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WASH Systems Strengthening in the Central African Republic
Source: OECD Fragility Framework
Fragility in the Central African Republic
WASH systems strengthening in the Central African Republic
Professionalized Preventative Maintenance Services
WASH systems strengthening in the Central African Republic
Systems Strengthening in the Central African Republic
WASH System Building Blocks
WASH System Building Blocks
WASH System Building Blocks
WASH System Building Blocks
WASH System Building Blocks
Takeaways & Opportunities
● Systems exist, even in fragile states.
● Short-term projects vs. systems planning.
● Fast coordination is key.
● Avoiding parallel systems.

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WASH systems strengthening in the Central African Republic

Notas del editor

  1. Water for Good works exclusively in the Central African Republic.
  2. Central African Republic is an extremely fragile context in the OECD fragility framework. This framework nicely outlines the main dimensions that are impacted by fragility with a spectrum of fragility for each dimension. While all fragility indicators would be worth spending time discussing, I will briefly focus on the most severe indicator in the framework. I want to look at the country’s economic situation. A lot of people think it’s about insecurity, it’s more about economics, even though we know economic fragility feeds into and feeds from other areas of fragility. CAR is the second poorest country in the world. It is a very-low income country located in Sub-Saharan Africa, with a GDP of 2.4 billion dollars and a GDP per capita of 510 dollars. Other economic sub-indicators that affect the economy are the country’s remoteness, landlocked position, low levels of education, food insecurity. In 2017, it received USD 530.7 million in ODA (USD 115.5 per person), and USD 6.9 million in net FDI inflows.
  3. Nearly 80% of the territory is controlled by non-state armed groups. Road blocks across the state has significant impact on the country’s economy. This map shows influence zones of armed groups, and the points on the roads show where roadblocks are set up, either by civilian actors, state agents or armed groups. Water for Good has been operating in a volatile context since 2004. In 2013, a coup that has devastating repercussions to date has left ½ of the population in need of H. assistance. ¼ externally or internally displaced
  4. Water for Good has been operating in the CAR since 2004, initially as a borehole drilling organization, and shortly thereafter, as a handpump maintenance service provider after recognizing that handpumps needed regular maintenance. We also realized that training isolated, local artisan repairmen across such a large area was ineffective, due to their inability to commuicate with all the necessary actors along the supply chain of parts, their limited capacity to move and reach enough water points, and the impossibility to set up effective monitoring & reporting around pump maintenance & costs. WFG therefore created a circuit rider approach, by sending teams of technicians on different routes to visit pumps along remote roads, with a set of tools, spare parts, etc. as the most cost effective way of ensuring high levels of pump functionality (which is around 90% across all pumps at any given time). Because cell phone networks are available only in a few urban areas, communities’ are unable to call in, for instance, when issues arise. But along with that fact, the remoteness and scarcity of pumps wouldn’t make it economically viable for us to send out a team down hundreds of kms of poor roads just for one or two pumps, even within one prefecture. Thus also explaining the current network approach. All six teams essentially serve as the final link of the long supply chain of parts, international manufacturers to local community handpumps. We integrated electronic reporting into the maintenance program in 2012 to tighten internal controls, have better visibility on spare part inventory in order to begin the ordering of parts well in advance, so as to ideally not run out of parts. Communities willingly and contractually pay for maintenance services.
  5. Spread across in low density populated communities across the country. 60% of the population lives in rural areas. Cell phone network is only available in the few larger towns. There is no service coverage throughout the country’s rural areas, where the vast majority of hand pumps are located.
  6. We asked ourselves what it would take to go from our preventative maintenance program to universal, sustainable access for all some day beyond Water for Good. While we have a lot of experience in maintenance, joining Agenda for Change in 2017 has really enabled us to go beyond what we do, and think about the systems’ building blocks, and think about district-wide planning and be more intentional in strengthening the WASH system in the country. In 2017, we began analysing the data we had collected for several years to determine what it would take to provide faster service, and increase community payments. Given the immense territory we cover, we opted for a district-wide approach and focused on one region, or prefecture, in yellow, called Mambéré-Kadéi, while maintaining our periodic preventative maintenance in other prefectures. The greatest obstacle observed was the remoteness and very low density of handpumps in any given region. In 2018 we completed a full assessment of the current levels of access to water against SDG 6 universal access goals and have since been therefore focusing the vast majority of new water infrastructure investment in the region to achieve 1- universal basic access, 2- increase economies of scale to deliver efficient professional maintenance services at affordable rates. We have been testing new maintenance approaches in the largest urban center of the prefecture, Berberati. Communities call in for service, since the level of pump density in a 50 km radius allows us to intervene quickly on those water points with our two technicians who are equipped with motorcycles. We used the data we collected to build a prefecture-wide roadmap, in collaboration with regional authorities, as a model to demonstrate that it is possible to effectively address a complex problem in an extremely low-developed and fragile context by 2030. We’ve identified a number of ways we have been strengthening some of the system’s building blocks.    
