This proposal contributes to the improvement of efficiency, access, affordability and quality of potable water services provided by utilities. It supports community-based initiatives to enhance and establish the sustainable delivery of water in depressed communities in five (5) regions; 36 waterless municipalities with 122,000 households (HHs). Government investments in infrastructure will be complemented by policy/regulatory reforms and capacity building to stimulate investment flows, promote participation, empower duty bearers/claimholders and address socio-economic needs. Grassroots organizations, local government units (LGUs) and other local institutions will be mobilized to ensure access of water to HHs and community facilities and institutions. Cost-recovery measures will be integrated to ensure sustainability. Financing schemes will also be tested. Capacities of local duty bearers and claimholders, esp. women, will be capacitated to sustain the delivery of services.
Provision of potable water in most parts of the country is characterized by small, non-integrated facilities that have been planned and implemented in a piecemeal fashion. Aside from Metro Manila, which is mostly serviced by the two concessionaries, water supply facilities outside of Metro Manila are being operated by several barangay water supply associations, multi-purpose cooperatives, water district associations and other private utilities mostly servicing private subdivisions and other towns and cities. Moreover, access to water by the communities or water users’ is affected through various modes or barriers. The National Water Resource Board regulates all private utilities (except Metropolitan Waterworks and Sewerage Systems (MWSS) concessionaires, Local Water Utilities Administration (LWUA) water district, Subic Bay Metropolitan Authority (SBMA) water utilities) on their tariff implementation, level of service, quality and efficiency. It likewise regulates the resource through overall management, including utilization, exploitation, development, conservation and protection of water sources. Link to MDG Attainment. The choice of water services among the other utilities is a strategic move under the Joint Programme. Water services improve the people’s quality of life, especially that of women and children. It directly contributes to the attainment of all the MDGs particularly MDG targets that are least likely to be achieved. Provision of safe drinking water contributes to the achievement of: MDG 1 by reducing poverty and hunger; MDG 2 by improving the enabling school environment for school children; MDG3 by enabling women to engage in productive and socially relevant activities thereby contributing to gender equality; MDG4 by reducing child mortality given the connection between unsafe water and water-borne diseases common to children; MDG5 reduces maternal mortality by ensuring that water is available in health sanitations for pregnant mothers; MDG6 by reducing the impact of that malaria and other vector borne diseases affected by polluted waters; MDG7 by ensuring a rationale and sustainable use of the resources through consumer awareness and policies that protect the right to water for all; and MDG 8 by promoting partnerships between the government, the private sector and the community in investing safe drinking water that can be accessed especially by the poor. Government’s Policy and Program Thrust. The Government of the Philippines is committed to the achievement of the Millennium Development Goals or MDG. The Medium Term Philippine Development Plan (MTPDP) 2004-2010 embodies the country’s priority targets and programs in pursuit of the MDGs. One of its key priorities is to provide potable water to the entire country by 2010 through public and private investments. The government has given high priority to water supply provision by including it in the “10-point Agenda” of President Gloria Macapagal Arroyo. Reform of the water sector in the Philippines gain a major headway with the implementation of President’ Priority Program on Water (P3W). The P3W focuses investment to the waterless municipalities by providing infrastructure facilities to said municipalities. The targets include the provision of potable water for 633 waterless municipalities nationwide and 212 waterless areas in Metro Manila. Challenges. Despite the current government and private sector efforts, more than 30 percent of Filipinos still live in underdeveloped rural areas and even in highly urbanized cities, still do not have access to potable water. There is approximately 17 million Filipinos who do not have access to safe water. Moreover in terms of area served, there are pronounced disparities between rural and urban areas and poor and rich households. As of 2006, there are 273 “waterless” municipalities that have not yet been reached by the President’s Priority Program on Water, which targets a total of 432 “waterless” municipalities nationwide. In areas with access to water, poor families often pay higher rates. The UNDP Human Development Report 2006 indicated that in Manila, low-income and slum dwellers spend $10-$20/month for water while households which are directly connected to the utilities company spend $3-$6/month. Institutional & Policy Barriers. Local service providers follow different policies and laws set by different national agencies, creating confusion and difficulties in implementation. Government-run utilities are inefficient while privately-managed systems have limited mechanisms to ensure accountability and transparency. Both do not reflect participation by their primary customers, especially the poor, in the management of the utilities. There is a need to enhance water users’ involvement at all facets of water facility operation, from resource planning to performance measurement, to promote accountability and safeguard the welfare and interests of the people. The policy, institutional framework on water need to address some of the key barriers/issues on water, among them: (1) There is a need to reconcile concept and law on private property, public access and human right to affordable water resources; (2) Improving community based water services in terms of financing, capacity to contract and operate; (3) Creation of a more functional and sustainable rural and barangay water and sanitation associations; and (4) Fragmentation of oversight responsibilities due to several agencies involved in various facets of water resource management and implementation.
