by graft.
There is no other way of fostering good governance than for the LGU to lead by example. LGUs can
facilitate transparency by:
1. Ensuring accountable and transparent records and the free flow of information.
2. Putting in place financial and procurement management.
3. Being informed about current and reasonable prices of project inputs obtained through fair and
thorough canvassing; when and where possible, involving the community in the canvassing and
procuring of materials.
4. Ensuring community participation and the community’s ability to understand the project and
discern values.
5. Timely and thorough monitoring (especially on financial and procurement matters)
6. Maintaining check-and-balance systems.
7. Adopting transformational political leadership, that is, emphasizing on meeting the general
community’s interests over individual needs.
Transparent and conscientious resource and project management can reduce project costs and
increase sustainability by 30 percent or more.
The matrix on the next page offers a framework on how LGUs can address specific water and
sanitation issues and concerns through appropriate technology, community participation, and
transparent and conscientious resource and project management.
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IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3
HOW SUSTAINABILITY FACTORS CAN ADDRESS WATER SANITATION ISSUES AND CONCERNS
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Gaps in the knowledge Continued upgrading of Information and skills Proficiency of people who
and practice of knowledge and capability dissemination in the will implement projects
appropriate for the practice of community using these technologies
technologies appropriate technologies
Rising investment costs Selection of technologies Community counterparts Avoidance of graft and
of water supply service with the greatest cost- Financial recovery inefficiency in projects
benefit ratio measures Good financial and
procurement
management
Water supply and Selection of most Community counterpart Avoidance of graft and
sanitation competing appropriate technologies Financial recovery inefficiency in project
for resources with other using cost-benefit measures measures Good financial and
governmental and prioritizing this over procurement
responsibilities other government management
expenditures
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3 WATER AND SANITATION IMPLEMENTATION & POLICY ISSUES AND GUIDING PRINCIPLES 3
In order for project implementation to be effective, each of the key sustainability factors (i.e.,
appropriate technology, community participation, conscientious and transparent management)
must be applied at each stage of the project. The following is a simple run-down of what should
be accomplished per project stage.
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Operation and maintenance planning should start at the design stage of a project rather than be
an afterthought. Too often, much of the water sector is construction-oriented rather than operations
and maintenance-oriented. A lot of money can be spent all at once during construction, while
operation and maintenance is a continuing, yet involved and low-budget, activity.
The community should be willing to accept the responsibilities for operation and maintenance: to
pay the sustainable and rational water tariffs and to select a democratic and responsible community-
based operation and maintenance organization. It is important for this organization to be willing
to acquire the necessary technical, financial, and administrative skills. Outside resources for
operation and maintenance should likewise be identified (replacement parts, equipment, services,
information and knowledge).
With conscientious attention given to operation and maintenance, water and sanitation systems
can serve the communities for their full service life of up to 50 years and even expand to meet future
community needs. (Proper turn-over of projects from the funding agency or LGU to the community-
beneficiary should help ensure that water associations are held responsible for the operations and
maintenance of projects.)
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LGUs can explore the various institutional, financial and management arrangements for water and
sanitation as prescribed by NEDA Resolution No. 6 (series of 1996) featured in Chapter 2 of this
Resource Book. These viable institutional options include LGU-financed and managed, private sector
participation or privatization (e.g., service contract, management contract, lease contract, concession
contract, Build-Operation-Transfer, and joint venture agreement), and creation of a Local Water District
and/or LGU Company.
The Resource Book particularly highlights two options in water and sanitation systems provision:
privatization and community-managed models. LGUs seem to be very interested in these models,
even if the NEDA has not identified the latter as a management model for water and sanitation
projects.
Privatization refers to the provision of publicly funded services and activities in the areas of social
services, welfare, and employment by non-governmental entities.6 Although there can be many
types of privatization, the most well known is the corporate privatization model. The Magdalena
case study is an example of corporate privatization.
Community management has become the leading concept for implementing water supply
systems in rural areas in developing countries. It was seen as an answer to the large-scale
breakdown of water supply systems and the failure of governments to either provide clean water
or devise a system where other agencies would supply it reliably and consistently. The idea that
communities should operate and maintain water supply systems themselves came partly from a
growing skepticism in the idea that only central governments can secure the needs of their
populations, and partly from the conviction that communities have the skills and motivation to meet
their own essential needs.7
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Community-managed water supply systems work well when people are involved, when their
needs are clearly established, when the capacity building is built into the process, and the local
management structures are emphasized. Other enhancing factors include: prior and informed
consultation, clarity of ownership and responsibilities, indigenous leadership, and personal and
collective responsibilities in carrying out the work ahead. However, experience from the field
reveals that there are some considerations in implementing community-based water systems.
Participation in decision-making between the support groups (NGOs, LGUs) and primary
stakeholders (user groups) is crucial. This should take place in a continual process of shared
decision-making at all stages of the project cycle. Participation helps the community
develop its sense of responsibility and control over the local operation, maintenance, and
management of the water or sanitation system. However, participation should not be limited
to labor and money contributions.
Community members are able to make informed choices in terms of choice and location of
water/sanitation system, technology and level of service, operation, maintenance and
management.
Capacity building is an output, especially the development of skills in management,
planning, analysis, decision-making, and problem solving.
Provision for the transfer of responsibility is built in from the beginning of the project, clearly
recognizing that this is a process, not an event. Officers should not hold the same positions
for a very long time.
Paid jobs in service operation and management are created wherever possible. Reliance on
volunteer labor is reduced or eliminated.
Technology is kept very simple to maintain and repair, where possible, with a reliable supply
of spare parts and technical assistance available locally.
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1. The hiring of a full time CO worker who will initially receive training and guidance on how to
organize the men and women of a barangay into a viable user's group that will be involved in
the decision-making processes of a water and sanitation project.
2. Adequate budget for barangay level trainings and follow-up capability-building activities.
3. Continuous supervision and monitoring that focus on sustainability indicators both at the
community level (users' group level) and support group level (LGU or federation).
4. Adequate time to allow the community association to develop and consolidate. The time frame
for this kind of project varies. For instance, the time frame of six months to one year helped
significantly to sustain the momentum of one community association in managing its water
systems.
5. Support for other activities such as networking and linkage building. The continuous flow of
visitors to the demonstration project plus the assistance required from the other barangays kept
the community association active and alert. These kinds of support from other communities
served as a challenge to the community association to run its affairs well.
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The Doña Flavia, Casay and New Bulatukan associations exemplify a community-managed institutional
arrangement. In these cases, integrating and investing in social infrastructure development and
capability building in water-sanitation projects facilitate the growth of viable local organizations that
could eventually take over the responsibility of managing, operating, and maintaining the water
delivery system. Also clear in both cases is the involvement of LGUs in the development of local
organizations and in the provision of continuing local support to these organizations. This
harmonious relationship between the LGUs and the local organizations has facilitated the growth
of viable and sustainable water and sanitation systems that provide affordable and efficient water
and sanitation services.
Social Privatization
Social privatization
Social privatization is another approach to privatization that seems to
involves running public
have emerged particularly as a reaction to corporate privation, yet is
distinct from community-managed models. Social privatization involves services as an
running public services as an enterprise but with an orientation to
plow profits back in pursuit of social objectives. Advocates of social
enterprise but with an
privatization are concerned that large and, in some instances, orientation to plow
transnational corporations have taken over water and sanitation service
provision in many countries with increasingly negative repercussions to
profits back in pursuit
poor segments of the population. The discourse on social privatization, of social objectives
however, continues to evolve.
