WOP: VEI & Dawaco
The VEI-Dawaco WOP was carried out from 2007 until the end of 2010. The WOP focused on the extension and improvement of water services in Da Nang, while supporting Dawaco in achieving management autonomy and a stronger financial position. Besides the achieved operational, managerial, and financial water utility performance improvements, the WOP was successful in supporting water services for the urban poor. Through improved processes and pro-poor strategies, the WOP’s approach allowed for Dawaco to build on its own capacity and contribute to the sustainability of results, including effective, long-term and inclusive water delivery.
GENERAL WOP INFORMATION
October 19, 2007 - December 31, 2010
Was the code of conduct followed?
Did the operators sign a formal partnership agreement?
Corporate social responsibility
PARTNERS AND THEIR INPUTS
Total cost of WOP ($)
THEMES AND OBJECTIVES
- Asset management
- Customer relations
- Non Revenue Water (NRW) management
Please specify other theme(s)
Operation and Maintenance
Integrated Urban Water Resource Management
Service to the Poor
1. the extension and improvement of water services in Da Nang,
2. the management autonomy and strengthening of Dawaco’s financial position, and
3. the sustainable delivery of water services to the urban poor.
What types of activities were carried out to help develop operator capacity?
- Joint planning or work
- On the job training
Describe the overall results
• Non-Revenue Water has gone down during the years since the start of the WOP from approximately 39% to 26% at the end of the partnership, and 15% by 2017.
• Nearly 49,000 new connections were made, averaging over 16,000 per year.
• Over 7,800 connections for the poor were made, averaging around 2,600 per year and amounting to 16% of the total new connections.
• Water quantity and quality meters were installed at two water treatment plants. With this, 99% of total production was metered. Based on the data collected from these meters the operational processes were improved.
• A Central Control Unit was officially implemented and metering equipment was installed in the network.
• A new tariff structure was approved which made low consumption costs accessible to the poor who generally use a limited amount of water.
• Sustained progress of performance improvements even after the WOP ended, as shown with the increased connectivity rates, current NRW values, and improved creditworthiness of the company evaluated from 1996 to 2017.
• Operational, managerial, and financial water utility performance improvements paved the road for access to other funding opportunities (ADB, JICA, and the World Bank) which further supported the objectives of the WOP.
Which factors had a positive influence on the success of your WOP?
- Accurate identification of capacity needs
- Financing for WOPs
- Relationship of individuals
Which factors impeded the success of your WOP?