48
8/9/2019 PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report) http://slidepdf.com/reader/full/phi-pda-financing-models-for-small-scale-water-service-providers-final-report 1/48     ()  The views expressed in this presentation are the views o the speaker and do not necessarily re lect the views or policies of the Asian Development Bank (ADB), or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any consequence of their use. Terminology used may not necessarily be consistent with ADB official terms.

PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 148

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983127983137983156983141983154 983110983145983150983137983150983139983145983150983143 983120983154983151983143983154983137983149

983120983145983148983151983156 983137983150983140 983108983141983149983151983150983155983156983154983137983156983145983151983150 983105983139983156983145983158983145983156983161 983142983151983154 983120983144983145983148983145983152983152983145983150983141983155983098

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983127983137983156983141983154 983123983141983154983158983145983139983141 983120983154983151983158983145983140983141983154983155 (991260983123983123983127983120983155991261)

983120983122983119983114983109983107983124 983107983119983117983120983116983109983124983113983119983118 983122983109983120983119983122983124

983118983119983126983109983117983106983109983122 983090983088983088983097

The views expressed in this presentation are the views o the speaker and do not necessarily re lect the views orpolicies of the Asian Development Bank (ADB) or its Board of Governors or the governments they represent

ADB does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any

consequence of their use Terminology used may not necessarily be consistent with ADB official terms

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 248

983122983109983124983105 983094983092983097983096983098 983115983150983151983159983148983141983140983143983141 983137983150983140 983113983150983150983151983158983137983156983145983151983150 983123983157983152983152983151983154983156 983142983151983154 983105983108983106991257983155 983127983137983156983141983154

983110983145983150983137983150983139983145983150983143 983120983154983151983143983154983137983149

983120983145983148983151983156 983137983150983140 983108983141983149983151983150983155983156983154983137983156983145983151983150 983105983139983156983145983158983145983156983161 983142983151983154 983120983144983145983148983145983152983152983145983150983141983155983098

983105983155983155983141983155983155983145983150983143 983137983150983140 983108983141983158983141983148983151983152983145983150983143 983117983151983140983141983148983155 983142983151983154 983110983145983150983137983150983139983145983150983143 983123983149983137983148983148 983123983139983137983148983141 983127983137983156983141983154

983123983141983154983158983145983139983141 983120983154983151983158983145983140983141983154983155 (991260983123983123983127983120983155991261)

PROJECT COMPLETION REPORT

Part I Background and Context

A Development Context of the Project

1 The Philippines is one of the countries that have pledged to halve the proportion of worldrsquospopulation without access to safe water and sanitation by 2015 In fact it even joined theASEAN countries in pledging to meet the water and sanitation goals by 2010 in order for thecountry to meet its other MDG goals The Government of the Philippines has established atarget to achieve 87 water service connection by 2015 As of the year 2008 theDepartment of Healthrsquos Annual Environmental Health Report reported that the number of

households with access to safe water is at 823 This is actually lower than the 2007 dataof 857 To date it is estimated that there are still about 18 million people in the Philippinesthat lack access to safe drinking water

2 Recent reports from the Joint Monitoring Program (JMP) of the World Health Organization(WHO) and UNICEF express optimism about the Philippines achieving its MDG water goalsHowever many water experts have voiced serious dissenting concerns that the PhilippinesrsquoMDG goals may not be achieved due to several factors including

bull Chronic underinvestment for water supply in the Philippines for systemsmaintenance and expansion Actual annual investments over the last decade

fluctuated between Php 3 to 4 billion This is considerably below the estimatedrequirement of Php 6 to 10 billion annually

bull There is serious fragmentation and lack of leadership in the water sector that willeffectively and efficiently organize sustainable service provision for the unservedand the underserved through more efficient and effective service providers

3 Water demand is expected to increase every year primarily due to population growth Thepopulation of the Philippines in 2006 registered at 86972500 It is estimated that by 2010total population will be close to 94 million and approximately 103 million in 2015 The 20unserved population are mostly the poor and marginalized communities located in hard toreach areas suburbs outskirts and towns without a water supply system

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B Related Challenges

a The gap in service delivery even with the presence of large scale water providers isexperienced mostly in poor marginalized and unregulated communities (those livingin highly vulnerable areas) and areas of informal settlements Surveys indicate thatthese residents especially in urban and peri-urban areas rely on SSWPs

b The role of SSWPs in the provision of water supply services in the Philippinesparticularly in urban poor communities has been recognized albeit with much debateThere is still a big gap in terms of information related to SSWPs in the Philippines Itis only recently that there has been a growing interest to define study and recognizethe contribution of SSWPs in relation to improving water supply coverage particularlyin urban cities

c Recent developments in the Philippine water sector now recognize the role ofSSWPs Regulators such as the National Water Resources Board (NWRB) and the

MWSS Regulatory Office and financing institutions such as rural banks and othercommercial banks are now seeking better ways to sustain their participation inWATSAN service delivery SSWPs have even organized themselves into anassociation called the National Water and Sanitation Association of the Philippines(NAWASA) for mutual support and to have a common voice in policy advocacy

d Despite the vital role of SSWPs in filling in gaps in water service provision in manymunicipalities especially in poor urban and peri-urban areas there is an absence ofan institutional and legal framework regarding their formal participation in waterservice provision which raises concerns about the risk of expropriation andsignificantly limits their access to capital and financial assistance and financingwhether from the government government financial institutions from private

commercial banks and from other formal lending institutions

e Recently many community-based water providers that are traditionally considerednot-for-profit are now generating enough resources to operate and maintain thesystem (at the very least) while keeping a surplus of profits to cover expansionupgrades or replacement of depreciated systems

f SSWPs are here to stay They provide a valuable service to the society at large It isa viable solution to meet the urgent needs of the people who are unserved orunderserved The lack of institutional or legal framework regarding their formalparticipation in water service provision and the lack of access to financing needs tobe addressed

C What the Project is About

Cognizant of the foregoing situations the project on Developing Financing Models forSSWPs in the Philippines was conceptualized by Streams of Knowledge Forpurposes of this study the focus will be on SSWPs providing piped water connections asthey have more compelling reasons to invest and protect their investments Theycollectively comprise a new market for further investments as they strive to improve theirservice coverage This would include the community-based small water service providers

who are serious in sustaining an efficient water service delivery business

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Specifically the project aims to undertake the following

1 Understand the current status of SSWPs vis a vis the Philippine water sector

2 Address regulatory issues relating to the formal engagement of SSWPs

3 Address the financing needs of SSWPs to allow them to expand and improve

their services4 Explore the current competence of financial institutions regarding the water supply

sector and SSWPs and establish how to assist these financial institutions to better

understand and get comfortable with the credit risk of SSWPs and

5 Establish a broad framework for suitable financing solutions which facilitates

partnership-building between the government SSWPs donors and funding

institutions

Part II METHODS APPLIED AND MAIN OUTPUTS

A Methods applied and Processes followed

1 Conduct of desk research review of related literature and in depth analysis of currentsituations to gain a clear understanding of the situation especially on matters related toaccess of SSWPs to financing from various sources

2 Several consultation workshops were conducted in Luzon Visayas and Mindanao toreach out to SSWPs and get a rapid assessment of their financing stories requirements andpreferences These workshops were organized in partnership with the National WaterResources Board (NWRB) and the NAWASA The workshops and the consultations helpeddefine the financing framework for SSWPs including the institutional technical and financingarrangements that will be more suitable and accessible to SSWPs

3 A rapid scan of funding institutions both government and private was undertakensubstantiated by a focused group discussion and interview with identified funding agenciesThe project also coordinated with the Philippine Water Revolving Fund (PWRF) and therelevant government agencies for possible arrangements that will be favorable to smallscale water providers (Department of Finance (DOF) Local Water Utilities Administration(LWUA) NWRB Municipal Development Financing Office (MDFO) and others)

4 Conduct of separate awareness and assessment workshops with banks SSWPs anddonors on the financing models to socially market the models developed and to generate

interests that would eventually lead towards the creation of a pool of resources available toSSWPs

B Main Outputs

1 An Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

The project has summarized existing financing options and terms for the water sector in

general and SSWPs in particular based on feedback from SSWPs and finance providersidentified In general Water Districts and LGU-run water systems have easier access to

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funding through LWUA and the GFIs however it is much more difficult for non-WaterDistrict and many private SSWPs (See Annex A)

2 An analysis of the gap between Potential Finance Providers and SSWPs

SSWPs have historically had difficulty accessing financing The list of recurringconstraints include the following lack of assets that can be used as collateralinadequate accounting standards high administrativetransaction costs for too small loanrequests less reliable projects and project information and inadequate business plansLending to SSWPs is still considered by lenders to be very risky SSWPs typically arerequired to provide collateral to back bank loans including real estate mortgages on landand buildings personal properties of the board members or officers or deposits of thewater utilities

General

Preferences

Potential Lenders SSWPs

Financing Required(Pesos)

US 100000 (Less for RuralBanks)

US 4000 to USD 100000

Interest RateFloating Rate Fixed Rate

Loan Tenor (years)

Short

(1-2 years)

Medium to long term

(5-10 years)

CollateralTraditional collateral (egreal estate deposits orguarantees)

Limited if any

Given the foregoing the following are a few examples of SSWPs which were able

to have raised funding

bull Darasa Rural Waterworks and Sanitation Association (DARASA which started

operating in 1982 and has grown to 2700 connections) has secured loans on a cashflow basis (ie no collateral) including from LWUA and the National HousingAuthority

bull Balibago Waterworks (which is now considered one of the successful private SSWPswith 29 branches in 8 provinces) has raised external financing for expansion througha varierty of sources i) generous supplierrsquos credit ii) bank loans that are partiallysecured with joint stockholderrsquos signatures iii) finance company loans iv) advancesfrom shareholders and v) the guarantee deposits they require from customers (aboutP1500 per connection)

bull Buhi Water and Sanitation Multi Purpose Cooperative received a loan from a GFI

secured by its savings deposits

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bull Maragusan Waterworks and Sanitation Multi-purpose Cooperative was able toborrow from a GFI based on a hold-out of its deposits

In a rapid survey of 92 SSWPs for this study the SSWPs who are interested to borrowgenerally require somewhere between USD 4000 to USD 87000 Many would like toborrow more if the interest rate was lower than 10 and the repayment period was longerThe loans are generally for upgrading of their facilities or expansion of services Howeverinterestingly some SSWPs are not seeking loan financing Some of their reasons include a)revenues from their operations can fund their water supply expansion projects and b) currentlevel of operation would not sustain loan operations

3 A Bankability Checklist for SSWPs was developed to enable them to assess theircredit worthiness and identify areas to enhance their bankability

The checklist was developed primarily to enhance the chances of SWSPs of securing creditapproval and to ensure that their business is in order at the same time present theirsituation and make their credit appeal The end objective is to improve SWSP ability to

succeed in getting loan funding by scoring well on character capacity and capital- the 3 Csof credit worthiness The primer was launched during the 3 rd National SWSP conference inDavao City last August 2009 ( see Annex B)

4 A List of Potential SSWP Borrowers and their Financing Requirements

The project has developed a long list of potential SSWP borrowers nationwide and theirexpressed financial requirements The list was compiled based on feedback from severalconsultation workshops which were conducted in Luzon Visayas and Mindanao inpartnership with the NWRB and the NAWASA This became the basis of the development of

the different financing models that the project developed (See Annex C)

5 A Number of Financing Schemes identified for Consideration

Given the current environment and the on-going financing initiatives of various parties theproject has identified nine (9) possible financing models (and potential partners for suchmodels) that we believe warrant further development to facilitate access to financing forSSWPs Most of these proposed approaches target finance providers other thangovernments and donors however funds or soft loans from governments or donors could beused to capitalize a revolving fund andor put up a guarantee facility that can be utilized as aproxy for collateral requirements

ApproachModel Brief Description

(See Annex D)

Facilitating Credit for SSWPsfrom Finance-providers whichTarget micro small and mediumenterprises (MSMEs)

Working with Financing Institutions which target micro small and medium-sizedenterprises (MSMEs) such as the Small Business Corporation (SBC) to establish alending initiative for SSWPs For SBC two phases are anticipated initially throughSBCrsquos Retail Lending Program and progressing hopefully to SBCrsquos WholesaleLending Program for SMEs which is predicated on getting SBCrsquos partner or conduitbanks to on lend funds borrowed from SBC directly to SSWPs SBC is also offeringrediscounting windows for their partner conduit banks This arrangement maybefurther explored when the awareness and interest of banks to fund SSWPs aredeveloped further

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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26 983126983145983148983148983137983144983141983154983149983151983155983137 983127983123A 983114983151983149983137983154983145983141 B983137983154983145983150983143 100000 983123983161983155983156983141983149983155 983145983149983152983154983151983158983141983149983141983150983156 983126983145983148983148983137983144983141983154983149983151983155983137 983124983157983140983141983148983137 C983141983138983157

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C983151983151983152983141983154983137983156983145983158983141A983149983137983140983141983151 983116983145983149983137983148983145983149983137 100000 983125983152983143983154983137983140983145983150983143 983151983142 983152983145983152983141983148983145983150983141983155 A983150983156983145983152983151983148983151 983117983141983140983141983148983148983145983150 C983141983138983157

28

983111983157983145983150983140983157983148983149983137983150 983113983148983137983159 983150983143 B983157983144983137983161

983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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983120983145983148983151983156 983137983150983140 983108983141983149983151983150983155983156983154983137983156983145983151983150 983105983139983156983145983158983145983156983161 983142983151983154 983120983144983145983148983145983152983152983145983150983141983155983098

983105983155983155983141983155983155983145983150983143 983137983150983140 983108983141983158983141983148983151983152983145983150983143 983117983151983140983141983148983155 983142983151983154 983110983145983150983137983150983139983145983150983143 983123983149983137983148983148 983123983139983137983148983141 983127983137983156983141983154

983123983141983154983158983145983139983141 983120983154983151983158983145983140983141983154983155 (991260983123983123983127983120983155991261)

PROJECT COMPLETION REPORT

Part I Background and Context

A Development Context of the Project

1 The Philippines is one of the countries that have pledged to halve the proportion of worldrsquospopulation without access to safe water and sanitation by 2015 In fact it even joined theASEAN countries in pledging to meet the water and sanitation goals by 2010 in order for thecountry to meet its other MDG goals The Government of the Philippines has established atarget to achieve 87 water service connection by 2015 As of the year 2008 theDepartment of Healthrsquos Annual Environmental Health Report reported that the number of

households with access to safe water is at 823 This is actually lower than the 2007 dataof 857 To date it is estimated that there are still about 18 million people in the Philippinesthat lack access to safe drinking water

2 Recent reports from the Joint Monitoring Program (JMP) of the World Health Organization(WHO) and UNICEF express optimism about the Philippines achieving its MDG water goalsHowever many water experts have voiced serious dissenting concerns that the PhilippinesrsquoMDG goals may not be achieved due to several factors including

bull Chronic underinvestment for water supply in the Philippines for systemsmaintenance and expansion Actual annual investments over the last decade

fluctuated between Php 3 to 4 billion This is considerably below the estimatedrequirement of Php 6 to 10 billion annually

bull There is serious fragmentation and lack of leadership in the water sector that willeffectively and efficiently organize sustainable service provision for the unservedand the underserved through more efficient and effective service providers

3 Water demand is expected to increase every year primarily due to population growth Thepopulation of the Philippines in 2006 registered at 86972500 It is estimated that by 2010total population will be close to 94 million and approximately 103 million in 2015 The 20unserved population are mostly the poor and marginalized communities located in hard toreach areas suburbs outskirts and towns without a water supply system

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B Related Challenges

a The gap in service delivery even with the presence of large scale water providers isexperienced mostly in poor marginalized and unregulated communities (those livingin highly vulnerable areas) and areas of informal settlements Surveys indicate thatthese residents especially in urban and peri-urban areas rely on SSWPs

b The role of SSWPs in the provision of water supply services in the Philippinesparticularly in urban poor communities has been recognized albeit with much debateThere is still a big gap in terms of information related to SSWPs in the Philippines Itis only recently that there has been a growing interest to define study and recognizethe contribution of SSWPs in relation to improving water supply coverage particularlyin urban cities

c Recent developments in the Philippine water sector now recognize the role ofSSWPs Regulators such as the National Water Resources Board (NWRB) and the

MWSS Regulatory Office and financing institutions such as rural banks and othercommercial banks are now seeking better ways to sustain their participation inWATSAN service delivery SSWPs have even organized themselves into anassociation called the National Water and Sanitation Association of the Philippines(NAWASA) for mutual support and to have a common voice in policy advocacy

d Despite the vital role of SSWPs in filling in gaps in water service provision in manymunicipalities especially in poor urban and peri-urban areas there is an absence ofan institutional and legal framework regarding their formal participation in waterservice provision which raises concerns about the risk of expropriation andsignificantly limits their access to capital and financial assistance and financingwhether from the government government financial institutions from private

commercial banks and from other formal lending institutions

e Recently many community-based water providers that are traditionally considerednot-for-profit are now generating enough resources to operate and maintain thesystem (at the very least) while keeping a surplus of profits to cover expansionupgrades or replacement of depreciated systems

f SSWPs are here to stay They provide a valuable service to the society at large It isa viable solution to meet the urgent needs of the people who are unserved orunderserved The lack of institutional or legal framework regarding their formalparticipation in water service provision and the lack of access to financing needs tobe addressed

C What the Project is About

Cognizant of the foregoing situations the project on Developing Financing Models forSSWPs in the Philippines was conceptualized by Streams of Knowledge Forpurposes of this study the focus will be on SSWPs providing piped water connections asthey have more compelling reasons to invest and protect their investments Theycollectively comprise a new market for further investments as they strive to improve theirservice coverage This would include the community-based small water service providers

who are serious in sustaining an efficient water service delivery business

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Specifically the project aims to undertake the following

1 Understand the current status of SSWPs vis a vis the Philippine water sector

2 Address regulatory issues relating to the formal engagement of SSWPs

3 Address the financing needs of SSWPs to allow them to expand and improve

their services4 Explore the current competence of financial institutions regarding the water supply

sector and SSWPs and establish how to assist these financial institutions to better

understand and get comfortable with the credit risk of SSWPs and

5 Establish a broad framework for suitable financing solutions which facilitates

partnership-building between the government SSWPs donors and funding

institutions

Part II METHODS APPLIED AND MAIN OUTPUTS

A Methods applied and Processes followed

1 Conduct of desk research review of related literature and in depth analysis of currentsituations to gain a clear understanding of the situation especially on matters related toaccess of SSWPs to financing from various sources