Outcome 1. Improve efficiency, access, affordability and quality of services provided by utilities at the national and local level. This outcome includes a comprehensive review of the current regulatory policy frameworks and practices that may have an impact on the quality of services provided by the country’s water services especially as they affect the delivery of basic services for disadvantaged groups and poor communities. The outcome shall include a participatory process of identifying strategic policy and programme interventions with the end in view of instituting key reforms in the water utilities. Sub Outcome 1. Investment support mechanisms established for poor communities/municipalities to improve efficiency , access, affordability and quality of potable water. Outputs. 1.1 Incentives mechanisms and partnership modalities developed and enhanced for investments in “waterless” and poor communities (including revisiting the return on investment cap, among others). 1.2 National Government-Local Government Units (NG-LGU) cost sharing arrangement for water supply and sanitation provision for poor municipalities reformulated and recommended. 1.3 Local water and sanitation (WATSAN) councils and water user associations formed/organized with increased participation and membership especially among women 1.4 Sector planning and monitoring at the local level strengthened 1.5 Existing community based monitoring system (CBMS) linked with the Philippine Water and Sanitation (WATSAN) portal 1.6 Mechanism to ring-fence utility operations of LGU-run systems developed and piloted Sub Outcome 2. Enhanced local capacities to develop, operate, and manage utilities Outputs 2.1 Skills and knowledge transferred/shared through institutionalization of local mentoring mechanisms; 2.2 WATSAN Toolbox rolled out and implemented 2.3 Localized Customer Service Code based on the framework for service delivery developed and piloted 2.4 Information education communication programs on a) water service provider’s responsibilities; b) customer service code; c) KPIs and standards; d) tariff setting and regulation; e) management and operations options/alternatives; and f) sanitation developed and implemented
This proposal directly complements and supports the government's investment in water supply infrastructure in depressed communities by providing the 'soft' component to enable the sustainable and efficient delivery of potable water to depressed communities in the Philippines. Technical Support - National and local actors shall play a key role during the whole joint programme cycle by providing the necessary technical as well as experiential support to the programme. Local and traditional knowledge and skills shall be mobilized to maximize the contribution of local partners in the programme. International expertise shall only be brought in to address possible technical gaps. Local institutions such as the academe shall be mobilized and capacitated to ensure continuing development and dissemination of knowledge on the utilities management. Coordination with National and Local Partners and Donor Agencies--The programme will establish coordinative mechanisms with national and donor partners to ensure complementation and synergy in our work. This includes at the national level, the National Economic and Development Authority (NEDA), Department of the Interior and Local Government (DILG), National Water Resources Board (NWRB) and the Local Water Utilities Administration (LWUA). Local government units will also be involved including water service providers, private sector, academic institutions, civil society organizations, people’s organizations and women’s groups. Sustainability Strategy - Sustainability shall be achieved at two levels: national and local. At the national level, ownership shall be built and a strong constituency among governments and local citizens shall be mobilized to sustain the programme’s gains. Ownership will be done through several ways: (1) participation of users in the operation and maintenance of local water supply, (2) pegging water charges with users’ needs and ability to pay to improve cost recovery and sustainability, (3) building the capacity of users to participate in the planning and design of water projects and monitoring project implementation, and (4) conduct of community education projects to increase awareness and understanding of their roles/participation in the water resource management and utilization. Continuing consumer education and public dialogues on service utilities shall be pursued to sustain the public’s interest. Private sector will be tapped to provide improvements in water service delivery and appropriate technology development. Further, the academe shall be the local repository and disseminator of knowledge and technology in managing water utilities. Emphasis will be given to involvement and empowerment of women groups in the management of these water services and cooperatives. At the local levels, financing arrangements and cost recovery schemes shall be integrated into the projects (i.e, community-managed potable water system) in partnership with local governments and women’s groups. In the process, the community shall collect payments for the use of the utilities at a price competitive to that of private service providers, but affordable to the people. Pricing policy shall be developed by the community and/or utilities to reflect this.
