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Targets: Connection of 17,000 households to local distribution networks and lowering of costs from 2.50 USD to approximately 1.25 USD during 2005-2009

  • Goal 2: Training members of local water committees in water management

Target: Train members of each water committee established

  • Goal 3: Creation of a financing function for both local ownership and the quicker expansion of water systems

Target: Creation of a lower-interest (from 14 percent) revolving fund exclusively for water system expansion

By the end of 2007, the partnership had achieved approximately 20 percent of its expansion goals, had thus far met its targets for capacity building of the water committees in water management and had created a revolving fund for the water systems. However, it did experience some financing difficulties, such as in providing sufficient collateral in order for a water committee to receive a loan. Consequently, the municipality currently contributes 51 percent of investment into the distribution systems, substantially more than the 20 percent anticipated. Despite some initial delays in the project, Agua para Todos received impressive marks from stakeholders in the last surveying process. Moreover, interest from new, potential partner organizations as well as in replicating the Agua para Todos model in other regions further indicate the high level of success that this partnership enjoys.

While formal monitoring and evaluation processes are currently lacking, regular, informal controlling practices do exist, including structural checks and balances for partnership activities. For example, Agua Tuya is responsible for most operational activities while the Municipality controls the evaluation of these activities. Regular meetings and progress reports as well as informal communication on a needs basis help to keep all partners informed about activities.

Similar to monitoring and evaluation practices, formal governance structures are kept at a minimum. Rather than using a formal body or board, one or two leading partners generally make operational decisions on an informal basis. Nevertheless, the process for taking major decisions such as beginning cooperation with a water committee for a new connection is stipulated explicitly in the formal partnership memoranda of understanding (MOUs), which include one multilateral contract between Agua Tuya, SEMAPA, the Municipality of Cochabamba and UNDP Bolivia; and three bilateral contracts between Agua Tuya and SEMAPA, Pro Habitat and Agua Tuya and Pro Habitat and SEMAPA. MOUs provide for formal accountability between project partners.

Since the partnership’s inception in 2004, observers have been able to

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