The Water Operator's Partnership between VEI and Nakuru County from 2017 to 2021 had the main goal to increase and improve water and sanitation services in Nakuru County in line with the Sustainable Development Goals (SDGs), by promoting benchmarking activities, increasing water and sanitation coverage, increasing water supply, improving distribution management (non-revenue water, and establishing a strong customer-support mechanism.

The Water Operators' Partnership between VEI and MWAUWASA aimed to improve the operational and financial performance of MWAUWASA through on-the-job training in the development and implementation of an non-revenue water reduction plan, geographic information systems, online reporting system, asset management, hydraulic modelling, management and leadership training, as well as policy and study development, such as a pro-poor strategy.

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The main objective of the Water Operators' Partnership between World Waternet and SOMAGEP-HER was to strengthen SOMAGEP-HER to provide sustainable water services to urban poor people in Mali by improving the entire organization, including leadership, human resources, finance, customer services, asset management and non-revenue water. The partnershop also aimed to increase the utility's revenue and bankability in order to enable SOMAGEP-HER to attract external financing for infrastructure investments.

 

 

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The overall objective of this Water Operators' Partnership (WOP) in the framework of WaterWorx between VEI and National Water and Sewerage Corporation (NWSC) was to strengthen NWSC in the sustainable delivery of cost-effective water services to a rapidly growing urban population.

The Water Operators' Partnership between Homawasco and Dunea aimed to contribute towards increased sustainable access to and use of improved water supply, sustainable sanitation and proper hygiene practices among low-income urban dwellers in Homa Bay County.

This fact sheet informs about the water operators' partnership (WOP) between WAF Fiji and HWA Australia. The partners focused on six priority areas following a dynamic and participatory diagnosis, which resulted in an ambitious one-year work plan. The management of the WOP was informal however followed the initial plan. Classroom and on the job training, frequent remote exchanges and operational assistance visits allowed for the expected objectives to be achieved. This inclusive and novel approach was conductive to rapid change and progress.

 

 

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