UNDP as the Managing Agency (MA) will be responsible for the technical and financial management of the project—including all monitoring and evaluation activities—and all project reporting to MDG F. The MA will also be responsible for all fiduciary arrangements. The project will follow a results-based standard monitoring procedure for review, reporting, monitoring and evaluation. Common format for reporting based on key principles such as results-based annual programme level reporting should be used to the extent possible. All reports will be shared with all relevant stakeholders through the coordination mechanism. Reporting arrangements and accountabilities will vary depending on the fund management option chosen, or combination thereof. Progressive indicators measuring processes, outputs, and outcomes are in the Results Framework. Based on information generated from monitoring reports, processes documentation and evaluation to identify best practices and lessons learned to be highlighted through case studies or elaborated narratives for inclusion in the annual, mid-term and end-of-cycle reports Monitoring of the programme activities will be undertaken through joint visits and on-going consultation with major stakeholders. Participatory monitoring processes will be undertaken and where appropriate baseline surveys will be conducted. Harmonized or joint evaluations and reviews provide feedback and guidance on management of the process, results and outcomes and will ensure that the programme is focused on national priorities, that achievements and lessons learned are recognized, that difficulties are addressed and that best practices are acknowledged. In cooperation with partners, donors and the rest of the UN system, joint monitoring will be undertaken on a quarterly basis. An annual project review will be conducted during the fourth quarter of year as a basis for assessing the performance of each project. In the last year, this review will be a final assessment. This review will involve all key project stakeholders and responsible parties, and focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. The review will be structured by a set of common standards, and will be subject to spot external quality assurance assessments. This review should update output targets and results achieved. The project likewise encourages the engagement of external and independent entities or experts (such as local universities, research groups, consulting firms, etc.) using a participatory methodology involving direct beneficiaries and interested stakeholders in the monitoring and evaluation of the project activities. Outcomes - Investment support mechanisms established for poor communities/ municipalities to improve efficiency, access, affordability and quality of potable water services. -percent increase in investment in the provision of water supply in poor municipalities/communities Indicators - number of incentives schemes, partnership modalities made available Baseline - no schemes available Targets (end of project) - At least 75% of the target municipalities have partnership established and incentives adopted/ implemented Measurement Methodology - Technical study; interview of key informants Indicators - number of alternative approaches to NG-LGU cost sharing made available - Policy for NG-LGU cost sharing made available as basis service provision planning Baseline - grant/subsidies are not targeted for improving access for the poor; grant/subsidies directed at capital expenditures Targets (end of project) - At least 75% of the target municipalities have implemented cost sharing arrangements Measurement Methodology - Technical study; interview of key informants Indicators - percent of target municipalities with WATSAN councils - percent of water supply systems with water user association Baseline - - no WATSAN councils; existing systems with water user association as managers Targets (end of project) - At least 75% of the target municipalities have organized and formed WATSAN councils with more active women members Measurement Methodology - Consultations; focus group discussions Indicators - 100% percent of target municipalities with MW4SPs - percent of MW4SPs incorporating a system for sector monitoring - seed fund available for regular updating of the PW4SP Baseline - outdated MW4SPs; no system of monitoring the sector in the MW4SP; MW4SP formulation/updating hindered by lacking/limited funds Targets (end of project) - At least 75% of the target municipalities have MW4SPs Measurement Methodology - Field surveys; review of reports/studies Indicators - number of local information systems linked to the WATSAN portal Baseline - database access and information exchange limited to national agencies Targets (end of project) - At least 75% of the target municipalities have information systems linked with WATSAN portal Measurement Methodology - Needs assessment; field surveys; trainings Indicators - number of prescribed options for ring-fencing made available - policy for ring-fencing Baseline - Targets (end of project) - At least 75% of the target municipalities have prescribed options for ring-fencing made available Measurement Methodology - Technical study Outcomes - Enhanced local capacities to develop, operate, and manage potable water services - percent increase over baseline of level of competencies of target recipients Indicators - assessment report on existing mentoring program of LWUA - number of target clientele who participated in the mentoring program Baseline - mentoring limited between LWUA and LGU-run systems; no established mentoring program Targets (end of project) - At least 75% of the target municipalities have undergone mentoring programme Measurement Methodology - Needs assessment; interview of key informants Indicators - number of stakeholders trained Baseline - Limited implementation of the toolbox due to fund constraints Targets (end of project) - At least 75% of the target stakeholders from municipalities have undergone capacity building programme Measurement Methodology - Trainings Indicators - number of customer service code established Baseline - Framework for service delivery developed; limited application due to fund constraints Targets (end of project) - At least 75% of the target municipalities have set up a functioning customer service code Measurement Methodology - Consultations; focus group discussions; field surveys Indicators - percent increase over baseline of level of awareness of target clientele Baseline - no data available; baseline to be determined at start-up Targets (end of project) - At least 75% of the target stakeholders of municipalities have undergone awareness coaching programme Measurement Methodology - Surveys, focused groups
