Timor-Leste: Community-Managed Water Supply And Sanitation
TIMOR-LESTE:COMMUNITY-MANAGEDWATER SUPPLY ANDSANITATIONA Case Study from the 2004 Project Performance AuditReport for Water Supply and Sanitation RehabilitationProjects Phase I (Grant 8185-TIM[TF]) and Phase II(Grant 8189-TIM[TF]) in Timor-LesteSeptember 2006Penelope SchoeffelOperations Evaluation Department
AbbreviationsADBNGOOEMPMUWSSWSSRPWUCAsian Development Banknongovernment organizationOperations Evaluation Missionproject management unitWater Supply and Sanitation ServiceWater Supply and Sanitation Rehabilitation Projectwater users committeeGlossaryaldeiasucovillage or hamletlocal government administrative area within subdistrict
ContentsPageI.The Development Model1II.Institutional Background1III.Community-Based Projects3IV.Inspection of Completed Projects5V.Sustainability Issues9
I.The Development Model1.The second phase of the Water Supply and Sanitation Rehabilitation Project (WSSRP) providedfor the rehabilitation and improvement of community water supply and sanitation using communityparticipatory approaches and integrated hygiene promotion programs in seven districts. The 16subprojects were based on a well-established model of community participation, planning, andmanagement. The principles include (i) participation of users in integrated management; (ii)involvement of women; (iii) implementation of a demand responsive approach, with the communityplaced at the center of development; and (iv) creation of users associations. This model was developedto provide water on a self-help basis to the rural poor. It has been an internationally endorsedapproach since 1992.2.This case study examines why this model did not work as envisaged in any of the AsianDevelopment Bank (ADB) projects, or in other development partner projects seen or discussed withdevelopment agencies working in the water and sanitation sector in Timor-Leste.II. Institutional Background3.Timor-Leste is administratively divided into 13 districts, 67 subdistricts, 498 sucos (localgovernment administrative areas within subdistricts), and 2,336 aldeias (villages or hamlets). A newsystem of local government has yet to be established. At present, each suco and aldeia is at leastnominally represented by a chief, who may or may not be a traditional leader. The Government iscommencing a program of local elections to allow each suco and aldeia to choose its chiefdemocratically.4.In the Timor-Leste context, communities may be defined as clusters of households headed bymen related by a common ancestor,1 which cooperate with one another, and share some resources(e.g., land). Such communities are found at the aldeia level in rural areas.2 A suco is not a community inthis sense, although the population is likely to speak the same language (24 local languages, excludingPortuguese, Bahasa Indonesia, and English, are spoken as main languages in Timor-Leste).3 People fromthe same suco will also share customs and cultural values and are likely to use the same primary schooland health center, if these services are provided in the subdistrict. Larger communities, such as churchcongregations, also exist in sucos. In some sucos, local organizations established by the resistancemovement are reportedly still well established, and in some, development committees created underthe Community Empowerment Program (para. 5) are said to be still active.5.ADB provided technical assistance to prepare the Community Empowerment Program in 2000.4The program aimed to create a bottom-up system of local government based on development councils1234Based on discussions with nongovernment organization staff members and David Hicks. 2004. Tetum Ghostsand Kin. Long Grove: Waveland Press Inc. Second Edition.Urban and periurban aldeias are often not communities, as they tend to comprise numbers of unrelatedhouseholds.The Tetun language is spoken as a main language by 19.5 sucos and is used as a lingua franca. It has beendeclared the national language, along with Portuguese.ADB. 2000. Community Empowerment Program. Manila.