  7. In our focus region, we have been working on two fronts with regards to infrastructure – investments in new installations including more complex systems such as solar powered tank installations with communal tap stands for larger communities. Secondly we have been begun increasing the levels of service provision as economies of scale allow us to provide faster response beyond the two annual visits we have been providing. As we focus on one region, and better understand everything that surrounds service delivery, the entire value network, we better understand the technical and economic requirements to enable a local private operator to take on the infrastructure side of the system over time.
  8. Monitoring: Electronic Reporting, shareable data (leveraged that to build the roadmap) Our ongoing monitoring, both within the focus region and at the scope of our general maintenance program, is often sollicited by the WASH sector, by emergency actors. We leveraged our capacity to collect water point information and the monitoring of them to build the prefecture wide roadmap. This data is shared with the relevant decentralized sector authorities, and it has already provided guidance for WASH actors who have intervened lately in the focus region. This has allowed to direct a short-term intervention toward the roadmap, and better integrate the new water points into the larger maintenance program that we have. We are currently seeking ways to support the creation of a state-owned monitoring system for the region, which does not yet exist. Either by training them into ours, or creating a new one with the support of our experience and current data sets.
  9. Finance: We are getting visibility on the life-cycle of infrastructure because we have been monitoring water points of time through our maintenance program. As we work with regional and national level state institutions, we are confident we are collectively working on a comprehensive, fundable plan.
  10. Our prefecture-wide plan, based on data, has a clearly identified planning timeframe, with regards to new installations as well as ongoing maintenance requirements. We are also identifying the missing capacities required to carry out the prefecture wide planning and necessary monitoring around the planning.
  11. Institutions: Building regional capacity / experience / coordination On a practical level, while we largely designed the prefecture wide plan for new infrastructure, the implementation itself is systematically done with the regional head of the ministry of hydraulics. Implementation means coordinating with local authorities, community reps and committees. He helps with troubleshooting and has been a voice for the prefecture roadmap at a national level. Serges, who is in the middle of this picture, is a perfect example of how it is possible to collaborate. He has been on several dozen work sites to coordinate with communities, such as in Gamboula, a medium-size town where we have recently installed a solar-powered pump and water tower with multiple tap stands. We are pleased to help build up regional capacity, which has opened up doors to discuss systems change at a national level around issues that touch on all the different building blocks, such as regulation, accountability, policy and legislation. The sector is currently wrestling with what kind of management structure needs to take on bigger water distribution systems.
  12. Entry point: It is possible to do SS in FS. Where systems do not seem to exist, they are there and it takes time to understand the endogenous nature of the systems. Having long-standing operations, our periodic but consistent collection of data, accumulation of experience and relationships has been our entry point. Building blocks are there even if weak, and we need systems champions to tie the blocks back together. Systems Strengthening in FS means swimming against the tide, because the sector is being pushed by short-term, and often scattered, interventions. But we know that this is going to be part of the environment in which we work for a while. Those short-term projects can be plugged into the larger roadmap if strong coordination exists Speaking systems, even in Fragile contexts, helps identify system champions in the crowd, and finding ways to bring them together around the table is important. It can look informal at first, but it is still subtle, strategic coordination. That kind of coordination, that can lead into formal arrangements, needs to be strong, ongoing, and resourced. It needs funding, as much as formal, district-wide or national coordination needs funding. A word on parallel systems: Water for Good is not interested in building a parallel system, but champion a roadmap that is validated by all WASH stakeholders, long-standing partners of the government such as UNICEF, or others who are in a good place to champion specific aspects of the system. There is a very strong demand for coordination of actors around a roadmap, but we recognize that it needs funding.