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Concerted municipal strategies for water and sanitation were developed in
15 towns in Africa; however, the extent to which these strategies have been implemented varies from town to town. This article reports on the impact of this process in two towns in West and Central Africa: Dschang in Cameroon (CMS
in 2006) and Tahoua in Niger (CMS 2007-2008).
In each of the two towns mentioned here, the municipal executive was able to use the strategy and action plan developed to mobilize resources at both national and international level in order to improve access to water and sanitation within the municipal area.
In Tahoua, following development of the strategy, the municipality and local actors adopted three priority areas:
• Municipal institutional capacity-building to set up a municipal hygiene and sanitation service, train local authority staff, elected officials and water and sanitation service operators, as well as inform other mayors within Niger of the benefits of implementing a concerted municipal strategy approach (with €37,500 of funding from Alianza por el Agua, via pS-Eau, and the town of Tahoua).
• Improving water supply infrastructure: network extensions (29km), 400 social connections, 27 standpipes and 6 modern wells constructed in satellite villages provided drinking water to around 25,000 people, as well as 3,500 schoolchildren from the 12 schools connected to the network. These improvements, which exceeded the short-term objectives, were achieved through means of a partnership between the town of Tahoua and the asset-holding company for water utilities in Niger, Société de patrimoine des eaux du Niger (SPEN) and with the support of the NGO World Vision and the French department, Saône-et-Loire. Budget: over €650,000.
• Improving sanitation infrastructure: the installation of public toilets at a cost of over €110,000. Funding for this budget was provided by the international association of French-speaking mayors (AIMF), Alianza por el Agua (via pS-Eau), the NGO World Vision and the town of Tahoua. As a result, the living conditions of the entire population, both urban and rural, have been steadily improved. More does still need to be done, particularly to improve household sanitation; however, it is hoped that the municipal hygiene and sanitation service will continue to ensure the development and improvement of the service.
In Dschang, upon completion of the CMS process, the main priorities adopted by the municipality and local actors were as follows:
• Establish a means of local organization for both water resources management and the management of water and sanitation services;
• Rehabilitate and construct new community WSS facilities in certain densely-populated outlying areas of the town;
• Provide the town with the resources required to ensure the safe management of excreta and of the sludge from septic tanks.
The town utilized the strategy and action plan to prepare projects seeking external funding: 6 boreholes, 8 wells (including one with a handpump), 13 latrines in schools, health centers and markets and 4 small-piped water schemes in outlying areas were thus constructed. In addition, 9 small-piped water schemes were rehabilitated. These activities benefited 30,000 inhabitants (one quarter of the population), 5,000 schoolchildren, as well as market traders and visitors. Costing a total of €825,000, these facilities were constructed using funds from the town of Dschang itself, along with support from AIMF, the town of Nantes (France), the region of Viterbo and municipality of Vasanello in Italy, the African Development Bank (via FEICOM), the commune of Aubenas in France and a fund transfer from the government of Cameroon.
Furthermore, the development cooperation program set up between the urban community of Nantes, Nantes Métropole, and the town of Dschang for the period 2011-2015 is focusing on municipal capacity-building for operating water and sanitation infrastructure. As a result, in 2011, a municipal water and energy agency was set up within Dschang municipality, responsible for monitoring and maintaining WSS facilities; creating 20 water point management committees in those areas outside the Camwater concession perimeter; creating hygiene committees in 10 schools; introducing a budget heading for “water points' maintenance” into the municipal budget; and setting up a monthly monitoring and evaluation meeting to review the activities undertaken by the management and hygiene committees.
It is also interesting to note that, following a change in political leadership within the municipality, the guidelines set out in the concerted municipal strategy have been adopted by the new team.
The CMS approach is a tool that helps raise awareness, among both mayors and other local actors, of the wide range of needs and forms of service that have to be considered when developing a local public policy. It also provides leverage for local development as it fosters decentralization and helps position the municipality as contracting authority. Through consultation, this approach creates and consolidates both partnerships and the willingness of all actors concerned (users, local authority, water companies, local operators) to work together. This CMS tool also enables the municipality to acquire the capacities it needs to negotiate successfully at local, national and international levels. |