2 Several consultation workshops were conducted in Luzon Visayas and Mindanao toreach out to SSWPs and get a rapid assessment of their financing stories requirements andpreferences These workshops were organized in partnership with the National WaterResources Board (NWRB) and the NAWASA The workshops and the consultations helpeddefine the financing framework for SSWPs including the institutional technical and financingarrangements that will be more suitable and accessible to SSWPs

3 A rapid scan of funding institutions both government and private was undertakensubstantiated by a focused group discussion and interview with identified funding agenciesThe project also coordinated with the Philippine Water Revolving Fund (PWRF) and therelevant government agencies for possible arrangements that will be favorable to smallscale water providers (Department of Finance (DOF) Local Water Utilities Administration(LWUA) NWRB Municipal Development Financing Office (MDFO) and others)

4 Conduct of separate awareness and assessment workshops with banks SSWPs anddonors on the financing models to socially market the models developed and to generate

interests that would eventually lead towards the creation of a pool of resources available toSSWPs

B Main Outputs

1 An Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

The project has summarized existing financing options and terms for the water sector in

general and SSWPs in particular based on feedback from SSWPs and finance providersidentified In general Water Districts and LGU-run water systems have easier access to

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funding through LWUA and the GFIs however it is much more difficult for non-WaterDistrict and many private SSWPs (See Annex A)

2 An analysis of the gap between Potential Finance Providers and SSWPs

SSWPs have historically had difficulty accessing financing The list of recurringconstraints include the following lack of assets that can be used as collateralinadequate accounting standards high administrativetransaction costs for too small loanrequests less reliable projects and project information and inadequate business plansLending to SSWPs is still considered by lenders to be very risky SSWPs typically arerequired to provide collateral to back bank loans including real estate mortgages on landand buildings personal properties of the board members or officers or deposits of thewater utilities

General

Preferences

Potential Lenders SSWPs

Financing Required(Pesos)

US 100000 (Less for RuralBanks)

US 4000 to USD 100000

Interest RateFloating Rate Fixed Rate

Loan Tenor (years)

Short

(1-2 years)

Medium to long term

(5-10 years)

CollateralTraditional collateral (egreal estate deposits orguarantees)

Limited if any

Given the foregoing the following are a few examples of SSWPs which were able

to have raised funding

bull Darasa Rural Waterworks and Sanitation Association (DARASA which started

operating in 1982 and has grown to 2700 connections) has secured loans on a cashflow basis (ie no collateral) including from LWUA and the National HousingAuthority

bull Balibago Waterworks (which is now considered one of the successful private SSWPswith 29 branches in 8 provinces) has raised external financing for expansion througha varierty of sources i) generous supplierrsquos credit ii) bank loans that are partiallysecured with joint stockholderrsquos signatures iii) finance company loans iv) advancesfrom shareholders and v) the guarantee deposits they require from customers (aboutP1500 per connection)

bull Buhi Water and Sanitation Multi Purpose Cooperative received a loan from a GFI

secured by its savings deposits

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bull Maragusan Waterworks and Sanitation Multi-purpose Cooperative was able toborrow from a GFI based on a hold-out of its deposits

In a rapid survey of 92 SSWPs for this study the SSWPs who are interested to borrowgenerally require somewhere between USD 4000 to USD 87000 Many would like toborrow more if the interest rate was lower than 10 and the repayment period was longerThe loans are generally for upgrading of their facilities or expansion of services Howeverinterestingly some SSWPs are not seeking loan financing Some of their reasons include a)revenues from their operations can fund their water supply expansion projects and b) currentlevel of operation would not sustain loan operations

3 A Bankability Checklist for SSWPs was developed to enable them to assess theircredit worthiness and identify areas to enhance their bankability

The checklist was developed primarily to enhance the chances of SWSPs of securing creditapproval and to ensure that their business is in order at the same time present theirsituation and make their credit appeal The end objective is to improve SWSP ability to

succeed in getting loan funding by scoring well on character capacity and capital- the 3 Csof credit worthiness The primer was launched during the 3 rd National SWSP conference inDavao City last August 2009 ( see Annex B)

4 A List of Potential SSWP Borrowers and their Financing Requirements

The project has developed a long list of potential SSWP borrowers nationwide and theirexpressed financial requirements The list was compiled based on feedback from severalconsultation workshops which were conducted in Luzon Visayas and Mindanao inpartnership with the NWRB and the NAWASA This became the basis of the development of

the different financing models that the project developed (See Annex C)

5 A Number of Financing Schemes identified for Consideration

Given the current environment and the on-going financing initiatives of various parties theproject has identified nine (9) possible financing models (and potential partners for suchmodels) that we believe warrant further development to facilitate access to financing forSSWPs Most of these proposed approaches target finance providers other thangovernments and donors however funds or soft loans from governments or donors could beused to capitalize a revolving fund andor put up a guarantee facility that can be utilized as aproxy for collateral requirements

ApproachModel Brief Description

(See Annex D)

Facilitating Credit for SSWPsfrom Finance-providers whichTarget micro small and mediumenterprises (MSMEs)

Working with Financing Institutions which target micro small and medium-sizedenterprises (MSMEs) such as the Small Business Corporation (SBC) to establish alending initiative for SSWPs For SBC two phases are anticipated initially throughSBCrsquos Retail Lending Program and progressing hopefully to SBCrsquos WholesaleLending Program for SMEs which is predicated on getting SBCrsquos partner or conduitbanks to on lend funds borrowed from SBC directly to SSWPs SBC is also offeringrediscounting windows for their partner conduit banks This arrangement maybefurther explored when the awareness and interest of banks to fund SSWPs aredeveloped further

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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C983144983137983145983154983149983137983150250000

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B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

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6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

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11

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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B Related Challenges

a The gap in service delivery even with the presence of large scale water providers isexperienced mostly in poor marginalized and unregulated communities (those livingin highly vulnerable areas) and areas of informal settlements Surveys indicate thatthese residents especially in urban and peri-urban areas rely on SSWPs

b The role of SSWPs in the provision of water supply services in the Philippinesparticularly in urban poor communities has been recognized albeit with much debateThere is still a big gap in terms of information related to SSWPs in the Philippines Itis only recently that there has been a growing interest to define study and recognizethe contribution of SSWPs in relation to improving water supply coverage particularlyin urban cities

c Recent developments in the Philippine water sector now recognize the role ofSSWPs Regulators such as the National Water Resources Board (NWRB) and the

MWSS Regulatory Office and financing institutions such as rural banks and othercommercial banks are now seeking better ways to sustain their participation inWATSAN service delivery SSWPs have even organized themselves into anassociation called the National Water and Sanitation Association of the Philippines(NAWASA) for mutual support and to have a common voice in policy advocacy

d Despite the vital role of SSWPs in filling in gaps in water service provision in manymunicipalities especially in poor urban and peri-urban areas there is an absence ofan institutional and legal framework regarding their formal participation in waterservice provision which raises concerns about the risk of expropriation andsignificantly limits their access to capital and financial assistance and financingwhether from the government government financial institutions from private

commercial banks and from other formal lending institutions

e Recently many community-based water providers that are traditionally considerednot-for-profit are now generating enough resources to operate and maintain thesystem (at the very least) while keeping a surplus of profits to cover expansionupgrades or replacement of depreciated systems

f SSWPs are here to stay They provide a valuable service to the society at large It isa viable solution to meet the urgent needs of the people who are unserved orunderserved The lack of institutional or legal framework regarding their formalparticipation in water service provision and the lack of access to financing needs tobe addressed

C What the Project is About

Cognizant of the foregoing situations the project on Developing Financing Models forSSWPs in the Philippines was conceptualized by Streams of Knowledge Forpurposes of this study the focus will be on SSWPs providing piped water connections asthey have more compelling reasons to invest and protect their investments Theycollectively comprise a new market for further investments as they strive to improve theirservice coverage This would include the community-based small water service providers

who are serious in sustaining an efficient water service delivery business

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Specifically the project aims to undertake the following

1 Understand the current status of SSWPs vis a vis the Philippine water sector

2 Address regulatory issues relating to the formal engagement of SSWPs

3 Address the financing needs of SSWPs to allow them to expand and improve

their services4 Explore the current competence of financial institutions regarding the water supply

sector and SSWPs and establish how to assist these financial institutions to better

understand and get comfortable with the credit risk of SSWPs and

5 Establish a broad framework for suitable financing solutions which facilitates

partnership-building between the government SSWPs donors and funding

institutions

Part II METHODS APPLIED AND MAIN OUTPUTS

A Methods applied and Processes followed

1 Conduct of desk research review of related literature and in depth analysis of currentsituations to gain a clear understanding of the situation especially on matters related toaccess of SSWPs to financing from various sources

2 Several consultation workshops were conducted in Luzon Visayas and Mindanao toreach out to SSWPs and get a rapid assessment of their financing stories requirements andpreferences These workshops were organized in partnership with the National WaterResources Board (NWRB) and the NAWASA The workshops and the consultations helpeddefine the financing framework for SSWPs including the institutional technical and financingarrangements that will be more suitable and accessible to SSWPs

3 A rapid scan of funding institutions both government and private was undertakensubstantiated by a focused group discussion and interview with identified funding agenciesThe project also coordinated with the Philippine Water Revolving Fund (PWRF) and therelevant government agencies for possible arrangements that will be favorable to smallscale water providers (Department of Finance (DOF) Local Water Utilities Administration(LWUA) NWRB Municipal Development Financing Office (MDFO) and others)

4 Conduct of separate awareness and assessment workshops with banks SSWPs anddonors on the financing models to socially market the models developed and to generate

interests that would eventually lead towards the creation of a pool of resources available toSSWPs

B Main Outputs

1 An Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

The project has summarized existing financing options and terms for the water sector in

general and SSWPs in particular based on feedback from SSWPs and finance providersidentified In general Water Districts and LGU-run water systems have easier access to

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funding through LWUA and the GFIs however it is much more difficult for non-WaterDistrict and many private SSWPs (See Annex A)

2 An analysis of the gap between Potential Finance Providers and SSWPs

SSWPs have historically had difficulty accessing financing The list of recurringconstraints include the following lack of assets that can be used as collateralinadequate accounting standards high administrativetransaction costs for too small loanrequests less reliable projects and project information and inadequate business plansLending to SSWPs is still considered by lenders to be very risky SSWPs typically arerequired to provide collateral to back bank loans including real estate mortgages on landand buildings personal properties of the board members or officers or deposits of thewater utilities

General

Preferences

Potential Lenders SSWPs

Financing Required(Pesos)

US 100000 (Less for RuralBanks)

US 4000 to USD 100000

Interest RateFloating Rate Fixed Rate

Loan Tenor (years)

Short

(1-2 years)

Medium to long term

(5-10 years)

CollateralTraditional collateral (egreal estate deposits orguarantees)

Limited if any

Given the foregoing the following are a few examples of SSWPs which were able

to have raised funding

bull Darasa Rural Waterworks and Sanitation Association (DARASA which started

operating in 1982 and has grown to 2700 connections) has secured loans on a cashflow basis (ie no collateral) including from LWUA and the National HousingAuthority

bull Balibago Waterworks (which is now considered one of the successful private SSWPswith 29 branches in 8 provinces) has raised external financing for expansion througha varierty of sources i) generous supplierrsquos credit ii) bank loans that are partiallysecured with joint stockholderrsquos signatures iii) finance company loans iv) advancesfrom shareholders and v) the guarantee deposits they require from customers (aboutP1500 per connection)

bull Buhi Water and Sanitation Multi Purpose Cooperative received a loan from a GFI

secured by its savings deposits

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bull Maragusan Waterworks and Sanitation Multi-purpose Cooperative was able toborrow from a GFI based on a hold-out of its deposits

In a rapid survey of 92 SSWPs for this study the SSWPs who are interested to borrowgenerally require somewhere between USD 4000 to USD 87000 Many would like toborrow more if the interest rate was lower than 10 and the repayment period was longerThe loans are generally for upgrading of their facilities or expansion of services Howeverinterestingly some SSWPs are not seeking loan financing Some of their reasons include a)revenues from their operations can fund their water supply expansion projects and b) currentlevel of operation would not sustain loan operations

3 A Bankability Checklist for SSWPs was developed to enable them to assess theircredit worthiness and identify areas to enhance their bankability

The checklist was developed primarily to enhance the chances of SWSPs of securing creditapproval and to ensure that their business is in order at the same time present theirsituation and make their credit appeal The end objective is to improve SWSP ability to

succeed in getting loan funding by scoring well on character capacity and capital- the 3 Csof credit worthiness The primer was launched during the 3 rd National SWSP conference inDavao City last August 2009 ( see Annex B)

4 A List of Potential SSWP Borrowers and their Financing Requirements

The project has developed a long list of potential SSWP borrowers nationwide and theirexpressed financial requirements The list was compiled based on feedback from severalconsultation workshops which were conducted in Luzon Visayas and Mindanao inpartnership with the NWRB and the NAWASA This became the basis of the development of

the different financing models that the project developed (See Annex C)

5 A Number of Financing Schemes identified for Consideration

Given the current environment and the on-going financing initiatives of various parties theproject has identified nine (9) possible financing models (and potential partners for suchmodels) that we believe warrant further development to facilitate access to financing forSSWPs Most of these proposed approaches target finance providers other thangovernments and donors however funds or soft loans from governments or donors could beused to capitalize a revolving fund andor put up a guarantee facility that can be utilized as aproxy for collateral requirements

ApproachModel Brief Description

(See Annex D)

Facilitating Credit for SSWPsfrom Finance-providers whichTarget micro small and mediumenterprises (MSMEs)

Working with Financing Institutions which target micro small and medium-sizedenterprises (MSMEs) such as the Small Business Corporation (SBC) to establish alending initiative for SSWPs For SBC two phases are anticipated initially throughSBCrsquos Retail Lending Program and progressing hopefully to SBCrsquos WholesaleLending Program for SMEs which is predicated on getting SBCrsquos partner or conduitbanks to on lend funds borrowed from SBC directly to SSWPs SBC is also offeringrediscounting windows for their partner conduit banks This arrangement maybefurther explored when the awareness and interest of banks to fund SSWPs aredeveloped further

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Specifically the project aims to undertake the following

1 Understand the current status of SSWPs vis a vis the Philippine water sector

2 Address regulatory issues relating to the formal engagement of SSWPs

3 Address the financing needs of SSWPs to allow them to expand and improve

their services4 Explore the current competence of financial institutions regarding the water supply

sector and SSWPs and establish how to assist these financial institutions to better

understand and get comfortable with the credit risk of SSWPs and

5 Establish a broad framework for suitable financing solutions which facilitates

partnership-building between the government SSWPs donors and funding

institutions

Part II METHODS APPLIED AND MAIN OUTPUTS

A Methods applied and Processes followed

1 Conduct of desk research review of related literature and in depth analysis of currentsituations to gain a clear understanding of the situation especially on matters related toaccess of SSWPs to financing from various sources

2 Several consultation workshops were conducted in Luzon Visayas and Mindanao toreach out to SSWPs and get a rapid assessment of their financing stories requirements andpreferences These workshops were organized in partnership with the National WaterResources Board (NWRB) and the NAWASA The workshops and the consultations helpeddefine the financing framework for SSWPs including the institutional technical and financingarrangements that will be more suitable and accessible to SSWPs

3 A rapid scan of funding institutions both government and private was undertakensubstantiated by a focused group discussion and interview with identified funding agenciesThe project also coordinated with the Philippine Water Revolving Fund (PWRF) and therelevant government agencies for possible arrangements that will be favorable to smallscale water providers (Department of Finance (DOF) Local Water Utilities Administration(LWUA) NWRB Municipal Development Financing Office (MDFO) and others)

4 Conduct of separate awareness and assessment workshops with banks SSWPs anddonors on the financing models to socially market the models developed and to generate

interests that would eventually lead towards the creation of a pool of resources available toSSWPs

B Main Outputs

1 An Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

The project has summarized existing financing options and terms for the water sector in

general and SSWPs in particular based on feedback from SSWPs and finance providersidentified In general Water Districts and LGU-run water systems have easier access to

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funding through LWUA and the GFIs however it is much more difficult for non-WaterDistrict and many private SSWPs (See Annex A)

2 An analysis of the gap between Potential Finance Providers and SSWPs

SSWPs have historically had difficulty accessing financing The list of recurringconstraints include the following lack of assets that can be used as collateralinadequate accounting standards high administrativetransaction costs for too small loanrequests less reliable projects and project information and inadequate business plansLending to SSWPs is still considered by lenders to be very risky SSWPs typically arerequired to provide collateral to back bank loans including real estate mortgages on landand buildings personal properties of the board members or officers or deposits of thewater utilities

General

Preferences

Potential Lenders SSWPs

Financing Required(Pesos)

US 100000 (Less for RuralBanks)

US 4000 to USD 100000

Interest RateFloating Rate Fixed Rate

Loan Tenor (years)

Short

(1-2 years)

Medium to long term

(5-10 years)

CollateralTraditional collateral (egreal estate deposits orguarantees)

Limited if any

Given the foregoing the following are a few examples of SSWPs which were able

to have raised funding

bull Darasa Rural Waterworks and Sanitation Association (DARASA which started

operating in 1982 and has grown to 2700 connections) has secured loans on a cashflow basis (ie no collateral) including from LWUA and the National HousingAuthority

bull Balibago Waterworks (which is now considered one of the successful private SSWPswith 29 branches in 8 provinces) has raised external financing for expansion througha varierty of sources i) generous supplierrsquos credit ii) bank loans that are partiallysecured with joint stockholderrsquos signatures iii) finance company loans iv) advancesfrom shareholders and v) the guarantee deposits they require from customers (aboutP1500 per connection)

bull Buhi Water and Sanitation Multi Purpose Cooperative received a loan from a GFI

secured by its savings deposits

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bull Maragusan Waterworks and Sanitation Multi-purpose Cooperative was able toborrow from a GFI based on a hold-out of its deposits