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The process of social privatization has the potential to contribute to poverty reduction and can lead
to entrepreneurship and strong local democracy. Social privatization features:
Participatory decision-making
Community consultation
Access to relevant information
Socially sensitive tariff structure ensuring that the poor can afford their basic water requirement
Legal identity
Ownership of the water supply system and the process of acquiring the system and its actual
management
Institutional autonomy and protection from political interference
Venue for livelihood opportunities and the practice of local democracy
Investment in long-term community building relationships
Partnership with NGOs and civil society groups
Continuing education
Deliberate efforts to enable the poor to benefit from the water service
In social privatization, it is the community that shoulders the cost of owning, managing, operating,
and maintaining water and sanitation systems, including the cost of building the community's sense
of ownership over the process. The water users themselves own the service. Thus, social privatization
also presents a new dimension to resource ownership-from the traditional centralized, huge
water utility ownership to the several user-owned utility system.
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Social privatization maintains its self-help character and mechanisms for community consultation
and participation. It does not encourage the concentration of power and wealth in the hands of
a few. As a result, it promotes a more equitable distribution of resources.
Social privatization benefits the poor. The social privatization process makes communities more
confident about their own abilities and they are able to overcome their apathy toward government
programs. The learning opportunities can contribute to community empowerment and the
creation of a healthy environment.
Social privatization and community management of water and sanitation systems have many
elements and characteristics in common. In some instances it has been said that social privatization
is an advanced form of community-managed systems. Both systems present the merits and
advantages of several user-owned systems in contrast to a centralized, huge water utility, which
is susceptible to political interference and even terrorism.
However, community-managed and social privatization systems significantly differ on the source
of the investment involved in setting up the system. Community-managed systems can be
funded from LGUs, from civil society organizations, and from bilateral or multilateral donors. It has
been observed that since the investment did not come from the community, the motivation to
generate income that would sustain and expand operations is consequently not as strong.
On the other hand, social privatization involves systems that are installed using financial resources
partly or wholly raised by the community. Because community resources are at stake, the
entrepreneurial spirit is usually more pronounced. Hence, the group (usually a cooperative or an
association) strives to operate the water system efficiently and effectively to generate profit that
can be used for social ends.
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GOOD PRACTICES IN WATSAN
PROVISION 4
T
GOOD PRACTICES IN WATSAN PROVISION CHAPTER
his section of the resource book highlights the experiences of five different water and
sanitation projects. The first three case studies (Doña Flavia, Casay, and New Bulatukan)
illustrate the community-managed water supply system; the next case study (Darangan
4
Water Service Development Cooperative) demonstrates the social privatization approach, and the
last case study (Magdalena) shows an example of the privatization approach.
The following are some of the key lessons and exemplary practices featured in the five case
studies.
Not all the cases featured in this section are good practices that will work in any situation. Rather,
they show different ways of responding to institutional, financial, technical, and socio-cultural issues
that local government units have to deal with when trying to deliver water and sanitation services.
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BRIEF DESCRIPTION
Contact Information
Coordinator Barangay Doña Flavia, considered the commercial center of the municipality
MPDC Office of San Luis, is the most populated barangay. Yet, access to safe water in the
Doña Flavia, Municipality of
San Luis, Agusan del Sur community was very limited due to that fact that only eight shallow wells
provided for the area’s potable water needs. The challenge was to expand the
DFWSA Chairman
Doña Flavia, Municipality of
community’s access to safe water by introducing a water and sanitation
San Luis, Agusan del Sur system that was creative, gender sensitive, highly participatory, and with a
Tel: 085-8300078 high potential for sustainability and replication.
or 0919-5400360
A budget of P500,000 was allocated for the water supply infrastructure. The
municipal government contracted a private construction firm to develop and install the
water system. As construction of the water system progressed, capacity building activities
were also conducted. Capacity building was a major component of the project, which was
intended for the community involved as well as the local government. The empowerment of
disadvantaged groups in the communities, particularly the women, was particularly emphasized.
A total of 2,687 people or 429 households were expected to benefit from the project.
Since it began operation in 1998, the Doña Flavia project has been replicated in eight other
barangays in San Luis where water supply and sanitation associations were also established.
Through the support of the provincial government, these associations later formed
themselves into a federation, which served as a forum for community members to dialogue
directly with the government and with private entities on issues and problems related to
water and sanitation.
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Today, the Doña Flavia project is considered a successful initiative in building partnerships among the
local government unit (both at the municipality and provincial levels), the community, civil society
organizations, donors, and to a certain extent, even the private sector.
HIGHLIGHTS
Key features
Efficient functioning of the water system (spare parts, special skills and equipment)
Optimal utilization of the system
Further training in accounting and systems management
Expansion of system when capacity is needed
Rehabilitation, when required
Water quality surveillance
Resource mobilization
The Doña Flavia experience highlights the importance of capacity building in a water and sanitation
project. It features the many activities that go into the capacity building process, and how these
activities eventually precipitate the formation of larger grassroots organizations and networks.
The DFWSA experience likewise highlights the need to build the capacities of communities as well as
the capacities of LGUs. This is deemed necessary because LGUs are not limited to providing logistical
support for community-managed projects; LGUs also function as social partners of the community. It
is this government-community relationship that spells success and sustainability.
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The LGUs concerned took the initiative by not only supporting the DFWSA project, but also advocating
the replication of the project in other areas of the province. The provincial government of Agusan del
Sur, through its Provincial Water and Sanitation Center (PWSC), played a key role in promoting expanded
LGU and community-based water and sanitation projects within the province.
In 1999, two documents were prepared by the PWSC. These documents now form part of the framework
on how water and sanitation projects are to be implemented in the Agusan del Sur province and
municipalities. These documents are also being considered in other water sanitation projects of the
national government.
Required Capacities
Training and continuous learning are vital to enhancing the capacities of the community and the LGU.
In the case of Doña Flavia, three-day training and seminar-workshops were conducted by the PCWS-ITNF.
These included:
Orientation training and action planning workshop for community organizers, which focused in
identifying community issues and needs that will be incorporated into action plans.
Trainor’s training seminar-workshop for WATSAN project implementors, which covered topics such
as basic skills on WATSAN O&M and strategies for technology transfer.
Community training on organizational management, operation and maintenance, sanitation and
hygiene promotion, which focused on the technical aspects of managing the water facilities,
computing for water tariffs covering operation and maintenance funds, and an orientation on
sanitation and hygiene promotion activities.
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The training covered the technical and administrative aspects of running a water supply system. The
training also included the social aspects involved in forming, expanding, and sustaining organizations
that will continue to look after the water system for generations to come.
Surfacing of issues/problems. Develop and initiate systems that help identify potential and existing
problems, and how these should be handled. In particular, there is a need to focus on risks, root causes
of problems, and issues concerning gender and poverty during the establishment and operations of the
system. Other areas to look into are: (a) user contributions during implementation, (b) user voice and
choice in planning and designing the water supply system, (c) satisfaction of user demand, (d) ratio of
user-perceived costs/benefits for men/women and rich/poor, (e) division of burdens and benefits.
Process documentation. Continuously document the processes involved (e.g., capacity building,
administrative and implementation procedures). The lessons learned from field experiences will be very
useful to the water sector. This kind of documentation will help clarify issues, concerns, and approaches
in the field of community-managed water and sanitation programs.