2COMMUNITY-MANAGED WATER SUPPLY AND SANITATIONto promote rural and community development and rehabilitation.5 ADB provided training for districtand subdistrict facilitators; assisted in the establishment of district, subdistrict, and village councils toreceive and disburse community development projects; provided grants to subdistrict councils; andprovided assistance to refine the design and plans for longer-term assistance. Its context was thegovernance vacuum after the violence and destruction that followed the referendum for independencein 1999. Development councils were created in about 450 sucos (each aldeia elected one male and onefemale representative) using participatory approaches to plan local development priorities and projectrequests. Preexisting leaders were excluded from the council formation process. The United NationsTransition Administration for East Timor did not want to formally establish local government before anelected national government was in place (which was not until May 2002).6.Implementation of the program was contracted to Oxfam Australia in 2000 and immediatelystaffed by a team of 200 national facilitators. The Community Empowerment Program drew on theTrust Fund for East Timor to fund hundreds of projects related to infrastructure, training,communication, and poverty alleviation and microeconomic and social development projects, including412 water, irrigation, and sanitation projects. Most were of low technical quality. By 2003, the WaterSupply and Sanitation Service (WSS) was already being requested to rehabilitate many of them.6 TheCommunity Empowerment Program was subject to competing goals, and the first goal (rapiddisbursement of funds) defeated the second (institution and capacity building). Eventually thedevelopment councils came to be seen mainly as a mechanism for obtaining project funds.77.Under the Government’s current policy,urban water supply systems, including those ofdistrict centers and some subdistrict centers, arethe responsibility of WSS. In rural areas, wherethe great majority of the population lives, watersupply is the responsibility of individualhouseholds or the community. The secretary ofstate for water and electricity summarized thephilosophical approach to community-basedwater supply and sanitation management whenhe told the Operations Evaluation Mission (OEM)that “the Government’s desire is to eliminate apassive mentality at the local level andencourage the people to take responsibility fortheir own well-being.”8.Details on the provision of services areprovided in Tables 1 and 2.567Table 1: Services to Aldeias in 2001Main Source ofServiceElectricity AvailablePiped Water to theHousePiped Water to aPublic TapPublic PumpOtherNumber Proportion ofof Aldeia Aldeia (%)472201687595251171,454562Source: Asian Development Bank, United NationsDevelopment Program, United Nations TrustAdministration for East Timor, and WorldBank. The 2001 Survey of Sucos. InitialAnalysis and Implications for PovertyReduction.Community Empowerment Program development councils were to have five key functions: (i) preparing andexecuting village development plans that addressed local needs in agriculture, health care, education,communications, and income generation, as determined by the community; (ii) producing village codes ofconduct and resolving disputes; (iii) managing village funds; (iv) relaying the priority development needs thatcould not be met through local efforts to subdistricts and districts; and (v) strengthening participation anddemocratic practices. Conroy, John, et. al. 2004. An Independent Evaluation of Community Empowerment andLocal Governance Project. Conflict Prevention and Reconstruction Working Papers, no. 14. Washington, DC:World Bank.Smith, Alan. 2003. Community Water Supply and Sanitation in East Timor. Development Bulletin 63 (November).Chuong N.P., and J.F. Bauer. June 2004. Interim Evaluation of the Trust Fund for East Timor Annex 6: Case Study.Rural Development. European Commission.
COMMUNITY-MANAGED WATER SUPPLY AND SANITATION3Table 2: Distribution of Population by Main Source of Drinking Waterand Selected Strata in 2002 (%)StrataSource of WaterPiped WaterOwn ConnectionPublic TapPumpProtected WellProtected SpringRainwaterUnprotected WellUnprotected SpringPond, River, or .110.65.511.40.08.928.65.40.7Source: United Nations Children’s Fund. 2002. Multiple Indicator Cluster Survey.III. Community-Based Projects9.In WSSRP Phase I and II, the project management unit (PMU) contracted internationalnongovernment organizations (NGOs)8 and national NGOs9 to construct or rehabilitate 16 communitymanaged water supply projects in Aileu, Baucau, Covalima, Liquica, Los Palos, Manatutu, and Oecussidistricts. In most instances, the contracted international NGO subcontracted the work to a nationalNGO partner. The selection process followed criteria established by the Government. The PMUemployed two nationals, a community coordinator and a technical coordinator, to monitor andsupervise NGO contractors. In the first phase, national NGOs were contracted to provide information,education, and communication programs in project locations. However, no reports are available onthese activities.10.The WSSRP provided national NGOs withcomputers, scanners, printers, and motorcycles.The contactors were required to obtain communitybacking for the projects using participatorymethods. They were required to actively promotethe involvement of women. The communities(usually comprising several aldeias and sometimesmore than one suco) were required to provide thelabor and materials, such as stones and gravel, andtake part in every aspect of construction, and tolearn how the system worked.11.The communities were also given a shortperiod (usually 4 days) of formal training, using Water Supply and Sanitation Service Staff and Office,participatory methods, on community organization Oecussi89Action Contre la Faim, International Rescue Committee, Oxfam Australia, Oxfam International, and World Vision.Bia Hula, Centro Purpuh-Ira Timor, Formosa, FORTE, Hamoris Timor Oan, and ProBem.