In a rapid survey of 92 SSWPs for this study the SSWPs who are interested to borrowgenerally require somewhere between USD 4000 to USD 87000 Many would like toborrow more if the interest rate was lower than 10 and the repayment period was longerThe loans are generally for upgrading of their facilities or expansion of services Howeverinterestingly some SSWPs are not seeking loan financing Some of their reasons include a)revenues from their operations can fund their water supply expansion projects and b) currentlevel of operation would not sustain loan operations

3 A Bankability Checklist for SSWPs was developed to enable them to assess theircredit worthiness and identify areas to enhance their bankability

The checklist was developed primarily to enhance the chances of SWSPs of securing creditapproval and to ensure that their business is in order at the same time present theirsituation and make their credit appeal The end objective is to improve SWSP ability to

succeed in getting loan funding by scoring well on character capacity and capital- the 3 Csof credit worthiness The primer was launched during the 3 rd National SWSP conference inDavao City last August 2009 ( see Annex B)

4 A List of Potential SSWP Borrowers and their Financing Requirements

The project has developed a long list of potential SSWP borrowers nationwide and theirexpressed financial requirements The list was compiled based on feedback from severalconsultation workshops which were conducted in Luzon Visayas and Mindanao inpartnership with the NWRB and the NAWASA This became the basis of the development of

the different financing models that the project developed (See Annex C)

5 A Number of Financing Schemes identified for Consideration

Given the current environment and the on-going financing initiatives of various parties theproject has identified nine (9) possible financing models (and potential partners for suchmodels) that we believe warrant further development to facilitate access to financing forSSWPs Most of these proposed approaches target finance providers other thangovernments and donors however funds or soft loans from governments or donors could beused to capitalize a revolving fund andor put up a guarantee facility that can be utilized as aproxy for collateral requirements

ApproachModel Brief Description

(See Annex D)

Facilitating Credit for SSWPsfrom Finance-providers whichTarget micro small and mediumenterprises (MSMEs)

Working with Financing Institutions which target micro small and medium-sizedenterprises (MSMEs) such as the Small Business Corporation (SBC) to establish alending initiative for SSWPs For SBC two phases are anticipated initially throughSBCrsquos Retail Lending Program and progressing hopefully to SBCrsquos WholesaleLending Program for SMEs which is predicated on getting SBCrsquos partner or conduitbanks to on lend funds borrowed from SBC directly to SSWPs SBC is also offeringrediscounting windows for their partner conduit banks This arrangement maybefurther explored when the awareness and interest of banks to fund SSWPs aredeveloped further

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142

983152983145983152983141983148983145983150983141 983137983150983140 983139983151983150983155983156983154983157983139983156983145983151983150 983151983142

983139983151983150983139983154983141983156983141 983156983137983150983147

983112983137983155983137983137983150 B983137983148983137983156983138983137983156 983116983151983138983151 B983137983156983137983150983143983137983155

9983123983137983150 983114983151983155983141 983127983137983156983141983154 983123983141983154983158983145983139983141 amp

D983141983158983141983148983151983152983149983141983150983156 C983151983151983152983141983154983137983156983145983158983141

E983140983157983137983154983140983151 A983143983157983145983150983137983148983140983151

C98314498313798314598315498314998313798315015000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149

B983148983147 C9830851983137 B983154983143983161 983118 983126983145983154983137983156983137 983111983117A

C983137983158983145983156983141

10983123983137983150 983120983141983140983154983151 983117983157983148983156983145 983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141 983113983150983139983114983137983149983141983155 983122983151983155983137983148983141983155 5000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

983137983139983153983157983145983155983145983156983145983151983150 983151983142 2 983151983158983141983154983144983141983137983140

983156983137983150983147983155

983123983137983150 983120983141983140983154983151 983123983156983151 983124983151983149983137983155 B983137983156983137983150983143983137983155

11

C983144983154983161983155983137983150983156983144983141983149983157983149 983126983145983148983148983137983143983141

983112983151983149983141983151983159983150983141983154983155 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

A983154983149983137983150983140983151 983140983141 983116983141983151983150

9831179831379831509831379831439831419831542000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983148983145983150983141983155

983123983137983150983156983145983137983143983151 983123983156 C983144983154983161983155983137983150983156983144983141983149983157983149

983126983145983148983148983137983143983141 983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

12983115983137983161983149983145983155983137983155 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

C983137983150983140983145983140983137 983117

983112983141983154983150983137983150983140983141983162100000

983113983149983152983154983151983158983141983149983141983150983156 983151983142 983159983137983156983141983154

983142983137983139983145983148983145983156983145983141983155983115983137983161983149983145983155983137983155 983111983141983150 E A983143983157983145983150983137983148983140983151 C983137983158983145983156983141

13A983155983145983150983137983150 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150200000 983122983141983152983137983145983154 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 A983155983145983150983137983150 B983157983137983161983137983150 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

14983120983144983137983155983141 983148983148 983117983157983155983148983145983149983085C983144983154983145983155983156983145983137983150

983126983145983148983148983137983143983141 983122983127983123A 983113983150983139

983117983137 983124983144983141983154983141983155983137 E

A983149983151983154983151983140 983123983141983139983154983141983156983137983154983161500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983141983148983141983158983137983156983141983140 983156983137983150983147

983120983157983154983151983147 13983085A 983117C 983126983145983148983148983137983143983141 B983154983143983161

983110983137983156983145983149983137 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

15

983116983137983150983156983151983150 983127983137983156983141983154983159983151983154983147983155

D983141983158983141983148983151983152983149983141983150983156 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

500000983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152983155 983137983150983140 983152983145983152983141983155

983120983157983154983151983147 6 983116983137983150983156983151983150 A983152983151983152983151983150983143 983111983141983150983141983154983137983148

983123983137983150983156983151983155 C983145983156983161

16

C983144983154983145983155983156983145983137983150 983126983145983148983148983137983143983141 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

1000000 E983160983152983137983150983155983145983151983150 983151983142 983155983161983155983156983141983149C983144983154983145983155983156983145983137983150 983126983145983148983148983137983143983141 C983137983148983157983149983152983137983150983143 983111983141983150

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17 983114983137983139983151983138983155 983127983141983148983148 983122983127983123A 983122983151983140983151983148983142983151 983110 983122983151983138983148983141983155 500000 983120983145983152983141 983137983150983140 983152983157983149983152983120983157983154983151983147 15 B983148983147 10 B983154983143983161 983110983137983156983145983149983137 983111983141983150

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

21983117983137983138983157983144983137983161 983120983137983154983137983140983145983155983141 983127983123A 983113983150983139

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28

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32

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(B983125983123983127ACC)

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38

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(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

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40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2948

c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3048

Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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funding through LWUA and the GFIs however it is much more difficult for non-WaterDistrict and many private SSWPs (See Annex A)

2 An analysis of the gap between Potential Finance Providers and SSWPs

SSWPs have historically had difficulty accessing financing The list of recurringconstraints include the following lack of assets that can be used as collateralinadequate accounting standards high administrativetransaction costs for too small loanrequests less reliable projects and project information and inadequate business plansLending to SSWPs is still considered by lenders to be very risky SSWPs typically arerequired to provide collateral to back bank loans including real estate mortgages on landand buildings personal properties of the board members or officers or deposits of thewater utilities

General

Preferences

Potential Lenders SSWPs

Financing Required(Pesos)

US 100000 (Less for RuralBanks)

US 4000 to USD 100000

Interest RateFloating Rate Fixed Rate

Loan Tenor (years)

Short

(1-2 years)

Medium to long term

(5-10 years)

CollateralTraditional collateral (egreal estate deposits orguarantees)

Limited if any

Given the foregoing the following are a few examples of SSWPs which were able

to have raised funding

bull Darasa Rural Waterworks and Sanitation Association (DARASA which started

operating in 1982 and has grown to 2700 connections) has secured loans on a cashflow basis (ie no collateral) including from LWUA and the National HousingAuthority

bull Balibago Waterworks (which is now considered one of the successful private SSWPswith 29 branches in 8 provinces) has raised external financing for expansion througha varierty of sources i) generous supplierrsquos credit ii) bank loans that are partiallysecured with joint stockholderrsquos signatures iii) finance company loans iv) advancesfrom shareholders and v) the guarantee deposits they require from customers (aboutP1500 per connection)

bull Buhi Water and Sanitation Multi Purpose Cooperative received a loan from a GFI

secured by its savings deposits

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bull Maragusan Waterworks and Sanitation Multi-purpose Cooperative was able toborrow from a GFI based on a hold-out of its deposits

In a rapid survey of 92 SSWPs for this study the SSWPs who are interested to borrowgenerally require somewhere between USD 4000 to USD 87000 Many would like toborrow more if the interest rate was lower than 10 and the repayment period was longerThe loans are generally for upgrading of their facilities or expansion of services Howeverinterestingly some SSWPs are not seeking loan financing Some of their reasons include a)revenues from their operations can fund their water supply expansion projects and b) currentlevel of operation would not sustain loan operations

3 A Bankability Checklist for SSWPs was developed to enable them to assess theircredit worthiness and identify areas to enhance their bankability

The checklist was developed primarily to enhance the chances of SWSPs of securing creditapproval and to ensure that their business is in order at the same time present theirsituation and make their credit appeal The end objective is to improve SWSP ability to

succeed in getting loan funding by scoring well on character capacity and capital- the 3 Csof credit worthiness The primer was launched during the 3 rd National SWSP conference inDavao City last August 2009 ( see Annex B)

4 A List of Potential SSWP Borrowers and their Financing Requirements

The project has developed a long list of potential SSWP borrowers nationwide and theirexpressed financial requirements The list was compiled based on feedback from severalconsultation workshops which were conducted in Luzon Visayas and Mindanao inpartnership with the NWRB and the NAWASA This became the basis of the development of

the different financing models that the project developed (See Annex C)

5 A Number of Financing Schemes identified for Consideration

Given the current environment and the on-going financing initiatives of various parties theproject has identified nine (9) possible financing models (and potential partners for suchmodels) that we believe warrant further development to facilitate access to financing forSSWPs Most of these proposed approaches target finance providers other thangovernments and donors however funds or soft loans from governments or donors could beused to capitalize a revolving fund andor put up a guarantee facility that can be utilized as aproxy for collateral requirements

ApproachModel Brief Description

(See Annex D)

Facilitating Credit for SSWPsfrom Finance-providers whichTarget micro small and mediumenterprises (MSMEs)

Working with Financing Institutions which target micro small and medium-sizedenterprises (MSMEs) such as the Small Business Corporation (SBC) to establish alending initiative for SSWPs For SBC two phases are anticipated initially throughSBCrsquos Retail Lending Program and progressing hopefully to SBCrsquos WholesaleLending Program for SMEs which is predicated on getting SBCrsquos partner or conduitbanks to on lend funds borrowed from SBC directly to SSWPs SBC is also offeringrediscounting windows for their partner conduit banks This arrangement maybefurther explored when the awareness and interest of banks to fund SSWPs aredeveloped further

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983110983141983148983145983160 983119983152983141983150983137

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C983144983137983145983154983149983137983150250000

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5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

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983155983161983155983156983141983149

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

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983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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bull Maragusan Waterworks and Sanitation Multi-purpose Cooperative was able toborrow from a GFI based on a hold-out of its deposits

In a rapid survey of 92 SSWPs for this study the SSWPs who are interested to borrowgenerally require somewhere between USD 4000 to USD 87000 Many would like toborrow more if the interest rate was lower than 10 and the repayment period was longerThe loans are generally for upgrading of their facilities or expansion of services Howeverinterestingly some SSWPs are not seeking loan financing Some of their reasons include a)revenues from their operations can fund their water supply expansion projects and b) currentlevel of operation would not sustain loan operations

3 A Bankability Checklist for SSWPs was developed to enable them to assess theircredit worthiness and identify areas to enhance their bankability

The checklist was developed primarily to enhance the chances of SWSPs of securing creditapproval and to ensure that their business is in order at the same time present theirsituation and make their credit appeal The end objective is to improve SWSP ability to

succeed in getting loan funding by scoring well on character capacity and capital- the 3 Csof credit worthiness The primer was launched during the 3 rd National SWSP conference inDavao City last August 2009 ( see Annex B)

4 A List of Potential SSWP Borrowers and their Financing Requirements

The project has developed a long list of potential SSWP borrowers nationwide and theirexpressed financial requirements The list was compiled based on feedback from severalconsultation workshops which were conducted in Luzon Visayas and Mindanao inpartnership with the NWRB and the NAWASA This became the basis of the development of

the different financing models that the project developed (See Annex C)

5 A Number of Financing Schemes identified for Consideration

Given the current environment and the on-going financing initiatives of various parties theproject has identified nine (9) possible financing models (and potential partners for suchmodels) that we believe warrant further development to facilitate access to financing forSSWPs Most of these proposed approaches target finance providers other thangovernments and donors however funds or soft loans from governments or donors could beused to capitalize a revolving fund andor put up a guarantee facility that can be utilized as aproxy for collateral requirements

ApproachModel Brief Description

(See Annex D)

Facilitating Credit for SSWPsfrom Finance-providers whichTarget micro small and mediumenterprises (MSMEs)

Working with Financing Institutions which target micro small and medium-sizedenterprises (MSMEs) such as the Small Business Corporation (SBC) to establish alending initiative for SSWPs For SBC two phases are anticipated initially throughSBCrsquos Retail Lending Program and progressing hopefully to SBCrsquos WholesaleLending Program for SMEs which is predicated on getting SBCrsquos partner or conduitbanks to on lend funds borrowed from SBC directly to SSWPs SBC is also offeringrediscounting windows for their partner conduit banks This arrangement maybefurther explored when the awareness and interest of banks to fund SSWPs aredeveloped further

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

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983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

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983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Establishing a FinancialServicesCredit Cooperative forSSWPs

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPsEach SSWP member will contribute equity capital and shares in the control of thefirm on the basis of one-member one-vote principle (and not in proportion to hisherequity contribution) The members will collectively determine the scope of services tobe offered by the cooperative ndash for example taking deposits from cash-richmembers making loans to members etc and the guidelines for these activities

Establishing a FinancingProgram at LWUA for non-WaterDistrict SSWPs

Local Water Utilities Administration (LWUA) has traditionally been the primaryfinance provider of water districts in the Philippines The idea is to raise externalfunding for SSWPs and to channel these to SSWPs through a special SSWPfinancing program administered by LWUA

Developing Supplier FinancingSchemes with ExtendedPayment Terms for SSWPs

The general concept is for wholesale materials procurement from majormanufacturers suppliers and for such stakeholders to provide extended paymentterms to the SSWP-buyers Some may even give technical advice and support toSSWPs Supplier financing is a relatively new concept for the water sector in thePhilippines and the manufacturers suppliers will have to be convinced of thebusiness case and or strong case for corporate social responsibility Given the highnumber of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets We recommend working

closely to develop an extended payment terms scheme for pooled wholesaleprocurement by SSWPs with counterparties such as the largest water pipe supplierswater systems contractors export-import agencies and credit risk insurers

Encouraging Public- PrivatePartnerships between LGUs andSSWPs

LGUs have more access to credit facilities Many of them are now working inpartnership with SSWPs through a management contract or joint venturearrangement This liberates the LGU from providing subsidies for potable waterservice provision Using their access to credit the partnership arrangement can bethe basis for financing via the LGU

Encouraging Formal Tie-upsbetween the Main Water ServiceUtilities and SSWPs

Some main water utilities (water districts or private concessionaires) already work inpartnership with SSWPs Examples of this are where adjacent service areasincluding low-income communities etc are served by an SSWP which buys waterfrom the main water utility through a contractual bulk-buying arrangement The formal

tie-up between the SSWP and the main utility will hopefully enhance the bankabilityof the SSWP and enable it to secure credit from Commercial and Rural Banks orother finance providers

Setting up a Loan GuaranteeFacility with LGUGC for SSWPs

LGUGC is currently managing a Loan Guarantee Fund ( LGF) for the ldquoCapacityBuilding to Remove Barriers to Renewable Energy Development in the Philippines ldquo(CBRED) project of the Department of Energy in partnership with the UNDP CountryOffice The project is funded by the Global Environment Facility The LGF is intendedas a partial loan guarantee mechanism for renewable energy projects especially inremote off-grid locations LGUGC as fund manager has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee incase of default and manage the recovery of assets from defaulted loans amongothers The funds are held in escrow with a private bank and the proceeds are thesource of the fees for LGUGC LGUGC has expressed its interest to enter into a

similar arrangement for SSWPs

Equity Financing for SSWPs

There are businessmen and investors who may be interested in socialentrepreneurship and water financing The idea is to set up a new company whichwill make equity and debt investments in SSWPs with funds received being re-invested in the sector This approach has been discussed with the PhilippineBusiness for Social Progress and other private investors

Social Funds from thedevelopment funds of LGUspoliticians and donors

Many SSWPs started from donationsgrants coming from LGUs congressmen ordonors There are still some SSWPs who would require grant funds toupgradedevelop their water system Several new approaches are worth consideringfor example

Creating a program that facilitates and recycles grants under which the capacity topay of SSWP-grantees is assessed and a payment schedule over a number of years

is agreed for the partial repayment of the grants is agreed Funds received fromSSWPs will be accumulated and made available to future projects

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

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983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Creating a program which leverages donationsgrants such amount would bestructured to function as equitypartial collateralldquofirst-lossrdquo credit enhancementproviding come credit protection to other finance providers

6 Capacity Enhancement Packages ndash the project clearly identified the need to build upthe capacities of both the borrowers and the lenders alike in order to better address thefinancing needs of SSWPs This leads to the development of a two-pronged capabilitybuilding program both for the SSWPs and the financing institutions On the part of theborrowers the enhancement package is design to enable SSWPs to comply torequirements of lending institutions at the same time improved their service delivery Onthe other hand the capacity building efforts for financing institutions is design in such away that will strengthen lendersrsquo understanding of the financial needs of the SSWPs

61Capacity Enhancement Package for SSWPs ndash cognizant of the fact thatSSWPs have difficulty in adhering to regulatory and complying with financingrequirements of lenders the project has outlined a proposed capacity

enhancement package tailor fit to SSWPs to improve performance and capacity ofSSWPs improve their compliance to regulatory and financial requirements Thecapacity development program include an introductory a 5-day OperatorrsquosCertification Course and a 3-day AdministrativeFinancial Training Course

62 Capacity Enhancement Package for Lenders ndash to address the issue oflendersrsquo unfamiliarity with the sector where SSWPs operate 2-day introductorytraining course on lenders capacity enhancement has been developed to enablelenders to understand better SSWPs operations