Provision of needed technical inputs on issues/problems identified. Technical inputs are needed
for issues and problems in the following areas: the design, construction, and O&M of the water supply
system, community organizing, and training.
Some social preparation is needed to make the community willing to manage and operate the water
system, and pay regular tariffs for operation and maintenance. Social preparation involves providing the
people with easy to understand information. It also means evaluating—with the community—which
of the technical options will benefit the greatest number of people at the least cost.
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Creation of a support group/office. Utilize local resource persons trained on the job. Identifying possible
solutions provides clues in linking solutions to resources.
Community initiatives for water supply and sanitation projects should be supported by government
and non-government organizations. The support from others makes people more confident in their
own abilities and overcomes the apathy felt towards government programs. Access to adequate water
supply and sanitation is essential to a life of dignity and humane existence.
Identification of next “action steps”. Continuing education, learning opportunities, and work planning
are required when implementing a similar project. On the other hand, capacity building requires
separate investments in resources, time, and personnel. Time scales for construction work and capacity
building are different. Meanwhile, the staff/implementors should prepare an exit plan so that responsibility
for program continuity is passed on to capable community leaders. Other stakeholders such as the LGUs,
NGOs, etc. should also be clear about the phase out plans.
Provisions for sustainability. The implementation of the Doña Flavia project had sustainability in mind
right at the very start. Sustainability of projects may be measured in terms of seven main factors or
components as follows:
Participation
Leadership
Capability building
Equity and access
Revenue generation and cost recovery
Use of local resources
Environmental stewardship
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CHAMPIONS/ADVOCATES/PROMOTERS
Provincial and municipal LGU officers, the Municipal Planning and Development Office, the Provincial
Water and Sanitation Center, the PCWS-ITNF, the Philippines-Canada Local Government Support
Program, and the DFWSSA.
RESULTS
Benefits include: (a) creative display of local governance initiative, (b) formation of viable community
organization with strong democratic values, and (c) enhanced and sustained water services for 429
households in Doña Flavia.
1. The Doña Flavia model was replicated in eight other barangays in San Luis where level 2 water
projects were being developed. The municipal administration chose to prioritize the provision of basic
water services and has tried to replicate the community management model for new water projects.
2. The officers and key actors in the Doña Flavia association are now being tapped as “big brothers/sisters,”
recognized for providing a good model for a water supply project. They are now assisting the LGUs
in setting up community management systems for water supply projects in other barangays.
3. Formation of a municipal federation of barangay waterworks and sanitation associations (BWSA).
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BRIEF DESCRIPTION
Contact Information
Casay Rural Water The Casay Rural Water and Sanitation Association, Inc. (CARWASA)8 operates in
and Sanitation
Association, Inc.
Barangay Casay in Dalaguete, Cebu. It began in 1983 as a waterworks project of
Barangay Casay, the provincial government of Cebu and USAID. In 1984, the operation of the water
Dalaguete, Cebu supply project was transferred to CARWASA. However, the transfer of operations
to the water association had been ambiguous. The association was not prepared
to handle the administrative, managerial, and technical aspects of running the water
system. As a result, there had been no real income from 1984 to 1992.
The problem was resolved when non-government organizations like the University of San
Carlos Water Resource Center and Plan International worked with Casay residents to
strengthen their water association and to acquire the skills in repairing, operating, and
maintaining their water supply system. The Provincial Planning and Development Office
of the Dalaguete LGU and the Dalaguete Water District helped by providing logistical
support (e.g., installation of water meters).
Today, CARWASA manages its own water system and is in the process of getting a water
right from the National Water Resources Board. Its monthly collection ranges from P50,000
to P60,000.
The CARWASA water supply system is a 210-foot deep well with a submersible pump, a
cylindrical type reservoir with a capacity of 18,000 gallons, and gravity flow distribution.
The system sits on land that was purchased by CARWASA through its own funds generated
mostly from water tariffs. Through a P50,000 grant from Plan International, CARWASA is
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also currently engaged in a watershed program, which yields a P10,000 monthly income for the
association. Although the system was designed to serve 400 households, the system currently serves
a load close to 540 households. As a result, water shortage is now being experienced.
HIGHLIGHTS
Key Features
Funds for the waterworks came from the USAID, half of which was a grant and the other half a loan
counterpart of the provincial government. When the waterworks became operational in 1984, CARWASA
started paying monthly amortizations of P1,226 to the provincial government of Cebu. For 20 years,
starting in 1984, CARWASA is required to pay the P422,700 loan with an interest rate of four percent per
annum. However, providing funds for water projects and transferring ownership and management of
such projects to the community proved to be insufficient. It was also important to prepare local
management structures and technical personnel who will effectively operate the project. This was
where training for institution- and capacity-building was vital.
Role of LGUs
The provincial government of Cebu initiated the water project. It provided the funds for the construction
of the water facility and later, also funded the expansion and improvement of the system.
FACTORS
Required Capacities
CARWASA needed to continually undergo skills training in repairing, operating, and maintaining their
water supply system, especially after its water service expansion project in 1992. Continued local
government support was also necessary, especially in terms of logistical support. In 1992, the provincial
government was instrumental in improving and expanding the water services of CARWASA.
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Delivery
The provincial government of Cebu and USAID provided the funds to construct the water facility. Upon
completion, the management and operation of the water facility was transferred to CARWASA. Afterward,
the University of San Carlos Water Resource Center and PLAN International provided skills development
and institutional strengthening.
CHAMPIONS/ADVOCATES/PROMOTERS
The provincial government through its Provincial Planning and Development Office, CARWASA, the
University of San Carlos Water Resource Center, the Cebu Federation of Waterworks Association, Inc., and
Plan International.
RESULTS
The project provided good quality water to a total of 539 household connections and several
communal faucets in strategic locations.
The monthly collection ranged from P50,000 to P60,000 and income was about P10,000 a month.
CARWASA had diversified its initiatives. It soon expects to earn income from the mango trees
watershed project.
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BRIEF DESCRIPTION
Contact Information
New Bulatukan is a community of over 1,350 indigenous peoples and Christian New Bulatukan
settlers in Makilala, North Cotabato province. In 1998, the community applied for Spring
Development
a special grant for the construction of their own water supply system. This move Association
was a response to the community’s problem of accessing safe drinking water. The Barangay New
new water system was envisioned to reduce the time spent in fetching drinking Bulatukan, Makilala,
North Cotabato
water and to facilitate the protection of uphill spring sources and creeks.
In 1999, the SZOPAD Social Fund9 provided for the project cost of P985,632. Although a
private contractor was tasked with the actual construction of the water system facility, the
residents of New Bulatukan provided some of the labor, food, lodging, and other needed
requirements as construction work progressed.
Upon completion of the water system, the community, which by then had formed itself
into the New Bulatukan Spring Development Association, took over the management,
operation, and maintenance of the water system facility. The new water system currently
provides water to 140 households in New Bulatukan.
The communal water supply system in New Bulatukan consists of a spring box, about 1,300
meters of 63-millimeter transmission pipe, two suspended crossings, distribution pipe, a
ground level reservoir and ten communal tap stands.
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HIGHLIGHTS
Yet the New Bulatukan experience also shows that communal water systems work if given the proper
support: (a) institution- and capacity-building as an integral component of the project,
(b) developing local management structures, (c) ensuring the use of appropriate water system technology,
among others.