The participating agencies are UNDP and UNICEF. Key Local and International Partners - The joint programme will collaborate with national government agencies with oversight and sectoral responsibilities. This includesNational Economic and Development Authority, Department of interior and Local Government, National Water Resources Board (NWRB), Local Water Utilities Administration (LWUA) and other national and local water utilities and cooperatives. Private sector wlll be tapped as local partners together with local governments, civil society networks and academic institutions. Local NGOs and grassroots associations especially women organizations shall be also be mobilized and strengthened to serve as major local catalyst in the communities. Management/Governance Arrangements - The program is organized to have a simple and efficient program management structure and decision-making process with the following elements: Participating Organizations are UN agencies who have agreed to work together the implementation of the Joint Programme. Their tasks are: (a) to contribute funds and other resource to the Joint Programme and put such resources under management and administration by the Managing Agent for supporting the national partners in the implementation of the Joint Programme; (b) to participate in the preparation, planning, and evaluation of the Joint Programme in cooperation with the host Government. Joint Programme Steering Committee - shall include all of the signatories to the Joint Programme Document as its coordination mechanism. The implementation of the joint programme will work under the over-all guidance and oversight management of a Steering Committee composed of Director General of NEDA (as chair), the UN Resident Coordinator, the Ambassador of Spain to the Philippines, and the Secretary of the DILG, a Civil Society Representative and a sectoral (woman, IP) representative. The Steering Committee may also have other members in an observer capacity. Its functions are to: (a) Provide overall policy and strategic directions to the Joint Programme; (b) Review and approve the overall programme work and financial plan, and ensure consistency and compliance of implementation with official policy framework; (c) Convene an executive committee meeting who will review and comment on the mid-year progress report on program implementation (d) Review and comment on the annual report on joint programme implementation (e) Provide inputs and develop recommendations to address strategic concerns and issues that may arise in the course of Joint Programme implementation; (f) Oversee the work of the Managing Agent and its implementing partners Managing Agent - is both a participating organization and a UN member agency specially designated by the participating organizations to perform such role and to undertake the following: (a) Manage the overall implementation of the Joint Programme, including fund management and disbursement; (b) Coordinate the technical inputs by all participating UN Organizations; (c) Draft the overall work and financial plan; (d) Provide or facilitate the provision of technical support to implementing partners on matters concerning programme implementation, financial management and monitoring and evaluation; (e) Monitor the programme activities and ensure consistency and compliance of implementing partners with official policy framework and work and financial plan, as well as with other requirements of the project (e.g., reporting); (f) Collate and review the work and financial plans of implementing partners; (g) Collate and review project reports of implementing partners; (h) Provide inputs to programmatic, financial and administrative issues that may arise during programme implementation; (i) Provide administrative support to the Joint Programme Steering Committee for its periodic meetings to review joint programme implementation (j) Submit annual narrative and financial reports to the Joint Programme Steering Committee Implementing Partners are government agencies and civil society organizations, with relevant mandates, expertise and track record, which will be contracted to directly implement the activities or projects under the Joint Programme. he implementing partners shall be the main, but not the only, conduit of funds from the Managing Agent to other responsible partners which should be involved in the strategic implementation of the Joint Programme. The tasks of Implementing Partners are: (a) Submit project proposals and work plans for screening and approval of the Managing Agent (b) Provide and implement specific services and tasks required by the Joint Programme and as defined by contracts formulated for such tasks (c) Ensure the effective achievement of project objectives and timely implementation of activities contracted for the program (d) Account for funds and outputs (e) Facilitate linkages with partner communities or target beneficiaries; and, (f) Submit progress and financial reports to the Managing Agent. Responsible Parties - are target government agencies, local government units, women NGOs and academic organizations whose mandate, expertise and willingness to cooperate will be considered for their involvement as strategic partners to the programme.