Detailed recommendations for capacity enhancement are described in Annex E

7 Recommendations to the National Water Regulatory Board (NWRB) ndash the projectidentified regulatory issues that have to be addressed by the NWRB to facilitate accessto financing by SSWPs These issues include a) need for a formal SSWPs registrationscheme b) Clear guideline for bulk water arrangement between main utilities andSSWPs c) formal recognition and guidelines governing co-existence among waterservice providers d) need to revisit rules on Return of Investment for SSWPs e) reviewof the 5-year Certificate of Convenience (CPC) and its implications in securing financingfor SSWPs and f) performance benchmarks for SSWPs NWRB have recognized theseissues and are currently taking steps to address this

Part III Project Outcomes and Lessons LearnedA Project Outcomes

The project has achieved the following outcomes

1 Identification of financing modalities that cater to the needs of the SSWPs ndash through theresults of the study different models were developed to fit the needs and capacities ofSSWP-borrowers With the various financing models developed SSWPs are assured ofaccess to the much-needed financing support that would help them improve theiroperations

2 Reinforced the important role of SSWPs as gap-fillers to provide water to a large portion ofthe more than 18 million Filipinos who do not yet have access to potable water Results of

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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the rapid scan showed that indeed SSWPs have played an important role in water serviceprovision especially in difficult to reach areas as well as urban poor communities informalsettlements peri-urban and rural areas

3 Underscored governmentrsquos formal recognition of SSWPs as partners in meeting the MDGcommitment to halve the number of people without access to sustainable water supply

4 Introduced the potential of SSWPs as a new market for government and private fundinginstitutions and non-bank finance providers such as suppliers and equity investors who maybe able to avail of fresh capital ndash the project has successfully introduced a new clientelethe SSWPs to these institutions at the same time introduce the potential partners who maybe able to provide capital to the SSWPs Some financing institutions have started to reviewtheir financing windows to see how best it could be adjusted to accommodate SSWPsrequirements

B Major Lessons Learned

1 The financing requirements management models and context of operations of SSWPs varyvery broadly due to the nature and scale of their operations Due to a lack of homogeneityof the SSWP-borrowers and their financing requirements and the unpredictable number ofloans a securitization of SSWP loans is not a practical approach to the Philippine problemat this point in time

2 While there is significant domestic liquidity among Philippine banks and Financinginstitutions in general there is general unfamiliarity with the way small water serviceproviders operate Furthermore SSWPs face major challenges which must be addressed to

improve viability and increase access to financing

Regulatory Issues While the vital role of SSWPs in the Philippines is now generallyrecognized the single most critical factor that will enhance their access to financing isregulation

o Financing Institutions prefer to extend loans only to legally constituted SSWPs(ie those with the necessary water permits and licensesauthority to operate)and with repayment periods that coincide with the term of their issuedlicensesauthority

o A formal SSWP registration system and guidelines for bulk water purchases bySSWPs are vital NWRB is still developing the system for registration Howeverfinding the SSWPs and establishing their individual and collective requirementsremains a challenge as many of the SSWPs operate outside the radar ofregulatory agencies Establishing a meaningful database of SSWPs will providebetter assessment on how to better assess how to assist more SSWPs

o Furthermore formal recognition and guidelines for co-existence with waterdistricts and LGU-run operations and for bulk water sales need to be developedDocumentation on co-existence models should be done Experiences in anumber of pilot projects can be the basis for developing these guidelines further

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

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E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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o The NWRB has to revisit its rules on maximum return on investments for SSWPswhich is considered inadequate to cover the costs of financing of SSWPs Notethat it is the policy of the national government that tariffs should be approved onthe basis of cost recovery Water tariffs are the income base of water supplyproviders but methodologies for tariff approval vary i) SSWPs are regulated bythe NWRB and allowed to have a 12 return on assets ii) water districts areregulated by LWUA and water tariffs are determined using the cash flowmethodology iii) cooperatives need a general assembly approval for their waterrates and iv) LGU-run systems are generally not regulated by an externalregulatory body and many operate on a subsidized level due to politicalintervention at the expense of the viability of the water utility

o Furthermore the 5-year Certificate of Public Convenience (CPC) granted byNWRB to SSWPs tend to influence the amortization period that financinginstitutions may be willing to provide

o Sound regulation and performance benchmarks will increase creditworthiness ofSSWPs

o A publicly available database of SSWPs and meaningful information on theiroperations will enable potential lenders and investors to do a quick desktopassessment of potential borrower or partners

Establishing clear and transparent partnership arrangements Policies toencourage partnerships should be in place Difficulties in coordination and cooperation

and achieving economies of scale may hinder the growth of smaller SSWPs It isimportant to clarify and formalize partnership arrangements with either the largerutilities such as the water districts in the operating area or the LGU in the city or themunicipality This relationship should be formalized with clear timeframes and contracttermination arrangements Once formalized these give the lenders a clearer picture ofthe level of investments and rate of return that can be expected from the project

o The risk of expropriation forces operators to shorten payback period

o Small operators are more vulnerable to bribes and other petty corruption Theyare also more prone to political intervention

o A formal tie-up between the SSWP and the main utility will likely enhance thebankability of the SSWP and enable it to secure credit from commercial and ruralbanks or other finance providers

o With special negotiated bulk water rates the main water utilities could generallycharge SSWPs lower rates as it supplies low income household communities thatare not yet reached by the main service provider

o Formalizing their status decreases financing costs

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

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983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

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983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

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C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

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983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

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A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

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983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

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8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

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9983123983137983150 983114983151983155983141 983127983137983156983141983154 983123983141983154983158983145983139983141 amp

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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PROPOSED WAY FORWARD

Based on the developments of the project clearly there is still scope for follow-up activities bothat the national and regional levels It appears that while the lenderrsquos doors have partially openedfor SSWPs there is still a huge gap between the dream of getting financing for SSWPS and thereality of SWSPs actually accessing this kind of resources

Part A At the national level the following areas have been identified as priorities forfollow- up intervention

a) Mentoring capacity-building and access to pooled credible experts andresources is required SSWPs require more than just credit While water districtshave LWUA the SSWPs do not really have a government agency that can cater to

their needs for capacity development They require access to capacity developmentand institutional strengthening It is recommended that SSWPs be required to takeoperatorrsquos certification courses to professionalize their operations They also requireexpertise

o To hire top calibre management personnel and staff Results of a recentbenchmarking study of utilities with 1000 to 5000 connections suggests thatbecause small utilities rely on a limited revenue base It does not allow them tohire top managers and skilled staff however relatively high levels of performanceare achieved when provided with proper institutional support and training

o To pay for water feasibility and other studies by credible experts which arerequired by cash flow lenders

o To prepare financial statements and monitor operating performance as requiredby cash flow lenders

o To acquire appropriate technology and equipment Small operators may use low-cost technology and equipment to shorten payback periods which compromisestheir services and also limits their operations to established urban areas wherethey can get a quick payback on their investment by catering to a largerestablished market

o To plan strategically with a more medium to long-term perspective

b) Ensuring the ldquobankabilityrdquo of SSWPs To enhance the chances of securing creditapproval a) to help SSWPs make sure their business enterprise is in order and b)for SSWPs to present their situation and their credit request well a ldquoBankabilityChecklistrdquo for small scale water providers has been prepared to help SSWPsunderstand better what financing institutions would normally look for in a ldquobankablerdquowater service provider

o The lack of familiarity of the Financing Sector with the water sector is an issue thatcan be bridged with dialogue discussions and interactions Several projects arenow on going to address this gap

o In some areas their role as gap fillers can be an interim solution If the terms andconditions of their engagement are clear and transparent investments can betempered accordingly Main utilities or local governments can also factor in thecontracts clear transition and or buy-out arrangements

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142

983152983145983152983141983148983145983150983141 983137983150983140 983139983151983150983155983156983154983157983139983156983145983151983150 983151983142

983139983151983150983139983154983141983156983141 983156983137983150983147

983112983137983155983137983137983150 B983137983148983137983156983138983137983156 983116983151983138983151 B983137983156983137983150983143983137983155

9983123983137983150 983114983151983155983141 983127983137983156983141983154 983123983141983154983158983145983139983141 amp

D983141983158983141983148983151983152983149983141983150983156 C983151983151983152983141983154983137983156983145983158983141

E983140983157983137983154983140983151 A983143983157983145983150983137983148983140983151

C98314498313798314598315498314998313798315015000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149

B983148983147 C9830851983137 B983154983143983161 983118 983126983145983154983137983156983137 983111983117A

C983137983158983145983156983141

10983123983137983150 983120983141983140983154983151 983117983157983148983156983145 983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141 983113983150983139983114983137983149983141983155 983122983151983155983137983148983141983155 5000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

983137983139983153983157983145983155983145983156983145983151983150 983151983142 2 983151983158983141983154983144983141983137983140

983156983137983150983147983155

983123983137983150 983120983141983140983154983151 983123983156983151 983124983151983149983137983155 B983137983156983137983150983143983137983155

11

C983144983154983161983155983137983150983156983144983141983149983157983149 983126983145983148983148983137983143983141

983112983151983149983141983151983159983150983141983154983155 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

A983154983149983137983150983140983151 983140983141 983116983141983151983150

9831179831379831509831379831439831419831542000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983148983145983150983141983155

983123983137983150983156983145983137983143983151 983123983156 C983144983154983161983155983137983150983156983144983141983149983157983149

983126983145983148983148983137983143983141 983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

12983115983137983161983149983145983155983137983155 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

C983137983150983140983145983140983137 983117

983112983141983154983150983137983150983140983141983162100000

983113983149983152983154983151983158983141983149983141983150983156 983151983142 983159983137983156983141983154

983142983137983139983145983148983145983156983145983141983155983115983137983161983149983145983155983137983155 983111983141983150 E A983143983157983145983150983137983148983140983151 C983137983158983145983156983141

13A983155983145983150983137983150 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150200000 983122983141983152983137983145983154 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 A983155983145983150983137983150 B983157983137983161983137983150 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

14983120983144983137983155983141 983148983148 983117983157983155983148983145983149983085C983144983154983145983155983156983145983137983150

983126983145983148983148983137983143983141 983122983127983123A 983113983150983139

983117983137 983124983144983141983154983141983155983137 E

A983149983151983154983151983140 983123983141983139983154983141983156983137983154983161500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983141983148983141983158983137983156983141983140 983156983137983150983147

983120983157983154983151983147 13983085A 983117C 983126983145983148983148983137983143983141 B983154983143983161

983110983137983156983145983149983137 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

15

983116983137983150983156983151983150 983127983137983156983141983154983159983151983154983147983155

D983141983158983141983148983151983152983149983141983150983156 A983155983155983151983139983145983137983156983145983151983150

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2948

c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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o There is a need to further explore and discuss the proposed approaches amongdifferent stakeholders to generate feedback and support

o Appreciating small water service providers as water SMEs will open the doors ofopportunity not only for SSWPs but also increasing the market outreach of thefunding institutions

Facilitation is required The appetite for borrowing among SSWPs is high However theyhesitate to deal with formal lenders due to uncertainties about variable interest rates anddocumentary requirements This requires a process of facilitation and support both at theborrowerrsquos side and at the lenderrsquos side to come up with more doable andpractical solutions to bridge the gap The doors opened by the project with new partnerssuch as SBC the LGUGC and other potential partners have to be nurtured and developedfurther

As ADB has started to take cognizance of the role of SSWPs it is recommended that itprovides the leadership and takes the risk of supporting SSWP financing It can provideguarantee funds andor explore how to incorporate SSWP funding through its forthcoming

projects with LWUA for instance

Part B At the regional level it would be interesting to find out how small water serviceproviders are faring and what kind of financing is made available to them Lessonslearned in the Philippines may be tested in some other Asian Countries

The proposed financing models may be testedpiloted in other countries to see how it canwork and be utilized to enable SSWPs help the countries reach its MDG goals

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2648

Annex C Potential SSWP Borrowers and their requirements

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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25 983116983111983125 C983137983148983137983149983138983137 983127983137983156983141983154 983123983161983155983156983141983149 983122983151983140983154983145983143983151 983124 983111983137983154983139983145983137 2000000 D983154983145983148983148983145983150983143 983151983142 983150983141983159 983159983137983156983141983154 983155983151983157983154983139983141 C983137983148983137983149983138983137 983117983145983155983137983149983145983155 983119983139983139983145983140983141983150983156983137983148

26 983126983145983148983148983137983144983141983154983149983151983155983137 983127983123A 983114983151983149983137983154983145983141 B983137983154983145983150983143 100000 983123983161983155983156983141983149983155 983145983149983152983154983151983158983141983149983141983150983156 983126983145983148983148983137983144983141983154983149983151983155983137 983124983157983140983141983148983137 C983141983138983157

27A983150983156983145983152983151983148983151 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141A983149983137983140983141983151 983116983145983149983137983148983145983149983137 100000 983125983152983143983154983137983140983145983150983143 983151983142 983152983145983152983141983148983145983150983141983155 A983150983156983145983152983151983148983151 983117983141983140983141983148983148983145983150 C983141983138983157

28

983111983157983145983150983140983157983148983149983137983150 983113983148983137983159 983150983143 B983157983144983137983161

983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

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983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex A Overview of Existing Financing Options and Multilateral Initiatives for the

Philippine Water Sector

Existing Lenders

1 Local Water Utilities Administration (LWUA)

LWUA has traditionally been the primary provider of finance and institutional and technicalassistance to water districts It also serves the Rural Water and Sanitation Associations asthe Rural Waterworks Development Corporation (RWDC)rsquos functions and loan portfolios

were transferred to LWUA when the RWDC was abolished LWUA currently as an ambitiouscapital investment program which may benefit small water districts and some large RWSAsmay benefit from the LWUA programbull It is currently campaigning for the establishment of 200 new water districts and the

revival of 100 non-operational ones

bull LWUA is set to establish a Water Bank and has recently purchased a thrift bank

bull LWUA has a roster of Php 78 billion of capital investments to be funded through foreign

assistance and local funding Additionally

LWUA has provided minimal support to non-water districts It remains to be seen whether itsWater Bank will help SSWPs especially the non-water district ones

LWUA is willing to facilitate loans to non-Water Districts SSWPs if financing is madeavailable thru them

2 Government Financing Institutions (GFIs) In recent years the GFIs have increasinglysupported the larger and more creditworthy water service providers for service improvement

a) Development Bank of the Philippines (DBP)

DBP is an active lender to the Philippine water sector although its activities have typicallyfocused on project financing for water supply infrastructure of LGUsrsquo Level III piped watersystems Such loans have been backed by pledges of Internal Revenue Allotments

(IRAs) as collateral for the loans hence are viewed to be relatively creditworthy DBPrsquoslending guildines require that the loan shall be based on the total project cost with atleast 10 equity participation and that the loan amortization shall not exceed 20 of thetotal income of the LGU net of other borrowings DBP offers a maximum term of fifteen(15) years inclusive of three (3) years grace period on principal repayment

The Philippine Water Revolving Fund (PWRF) lending window in DBP was launched inOctober 20 2008 and is now operational DBP will co-finance with private financialinstitutions about $20-80M of water projects over the next three years Primarily PWRFis a co-financing facility that blends ODAJICA resources with PFI funds for lending tocreditworthy water service providers Co-financing of direct loans is then planned totransition to capital market-based instruments such as securitization of the loan portfolioand or pooled bond financing for new projects Institutional development capacity

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

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983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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building and strengthening of the water and finance sector is provided in partnership bythe USAID for PWRF

b) Land Bank of the Philippines (LBP)

LBP supports water supply projects (mostly Level III) implemented by LGUs as well asWater Districts LGUs typically pledge Internal Revenue Allotments ( IRA) as collateralfor loans hence are viewed to be relatively creditworthy There are two windows at theLBP

i The LGU Investment Program (LIP) whose objective is to facilitate the access of longterm funds and addresses the long term financing needs of development projects inLGUs The eligible borrowers are cities municipalities and provinces that need fundsfor sanitation water supply drainage and flood control including construction of low-cost treatment facilities and provision for sludge collection and transportation and allincome generating projects except solid waste management projects

ii The Support for Strategic Local Development and Investment Project (SLDIP) seeksto improve living conditions public health standards and the urban environment byproviding upgraded and improved urban and rural infrastructure and services (eginfrastructure facilities such as water supply and distribution systems wastewatertreatment solid waste management facilities housing and power production anddistribution) This window targets provinces cities municipalities infrastructureutilities operators (water districts telecoms) and private sector groups in partnershipwith LGUs

3 The Municipal Development Fund Office ( MDFO)

The Department of Financersquos created the Municipal Development Fund Office (MDFO) in

2007 to channel significant amounts of ODA to LGUs either on its own or in partnership withother national government agencies The MDFO have provided windows for LGU-ownedwater projects among others Its focus is limited to 4th to 6th class LGUs only MDFOrequires an IRA pledge and the amount of the loan is based on the certificate of borrowingcapacity issued by the Bureau of Local Government Financing (BLGF) under theDepartment of Interior and Local Government They have different funding windows that canbe accessed thru the municipal or provincial governments

4 LGU Guarantee Corporation (LGUGC)

LGUGC is a private corporation incorporated in 1998 to guarantee loans or bonds issued by

local government units (LGUs) to finance revenue-generating projects The LGUGC creditguarantee serves to protect private financial institutions (PFIs) and other investors against apayment default by LGUs LGUGC is the only company under the supervision of BangkoSentral ng Pilipinas (BSP) that provides this service in the Philippines LGUGC is owned bya consortium led by the Development Bank of the Philippines (DBP) and the BankersAssociation of the Philippines (BAP) ADB has a 25 ownership in LGUGC

LGU targets a minimum loan amount of P10M and will consider projects such as983137 Water source development and protection

983138 Treatment and distribution (Level III) 983139 Sanitation

983140 System upgrading and reduction of water losses

983141 Support facilities 983142 Bulk water supply

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142

983152983145983152983141983148983145983150983141 983137983150983140 983139983151983150983155983156983154983157983139983156983145983151983150 983151983142

983139983151983150983139983154983141983156983141 983156983137983150983147

983112983137983155983137983137983150 B983137983148983137983156983138983137983156 983116983151983138983151 B983137983156983137983150983143983137983155

9983123983137983150 983114983151983155983141 983127983137983156983141983154 983123983141983154983158983145983139983141 amp