FACTORS
Required Capacities
A year after the installation of the water system, the water association underwent extensive training under
the guidance of the PCWS-ITNF. After the training, the association formally registered with the SEC to
gain legal identity. Once it was able to do so, the association planned to apply for a water permit from
the National Water Resources Board (NWRB). The move will allow the water association to have exclusive
rights over the use of the spring source.
Part of the responsibilities of the New Bulatukan Spring Development Association is overseeing the
operation and maintenance of the communal water system. Specific people are assigned as caretakers.
Funding for operation and maintenance are sourced from the monthly dues of the members and fund-
raising activities such as raffles, organization dues, and fines. Basic plumbing tools are available in the
community, which were purchased using association funds.
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Required Resources
The SZOPAD Social Fund provided much of the logistical and financial requirements to complete the
projects. However, the community contributed their time, labor, food, lodging and other needed
requirements as the construction work progressed—estimated to equal five percent of the total project
cost.
CHAMPIONS/ADVOCATES/PROMOTERS
The SZOPAD Social Fund, local government officials, PCWS-ITNF, and New Bulatukan Spring Development
Association.
RESULTS
The New Bulatukan experience shows how the community can acquire and manage its own water supply
service and how this can benefit the poor. Other communities can learn that things work well when people
are involved, when their needs are clearly established, when the capacity building is built into the process,
and the local management structures are emphasized.
The new water system is also helping people improve their livelihood options. This motivates the
community to properly manage its communal water system.
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CASE STUDY
Social 1 Community-Managed
Privatization Approach Cases
Approach Case
DARANGAN WATER SERVICE DEVELOPMENT COOPERATIVE (DWSDC)
BRIEF DESCRIPTION
Contact Information
DWSDC Manager The DWSDC is the first water cooperative in the country. It has since been
83 National Road, Darangan recognized for its work, receiving the most outstanding service cooperative
Darangan, Binangonan,
Rizal Province award in 1996. It is recognized by the government and by the cooperative
Tel: 652-1588 community as one of the more innovative and dynamic cooperatives in the
country. Its services are competitive; it is a self-help organization whose
funding comes from member shares, fees, savings, and patronage; it has diversified its
services to its members; and has benefited not only its members, but its community and
other water cooperatives as well.
In 1968, members of the Darangan barangay council identified water as a primary concern
of the community. In an effort to raise awareness of water supply among Darangan
residents, a series of community consultations were conducted by the barangay council,
which later precipitated the formation of the cooperative.
Through a P75,000 grant from the provincial government, the DWSDC was able to purchase
and install a submersible pump and motor for its water supply project. In 1970, the first
public faucet in Darangan was opened to the public. Water meters and household
connections were later installed in 1971 with the help of the Presidential Arm on Community
Development. In 1992, the increase in the population of Darangan prompted the
cooperative to put up an additional pumping station and a water tank.
Today, the DWSDC has diversified—offering social security benefits and other services such
as microfinancing to the poor. As such, it has continued to attract new recruits, most of whom
70 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
GOOD PRACTICES IN WATSAN PROVISION 4
are women and the poor. Over the past years, the number of women members has increased because
DWSDC provides women better opportunities to learn and increase their income. A foreseeable trend
is the increase in membership from among the poorest of the poor in Darangan. The cooperative
encourages them to join by offering easy, affordable, installment terms of payment, plus opportunities
to earn income. This move benefits the poor since they can become owners and consumers of an
efficient water service that allows them to participate in decision-making.
The huge concessionaire, Manila Water, expressed its intention to extend its services to Binangonan town.
DWSDC is confident that it can compete with Manila Water for these reasons: DWSDC provides good quality
ground water even during El Niño; it promptly restores water service interruptions; and, it currently serves
more than 70 percent of Darangan’s population, majority of whom are members of the cooperative.
DWSDC even plans to further expand its services. There are two other water systems in Darangan, which
DWSDC would like to merge with. There is also a plan to put up a new pumping station in a higher
elevation area to replace the existing pump when it eventually breaks down. Other plans include
continuous capital formation, replacement of old pipelines, and the implementation of new credit
and livelihood project for women and children.
HIGHLIGHTS
Key Features:
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4 WATER AND SANITATION
Delivery
Although the water system was partly funded in the past through small grants from the government,
the water system is a completely cooperative enterprise. The cooperative was involved in the construction
of the water facility, its operation and maintenance, and its eventual expansion and improvement.
To become a member of DWSDC, one has to be a resident of Darangan. Would-be members of DWSDC
have to pay a membership fee of P100 and a share capital of P5,000 which is payable in equal
installments for two years. Pre-membership seminar is a requirement, followed by a seminar on
ownership. For the pre-membership seminar, the aspirant pays P50. Aside from getting a P10 discount
from the regular water rate for the first 10 cubic meters and P1 less for every additional cubic meter
thereafter, DWSDC members enjoy low interest loans, long-term repayment schemes, access to a
mutual benefit fund, emergency loans, patronage refund, social services, and a typically uninterrupted
water service at lower rates compared to non-members. DWSDC also provides banking services where
the savings deposit of members earns from four to eight per cent interest. All water service applicants
pay for the cost of service installation and the water meter unit. Billing is on a monthly cycle and collection
is undertaken regularly on a house-to-house basis.
Standards
The quality and affordability of the water service provided by the DWSDC meets the required standards.
Today, DWSDC has become the main water provider of Darangan, serving more than 1,100 households.
72 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
GOOD PRACTICES IN WATSAN PROVISION 4
Role of LGUs
Local government units (barangay, municipal and province) took an active part in institution and
capacity building. The success of DWSDC has even motivated the Binangonan municipal government
to issue an ordinance encouraging the setting up of barangay-level water systems and the transfer of
the management of their operations to a local cooperative. As a result, 15 water cooperatives have
emerged in Binangonan.
FACTORS
Required Capacities
Among the responsibilities of DWSDC members is participating in the planning and annual general
assemblies. They are consulted about major decisions relating to the water cooperative.
Meanwhile, a committee headed by a board director is in charge of operation and maintenance of the
water system. Two deep wells, each with a submersible 10-horsepower pump and a motor, provide water
service to about 70 percent of the Darangan population. Darangan has two water reservoirs—one with
a capacity of 15,000 gallons and the other, 10,000 gallons. The quality of the water is good and potable.
The two pumping stations of DWSDC work for a total of 20 hours a day.
DWSDC owns the necessary equipment and repair tools. The pump and motor are usually replaced after
five years of use. As a result, service interruptions caused by repair and maintenance have never lasted
more than a day.
BENEFITS
The social privatization model in water service delivery ensures the following: (a) water rates/tariff
remain affordable to the majority; (b) viable community institutions and networks that are willing and
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4 WATER AND SANITATION
responsible for managing the water facility continue to grow; (c) the expansion of water services
includes even poor households, and; (d) use of local resources and skills is optimized.
Moreover, since DWSDC diversified into a credit and a consumer cooperative, it has enabled non-
members who are the poorest of the poor in Darangan to generate income and livelihood. The idea was
to give non-members opportunities to engage in income generating activities, and thus allow them to
join the cooperative and have access to water services by paying the share capital and other obligations
in affordable installment rates.
