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WOPs: how to make them even better? Transformation into bankable formats

WOPs: how to make them even better? Transformation into bankable formats A.Thawe, K.Schwartz, S.Veenstra and M.Pascual 30 May 2013. UN Advisory Board on Water and Sanitation.

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WOPs: how to make them even better? Transformation into bankable formats

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  1. WOPs: how to make them even better? Transformation into bankable formats A.Thawe, K.Schwartz, S.Veenstra and M.Pascual 30 May 2013

  2. UN Advisory Board on Water and Sanitation • “Cooperation based on knowledge transfer between water operators is a useful supporting mechanisms to strengthen the capacity of public water operators – Water Operator Partnerships” • (UNSGAB, Hashimoto Action Plan, 2006)

  3. Water Operator Partnership A water board that wants to improve can either delegate its management or …or partner and get on track

  4. Private Sector Service Contract with Lilongwe and Blantyre Water Board Local partners: NGOs and Water Boards

  5. Private Sector Service Contract with Lilongwe and Blantyre Water Board Service Contractor: consortium of an Operator, a NGO and an Engineering Consultant

  6. Private Sector Service Contract with Lilongwe and Blantyre Water Board Financer: EU Water Facility and EIB (mix of grant and loan)

  7. Performance Based Service Contract Source: Janssens 2010

  8. Investment component of € 25 million Operator partnership € 3.5 million Performance Based Fee (KPI driven): € 1.5 million The Service Contract Contract Period: 2009- 2013

  9. Evaluation of the partnership • The strategicagenda of the Water Board may not always be identical to that of the Service Contractor • Performance management within a Water Board is a response to governance regulation, not driven by performance based contracts • Personnel management is an essential element of a water utility and is never to be outsourced to other parties (contractor, consultant, or partner)

  10. Capacity Development as Agent for Change • Establish water governance based on a transparent, accountable and competitive “enabling environment” for service providers • Transform service providers to be accountable not for “input driven efforts” but for “impact based results” • Strengthen HR Departments to maximize the potentials of available human capacity (skills, experience, knowledge, and personal drive)

  11. CD at three conceptual levels

  12. Encouraging Leadership Delegated Management Stimulating HR policies Bridge generation gap Focus in Capacity development

  13. Purpose of 5th Symposium Thankyouforyourattention. Andrew Thawe CEO Blantyre Water Board athawe@gmail.com

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