D983141983158983141983148983151983152983149983141983150983156 C983151983151983152983141983154983137983156983145983158983141

E983140983157983137983154983140983151 A983143983157983145983150983137983148983140983151

C98314498313798314598315498314998313798315015000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149

B983148983147 C9830851983137 B983154983143983161 983118 983126983145983154983137983156983137 983111983117A

C983137983158983145983156983141

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C983151983151983152983141983154983137983156983145983158983141 983113983150983139983114983137983149983141983155 983122983151983155983137983148983141983155 5000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

983137983139983153983157983145983155983145983156983145983151983150 983151983142 2 983151983158983141983154983144983141983137983140

983156983137983150983147983155

983123983137983150 983120983141983140983154983151 983123983156983151 983124983151983149983137983155 B983137983156983137983150983143983137983155

11

C983144983154983161983155983137983150983156983144983141983149983157983149 983126983145983148983148983137983143983141

983112983151983149983141983151983159983150983141983154983155 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

A983154983149983137983150983140983151 983140983141 983116983141983151983150

9831179831379831509831379831439831419831542000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983148983145983150983141983155

983123983137983150983156983145983137983143983151 983123983156 C983144983154983161983155983137983150983156983144983141983149983157983149

983126983145983148983148983137983143983141 983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

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983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

C983137983150983140983145983140983137 983117

983112983141983154983150983137983150983140983141983162100000

983113983149983152983154983151983158983141983149983141983150983156 983151983142 983159983137983156983141983154

983142983137983139983145983148983145983156983145983141983155983115983137983161983149983145983155983137983155 983111983141983150 E A983143983157983145983150983137983148983140983151 C983137983158983145983156983141

13A983155983145983150983137983150 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150200000 983122983141983152983137983145983154 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 A983155983145983150983137983150 B983157983137983161983137983150 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

14983120983144983137983155983141 983148983148 983117983157983155983148983145983149983085C983144983154983145983155983156983145983137983150

983126983145983148983148983137983143983141 983122983127983123A 983113983150983139

983117983137 983124983144983141983154983141983155983137 E

A983149983151983154983151983140 983123983141983139983154983141983156983137983154983161500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983141983148983141983158983137983156983141983140 983156983137983150983147

983120983157983154983151983147 13983085A 983117C 983126983145983148983148983137983143983141 B983154983143983161

983110983137983156983145983149983137 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

15

983116983137983150983156983151983150 983127983137983156983141983154983159983151983154983147983155

D983141983158983141983148983151983152983149983141983150983156 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

500000983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152983155 983137983150983140 983152983145983152983141983155

983120983157983154983151983147 6 983116983137983150983156983151983150 A983152983151983152983151983150983143 983111983141983150983141983154983137983148

983123983137983150983156983151983155 C983145983156983161

16

C983144983154983145983155983156983145983137983150 983126983145983148983148983137983143983141 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

1000000 E983160983152983137983150983155983145983151983150 983151983142 983155983161983155983156983141983149C983144983154983145983155983156983145983137983150 983126983145983148983148983137983143983141 C983137983148983157983149983152983137983150983143 983111983141983150

983123983137983150983156983151983155 C983145983156983161

17 983114983137983139983151983138983155 983127983141983148983148 983122983127983123A 983122983151983140983151983148983142983151 983110 983122983151983138983148983141983155 500000 983120983145983152983141 983137983150983140 983152983157983149983152983120983157983154983151983147 15 B983148983147 10 B983154983143983161 983110983137983156983145983149983137 983111983141983150

983123983137983150983156983151983155 C983145983156983161

18 983118983141983159 983117983137983138983157983144983137983161 983122983127983123A 983117983137983154983145983137 983123 D983151983150983139983145983148983148983151 500000983120983157983154983139983144983137983155983141 983151983142 983152983157983149983152 983137983150983140

983137983140983140983145983156983145983151983150983137983148 983154983141983155983141983154983158983151983145983154

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983123983137983150983156983151983155 C983145983156983161

19 983114983141983154983141983149983145983137983144 333 983122983127983123A983124983141983155983155983145983141 C983137983148983137983148983137983150983143

983121983157983145983137983152983151 983120983154983141983155983145983140983141983150983156500000

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983152983157983149983152 983151983158983141983154983144983141983137983140 983156983137983150983147

983120983157983154983151983147 9 B983148983147 3 B983154983143983161 983110983137983156983145983149983137 983111983141983150

983123983137983150983156983151983155 C983145983156983161

20 983120983157983154983151983147 4 983122983127983123AA983150983145983141 983116983161983150983150 983110 A983139983141983154983137

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500000 983117983145983150983151983154 983154983141983152983137983145983154 983151983142 983152983145983152983141983155 983120983154983147 4 983116983137983150983156983151983150 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

21983117983137983138983157983144983137983161 983120983137983154983137983140983145983155983141 983127983123A 983113983150983139

(983117A983120A983127A983123A)

983111983141983154983154983161 983114983151983144983150 983116

983120983137983148983149983151983150 A983155983155983151983139983145983137983156983145983151983150

983120983154983141983155983145983140983141983150983156

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983123983137983150983156983151983155 C983145983156983161

22 C983151983150983141983148 983122983127983123A 983113983150983139983122983141983161 983123 E983150983157983149983141983154983137983138983148983141983155

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C983145983156983161

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5 983138983137983154983137983150983143983137983161983155 983123983137983150 983114983151983155983141 A983150983156983145983153983157983141

24 983123983145983137983156983151983150 983122983127983123A 983113983150983139 983122983151983155983137983148983145983137 983123983137983148983145983143 500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 9831409831419831419831529831599831419831489831482983110 B983148983140983143 983123983145983137983156983151983150 983120983157983138983148983145983139 983117983137983154983147983141983156

983123983145983137983156983151983150 983118983141983143983154983151983155 983119983154983145983141983150983156983137983148

25 983116983111983125 C983137983148983137983149983138983137 983127983137983156983141983154 983123983161983155983156983141983149 983122983151983140983154983145983143983151 983124 983111983137983154983139983145983137 2000000 D983154983145983148983148983145983150983143 983151983142 983150983141983159 983159983137983156983141983154 983155983151983157983154983139983141 C983137983148983137983149983138983137 983117983145983155983137983149983145983155 983119983139983139983145983140983141983150983156983137983148

26 983126983145983148983148983137983144983141983154983149983151983155983137 983127983123A 983114983151983149983137983154983145983141 B983137983154983145983150983143 100000 983123983161983155983156983141983149983155 983145983149983152983154983151983158983141983149983141983150983156 983126983145983148983148983137983144983141983154983149983151983155983137 983124983157983140983141983148983137 C983141983138983157

27A983150983156983145983152983151983148983151 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141A983149983137983140983141983151 983116983145983149983137983148983145983149983137 100000 983125983152983143983154983137983140983145983150983143 983151983142 983152983145983152983141983148983145983150983141983155 A983150983156983145983152983151983148983151 983117983141983140983141983148983148983145983150 C983141983138983157

28

983111983157983145983150983140983157983148983149983137983150 983113983148983137983159 983150983143 B983157983144983137983161

983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

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31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

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32

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983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

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33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

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34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

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983127983137983156983141983154 983123983161983155983156983141983149

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35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

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983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

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C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

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983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

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983117983137983154983139983141983148983151

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983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3048

Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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The maximum maturity of the loan varies depending on the lender983137 Up to 12 years if pure PFI983138 Up to 15 years with DBP co-financing under PWRF

983139 Up to 25 years with LWUA co-financing under LWUA-LGUGC MOA

5 Small Business Corporation ( SBC)

SBC was created by law under the Department of Trade and Industry is charged with theprimary responsibility of implementing comprehensive policies and programs to assistMSMEs in all areas including but not limited to finance and information services trainingand marketing To date about 75 of their funds are wholesale loans thru their 103conduits 5 of their funds are utilized to provide guarantees and about 20 of their fundsare for retail or direct lending They managed to lend to two water service providers sincetheir establishment and have expressed interest to expand their market outreach to smallwater entrepreneurs

6 A few private financing institutions (PFIs) have started to lend directly to water serviceproviders Many of them are depository banks of the water service providers This gives theprivate banks the level of confidence required to provide short term loans Metrobank forinstance have lent to the San Jose Waterworks in Antique using their time deposits ascollateral for their loans

7 Non-government Partners The Peace and Equity Foundation ( PEF) is a non-stock nonprofit organization that administers an endowment fund established by the Caucus ofDevelopment NGO networks (CODE-NGO) They have supported a number of Level II waterprojects with grants As a matter of policy they only grant loans for Level 3 water systemsThey have lent to P3M to one NGO for a municipal level water supply from their generalloan Water lending is not yet mainstreamed in PEF and they have expressed interest to

explore possibilities of lending to small water service providers in their priority areas

Other Potential Financing Partners for SSWPs

8 Micro Financing Institutions (MFIs) There are many micro-financing institutions that havedeveloped throughout the years The rural banks have also opened micro-financing windowsand have served as conduit banks for micro-lending to micro small and medium enterprises(MSME) There are several non-government micro-lending institutions All lendinginstitutions including private banks are mandated by RA 9501 to allocate at least eight

percent (8) for micro and small enterprises of their total loan portfolio based on theirbalance sheet as of the end of the previous quarter and make it available for MSME credit

It should be noted that the financing requirements of SSWPs are in general for longer termsand larger amounts than the upper limits of MFIs Thus not surprisingly there are very veryfew examples of water microfinance lending For instance the Peace and Equity Foundationlent thru an NGO MFI for a cooperative water project from their special fund

On-going Financing-Related InitiativesOn-going initiatives for establishing financing mechanisms for water and sanitation aregenerally anchored on the guiding principles of EO 279

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

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983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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9 Philippine Water Revolving Fund ndash USAID and JICA supported the establishment of thePWRF initially as a co-financing arrangement between DBP and private financinginstitutions The ultimate objective however is to evolve the co-financing arrangement into amore sustainable program mobilizing greater private sector participation and moresubstantial revolving capacity The current technical assistance of USAID to GOP the

PWRF Support Program (PWRF-SP) is tasked with the development of a long-termfinancing mechanism that mainstreams and institutionalizes mobilization of PFI and capitalmarket resources In particular PWRF-SP is exploring securitization as the initial foray intothe capital market and later pooled bond financing for new projects

More than the financing mechanism though PWRF-SP aims to facilitate the development ofan integrated financing framework that optimizes use of public resources to leverage privatefunds through credit enhancement of bonds loan co-financing at pari-passu or subordinatedarrangements or to provide direct lending grants or grant-loan packages PWRF SPadvocates using the economic benefits of the project as the paramount basis for theallocation of public resources Priority for PWRF projects are the larger credit worthy waterutilities

10World Bank Proposed Financing Program The World Bank is currently commissioning astudy to identify the most suitable institution to administer the $17 million grantconcessionalloan facility for the WDs and other WSPs involved in the upcoming Local GovernmentSupport for Regional Water Supply project The study will outline in detail the regulatoryrequirements and capacity strengthening and technical assistance program that will beneeded to ensure its success The main output will be to develop a costed institutionaltechnical assistance program for the institution to successfully administer the grant facilityand support the overall goals of the project

The study will be informed by and coordinated with the findings of an ongoing consultancyfunded by BNWP to define the best approach to channel concessional financing to the Water

Districts and other WSPs blended with regular loans from a GFI This concessionalfinancing may consist of grants or very low (or even 0) interest rate loans repayable inextended terms similar to IDA loans The blended loan will aim at financing networkextension and optimization projects non-revenue water reduction andor the improvement inthe operations of the WDs and other WSPs including administrative organizationalprocurement financial management production and commercialization processes

11Water and Sanitation Programrsquos Proposal for Small Utility Access to Market Credit Astudy conducted under the Small Utilities Improvement and Financing (SWIF) Program ofWSP discussed constraints related to small water utilities access to credit market There ispresently a mismatch between the financial requirements of SWUs and those of the FIsrelated to interest rates loan tenor and size and credit risk To bridge the perceived

financing gap WSP is exploring the establishment of a government-owned debt fund whichwill be tapped to co-finance projects with PFIs The fund will be lent on a subordinated basisIt will be a transitional vehicle for credit enhancement for a defined period of time and will bemanaged by a fund manager

12USAID Environmental Cooperation-Asiarsquos (ECOAsia) Project with the Association ofDevelopment Financing Institutions in Asia and the Pacific (ADFIAP) ECOAsia isworking with ADFIAP to develop and replicate innovative sustainable financing mechanismsfor use by water and sanitation service providers Just last January 2009 they helpedfacilitate a memorandum of agreement between the Local Water Utilities Administration(LWUA) the Peoplersquos Credit and Finance Corporation (PCFC) and the Rural Bankerrsquos

Association of the Philippines (RBAP) PCFC is a government agency established under theSocial Reform and Poverty Alleviation Act as the lead agency tasked to mobilize resourcesfor microfinance service for the exclusive use of the poor PCFC wholesales short medium

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2548

Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2648

Annex C Potential SSWP Borrowers and their requirements

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5

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11

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983113983150983139

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16

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1000000 E983160983152983137983150983155983145983151983150 983151983142 983155983161983155983156983141983149C983144983154983145983155983156983145983137983150 983126983145983148983148983137983143983141 C983137983148983157983149983152983137983150983143 983111983141983150

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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24 983123983145983137983156983151983150 983122983127983123A 983113983150983139 983122983151983155983137983148983145983137 983123983137983148983145983143 500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 9831409831419831419831529831599831419831489831482983110 B983148983140983143 983123983145983137983156983151983150 983120983157983138983148983145983139 983117983137983154983147983141983156

983123983145983137983156983151983150 983118983141983143983154983151983155 983119983154983145983141983150983156983137983148

25 983116983111983125 C983137983148983137983149983138983137 983127983137983156983141983154 983123983161983155983156983141983149 983122983151983140983154983145983143983151 983124 983111983137983154983139983145983137 2000000 D983154983145983148983148983145983150983143 983151983142 983150983141983159 983159983137983156983141983154 983155983151983157983154983139983141 C983137983148983137983149983138983137 983117983145983155983137983149983145983155 983119983139983139983145983140983141983150983156983137983148

26 983126983145983148983148983137983144983141983154983149983151983155983137 983127983123A 983114983151983149983137983154983145983141 B983137983154983145983150983143 100000 983123983161983155983156983141983149983155 983145983149983152983154983151983158983141983149983141983150983156 983126983145983148983148983137983144983141983154983149983151983155983137 983124983157983140983141983148983137 C983141983138983157

27A983150983156983145983152983151983148983151 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141A983149983137983140983141983151 983116983145983149983137983148983145983149983137 100000 983125983152983143983154983137983140983145983150983143 983151983142 983152983145983152983141983148983145983150983141983155 A983150983156983145983152983151983148983151 983117983141983140983141983148983148983145983150 C983141983138983157

28

983111983157983145983150983140983157983148983149983137983150 983113983148983137983159 983150983143 B983157983144983137983161

983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3248

Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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term and long term investment loans to accredited microfinance institutions (MFIs) thatimplement credit assistance programs to finance livelihood projects They have a cap ofP150000 as sub-loans to end borrowers Initial idea being floated is that these funds canactually be a source of microfinance loans for service connection fees The idea of usingwater districts as MFIs is still being discussed and the PCFC is still exploring whether thesekind of loans will be acceptable to their Board considering that the PCFC loans are gearedtowards livelihood projects

13ADBrsquos Water District Development Sector Project (WDDSP) A project preparatorytechnical assistance (PPTA)1 for the proposed WDDSP is now underway The PPTA willprepare the WDDSP as a project suitable for ADB financing The project will help improveliving conditions of the urban population outside Metro Manila enhance competitiveness bydeveloping water supply infrastructure and build the capacity of water utilities It will alsosupport the institutional development of LWUA and contribute to much needed sectorreform

ADB is to administer technical assistance not exceeding the equivalent of $1200000 to the

Government of the Philippines to be financed on a grant basis by the Multi-Donor Trust Fundunder the Water Financing Partnership Facility for preparing the Water District DevelopmentSector Project

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142

983152983145983152983141983148983145983150983141 983137983150983140 983139983151983150983155983156983154983157983139983156983145983151983150 983151983142

983139983151983150983139983154983141983156983141 983156983137983150983147

983112983137983155983137983137983150 B983137983148983137983156983138983137983156 983116983151983138983151 B983137983156983137983150983143983137983155

9983123983137983150 983114983151983155983141 983127983137983156983141983154 983123983141983154983158983145983139983141 amp

D983141983158983141983148983151983152983149983141983150983156 C983151983151983152983141983154983137983156983145983158983141

E983140983157983137983154983140983151 A983143983157983145983150983137983148983140983151

C98314498313798314598315498314998313798315015000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149

B983148983147 C9830851983137 B983154983143983161 983118 983126983145983154983137983156983137 983111983117A

C983137983158983145983156983141

10983123983137983150 983120983141983140983154983151 983117983157983148983156983145 983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141 983113983150983139983114983137983149983141983155 983122983151983155983137983148983141983155 5000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

983137983139983153983157983145983155983145983156983145983151983150 983151983142 2 983151983158983141983154983144983141983137983140

983156983137983150983147983155

983123983137983150 983120983141983140983154983151 983123983156983151 983124983151983149983137983155 B983137983156983137983150983143983137983155

11

C983144983154983161983155983137983150983156983144983141983149983157983149 983126983145983148983148983137983143983141

983112983151983149983141983151983159983150983141983154983155 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

A983154983149983137983150983140983151 983140983141 983116983141983151983150

9831179831379831509831379831439831419831542000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983148983145983150983141983155

983123983137983150983156983145983137983143983151 983123983156 C983144983154983161983155983137983150983156983144983141983149983157983149

983126983145983148983148983137983143983141 983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

12983115983137983161983149983145983155983137983155 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

C983137983150983140983145983140983137 983117

983112983141983154983150983137983150983140983141983162100000

983113983149983152983154983151983158983141983149983141983150983156 983151983142 983159983137983156983141983154

983142983137983139983145983148983145983156983145983141983155983115983137983161983149983145983155983137983155 983111983141983150 E A983143983157983145983150983137983148983140983151 C983137983158983145983156983141

13A983155983145983150983137983150 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150200000 983122983141983152983137983145983154 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 A983155983145983150983137983150 B983157983137983161983137983150 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