Furthermore, DWSDC has since taken a very active role in the community in advocating the protection
of the environment, especially the Darangan River. It is protesting the operations of a piggery uphill that
has been known to cause respiratory ailments in children and pollution in the river. DWSDC also helps
the barangay council in its campaign against drug abuse.
The success of DWSDC motivated the local government of Binangonan to issue a municipal ordinance
encouraging barangay level water systems to set up and transfer the management of their operations
to a local cooperative. As a result, 15 water cooperatives have emerged in Binangonan. The younger
cooperatives are learning from DWSDC and are able to get technical assistance when required. The
cooperative system has also allowed bigger cooperatives to provide financial assistance to the smaller
ones, through the network of the different cooperative federations.
A congressman represents DWSDC and other cooperatives in the House of Representatives through the
party list COOP-NATCCO (National Confederation of Cooperatives). DWSDC, NATCCO, and the Cooperative
Development Authority, are endorsing the creation of the Philippine Cooperative for Water and
Sanitation, a tertiary-level organization of water cooperatives nationwide.
74 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
GOOD PRACTICES IN WATSAN PROVISION 4
BRIEF DESCRIPTION
Contact Information
Magdalena, a fifth class municipality in Laguna Province, is the first local Municipal Engineer
government participant of the World Bank-financed Local Government Units Municipality of Magdalena,
Laguna
Urban Water Supply and Sanitation Project. This project promotes public- Tel: 049-2552013, 049-
private partnerships in the delivery of water and sanitation services. 2551011
The transfer of the operations to BWSI, however, caught a snag. The supposed transfer was scheduled
for 31 October 2001. But a week prior to the turnover, a political decision was made for the old
Magdalena-managed water system to remain operational, so as not to disenfranchise 40 households
that were going to be affected by the turnover.
As a result, two water systems simultaneously functioned in Magdalena: the old water system and the
new deep well water system. The old system provided cheap water at P8 for the first 15 cubic meters
and P4.50 for every cubic meter thereafter. The new water system, which uses two pumps to convey water
from a 130-foot deep well, charged a flat rate of P20.54 per cubic meter. This arrangement went
against the provision of the lease agreement between Magdalena and BWSI. The condition set by
BWSI was that prior to the turnover, the old Magdalena water system was to be cut off. Only when the
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4 WATER AND SANITATION
turnover was effected would BWSI begin paying its P405,000 monthly rent to Magdalena, plus a fixed
amount of P8,000 for contract administration. Another agreement was forged to close the old water system
in the week of 15 February 2002 as demanded by BWSI for the scheduled turn over by the end of that
month. Regulation is contained in the lease agreement between BWSI and Magdalena LGU.
Privatization and the dynamics of local Philippine politics will eventually be felt by the consumers. A
foreseeable problem can happen when loan repayment targets are not met, which means consumers
are bound to shoulder future increases in the water tariff. The biggest threat, however, is that the LGU
may not be able to pay its loan to the World Bank. When that happens, the LGU may have to resort to
mortgaging. The current interest rate of the WB loan is 14 percent.
KEY FEATURES
The project is part of the World Bank-financed Local Government Units Urban Water Supply and
Sanitation Project, which essentially promotes public-private partnership.
A private firm, Rodman Construction and Development Corporation (RCDC), was awarded the contract
for constructing the water and sanitation facility. The firm constructed the new water supply system from
September 1999 to June 1, 2001. The actual construction cost was pegged at P24 million. The Magdalena
LGU provided a counterpart of P2.4M. BWSI was later awarded the 15-year lease contract to operate the
water and sanitation system.
For the first three years of operation, the Magdalena LGU is required to pay only the loan interest, after
which it will begin to pay for the principal. However, as of February 2000, the Municipal Engineer’s Office
released its findings that the tariff paid by consumers was enough to pay only for the O&M of the water
system but not for the World Bank loan repayment. As a result, an increase in water tariff in the near future
was to be expected.
76 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
REFERENCES AND TOOLS
5
❙ POTENTIAL SITES FOR STUDY TOURS
REFERENCES AND TOOLS CHAPTER
5
MANILA WATER COMPANY, INC.
Management Model
Private sector participation under concession arrangement, the
territory business management approach. Contact Information
Special Projects Manager,
Corporate
Brief Description Communications
In August 1997, Manila Water took over the privatized water
system for the East concession of the Metropolitan Waterworks and Administration Bldg.
Sewerage System (MWSS). It is a consortium composed of the 489 Katipunan Road,
Ayala Corporation, United Utilities, Bechtel Corporation, Mitsubishi Balara, Diliman, Quezon City
Trunk line: 02-4368000
Corporation, and BPI Capital Corporation. Everyday, Manila Water
local: 3311 and 3378
delivers 1,600 million liters of potable water to over 4.7 million Fax: 02-9205288
residents and thousands of industries and businesses. Through
its Tubig Para sa Barangay projects, depressed communities may
get properly connected water service at affordable rates. With this, Manila Water has minimized leaks,
illegal connections, and the incidence of water contamination.
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1 WATER AND SANITATION
5
Management Model
Private sector participation under concession arrangement
Contact Information
Manager, Business
Brief Description
Development Department
Maynilad Water Services is the private concessionaire that won the Central Business Area
right to take over the Metropolitan Waterworks and Sewerage
System (MWSS) operations in the West Zone of Metro Manila 176 A. Villegas St.
starting August 1997. Ermita, Manila
Tel: 02-527-2275
Fax: 02-528-0654
Maynilad Water Services started a Bayan Tubig program in 1999 to
Cell: 0917-9300385
provide squatter communities with cheap, potable, and continuous
supply of water. Each household gets a water meter and access to Business Area Manager,
water after paying a minimum fee. Applicants may pay on an Central Business Area
installment basis over a period of six months to a year. Through this Tel: 02-5281455
program, the customer base expanded and the problem of illegal Fax: 02-5281460
connections was addressed.
80 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
references and tools 5
Location
Davao City
Contact Information
Chairman
Management Model
Davao City Water District
Government-Owned and Controlled Corporation (GOCC), semi- Bajada, Davao City 8000
public Tel: 082-2219400 – 12
Fax: 082- 2264885
Brief Description
The Davao City Water District is the biggest water district in the
Philippines as far as service area is concerned. At the moment, the water district serves around 130,000
connections.
Founded in 1973, the Davao City Water District also provides technical assistance (such as water
testing, design, pipe laying) to rural areas and small towns within the Davao province.
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1 WATER AND SANITATION
5
Location
Cebu City
Contact Information
General Manager
Management Model
M. C. Briones cor. P Burgos
Government-Owned and Controlled Corporation (GOCC), semi- Street , Cebu City 6000
public Tel: 032-2548434 to 39,
2560413 to 15
Project Description Fax: 032-2545391
Founded in 1974, the Metro Cebu Water District has grown into the
Information officer
country’s second-largest water district. At present, it uses 100
Tel: 032-2560424
ground well and one surface water resource to supply the water
needs of over 80,000 connections located in four cities and four
municipalities in Metro Cebu.
In 1990, the Metro Cebu Water District entered into a big project that involved the collection and
treatment of river water so that it could be used for drinking. This project was intended to address the
water scarcity problems in the area following the 1997 El Niño drought. Besides water service delivery,
the water district is very active in raising community awareness on water conservation and environment
protection.
82 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
references and tools 5
❙ References
Above Ground - A Training Manual on Water Supply and Sanitation. Manila, Philippines: Philippine
Center for Water and Sanitation-International Training Network Foundation (PCWS-ITNF).