4COMMUNITY-MANAGED WATER SUPPLY AND SANITATIONand management, technical management of thesystem, sanitation and hygiene, and healthpromotion. The communities subsequently met toelect office bearers for a community water userscommittee (WUC) and to choose one or twopeople as WUC technicians. The community agreedto set a monthly fee to be levied on eachhousehold and paid to the treasurer of the WUC.The elected WUC leader was given custody of a setof tools for repairing the system.12.When the system was formally handedover to the community, the WUC signed a contractguaranteeing that they would manage the systemand that if they did not meet this obligation, thesystem would become the property of theGovernment.10Community-Managed Scheme Functioning Tap Stand13.The technology selected for the watersupply projects was gravity fed systems in whichwater is collected from a spring or stream into areservoir or head tank and fed through a pipelineto a distributor tank, which supplies smaller publictanks with taps, or public tap stands, dependingon the scale of the system. In some areas, thewater source is below the villages and a pump isrequired to take the water up to the reservoir orhead tank.Tool Set Provided to Water User Committee14.Traditionally, people in the highlands,mainly women and children, collected and carriedwater from springs or rivers in the bottom ofvalleys. Since the 1980s, the IndonesianGovernment or development partners hadprovided various highland areas and some lowlandareas with gravity systems. On technical and costeffectiveness grounds, gravity fed systems appearideal for a large proportion of the population wholive in the interior on mountain ridge tops. Groundwater suitable for wells is rarely found in theseareas, but wells are widely used by populations inurban and rural lowlands (Table 2).Pump and Motor at Oecussi Bore15.Afewprojectsincludedlatrineconstruction, if the communities wanted them and funds permitted, and if a way of allocating fundscould be agreed upon.11 In some cases, latrines were promised as a follow-up, but no funds were made10NGO contractors were required to provide a full report including “as built” technical specifications, copies of theWUC agreements, and photographs of implementation.11The national NGO ProBem was given a contract, exclusive of water supply, for construction of a total of 126latrines in four villages in different districts, (two in Baucau, one in Liquica, and one in Lospalo). Apparently,these villages had WUCs and therefore a water supply. The selection criteria are not explained in the report. Theinternational NGO (International Rescue Committee) provided 100 household latrines and three latrines at thelocal church, along with rehabilitation of two water supply systems in Bobemeto subdistrict, in Oecussi district.