14983120983144983137983155983141 983148983148 983117983157983155983148983145983149983085C983144983154983145983155983156983145983137983150

983126983145983148983148983137983143983141 983122983127983123A 983113983150983139

983117983137 983124983144983141983154983141983155983137 E

A983149983151983154983151983140 983123983141983139983154983141983156983137983154983161500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983141983148983141983158983137983156983141983140 983156983137983150983147

983120983157983154983151983147 13983085A 983117C 983126983145983148983148983137983143983141 B983154983143983161

983110983137983156983145983149983137 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

15

983116983137983150983156983151983150 983127983137983156983141983154983159983151983154983147983155

D983141983158983141983148983151983152983149983141983150983156 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

500000983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152983155 983137983150983140 983152983145983152983141983155

983120983157983154983151983147 6 983116983137983150983156983151983150 A983152983151983152983151983150983143 983111983141983150983141983154983137983148

983123983137983150983156983151983155 C983145983156983161

16

C983144983154983145983155983156983145983137983150 983126983145983148983148983137983143983141 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2948

c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex B Bankability Checklist for SSWPs

A ldquoBankabilityrdquo Checklist for Small Scale Water Providers

A INTRODUCTION

This primer was conceived and developed as a result of an ADB-funded project study onldquoAssessing and Developing Models for Financing Small Scale Water Service Providersrdquoas well as the collective experience of the project team

Significant efforts are being made to familiarize banks with the water sector includingSSWPS But it is equally important to enhance the chances of securing credit approval to

a) help SSWPs make sure their shop is in order and b) for SSWPs to present theirsituation and their credit request well

So you want to borrow from a bank for your water supply needs If you are the potentiallender and a total stranger with your aspirations and past record approaches you for aloan would you agree to extend the loan You would Well probably not outright but just to make sure (the borrower is a strangerright) you would probably ask for somedocuments and look at the place of operations just to make sure that the borrower istelling you the whole truth and nothing but the truth

So what makes you different from other banks You will find that all banks are almost thesame in terms of safeguarding their interests (not the borrowersrsquo) So how do banksassess whether you are ldquocreditworthyrdquo or bankable They generally closely examine the3 Cs of credit underwritingCharacter Capability and Capital of the borrower and theborrower must score well overall on the 3 Cs before a loan can be granted The 3 Cs canbe translated into the ldquocreditworthinessrdquo or ldquobankabilityrdquo of the borrower Banks willevaluate your 3Cs prior to deciding whether to approve or reject your loans applicationThe bank will assess the borrowerrsquos ability to pay and also his willingness to pay Eachbank will establish their own credit scheme ( and generally carefully keeps such detailsconfidential) and the minimum ldquopassing scorerdquo required for a borrowerrsquos loan applicationto be approved

Objective of the Guidelines

If you the borrower have several millions worth of collateral acceptable to banks or youknow personally the president of a bank who will personally endorse and guarantee yourloan with the bank then you should have no problem securing external financing If notthen these guidelines are intended for you to be able to assess your ldquocreditworthinessrdquoand enhance your ldquobankabilityrdquo so you will be able to improve your chances of success ingetting loan funding by scoring well on the 3 Cs for creditworthiness

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

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C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

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983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

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983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

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983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

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A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

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983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

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11

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Coverage of the Guidelines

This primer will review the basic requirements for a SSWP to score well on the 3 Cs ofcreditworthiness

B CHARACTER

The first criterion of creditworthiness is ldquocharacterrdquo and this refers to how aperson or an organization has handled past debt obligations From the borrowerrsquoscredit history and personal background the honesty track record and reliability of theborrower to pay credit debts is evaluated If the borrower has a history of non-payment orconsistently delayed remittances of debt payments all banks are likely to assume thatbehavior is congruent and will also assume that you will handle their loan to you in the

same manner Banks will check your other loans and credit card payment history or askyour suppliers or other trade creditors your payment history or past record

Make sure that update your existing obligations and maintain a constructive dialoguewith your creditors and make amends if necessary so they will be able to speak highly ofyou

C CAPACITY

The second critierion of creditworthiness is ldquocapacityrdquo- how much debt aborrower can comfortably handle And banks will look into 4 criteria for capacity of

utilities The 4 criteria for SSWPs to be able to achieve the creditworthy grade areInstitutional Operations Technical and Financial The lender will assess youcapacity to pay versus the purpose of the requested financing the amount and the tenorof financing

1 Institutional

To pass this criterion you must be able to prove that your business is operating legallyfor a time period long enough for you to repay the money you intend to borrow and thatyou do not have major problems with the community you are serving or will not have

potential franchise conflicts with the main utility

ldquoMain utilitiesrdquo are piped water providers given the franchise for an entiretowncity or at least a major portion of it It could be a water district a privateconcessionaire privately owned utility an LGU-run system or a governmentcorporation

Registration

There are many forms of SSWPs and the first requirement is for you to determine towhich government agency should your utility be registered with Your utility must be

registered so its existence will be recognized legally by a financing institution Banks donot lend to illegal or unregistered operators

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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If you are a cooperative then your coop must be registered with the CooperativeDevelopment Authority If a Rural Water and Sanitation Association (RWSA) with eitherthe LWUA or the Securities and Exchange Commission (SEC) as a non-profitorganization If a Homeowners Association or a privately owned utility registration withthe SEC is mandatory Official receipts need registration with the Bureau of InternalRevenue (BIR)

Of course there are also local laws or ordinances with the locality that must be compliedwith such as business permits barangay clearances etc

Regulatory Requirements

Any form of utility will be regulated by the state as there is an element of a monopolysituation Even if you are officially registered with the LGU the question is do you have apermit from the state to operate as a utility and do you have the water rights if you haveyour own sources of water If you are getting water from a main utility then it is their

problem to secure the water rights but it will be important to also establish that yoursupplier meets the requirements above But if you own and operate your own source ofsupply either from wells or springs you better make sure that you have the water rightsor permits otherwise the bank will consider you as a very high security risk- resulting inoutright denial of your loan request

Franchise Issues

The Philippine Supreme Court has decided that it is unconstitutional for anyone to begiven an ldquoexclusive franchiserdquo While you have the utility business now remember thatyou were given a franchise because the main utility water lines have not reached yourarea of coverage or that there is no main utility But in the future the main utility could be

capable of servicing your area of operations and they might insist on that right Thiscould be settled by ldquobuy outrdquo negotiations if you were given the franchise earlier than themain utility If your permit to operate came later then the bank will look for a take-outagreement with the main utility

A take-out agreement is a contract with the main utility statingthe minimum number of years that an SSWP will be allowed tooperate its area of operation and contains provisions forbuying out and take over of the SSWPsrsquo facilities

The bank will need this information to determine its ldquotenorrdquo or loan repayment period

Community Relations

Banks will determine how you get along with the community or barangay that you areserving If court cases have been filed by your concessionaires or barangay officialsagainst your utility banks will have a tendency to lose your application papers or lookdeeply in other criteria for other deficiencies

2 Operations

To pass this criterion you must be able to prove that you as the management or ownerknow how to professionally run a water utility business and how long yoursquove been runiing

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

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983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

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B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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the same business or worked at similar businesses To determine this capability bankswill look into the following

Production

Banks will want to know a lot about your water source including your actual currentproduction and your losses (non-revenue water) If you donrsquot know how many cubicmeters of water you produce in a day or month or your monthly billed consumption it isstrongly suggested that you do something about this1 first before going to the bank2

Water Quality

Banks do not usually lend to a utility which has a high probability of causing an epidemiclest their name be dragged into subsequent court cases or bad media coverage Andthey will look for chlorine residual documented results andor bacteriological and other

laboratory test results The Philippine National Drinking Standards for Water (PNDSW)contains all the needed information on the tests that need to be done as well as itsfrequency by a utility Do you even have a copy of the PNDSW pamplet in your officeTest results are also good evidence on your behalf when you encounter a complaint or alawsuit for contaminated water So do this on a regular basis

Commercial Practices

Are your finance and accounting records of your utility divorced or ring fenced from otherbusiness interests you may have Are the utility records and accounts separate fromyour real estate dealings or loan operations It is important to be able to show that yourutility is profitable on its own and not being subsidized by other business operations

Does your utility utilize a chartered accountant

Do you have a system of billing and collection What is the utilityrsquos policy for connectionand disconnection Are disconnections being enforced

What are your policies on field collections an reconciling bank statements with day-to-day operations

Do you operate on a budget Are your actual revenues and expenses being monitoredrelative to the budget

All of the above questions are the major questions that the banks will ask If you answerno to any of the questions above then you know what to remedy or actions to take toimprove your creditworthiness

Key Performance Indicators (KPIs)

How well are you performing relative to the standards goals or the industry To evaluateyour performance banks will look at certain indicators of performance and these are theKPIs KPIs are quantitative measures of a particular aspect of service providersrsquo

1 Production can be measured through several ways aside from putting in production meters You can rent ldquoportaflowrdquoflowmeters use pump capacity curves with pressure gauges or use a bypass pipe to measure the flow

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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performance If the utility for example targets a lowering of its non-revenue water theKPI NRW would give the quantitative figure of say 35 to 32

Examples of KPIs that the banks may look into are shown below together with the utilitygoals

Key Result Areas Key Performance Indicators

Service Levels Coverage

Hours Supply

Pressure

Sustainability Operating Ratio

Collection Efficiency

CustomerSatisfaction

Response time new connections

Complaints1000 connections

OperationallyEfficient

Non revenue water (NRW)

Staff1000 connections

Compliance withGovernment

Standards

Samples Passing Tests

It is suggested that you evaluate your own performance for the above KPIs If you rateyourself as poor on any KPI bankers will rate you poorer Do something first to improveyour performance

Record Keeping

Having an as-built plan of your system may not be related for your loan purposes but it

will give the bankers an idea of your housekeeping and record keeping capabilities Ifyou dont have one do it before going to the bank Why should the bank grant youadditional funds for facilities when you donrsquot even know what facilities you have now orwhere they are located

Some of the questions the banks may ask with respect to record keeping are listedbelow and it will be embarrassing if you answer no to any one of them

Is your utility maintaining a record system of recording a history of each meter Youneed this to determine meter replacement policies

Do you make financial statements on an annual basis Are these statement statements

audited To whom do you furnish these statements on a regular basis If you donrsquot have

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983113983150983139

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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An SSWP forwarded their business plan toNWRB as part of their proposal for tariffadjustments In essence the one pageplan mentions that the connections willincrease from 80 to 250 and a total of Php55 million would be needed for

Various facilities xxxx

Labor yyyyy

The NWRB analyst merely scratch herhead and said ldquoif they dont know or areguessing what they need why should Iendorse what they want for tariffsrdquo

or do this then it shows that you have been delinquent in your obligations to theregulatory or registering agency

What is your annual NRW (Need production and billing records for these) If you donrsquotcare what is happening to your system why should the bank also care

3 Technical

To pass this criterion you must be able to prove that the purpose of getting the loan isboth technically andor financially viable

The best way to show viability of a future project is through a pre-investment or afeasibility study The study need not be several volumes thick It can be only a few pageslong for as long as the necessary information are complete

If you borrowing to expand your service area the study must include demand cash flowprojections new sources of supply (if needed) project components and cost andprojected financial statements based on the proposed tariffs

A business plan is a ldquomustrdquo toassure the bank that the proposedproject has been incorporated in thebusiness plan A business plan isbasically a document outlining thethe utilityrsquos goals for at least 3-5years with specific quantitative

measures (demand connectionslevel of service new facilitiesrequired and cost projectedrevenues and expenses)) on howthe utility intends to achieve them3

The utility must be able to prove thatthe project being proposed is the

best solution to the need or problem being addressed If the problem is high NRW forexample replacing 50 of all the pipelines might not necessarily be the best solution ifyou donrsquot know the source of the high NRW Find out the causes of the problems first

In a utility the source of water supply is the ldquoheartrdquo of the system Do not cut cornerswhen you are drilling a new well or tapping a spring source For the spring sourceensure that you have spring flow measurements during the dry period For wells ensurethat you have a scientific basis for selecting the specific area and the best driller moneycan hire If you can even find a driller willing to work on a ldquono water no payrdquo basis by allmeans go for it

4 Financial

To pass this criterion you must be able to show that you can generate enough revenuesto pay for all your expenses including debt service

3 The WSP can refer to the NWRB manual of rate setting for developing business plans

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

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983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

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983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

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983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

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C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

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983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142

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D983141983158983141983148983151983152983149983141983150983156 C983151983151983152983141983154983137983156983145983158983141

E983140983157983137983154983140983151 A983143983157983145983150983137983148983140983151

C98314498313798314598315498314998313798315015000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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38

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983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Assuming that the bank is satisfied that the the projected revenues can pay for the loanthe bank will still look into your current financial operationsYou must be able to showthat the your current operation is profitable or at least breaking even To ascertain thisthe banks will generally look into 5 aspects of your financial operations

ldquoFreerdquo Cash4 in a Bank You must have some free cash in a bank which can be usedas equity for the project and for maintaining a minimum hold out deposit Banks do notlend 100 of project requirements You will be required to have equity participation5 One way of improving your cash balance is to require some deposits from prospectivenew clients

Collection Efficiency (total collectionsannual billings) If your collection ratio is lessthan 90 then it means that your receivables are piling up or many of your clients arenot paying Your utility will be classified as a high-risk borrower and correspondinglyhigher interest rates will likely be imposed andor shorter loan tenors

Return on equity (net incometotal net worth) This ratio measures an entityrsquosefficiency at generating profits from every peso of equity Your return should be morethan the interest rate than the bank lending rate

Debt-Service Coverage Ratio This ratio is calculated by dividing the EBITDA(earnings before interest tax depreciation and amortization) by the annual debtamortization The ratio indicates how many times over cash flow from operations coverthe utilityrsquos obligation This ratio should ideally be more than 1 and the higher it is themore creditworthy you are

Approval on Projected Tariffs for the next 5 year Your projected tariffs for the next 5years should have been submitted to NWRB for its approval (better if NWRB has already

approved it) This gives the bank some assurance that the tariffs submitted in yourprojected financial statements are confirmed and no longer assumptions

D CAPITAL

If after passing all the requirements outlined in sections B and C above the bank maystill be hesitant in approving your loan then the problem could either be the inexperienceof the bank in lending to the water sector or existing inflexible bank policies like requiringcollaterals This could be solved by the last C of credit - Capital

Capital refers to current available assets of the borrower such as real estate

savings or investment that could be used to repay debt if income should beunavailable Bankers being naturally conservative will ask ldquo what if something shouldgo wrong during the tenor of the loan what is my back-up planrdquo Many things could gowrong like wells becoming dry or earthquakes breaking pipelines or even a fire in yourcommunity wherein many consumers decide to transfer residence elsewhere Andbankers back up plans are called ldquocollateralsrdquo If you have these assets which areacceptable to banks you will never encounter any difficulty in securing loansUnfortunately the reason we go to the banks in the first place is because we donrsquot havethe assets

4 Not earmarked for any obligation

5 Equity participation will depend on the project risk factor and the bank policies

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

983140983154983145983148983148983145983150983143 B983154983143983161 D983137983154983137983155983137 983124983137983150983137983157983137983150 B983137983156983137983150983143983137983155

2983123983137983150 983120983141983140983154983151 983122983141983155983141983156983156983148983141983149983141983150983156

A983154983141983137 C983151983151983152983141983154983137983156983145983158983141

E983158983141983148983161983150 983124 983123983137983150983140983151983158983137983148

C983144983137983145983154983152983141983154983155983151983150B983148983151983139983147 5 983116983151983156 3 983125983150983145983156983141983140 B983137983161983137983150983145983144983137983150

983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

3D983137983147983145983148983137 983120983141983151983152983148983141983155

983119983154983143983137983150983145983162983137983156983145983151983150 983113983150983139 983126983141983154 983140983141983148983137 C983154983157983162400000

983124983151 983155983141983156983156983148983141 983139983157983154983154983141983150983156 983140983141983138983156 983142983154983151983149

983157983155983157983154983141983154983155

4983123983156983151 983118983145983150983151 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983142983151983154 983140983141983141983152983159983141983148983148

B983148983147 15 983123983156983151 983118983145983150983151 B983154983143983161 B983145983148983145983138983145983154983137983150

B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

B983157983150983137 C983141983154983139983137 983122983157983154983137983148

983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

983113983150983139

983110983145983140983141983148 C D983145983148983145983143 983114983154 500000B983157983145983148983140 983140983141983141983152 983159983141983148983148 983159983145983156983144

983155983157983138983149983141983154983155983145983138983148983141 983152983157983149983152B983154983143983161 B983157983150983137983139983141983154983137 983113983150983140983137983150983143 C983137983158983145983156983141

6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

926 983117983137983154983155 983123983156 983117983151983151983150983159983137983148983147 983126983145983148983148983137983143983141

983120983144983137983155983141 2 983116983137983155 983120983145983150983137983155 C983145983156983161

7983123983137983150 983113983155983145983140983154983151 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139

983117983137983154983143983137983154983145983156983151 983117 983120983137983148983149983137

9831209831549831419831559831459831409831419831509831562000000

983127983137983156983141983154 983155983141983154983158983145983139983141 983141983160983152983137983150983155983145983151983150 983137983150983140

983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139D983137983150983145983148983151 B D983145983151983150983137 500000

983120983157983154983139983144983137983155983141 983151983142 983155983157983138983149983141983154983155983145983138983148983141

983152983157983149983152 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142

983152983145983152983141983148983145983150983141 983137983150983140 983139983151983150983155983156983154983157983139983156983145983151983150 983151983142

983139983151983150983139983154983141983156983141 983156983137983150983147

983112983137983155983137983137983150 B983137983148983137983156983138983137983156 983116983151983138983151 B983137983156983137983150983143983137983155

9983123983137983150 983114983151983155983141 983127983137983156983141983154 983123983141983154983158983145983139983141 amp

D983141983158983141983148983151983152983149983141983150983156 C983151983151983152983141983154983137983156983145983158983141

E983140983157983137983154983140983151 A983143983157983145983150983137983148983140983151

C98314498313798314598315498314998313798315015000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149

B983148983147 C9830851983137 B983154983143983161 983118 983126983145983154983137983156983137 983111983117A

C983137983158983145983156983141

10983123983137983150 983120983141983140983154983151 983117983157983148983156983145 983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141 983113983150983139983114983137983149983141983155 983122983151983155983137983148983141983155 5000000