(This manual serves as a training course and a facilitator’s guide in conducting a training
program for present and potential leaders of existing and about-to-be-formed BWSAs. It was
published with the support fund from United Nation Children’s Fund. )
Capistrano, L. (editor). Water & Sanitation FORUM Newsmagazine. Manila, Philippines: Philippine
Center for Water and Sanitation-International Training Network (PCWS-ITN)
Community Organizing Process Guidebook. Manila, Philippines: Philippine Center for Water and
Sanitation-International Training Network Foundation (PCWS-ITNF), November 2001.
(This Guidebook is an enhancement of previous community organizing handbooks also
developed by the Department of Interior and Local Government (DILG). It was published for
Rural Water Supply and Sanitation Projects - Phase V (RWSSP-V) in November 2001 by the
Philippine Center for Water & Sanitation-The International Training Network Foundation.)
Esrey SA, Gough J. et al. Ecological Sanitation. SIDA, Stockholm, Sweden, 1998.
Guide and Manual on Training for Trainers. Water and Sanitation Training Programme, Printed for the
Fourth Country Programme for Children (CPCIV) in cooperation with the United Nations
Children’s Fund, December 1998.
Haden, A. “Gender Checklist for Planning Sanitation Programmes.” Sanitation Promotion Kit. M.
Simpson-Hebert and S. Wood, editors. Geneva, Switzerland: WHO and Water Supply and
Sanitation Collaborative Council (WS’SCQ), 1997.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T 83
1 WATER AND SANITATION
5
Magtibay, B., compiler. Policies and Guidelines on Water Supply Systems. Manila, Philippines: Biosphere
Environment and Health Systems, 1998.
Philippine Center for Water and Sanitation-International Training Network Foundation. Policies and
Guidelines on Wastewater Disposal Systems. Manila, Philippines: Philippine Center for Water
and Sanitation-International Training Network Foundation (PCWS-ITNF), 1999.
Philippine Center for Water and Sanitation-International Training Network Foundation (PCWS-
ITNF) and Special Zone of Peace and Development Social Fund. Gabay Barangay. Pangangasiwa
ng Spring Water System. Manila, Philippines: Philippine Center for Water and Sanitation-
International Training Network Foundation (PCWS-ITNF) and Special Zone of Peace and
Development Social Fund, 2001.
The Code of Ethics on Hygiene, Sanitation and Water Supply Services (2000).
(This Code Ethics was developed in 1997 by the Working Group on Community Management
and Partnerships with Civil Society set up by the WSSCC. It underwent further revisions in 1999
in a broad consultation involving 300 people from Asia, Africa and Latin America during the
Vision 2] process. The Code was finalized in August 2000. WSSCC, Geneva, Switzerland).
The Ecological Sanitation Alternative. Proceedings of the First Orientation Workshop, Gardenville Hotel,
Butuan City, Agusan del Norte, Philippines, January 31-February 4, 2000. Manila, Philippines:
Philippine Center for Water and Sanitation-International Training Network Foundation
(PCWS-ITNF), 2000.
Training Guide - Simplified Accounting Systems and Procedures for BWSA. Water and Sanitation
Training Programme, Printed for the fourth Country Programme for Children (CPCIV) in
cooperation with the United Nations Children’s Fund, December 1995.
84 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
references and tools 5
Training Guide and Manual on Community Organizing and Organizational Development. Water and
Sanitation Training Programme, Printed for the Fourth Country Programme for Children
(CPCIV) in cooperation with the United Nations Children’s Fund, December 1995.
S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T 85
ENDNOTES
2 Information on the performance of the water supply and sanitation sector obtained from the National
Economic and Development Authority (NEDA) indicate that the database from the government is not accurate.
3 LGSP has a companion material, the Resource Finder, which provides information on institutions and
programs from government agencies, government financing institutions, ODA sources both bilateral
and multilateral, and civil society organizations that could be accessed by LGUs in support of water and
sanitation initiatives.
6 Privatization of Public Social Services: A Background Paper, Author(s): Demetra Smith Nightingale, Nancy
M. Pindus, Published: October 15, 1997 Citation URL: http://www.urban.org/url.cfm?ID=407023
7 Community Water Supply Management: International Water and Sanitation Centre Citation URL:
http://www.irc.nl/manage/whatisit/definitions.html
8 CARWASA is a member of the Cebu Federation of Waterworks Associations, Inc. (CEFEWA), which is under
the guidance of the University of San Carlos Water Resource Center (USC-WRC). Some CEFEWA members
started with funding support from the provincial government and then from PLAN International. Most
CEFEWA members, however, have been funded initially by PLAN International with counterpart support
from the local government.
9 In 1997 President Fidel Ramos signed Executive Order No. 445, which provided for the implementation of
the SZOPAD Social Fund (SSF) to finance small-scale social and economic infrastructure projects in
disadvantaged communities affected by the conflict between the government and the Moro National
Liberation Front (MNLF).
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Water Supply Technology Options ANNEXES
A convenient supply of safe water and the sanitary disposal of human wastes are essential,
although not the only ingredients of a healthy, productive life.
Unfortunately, it is the poor who suffer the most from the absence of safe water and sanitation,
because they lack not only the means to provide for such facilities but also the information on how
to minimize the ill effects of the unsanitary conditions in which they live. As a result, the debilitating
effects of unsanitary living conditions lower the productive potential of the very people who can
least afford it.
A summary of the technology, institutional, and financing options are presented below for
appropriate application by the LGUs for their Water Supply and Sanitation plans and programs.
◗ TECHNOLOGY OPTIONS
Source Options
a. Groundwater
- springs
- wells
b. Surface water
- check gates
- dam reservoirs
c. Rainwater
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WATER AND SANITATION
Transmission Options
Treatment Options
a. Use of settler and filter to remove turbidity
A 12 cu. m settling tank which has a capacity of 8 liters/sec. costs P17,000.00 and can serve
8,000 people.
A 1 sq. m. filter area which is good for 1 liter/sec has a direct cost of P 2,000.00 and can serve
1,000 people.
b. Disinfection - use of chlorinators, ultraviolet (UV), slow sand filter
c. Removal of dissolved, unwanted substances:
- desalination (reverse osmosis, evapo-condensation)
- charcoal and similar filters (if water has a different color)
Modes of Intervention
New system construction
Rehabilitation of existing water system
Upgrade or expansion
Multiple sources and systems
"Do-nothing" option
90 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
ANNEXES
The Benefit/Cost Approach - "The most appropriate technology is the one that delivers the most benefits
at the least cost."
Costs
Interest on investment
Depreciation
Opportunity costs
Environmental costs
Benefits
Savings in water-fetching labor
Savings in water-using household labor
Savings in cost of lost manpower avoided due to illness and cost of medicines
Livelihood generated by construction and operation and maintenance of water system, and
increased in economic activities caused by more water availability
Environmental benefits
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WATER AND SANITATION
Financing Options
Sustainability factors
"A water system should be forever." The following are key factors in assuring water system
sustainability:
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Sanitation Technology Options ANNEXES
◗ PURPOSE OF SANITATION
To contain and process human wastes until they or their end products are safe enough for release
into the environment.
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WATER AND SANITATION
Sanitation options are either onsite or offsite (whether or not the end-products are released to the
environment at the site of generation or conveyed to a central facility for further processing), and
wet or dry (whether or not water is necessary for operation).