COMMUNITY-MANAGED WATER SUPPLY AND SANITATION5available for this purpose. (No complete report providing an overview on the final inputs of eachsubproject was made, possibly because the two supervisors could not write a report in English.) Thesubprojects that included a latrine component used double pit construction, with a cement covertopped by a small square water tank and a latrine plate inset beside it. Beneficiaries provided labor andlocal materials.IV. Inspection of Completed Projects16.The OEM asked ADB’s Special Office for Timor-Leste to select a range of completedgovernment- and community-managed projects representing a range of success levels. As a control, theOEM also visited three Australian Agency for International Development projects, of which two werecompleted in approximately the same period. The visits were made in September, late in the dry season(although in some years the dry season lasts until December or January). The WSSRP’s formercommunity coordinator and the technical coordinator participated in the OEM. In their opinion, of theWSSRP’s 16 completed community-based subprojects, 10 were successfully functioning (deliveringwater) and 6 were not.17.The OEM’s criteria of success were (i) that the system supplies water to all users all year,including the dry season, and (ii) that the system was being managed and maintained by the WUCaccording to the principles agreed among the users during implementation. Table 3 provides asummary of projects visited.Table 3: Summary of Community-Managed Water and Sanitation Projects Observations1. Asian Development Bank-Managed Trust Fund for East Timor ProjectsAileu District,Kabasi FatinMarch 20031,073 peoplein oneperiurbanaldeia.No water was found at the lower end of thesystem. A second pipe was installed forprivate connections, some using the waterfor agriculture and brick making. Six publictaps were disconnected by the local chief,who removed sections of pipe “for itsprotection.” According to the chief, some tapstands were broken, and one was destroyed,(reportedly by an angry person who couldget no water). The aldeia is dominated bymigrant settlers from other localities whooutnumber the original inhabitants.a Thewater users committee (WUC) is notoperational, no fees were collected.Aileu District,ManucassaSuco andFahisoe SucoFebruary2003Manucassa had41 householdsbut now hasabout 140, dueto returningrefugees. NoThe water source belonging to Manucassa isshared with Fahisoe. The supply of water isnow insufficient due to the increasedpopulation and demand in Manucassa, sothere is a water dispute between the twosucos. The taps on one public tank and the
6COMMUNITY-MANAGED WATER SUPPLY AND sObservationsdata is availablefor Fahisoe.main tank distributor valve were vandalized.The WUC is inactive, and no fees arecollected.Liquica District,Tibar SucoFebruary2003Five aldeia(3,360 people).The water is insufficient for users at thebottom of the system because the users atthe top take most of the water, foragricultural and other uses. Taps were brokenand illegal hosepipe connections were madeto all the public tanks. A distributor valve toregulate the supply was removed. The WUCwas inactive, and no fees were paid.Continuing deforestation of the watershedwas pointed out as a public concern.Liquica District,Ulmera SucoApril 2003Four aldeia.The water is sufficient for all users. The lowerpublic tank was surrounded by stagnantwater. Of five taps on the tank, four wereremoved and the pipes were attached tohoses supplying private connections, foragricultural and other uses. No fees werecollected. No WUC exists.Oecussi District,BobemetoFebruary2003One aldeia (60households).The water supply is adequate to supply allusers, but one of the two tap standsprovided is located rather inaccessiblylocated in a private compound. Severalbetter-off households take water by hosepipefrom both tap stands to their houses andadjacent vegetable plots and animal pens.Poorer households carry water in plasticbottles and buckets. One tap is missing. TheWUC is inactive, and no water fees arecollected.Oecussi District,BobemetoFebruary2003Two aldeia (90households)Three new distribution pipes were connectedto the storage tank since handover. Twopipes are shared illegal private connectionsand one is linked to a defunct pipeline andtank that was not completed by thedevelopment partner when the water sourcewas denied by the owners. A group ofhouseholds took this initiative themselves.Water is being used for cement block makingby one household. Taps are missing. TheWUC is inactive, and no fees are collected.Oecussi District,Bobemeto,OebahaJuly 2003Two aldeia (300households).One public tank with four taps is empty andabandoned. The tank had water for only 1month. The water level in the second tank isvery low. People using the second tank have