983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

983137983139983153983157983145983155983145983156983145983151983150 983151983142 2 983151983158983141983154983144983141983137983140

983156983137983150983147983155

983123983137983150 983120983141983140983154983151 983123983156983151 983124983151983149983137983155 B983137983156983137983150983143983137983155

11

C983144983154983161983155983137983150983156983144983141983149983157983149 983126983145983148983148983137983143983141

983112983151983149983141983151983159983150983141983154983155 A983155983155983151983139983145983137983156983145983151983150

983113983150983139

A983154983149983137983150983140983151 983140983141 983116983141983151983150

9831179831379831509831379831439831419831542000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983148983145983150983141983155

983123983137983150983156983145983137983143983151 983123983156 C983144983154983161983155983137983150983156983144983141983149983157983149

983126983145983148983148983137983143983141 983123983137983150 983120983141983140983154983151 983116983137983143983157983150983137

12983115983137983161983149983145983155983137983155 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150

C983137983150983140983145983140983137 983117

983112983141983154983150983137983150983140983141983162100000

983113983149983152983154983151983158983141983149983141983150983156 983151983142 983159983137983156983141983154

983142983137983139983145983148983145983156983145983141983155983115983137983161983149983145983155983137983155 983111983141983150 E A983143983157983145983150983137983148983140983151 C983137983158983145983156983141

13A983155983145983150983137983150 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

983137983150983140 983123983137983150983145983156983137983156983145983151983150 A983155983155983151983139983145983137983156983145983151983150200000 983122983141983152983137983145983154 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 A983155983145983150983137983150 B983157983137983161983137983150 983111983141983150983141983154983137983148 983123983137983150983156983151983155 C983145983156983161

14983120983144983137983155983141 983148983148 983117983157983155983148983145983149983085C983144983154983145983155983156983145983137983150

983126983145983148983148983137983143983141 983122983127983123A 983113983150983139

983117983137 983124983144983141983154983141983155983137 E

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2848

Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2948

c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Banks will not accept the infrastructure assets of your utility as collateral as they do notreally have commercial market values if the banks decide to sell it to recover their loansWould you know anyone willing to buy buried pipelines or a steel elevated tank (usuallyrusted) unless it is for scrap

However a last ditch effort that you can do is to sign an agreement with the bank that ifyou are in arrears for 6 months or more the bank has the right to temporarily take overyour operations sans judicial proceedings until the utility is again on current status withrespect to debt servicing However consult with your lawyers on this for providing safetynets for you as the bank may want to keep your business forever

E DOCUMENTATION

The potential lender will also assess primarily based on its past experience and legal advice ithas received whether the borrower has the necessary legal basis to borrow the funds - does

the borrower has the legal right to borrow and will the claim on the borrower and the proposeddocumentation create a legal valid and binding payment obligation on the part of the borrowerThat is will the bank be able to legally enforce its collection rights

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex C Potential SSWP Borrowers and their requirements

983118983137983149983141 983151983142 983123983123983127983120 983107983151983150983156983137983139983156 983120983141983154983155983151983150

983105983149983151983157983150983156

983113983150983158983151983148983158983141983140 983120983157983154983152983151983155983141 983105983140983140983154983141983155983155

1 D983137983154983137983155983137 983122983157983154983137983148 983127983137983156983141983154983159983151983154983147983155

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983110983141983148983145983160 983119983152983141983150983137

C9831449831379831459831549831499831379831504000000 983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140 983159983141983148983148

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3D983137983147983145983148983137 983120983141983151983152983148983141983155

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C983151983151983152983141983154983137983156983145983158983141

983110983141983148983145983160 983123 C983151983149983137983154983143983151

C983144983137983145983154983149983137983150250000

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B983145983150983137983150983143983151983150983137983150 983122983145983162983137983148

5

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6 A983143983157983137 B983148983137983150983139983151 983122983141983155983151983157983154983139983141983155 983113983150983139 983122983145983139983137983154983140983151 983117983137983149983137983150983143983157983150 1000000983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154 983152983145983152983145983150983143

983155983161983155983156983141983149

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983149983137983145983150983156983141983150983137983150983139983141B983154983143983161 983123983137983150 983113983155983145983140983154983151 C983157983141983150983139983137 B983137983156983137983150983143983137983155

8B983137983148983137983156983138983137983156 983127983137983156983141983154983159983151983154983147983155

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983139983151983150983139983154983141983156983141 983156983137983150983147

983112983137983155983137983137983150 B983137983148983137983156983138983137983156 983116983151983138983151 B983137983156983137983150983143983137983155

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C98314498313798314598315498314998313798315015000000

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983155983161983155983156983141983149

B983148983147 C9830851983137 B983154983143983161 983118 983126983145983154983137983156983137 983111983117A

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983122983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983152983145983152983141 983148983145983150983141 983137983150983140

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11

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C983137983150983140983145983140983137 983117

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983126983145983148983148983137983143983141 983122983127983123A 983113983150983139

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A983149983151983154983151983140 983123983141983139983154983141983156983137983154983161500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983141983148983141983158983137983156983141983140 983156983137983150983147

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15

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16

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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22 C983151983150983141983148 983122983127983123A 983113983150983139983122983141983161 983123 E983150983157983149983141983154983137983138983148983141983155

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983120983157983154983151983147 4 B983154983143983161 C983151983150983141983148 983111983141983150 983123983137983150983156983151983155

C983145983156983161

23 983123983137983150 983114983151983155983141 983127983123A 983113983150983139 C983141983140983154983145983139 E983150983139983137983154983150983137983139983145983151983150 10000000

E983160983152983137983150983155983145983151983150 983151983142 983155983141983154983158983145983139983141 983156983151

5 983138983137983154983137983150983143983137983161983155 983123983137983150 983114983151983155983141 A983150983156983145983153983157983141

24 983123983145983137983156983151983150 983122983127983123A 983113983150983139 983122983151983155983137983148983145983137 983123983137983148983145983143 500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 9831409831419831419831529831599831419831489831482983110 B983148983140983143 983123983145983137983156983151983150 983120983157983138983148983145983139 983117983137983154983147983141983156

983123983145983137983156983151983150 983118983141983143983154983151983155 983119983154983145983141983150983156983137983148

25 983116983111983125 C983137983148983137983149983138983137 983127983137983156983141983154 983123983161983155983156983141983149 983122983151983140983154983145983143983151 983124 983111983137983154983139983145983137 2000000 D983154983145983148983148983145983150983143 983151983142 983150983141983159 983159983137983156983141983154 983155983151983157983154983139983141 C983137983148983137983149983138983137 983117983145983155983137983149983145983155 983119983139983139983145983140983141983150983156983137983148

26 983126983145983148983148983137983144983141983154983149983151983155983137 983127983123A 983114983151983149983137983154983145983141 B983137983154983145983150983143 100000 983123983161983155983156983141983149983155 983145983149983152983154983151983158983141983149983141983150983156 983126983145983148983148983137983144983141983154983149983151983155983137 983124983157983140983141983148983137 C983141983138983157

27A983150983156983145983152983151983148983151 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141A983149983137983140983141983151 983116983145983149983137983148983145983149983137 100000 983125983152983143983154983137983140983145983150983143 983151983142 983152983145983152983141983148983145983150983141983155 A983150983156983145983152983151983148983151 983117983141983140983141983148983148983145983150 C983141983138983157

28

983111983157983145983150983140983157983148983149983137983150 983113983148983137983159 983150983143 B983157983144983137983161

983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex C Potential SSWP Borrowers and their requirements

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C983144983137983145983154983149983137983150250000

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5

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983127983137983156983141983154983159983151983154983147983155 amp 983123983137983150983145983156983137983156983145983151983150

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892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 2748

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33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

983155983161983155983156983141983149 983118983151983154983156983144 983120983151983138983148983137983139983145983151983150 983116983137983154983141983150983137 983123983145983153983157983145983146983151983154

34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

A983155983155983151983139983145983137983156983145983151983150 983113983150983139 C983151983154983141983140983154983151983152983155

983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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(983117A983120A983127A983123A)

983111983141983154983154983161 983114983151983144983150 983116

983120983137983148983149983151983150 A983155983155983151983139983145983137983156983145983151983150

983120983154983141983155983145983140983141983150983156

500000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150983120983157983154983151983147 9 983120983137983154983137983140983145983155983141 983117983137983138983157983144983137983161 983111983141983150

983123983137983150983156983151983155 C983145983156983161

22 C983151983150983141983148 983122983127983123A 983113983150983139983122983141983161 983123 E983150983157983149983141983154983137983138983148983141983155

9831249831549831419831379831559831579831549831419831541000000 A983140983140983145983156983145983151983150983137983148 983152983157983149983152983155

983120983157983154983151983147 4 B983154983143983161 C983151983150983141983148 983111983141983150 983123983137983150983156983151983155

C983145983156983161

23 983123983137983150 983114983151983155983141 983127983123A 983113983150983139 C983141983140983154983145983139 E983150983139983137983154983150983137983139983145983151983150 10000000

E983160983152983137983150983155983145983151983150 983151983142 983155983141983154983158983145983139983141 983156983151

5 983138983137983154983137983150983143983137983161983155 983123983137983150 983114983151983155983141 A983150983156983145983153983157983141

24 983123983145983137983156983151983150 983122983127983123A 983113983150983139 983122983151983155983137983148983145983137 983123983137983148983145983143 500000 C983151983150983155983156983154983157983139983156983145983151983150 983151983142 9831409831419831419831529831599831419831489831482983110 B983148983140983143 983123983145983137983156983151983150 983120983157983138983148983145983139 983117983137983154983147983141983156

983123983145983137983156983151983150 983118983141983143983154983151983155 983119983154983145983141983150983156983137983148

25 983116983111983125 C983137983148983137983149983138983137 983127983137983156983141983154 983123983161983155983156983141983149 983122983151983140983154983145983143983151 983124 983111983137983154983139983145983137 2000000 D983154983145983148983148983145983150983143 983151983142 983150983141983159 983159983137983156983141983154 983155983151983157983154983139983141 C983137983148983137983149983138983137 983117983145983155983137983149983145983155 983119983139983139983145983140983141983150983156983137983148

26 983126983145983148983148983137983144983141983154983149983151983155983137 983127983123A 983114983151983149983137983154983145983141 B983137983154983145983150983143 100000 983123983161983155983156983141983149983155 983145983149983152983154983151983158983141983149983141983150983156 983126983145983148983148983137983144983141983154983149983151983155983137 983124983157983140983141983148983137 C983141983138983157

27A983150983156983145983152983151983148983151 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141A983149983137983140983141983151 983116983145983149983137983148983145983149983137 100000 983125983152983143983154983137983140983145983150983143 983151983142 983152983145983152983141983148983145983150983141983155 A983150983156983145983152983151983148983151 983117983141983140983141983148983148983145983150 C983141983138983157

28

983111983157983145983150983140983157983148983149983137983150 983113983148983137983159 983150983143 B983157983144983137983161

983127983137983156983141983154 amp 983123983137983150983145983156983137983156983145983151983150 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141

983122983137983149983151983150 B C983137983155983156983154983151 2000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 983111983157983145983148983140983157983148983149983137983150 B983151983144983151983148

29 ACCE983123983123 983113983150983139

983112983141983154983149983145983150983145983143983145983148983140983151

C983137983156983137983149983152983151983150983143983137983150

A983157983154983141983148983145983151 A983148983141983158983145983151

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983155983161983155983156983141983149 C983157983138983137983139983151983138 983117983137983150983140983137983157983141 C983145983156983161

30983120983137983150983148983137983157983156983137983150 983115983137983148983137983144983145 983127983137983156983141983154 983137983150983140

983110983137983154983149983141983154983155 983119983154983143983137983150983145983162983137983156983145983151983150983114983151983158983161 983112 983126983145983140983137983140 200000 983120983157983154983139983144983137983155983141 983151983142 983137983140983140983145983156983145983151983150983137983148 983152983145983152983141983155 983120983137983150983137983148983137983157983156983137983150 983123983145983153983157983145983146983151983154

31983110983137983154983149983141983154983155 A983155983155983151983139983145983137983156983145983151983150 983151983142

983119983159983137983139A983149983138983154983151983155983145983151 C D983137983152983137983154 50000

C983151983150983155983156983154983157983139983156983145983151983150 983151983142 983154983141983155983141983154983158983151983145983154 983137983150983140

983152983157983154983139983144983137983155983141 983151983142 983152983145983152983141983155983119983159983137983139 B983145983148983137983154 B983151983144983151983148

32

B983151983148983085983137983150983151983150 983125983150983145983156983141983140 983123983141983139983156983151983154983155

983127983151983154983147983145983150983143 983142983151983154 983156983144983141 A983140983158983137983150983139983141983149983141983150983156

983151983142 C983151983149983149983157983150983145983156983161 C983151983150983139983141983154983150983155 983113983150983139

(B983125983123983127ACC)

1000000 E983160983152983137983150983155983145983151983150 983151983142 983159983137983156983141983154 983152983154983151983146983141983139983156983122983149 8 2983110 983115 983151983142 C B983148983140983143 983115 983151983142 C D983154983145983158983141

983124983137983143983138983145983148983137983154983137983150 B983151983144983151983148

33 983116983111983125 983085 983116983137983154983141983150983137 983111983151983148983140 C983137983148983145983152983151 30000000983124983151983156983137983148 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983151983142 983159983137983156983141983154

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34

983115983137983140983137983155983145983143 983120983137983154983141983150983156983155

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983127983137983156983141983154 983123983161983155983156983141983149

983114983151 A983150983150 983114983157983141983162983137983150

983114983141983154983137983155983151983148 E 983119983156983137983140983151983161100000 983123983161983155983156983141983149 983141983160983152983137983150983155983145983151983150 135 983110 983116983148983137983149983137983155 983123983156 983124983145983155983137 C983141983138983157 C983145983156983161

35 983116983111983125 983124983137983138983151983143983151983150 983119983159983141983150 C 983119983148983145983137983150983151 6000000983123983161983155983156983141983149 983145983149983152983154983151983158983141983149983141983150983156 983137983150983140

983141983160983152983137983150983155983145983151983150983120983151983138983148983137983139983145983151983150 983124983137983138983151983143983151983150 C983141983138983157

36983124983157983138983145983143983151983150 983117983157983150983145983139983145983152983137983148

983127983137983156983141983154983159983151983154983147983155 983123983161983155983156983141983149

983122983151983150983137983148983140983151 A983154983139983137983161983151983155

983118983151983141983148 983117983141983150983140983137983150983137

983116983157983150983137 983120983145983141983162983137983155

50000000983123983161983155983156983141983149 983154983141983144983137983138983145983148983145983156983137983156983145983151983150 983137983150983140

983157983152983143983154983137983140983145983150983143983124983157983138983145983143983151983150 B983151983144983151983148

37983124983137983143983137983147983152983137983150 983127983137983156983141983154 983123983141983154983158983145983139983141

C983151983151983152983141983154983137983156983145983158983141983116983141983151983150983161 983123983145983148983158983137 10000000

983159983141983148983148 983140983154983145983148983148983145983150983143 983154983141983156983145983139983157983148983137983156983145983151983150

983155983161983155983156983141983149 983139983151983149983152983148983141983156983141 983155983141983156 983151983142

983152983151983159983141983154983144983151983157983155983141

983120983157983154983151983147 983119983154983139983144983145983140 983124983137983143983137983147983152983137983150 983124983157983143983138983151983147

D983137983158983137983151 C983145983156983161

38

983117983137983154983137983143983157983155983137983150 983127983137983156983141983154983159983151983154983147983155 983137983150983140

983123983137983150983145983156983137983156983145983151983150 983117983157983148983156983145983085983120983157983154983152983151983155983141

C983151983151983152983141983154983137983156983145983158983141

983117983137983154983139983141983148983151

983123983157983149983137983149983152983151983150983143 98311498315410000000

E983160983152983137983150983155983145983151983150 983137983150983140 983154983141983144983137983138983145983148983145983156983137983156983145983151983150

983151983142 983155983161983155983156983141983149 983145983150983139983148983157983140983145983150983143

983145983150983155983156983145983156983157983156983145983151983150983137983148 983157983152983143983154983137983140983145983150983143

983124983137983148983145983155983137983161 983123983156 983117983137983154983137983143983157983155983137983150 C983151983149983152983151983155983156983141983148983137

983126983137983148983148983141983161

39 983113983127ADC983119 E983148983155983137 983117983141983146983145983137 2000000E983160983152983137983150983155983145983151983150 983151983142 983139983154983141983140983145983156 983148983145983150983141

(983155983157983152983152983148983145983141983154 983139983154983141983140983145983156 983148983145983150983141)

526 C983145983156983161983148983137983150983140 983124983151983159983141983154 983123983144983137983159 B983148983158983140

983117983137983150983140983137983148983157983161983151983150983143 C983145983156983161

40 A983118983125DEC983119983121983157983141983162983151983150 983127983141983150983139983141983155983148983137983151

98311498315450000 983112983151983155983141 983142983151983154 983154983141983155983141983154983158983151983145983154 A983150983140983145983148983145 983117983137983159983137983138 C983151983149983152983151983155983156983141983148983137 983126983137983148983148983141983161

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex D Summary of Possible Financing Initiatives for SSWPs ndash Approach 1

Overview Working with Financing Institutions which target micro small and medium-sized enterprises(MSMEs) such as the Small Business Corporation (SBC) to establish a lending initiative for

SSWPsPossibleFinance-Provider

SBC was established in 1991 to offer financial services to small and medium enterprises (SMEs) Itis attached to the Department of Trade and Industry (DTI) and is under the policy program andadministrative supervision of the Small and Medium Enterprise Development (SMED) Council TheNational Government is SBCrsquos single biggest stockholder through each of the five governmentfinancial institutions includingthe Land Bank of the Philippines (LBP) the Development Bank of thePhilippines (DBP) the Social Security System (SSS) and the Government Service InsuranceSystem (GSIS) Today it is the National Governmentrsquos third largest provider of SME financing witha lending portfolio of over P3 Billion It has over 3000 clients and 71 partner financial institutionsand serves 57 of the 75 provinces across the country SBC has 3 area offices and 7 desk officesset across Luzon Mindanao and the Visayas