◗ ON-SITE SANITATION
Unsanitary Options
1. Open defecation but restricted to a community-designated area
2. Unimproved pit (Antipolo)
3. Overhang over a watercourse, pigpen or fishpond
Sanitary Options
Description of operation
Feces drops into pit through hole in latrine. Feces decompose in latrine. A new pit has to be dug
when the one in use is full (although some pits are offset from the latrine slab and is more
accessible for emptying). The pit may be unlined in stable formations; otherwise it is lined with hollow
blocks, mortar or brick although the floor is bare and holes are usually built into the pit lining wall
to allow excess water to leach out. Some designs have twin or two-compartment pits so that the
moveable latrine hole can be shifted to one when the other is full.
94 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
ANNEXES
Maintenance
Keeping the floor clean, the vent pipe free of cobwebs, and emptying
the previously used compartment when the present one is full. The contents may be buried in the
soil, preferably near a tree.
Advantages
Does not require water.
Disadvantages
Not optimally suitable for the use of water (water and urine keeps the feces wet and odorous);
Odor and flies not always avoidable;
Difficulty or expense of emptying full pit or necessity for digging a new one when the former
is full.
Construction cost
PhP 5,000 or more including superstructure, (extrapolated contractor’s price) but about 50% less
if user donates labor.
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WATER AND SANITATION
Description of operation
After use, feces and water in the bowl are flushed with 1 (for
toilets where the pit is directly under the bowl) to 8 (usually
when the pit is offset from the bowl) liters of water. The
flushing pours into the pit. Water drains out through the bare
bottom of the pit and the holes built into its walls. The pit may
be unlined in stable formations although it is always covered.
Some designs have twin pits and a wye box so that the flushing
is moveable latrine hole can be shifted to one when the other
is full. Odor and fly control is effected with the water-sealed
bowl.
Maintenance
Same as that of the VIP, except that the air vent, if any, does not
need clearing of cobwebs.
Advantages
Good odor control
Acceptable in many cultures
Costs can be lowered if several nearby households share one pit
Offset construction can solve the problem of endangering the foundations of nearby structures
during excavation.
Disadvantages
Needs the indicated amounts of flushing water;
Water leaching from the pit will contaminate the ground and any water table and wells within
8-160m from it (although in most cases, a well is safe if it is 25m from the pit);
96 S E R V I C E D E L I V E R Y W I T H I M P A C T: R E S O U R C E B O O K s F O R L O C A L G O V E R N M E N T
ANNEXES
Difficulty or expense of emptying a full pit or necessity for digging a new one when the former
is full (research is underway in some countries for appropriate low-cost de-sludging methods).
Construction cost
PhP 5,000 or more including superstructure, (extrapolated contractor’s price) but about 50% less
if user donates labor; less if adjacent households share a common pit.
Composting Toilets
Description of Operation
There are many designs. A typical one has twin built-on-
the-ground vaults that are alternately used. Feces fills
up one vault (the volume is usually good for at least a year
of use) after which, the bowl is moved over the other
while the contents of the first vault ages. By the time the
second vault is full, the contents of the first are emptied
and used as compost.
Maintenance
Same as that of the VIP, except that the vaults are emptied more frequently as they fill up faster
because of the use of ashes and bulking agents.
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WATER AND SANITATION
Advantages
Production of humus if properly operated;
Production of liquid fertilizer;
Little chance of feces pile leaching and contaminating the ground and groundwater.
Disadvantages
Requires users to be well-trained in using and maintaining the facility and have the environmental
values that will make the extra protocols and precautions of using it worthwhile;
Culturally difficult to accept with some mainstream and ethnic groups.
Construction Cost
PhP 2,500 or more including superstructure (ferro-cement toilet built by PCWS in extrapolated
contractor’s price) but about 50% less if user donates labor.
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Description of Operation
The wastewater enters and is detained in the septic tank where it undergoes some settling and
decomposition of solids. The clearer effluent flows into a soakpit (similar to a wet pit but sometimes
filled with rocks for wall stability) or infiltration trench (where it leaches into the ground), an
evapo-transpiration mound (where some of the water is transpired by the mound vegetation or
evaporates), or subsurface filters before it enters pipe draining into a watercourse.
Maintenance
Periodic de-sludging of the septic tank, and less frequently cleaning or allowing soakpits, trenches
and subsurface filters to rest.
Advantages
Same as wet pit but a cleaner effluent is produced.
Disadvantages
Needs the indicated amounts of flushing water;
Although to a lesser extent, water leaching from the tank will contaminate the ground and any
water table and wells within 8-160m from it (although in most cases, a well is safe if it is 25m
from the pit;
Difficulty or expense of de-sludging (research is underway in some countries for appropriate
low-cost de-sludging methods).
Construction cost
PhP 5,000 or more, including superstructure (PLAN figures) to PhP30,000 (DPWH figures) but less
if user donates labor.
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Bio-gas Toilets
Description of operation
Same as in a septic tank, but bio-gas is collected
in a domed collector and there is a reservoir for
displacement water. The human waste from three
families is usually enough to cook one family’s
meals. In some designs, there are provisions for adding animal and biodegradable solid waste to
increase gas production. In this respect this technology has potential as a solid waste management
solution.
Maintenance
Same as septic tanks, but is more delicate in that drugs, cleansing chemicals and most metals kill
off the methane-producing bacteria.
Advantages
Same as wet pit but biogas and a cleaner effluent is produced.
Disadvantages
Same as septic tanks; more frequent de-sludging if other materials are fed into the tank to produce
more biogas; culturally difficult to accept with some mainstream and ethnic groups.
Construction cost
PhP 5,000 or more including superstructure (PCWS figures from prototype facilities) but less if user
donates labor; less if adjacent households share common tank.
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◗ OFF-SITE SANITATION
When the consequences of contaminating local water tables and courses are too costly, or the
ground’s natural infiltration rates are too low, or the housing density is so high as to make common
rather than household-level treatment of wastes economically attractive (usually in a plant situated
off the community), then off-site sanitation becomes an option (or a last recourse).
Cartage
Feces and sometimes wastewater is deposited in a chamber pot or receptacle and is collected
regularly by vehicles. This system is used in some areas in Japan, and many communities in China,
where the waste is used as fertilizer and fish feed.
Conventional Sewerage
This is found in many cities in the Western
countries. Huge (enough for maintenance people to walk in) sewers are built deep underground
(to allow basement and subway drainage). In the past even the flows of rivers were diverted to
periodically flush out these sewers.
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Shallow sewerage
Recent reworking of the hydraulics of solids-laden channel flow have proven that much smaller sewer
pipes buried more shallowly on carefully controlled slopes and with appropriate accessories such
as clean-outs can do the job as well, resulting in this alternative design.
Advantages
Savings of as much as 95% over conventional sewerage can be realized with this technology.
Some studies have also indicated that shallow sewerage with offsite treatment is competitive
over on-site sanitation at population densities of 200 persons per hectare or higher.
Disadvantage
A disadvantage is the necessity of the community using at least 50lcpd of water (and feeding it into
the pipes) to ensure that the waste solids are borne along with this flow and do not cause clogging.
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Conventional Plant
This technology consists of the following sequential processes:
1. Primary treatment -- trash, grit and partial solids removal through screening and sedimentation
2. Secondary treatment -- BOD reduction through aerobic treatment
3. Tertiary treatment -- e.g., gravel filter
Advantage
An advantage of this technology is that BOD reduction can be very high.