COMMUNITY-MANAGED WATER SUPPLY AND s7Observationstried to link the reservoir to another watersource, resulting in slightly saline waterwithout an increased supply. The WUC isinactive, and no fees are collected.2. Australian Agency for International Development ProjectsMaliana District,Tapu MultiVillage ProjectDue in early2005Eight sucos and2 subdistricts(1,200households).A large gravity system is still underconstruction. Seven nongovernmentorganizations have contracts for communitypreparation and technical implementation.Management arrangements will includeheads of sucos and representatives of thechurch and district governments. The projectincludes a latrine component. The AustralianAgency for International Development has noevidence of sustainable results from the newapproach, but it expects that the long leadand preparation time will result insustainable management.Maliana District,OeleoEarly 2003Seventy-fivehouseholds.Very low water pressure was noted (i.e., atrickle of water). All public tanks havemissing taps, illegal connections, and usedisputes, as some households are takingwater for agriculture. No agreement wasreached on who is responsible for repairingthe broken pipe. No functioning WUC exists,and no fees are collected.Maliana District,Atabar, MigirRehabilitatedin 2003No data.Water is abundant. Taps are missing. Manyhosepipe connections off public tanks arevisible. No WUC exists. Fees are collected bysubscription when a need to fix something isperceived.aTwo other ADB and Trust Fund for East Timor subcontracted projects in the locality at Lausi and Sarin aldeiaswere reported to be in the same state.Source: Operations Evaluation Mission estimates.18.As Table 3 indicates, none of the systems inspected met the OEM’s criteria of success. Thepro
Water Supply and Sanitation Service Staff and Office, Oecussi The communities were also given a short period (usually 4 days) of formal training, using participatory methods, on community organization 8 Action Contre la Faim, International Rescue Committee, Oxfam Australia, Oxfam International, and World Vision.
Timor-Leste Timor-Leste Stanford Law School Sergio Veira De Mello Rd Rua De Nu Laran, No. 20 Crown Quadrangle Lighthouse Area, Farol Bairro Dos Grillos 559 Nathan Abbott Way Dili, Timor-Leste Dili, Timor-Leste Stanford, CA 94305-8610 . Petroleum Fund Law. These working papers represent the dedicated efforts of many individuals. Stanford Law .
seidauk hetan konsensus husi estadu membru ASEAN sira hodi simu Timor-Leste nia adesaun. Ho ida ne’e, relatóriu ne’e sei deskreve kona-bá esforsu Timor-Leste nian adere ba ASEAN no dezafiu sira ne’ebé difikulta Timor-Leste nia adesaun. Iha sorin seluk, relatóriu ne’e mos sei deskreve dezafiu sira wainhira Timor-Leste sai membru ASEAN.
In accordance with this provision, the Government of Timor-Leste set up a sovereign wealth fund in 2005, the Petroleum Fund of Timor-Leste, to support the management of Timor-1 World Bank (2016a), Poverty in Timor-Leste 2014, Dili: World Bank with RDTL, September.
(over 81 percent) are microenterprises and another 17 percent are in the ‘small enterprise’ range. Less than two percent of all businesses based in Timor-Leste have more than 51 employees, with only six enterprises5 meeting the definition of “large” companies. Figure 1: Micro, Small, Medium & Large Enterprises in Timor-Leste (2007-09) 5.
the Petroleum Fund assets raising the likelihood of a damaging fiscal cliff when PF resources are depleted. FOCUS TOPIC: PATHWAYS FOR A NEW ECONOMY AND SUSTAINABLE LIVELIHOODS IN TIMOR-LESTE There remains an urgent long-term agenda of development in Timor-Leste which a new government program could focus on.
offshore petroleum production also declined in 2017. A significant agreement relating to Timor-Leste’s oil resources was recently signed between the Governments of Timor-Leste and Australia11. This agreement is expected to provide increased security for future offshore petroleum production.
Future of the Asian Order 2 and the Philippines) as well as broader regional cooperation. The third and final section analyses the benefits of ASEAN security cooperation and summarizes the challenges for Timor-Leste ahead. Strategic outlook and security threats Timor-Leste has a unique geographic position, with Southeast Asia's largest state,
COMPACT DEVELOPMENT TEAM TIMOR-LESTE (CDT-TL) Annual Progress Report (January - December 2021) February 2022 For more information please contact CDT-TL Office, Av: Palácio do Governo, Edificio 1, r/c Paraça da Procalação da Independéncia Dili, Timor-Leste, Telp 3310169/77253877 or email: infocdtimorleste@gmail.com or jguterres.cdtttl@pcm.gov.tl