Disadvantages
Although prevalent in the West, the disadvantage of this technology is that it requires a lot of
money to build. (A conventionally-constructed, foreign-funded STP facility in Baguio for about
90,000 people cost about PhP 400M to erect.)
Requires heavy equipment, advanced skills and a lot of energy to operate;
Unacceptable in terms of pathogen destruction (only in the order of 99%).
Stabilization Ponds
These are a series of ponds (the first functioning as a solids settling and anaerobic decomposition
pond, the next as facultative ponds and the last as maturation ponds) that treat sewage through
sedimentation, biological action and detention. In some facilities, fish and aquatic plants enhance
these actions and provide a method for resource recovery.
Although simple and effective (stabilization ponds can remove 99.99 to 99.999% of pathogens, BOD
and suspended solids), it is a land- intensive technology and can also be expensive. A plan to treat
the waste of 80,000 people in downtown Dumaguete City requires a budget of PhP 360 million.
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Anaerobic Filters
Anaerobic filters are filters submerged in water. This is not a stand-alone sewage treatment plant
process but can be combined with other processes. Although poor in terms of BOD and pathogen
removal, it is simple and requires less energy and space than aerobic facilities.
Treating Sludge
Sludge is composed of the remains of organic matter, the bacteria living in them, and inorganic
matter. All sewage treatment plants produce sludge. In on-site sanitation, sludge is often buried
in the soil (this may be spread later as soil conditioner) or taken away for further treatment in a central
facility. In sewage and treatment plants, which produces huge quantities of sludge, sludge can either
be aged before spreading on agricultural land, or dewatered before either:
Deposited in a landfill; or
Composted before being used as a soil conditioner.
In the latter, the principle is to use the heat of the composting to kill all pathogens. One method
of high-rate composting is to pile the dewatered sludge in wind-rows over perforated air-pipes.
The sludge is mixed with dessicating substrate such as woodchips and covered with old compost.
Air is then blown for a few weeks through the sludge using the perforated pipes. This supplies the
pile with enough oxygen to sustain the composting process.
This not only means evaluating sanitation options by the criteria enumerated in the first part of this
chapter but developing more affordable technologies, especially for off-site sewage treatment.
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For the 2/3 of Filipinos who live in rural and semi-rural areas, the on-site sanitation options
available to them seem to be affordable enough. However, for the rest who live in urban areas and
whose wastewater can only be treated off-site, a per capita construction cost of PhP 4,000 to 7,000
will translate into unacceptable sewage treatment charges alone of PhP 200 to 350 per household
per month, if present West-originated technologies are adopted. We should therefore start
developing our own treatment options that are less expensive.
Community Participation
Organizing for sanitation is more difficult than organizing for water supply. In a community in
Indonesia, it took two decades to up sanitation coverage from 17% to 85%.
Yet one cannot go around it. Aside from linking hygiene, water supply, and the environment with
sanitation, a possible strategy would be to make sanitation more attractive by linking resource
recovery with it.
No program will succeed if corruption permeates the implementing agency. If the implementing
agency is corrupt, the technologies it will select will only be appropriate to maximizing graft and
it will never bother to bring in the community to its shady dealings by letting them participate
meaningfully in the program.
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Sustainability of Community-Based Rural
Water Supply Organizations ANNEXES
❙ Sustainability of Community-Based
Rural Water Supply Organizations
◗ WHAT WORKS:
a. The use of community-based organizations has been proven effective as a vehicle for:
Instilling the value of self-governance and self-reliance among the rural populace; from
mere recipients of government projects to active community participation and
management, and
Sustained operation and maintenance of the water facilities. There are a lot of case
studies of RWSAs (Rural Water Supply Associations) and to some extent of BWSAs
(Barangay Water Supply Associations) which have demonstrated that with proper
institutional development, these associations are capable of sustaining the system
operation thereby reducing the load on government resources and instilling the value
of self governance among the populace.
b. Full recovery schemes (capital + O&M) are possible for Level III and partial recovery schemes (O&M)
for Levels I and II. Level III RWSAs, especially in Bulacan and Batangas provinces, have
demonstrated not only their capacity to sustain their operations from collections but also to repay
loans incurred for the purpose. Some Levels I and II projects are still operational and managed
by the associations demonstrating successful partial recovery. The rural populace is capable and
does pay for WATSAN services.
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c. Different service levels are needed. Level I represents the basic service level that government
must provide its citizenry especially in the far flung areas. Level III service, being the ultimate
service level, are necessary for urban and peri-urban areas and in areas where the populace is
willing and able to support it. However, not all communities can afford a Level III system. In some
areas, the provision of Level II facilities provides a temporary solution until the community,
following the principle of self-governance, is able to muster enough initiative and resources to
convert it to a Level III. In all cases, local associations are therefore necessary to institutionalize
“ownership” and marshal resources.
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Reference:
De Vera, Antonio R. “Sustainability of Community-Based Rural Water Supply Organizations.” A Final Report
prepared by for the WPEP Project, November 2000.
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DIRECTORY ANNEXES
❙ WATER DISTRICTS
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J K
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A B
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K MUNTINLUPA DEVELOPMENT
FOUNDATION
KAAGAPAY NG MINDOREÑO, INC. (KAMI) The Executive Director
The Executive Director Fax: 842-45-61
PCPC, Brgy. San Aquilino Tel: 842-22-75
Roxas, Oriental Mindoro
Fax: 043-289-2308 N
Tel: 043-289-2254
NATIONAL HYDRAULIC RESEARCH CENTER
M The Executive Director
College of Engineering,
MANAGEMENT & ORGANIZATIONAL UP Diliman , Quezon City
DEVELOPMENT FOR EMPOWERMENT Tels: 927-71-49, 927-7176
(MODE) Fax: 927-7190
The Executive Director Email: nitz@nhrc.eng.upd.edu.ph
99 Matimtiman St., Sikatuna Village, Loenardo Liongson- Executive Director
Quezon City
Tel: 435-3652 NORTHERN PHILIPPINES TRIBAL
Fax: 435-3655 COMMUNITIES DEVELOPMENT CENTER
Email: au@mode.org (NPTCDC)
# 28 Roxas St., Brookside, Baguio City
MINDORO'Y ANGKING YAMAN NATIN Albert Ano/Joey Daiwey
(MANGYAN) DEVELOPMENT FOUNDATION
(MDFI)
The Executive Director
Fax: 043-491-1178
Tel: 043-491-1178
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❙ Private Sector
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Philippine Center for Water and Phone: +632 892 0611 through 25 (Trunk Lines)
Sanitation- ITN Foundation Fax: +632 892 8126
Tel: (632) 9115783 Email: manila@unicef.org
Website: http://www.unicef.org/philippines/
The World Bank Philippines
23rd Floor, The Taipan Place Building Water Supply and Sanitation Collaborative
Emerald Avenue, Ortigas Council (WSSCC)
Manila, Philippines c/o WHO, 20 Avenue Appia, CH-1211,
Phone: (63-2) 637-5855 extension: 3003 Geneva 27, Switzerland
Facsimile: (63-2) 917-3050 Phone: +41 22 7913544
E-mail: Lgonzales@worldbank.org, Fax: +41 22 791 4847
www.lguportal.worldbank.org. Email: wsscc@who.ch
Website: http://www.wsscc.org/
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