A Memorandum of Agreement which details a planned partnership with SBC and Streams ofKnowledge to develop a window under SBC for financing small water entrepreneurs and allocating

funds on terms and conditions that will favor water and sanitation service delivery by small waterservice providers was executed in August 2009 SBC has initially committed the amount of PHP 50Million to startup the water lending

PossibleInitiatives withSBC

i Selecting relatively stronger and more established SSWPs identified in consultation with watersector experts and experienced water sector lenders and players

ii Provide ongoing technical capacity building training and mentoring to pilot SSWP-borrowersespecially in their self-evaluation before approaching a financing institution such as SBC andin the preparation of their credit applications (eg a manual type of document that will guideSSWPs to prepare themselves before approaching a financing institution)

a Documentation requirements for their loan applications

b Financial statements

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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c Business plan

iii Capacity-building at SBC to process and assess SSWPsrsquo credits

a Enhance its water sector expertise through technical assistance and specialist support for

start-up ongoing monitoring and remedial action if required

b Structure a cash flow-based loan facility under its retail lending operations

c Streamline loan terms and documentation ndash to facilitate quicker negotiations and lowerlegal costs

d Standardize reporting requirements ndash to facilitate administration and lower costs

iv Offering assistance to SBC in connection with its efforts re SSWPs for example

a Loan documentation with gives the program enforceable and effective rights (ideally akinto step-in rights also the ability to adjust tariffs as required) ndash consider benefit of LWUAinvolvement eg as Lender of Record RBAP LGU and DOF involvement re enforcementin the event of a default scenario

b Professional and transparent loan administration and remediation with input from waterspecialists

v Ideally finding a solution to subsidize reduce the effective interest rate on SBCrsquos loans downto 10 per annum (from 11-15 pa)

a If necessary finding additional funds for SBC to add to the preliminary PHP50 millionexpected to be earmarked eg from multilateral agencies donors etc and partnersalready working with SBC

PossibleFinancingAvailable forSSWPs

Two phases are anticipated initially through SBCrsquos Retail Lending Program and progressinghopefully to SBCrsquos Wholesale Lending Program for SMEs which is predicated on SBC makingloans to its partner banks for on-lending directly to SSWPs SBC also offers rediscountingwindows for its partner banks This arrangement may be further explored when the awarenessand interest of banks to fund SSWPs develops

bull Loan size P200000 to P8 Million the projectrsquos market potential and the borrowerrsquos debt-servicing capacity serve as the most critical basis for determining the loan amount

bull Interest rate 10-18 (depending on risk assessment repayment period etc)

bull Purpose To finance fixed assets acquisition or working capital

bull Amortization Period Usually one to five years (maybe up to seven years for big projects)

bull Amortizations Monthly or quarterly payable using post-dated checks

Advantages forSSWPs

bull SBC targets SMEs and is mandated by the National Government to assist the sector

bull SBC is interested in the water sector ndash and is willing to process retail loans directly (thereforethere is no need to wait to get SBC-partner banks on board)

bull SBC provides cash flow-based loans (ie without a firm requirement for traditional collateralsuch as time deposits or real estate)

bull SBC has 3 area offices and 7 desk offices set across Luzon Mindanao and the Visayas

Considerations bullInterest rates will likely exceed the 12 return permitted by NWRB

bull Many SSWPs may not have the financial statements required by SBC for the past [3] years

bull SBC sizes loan amounts in general based on the borrowerrsquos free cash flow during the prioryear without giving any credit for potential additional revenues to be generated by the projectthus the amount of financing to be offered may be relatively small

Contact Details Small Business Corporation17F and 18F 139 Corporate Center 149 Valero St Salcedo Village Makati CityTel No +632 751-1888wwwsbgfcorgph

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex D Proposed Financing Schemes under Consideration ndash Approach 2

Overview Possible

Finance-Provider

SSWPs will jointly set up a cooperative that will cater solely to the needs of SSWPs Each SSWPmember will contribute equity capital and shares in the control of the firm on the basis of one-

member one-vote principle (and not in proportion to hisher equity contribution) The members willcollectively determine the scope of services to be offered by the cooperative ndash for example takingdeposits from cash-rich members making loans to members etc and the guidelines for theseactivities There are also secondary or tertiary cooperatives which lend to primary cooperatives

The Cooperative Development Authority (CDA) is a government agency which promotes theviability and growth of cooperatives as instruments for equity social justice and economicdevelopment According to the CDA at present there are registered with the CDA roughly 200SSWP cooperatives and 400 multi-purpose cooperatives with water service delivery businessesThe NWRB and the CDA signed an agreement in October 2008 which puts in place relaxedregulatory requirements for water cooperatives thru the CDA The CDA will also provide capacitydevelopment support especially for setting up the 5-year tariff methodology among cooperativesand for performance monitoring

Oversight ndashWater Experts

SSWP cooperative should consider establishing an advisory or oversight function of waterspecialists in order to

bull Optimize the water service operations of its members by making available at an affordablecost shared institutional and technical resources to its members

bull Minimize credit losses

bull Maximize leverage available to potential member borrowers

bull Maximize credibility among potential lenders which will hopefully enable the cooperative tocollectively raise funding for its members from unaffiliated finance-providers

PossibleFinancing for

bull Eligible borrowers Only members are eligible to borrow from the cooperative

bull Financing provided to SSWSPs without traditional collateral but with relatively conservative

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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SSWPs terms

1 Small loan amount relative to its share capital a maximum amount usually based on theamount of their equity capital contribution and the cooperativersquos credit guidelines for

loans to members2 Typically very low leverage (eg 1-3X the memberrsquos share capital) hence effectively

highly collateralized by the memberrsquos share capital

3 Short-term typically repayable monthly over 1-2 years (therefore an average life of 6months to 1 year)

4 Loans have relatively low interest rates for example 8 pa interest for a one-yearamortizing loan (reflecting the short-term nature of the loan and the relatively highcollateral cover eg 33-100)

These are the terms which are available in general today the goal would be to improve thesedramatically by establishing a credible advisory or oversight function

bull Risks are reduced by

1 The cooperative visits the borrower to assess the water its operations and finances and

ensure that the borrower is complying with the agreed terms

2 The cooperative will require the SSWP-borrower to provide the following

o Post-dated checks

o Share capital equal to a minimum 33 of the loan (ie Loan amount = 3 x sharecapital)

o A savings deposit with the cooperative

o A claim on the SSWPrsquos assets

Advantages forSSWPs

bull Numerous successful credit cooperative models to adapt to SSWPs

bull Benefits both SSWPs with excess liquidity and those with borrowing requirements

bull Additional funding raised from non-members would complement traditional funding sources(deposits and membersrsquo share capital) and enable higher leverage

bull Lower cost vs an unaffiliated or unsubsidized lender

bull Relatively straightforward credit application process

bull Credit guidelines will be tailored for the situation and needs of SSWPs

Considerations bull Source of liquidity is limited to membersrsquo equity contributions and deposits

bull Limited loan amount available (eg 2-3 times the value of the memberrsquos equity capital)

bull How to leverage the cooperativersquos funds for example by pooling loans and approachpotential lenders who prefer bigger loans and lesser transaction costs for a consolidated loan

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex D Proposed Financing Schemes under Consideration ndash Approach 3

Overview Possible

Finance-Provider

Local Water Utilities Administration (LWUA) has traditionally been the primary finance provider ofwater districts in the Philippines The idea is to raise external funding for SSWPs and to channel

these to SSWPs through a special SSWP Financing Program administered by LWUA Why workwith LWUA

bull LWUA provides institutional technical and financial assistance to water districts LWUArsquostechnical expertise is unmatched in the country ndash for example in terms of their assessment ofwater resources groundwater management and water distribution systems

bull Importantly under its charter LWUA ldquomay designate its employees or any person ororganization to assume all powers of policy-decision and the powers of management andadministration including but not limited to the establishment of water rates and charges thedismissal and hiring of personnel the purchase of supplies equipment and materials andsuch other actions as may be necessary to operate the utility efficientlyrdquo This is referred to asldquostep-in rightsrdquo and is a powerful and valuable tool for a credit-provider

bull LWUA currently focuses primarily on water districts SSWPs are not on LWUArsquos radar ingeneral and thus they do not benefit from its technical and financial resources

Oversight ndashWater Experts

Partnering with LWUA is expected to provide the following advantages

bull Minimize credit losses as a result of LWUArsquos expertise in the sector and its step-in rights

bull Maximize credibility among potential lenders which will hopefully channel funds for SSWPsthru LWUA

PossibleFinancing forSSWPs

The following will be defined jointly by the funding provider and LWUA taking into account LWUArsquosassessment re SSWPs

bull Eligible borrowers

bull Loan amount

bull Term

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Advantages forSSWPs

bull Tap LWUArsquos technical expertise for SSWPs

bull Lower cost hopefully through wholesale funding from a lender(s) to LWUA for SSWPs

bull Relatively straightforward credit application process (given LWUArsquos specialized expertise)

bull The programrsquos guidelines will be tailored taking into account the situation and needs ofSSWPs

Considerations bull Does LWUA have the capacity or interest for such a program

bull How to get external funders comfortable channeling funds thru LWUA for SSWPs

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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Annex D Proposed Financing Schemes under Consideration ndash Approach 4

Overview eral concept is for wholesale materials procurement (eg pipes) from major manufacturers suppliers and for such stakeholders to provide extended payment terms to the SSWP-buyers

Some may even give technical advice and support to SSWPs Supplier financing is a relativelynew concept for the water sector in the Philippines and the manufacturers suppliers will have tobe convinced of the business case and or strong case for corporate social responsibility Giventhe high number of SSWPs in the Philippines hopefully large manufacturer supplier will beinterested in participating in order to expand their markets

PossibleFinance-Provider

We recommend working closely to develop an extended payment terms scheme for pooled wholesale procurement by SSWPs with counterparties such as

bull The largest water pipe suppliers in the Philippines Pipes are generally the largest single costitem for expansion or upgrading of a piped water system and usually represent 75-90 of thecapital outlay At present the maximum ldquoextendedrdquo payment terms which manufacturerscurrently offer to the more established SSWP-buyers is usually 120 days others have to payin cash on delivery

bull Water systems contractors There are materials and equipment suppliers who specialize inthe water sector and supply ldquowhole projectrdquo solutions to SSWPs There could be distinctadvantages to working with such specialists who are highly motivated to help SSWPspurchase new materials and equipment for their water distribution systems

bull Export-Import agencies (eg for Georg Fischer Piping Systems a Swiss-headquarteredcompany can explore options offered by the Swiss government to support its Swissexporters)

bull Credit risk insurance cover (in many countries exporters can buy credit risk insurance fortheir exports although it may be difficult to find multi-year cover in general)

Vendor financing is generally funded through general corporate borrowings or possibly with limitedor no recourse if the credit risk of the underlying portfolio of receivables due from customers isacceptable (the cost of credit and an allowance for credit losses should be factored into the credit

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

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Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

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charge imbedded in the quote for the goods to be supplied)

Oversight ndashWater Experts

Coordinator

acilitator to fulfill the following functions will greatly enhance the likelihood of this concept coming tofruition and its effectiveness

bull Manufacturers suppliers are likely to be wary of piecemeal and small orders ndash which arecumbersome to monitor and administer We propose establishing a mechanism for collective wholesale purchases from the major manufacturerssuppliers (pipes etc) ndash that is onepooled order totaling a meaningful amount (eg P25-50 million) composed of sub-orders froma number of SSWPs A facilitator will be designated to coordinate and amalgamate ordersfrom various SSWP-buyers for the aggregate order to be large enough to be of interest to themanufacturer supplier and possibly arrange for credit assessment and or credit riskinsurance

bull In the absence of credit insurance the manufacturer supplier will need significant hand-holding in assessing the credit risk of the pool of buyers

PossibleFinancing forSSWPs

bull Subject to the capacity willingness of the manufacturer supplier and other players and theterms they will require for such arrangements

Advantages forSSWPs

bull Pipe suppliers recognize the large market potential represented by SSWPs and could behighly motivated to help SSWPs find or develop financing sources (eg pre-packagedcustomer financing with the order)

bull Extended payment terms will allow the SSWP-buyer to spread out its capital outlay over a fewyears

bull A creative vendor financing solution for pipes will enable SSWPs to focus their availablecapital cash on financing the rest of the capital outlay (eg pumps etc)

bull Wholesale or volume pricingdiscounts

bull Financing is incorporated into the procurement (ie one-stop shopping) no separate need toprocess a loan application

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

bull Corporates have been increasingly reluctant to finance their customers in recent years ingeneral However such schemes would generate very positive corporate social responsibilityheadlines for the participating parties

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3648

Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3748

Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3848

Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4048

Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

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Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

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21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

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Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

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To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

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bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 36: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 5

Overview Possible

Finance-Provider

GUs now work in partnership with SSWPs through a management or joint venture arrangementThis liberates the LGU from providing subsidies for water service provision Whether one considers

these public-private partnerships (PPPs) or not these embody much of the substance of PPPsPPPs have become increasingly popular in the past decade by tapping private sector dynamismaccess to finance knowledge of technologies managerial efficiency and the entrepreneurial spiritWell-executed PPPs have been proven to successfully achieve on-time and on-budget completionof projects compared to public sector alternatives

Oversight ndashFacilitator

tors to encourage more of these partnerships include

bull Continued awareness-raising for both LGUs and SSWPs re the benefits of PPPs and similarpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the LGUs

bull A forum for an active and constructive dialogue between potential partners

PossibleFinancing forSSWPs

LGUs with IRAs to pledge have relatively easy access to credit

bull Government-owned financial institutions (Land Bank Development Bank of the Philippines)

bull The Municipal Development Fund Office (MDFO) under the Department of Finance

bull The LGU Guarantee Corporation (LGUGC) a private corporation which guarantees loans orbonds issued by local government units (LGUs) to finance revenue-generating projects

Advantages forSSWPPPPs

bull LGUs have more access to credit facilities The partnership arrangement can be the SSWPrsquosbasis for accessing financing via the LGU

bull If the LGU has directly borrower to finance the SSWP the LGU would feel more secure if it isgiven step-in rights in case of a default by the SSWP under the PPP agreement

bull Alterantively the PPP agreement will hopefully enhance the bankability of the SSWP andenable it to secure credit from Commercial and Rural Banks

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Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4048

Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4148

Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 37: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3748

Considerations bull There is significant reluctance from many LGUs to a) borrow funds b) pledge their IRAs andc) build and operate a water supply network if the LGUs have not placed water supply (orsanitation) as a priority agenda

bull The hurdle for each LGU to borrow more money is to get the Department of Budget andManagement (DBM)rsquos confirmation of their borrowing capacity

bull Loans that LGUs need to secure for their development projects are saddled with politicalinterference since it has to pass through its law making body and processes for approval

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3848

Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

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SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4048

Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4148

Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

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httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 38: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3848

Annex D Proposed Financing Schemes under Consideration ndash Approach 6

Overview Some main water utilities (water districts or private concessionaires) already work in partnershipwith SSWPs Examples of this are where adjacent service areas including low-incomecommunities etc are served by an SSWP which buys water from the main water utility through a

contractual bulk-buying arrangementThe NWRB issued in June 2009 the ldquoGuidelines for Small Water Service Providers working inPartnership with Main Utilitiesrdquo This is a milestone document for SSWPs who have been workingwithout formal contracts or faulty agreements The document spells out the minimum conditions forestablishing a bulk water arrangement between a main utility provider (referring to either theMWSS concessionaires or the water districts) The guidelines should help ensure that the termsand conditions of future agreements will balanced and fair between the SSWP and the mainproviders For example by clearly stating the duration of operation and the arrangements for turn-over and buy-out SSWPs will be more confident about making capital investments

Oversight ndashFacilitator

Key factors to encourage more of these partnerships include

bull Continued awareness-raising for both the main utilities and SSWPs re the benefits ofpartnerships and success factors for the partnership agreements to be mutually beneficial

bull Capacity-building for SSWPs in anticipation of discussions and negotiations with the mainutilities

bull A regular forum for an active and constructive dialogue between potential partners

Key SuccessFactor

bull Getting the main utilities engaged and interested to define a mutually beneficial arrangementwith SSWPs

PossibleFinancing forSSWPs

The formal tie-up between the SSWP and the main utility will hopefully enhance the bankability ofthe SSWP and enable it to secure credit from Commercial and Rural Banks or other financeproviders

Advantages for Formalized and documented agreements between the main utilities and the SSWPs should beencouraged where possible and appropriate for the following reasons

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3948

SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4048

Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4148

Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 39: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 3948

SSWPs bull The terms of the relationship between the two parties would be spelled out which wouldremove much of the operating uncertainty for the SSWP and enhances its creditworthiness

bull The lender would feel more secure if the main water utility is given step-in rights in case of adefault by the SSWP under the credit agreement with the lender

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4048

Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4148

Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 40: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4048

Annex D Proposed Financing Schemes under Consideration ndash Approach 7

Overview PossibleFinance-Provider

The LGUGC currently manages a Loan Guarantee Fund (LGF) for the ldquoCapacity-Building toRemove Barriers to Renewable Energy Development in the Philippinesldquo (CBRED) project of the

Department of Energy in partnership with the UNDP Country Office and funded by the GlobalEnvironment Facility The LGF is intended as a partial loan guarantee mechanism for renewableenergy projects especially in remote off-grid locations LGUGC has the responsibility to originateloan guarantee transactions collect payments administer release of guarantee in case of defaultand manage the recovery of assets from defaulted loans among others

LGUGC has expressed its interest to enter into a similar arrangement for SSWPs

Key SuccessFactors

bull Finding donor funding for the Loan Guarantee Fund

bull Finding Lenders that are comfortable making loans to SSWPs with partial (rather than full)

loan guarantees

Advantages forSSWPs

bull Fresh source of funding

bull The scheme leverages donor contributions

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4148

Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 41: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4148

Annex D Proposed Financing Schemes under Consideration ndash Approach 8

Overview Possible

Finance-Provider

There are businessmen and investors who may be interested in social entrepreneurship and waterfinancing The idea is to set up a new company which will make equity and debt investments in

SSWPs with funds received being re-invested in the sector This approach has been discussedwith the Philippine Business for Social Progress and other private investors

Key SuccessFactors

bull A regular forum for an active and constructive dialogue between potential partners

bull A publicly available database of SSWPs and meaningful information on their operations which

will enable potential investors to do a quick desktop assessment of potential partners

Advantages forSSWPs

bull A fresh source of capital

bull Investors have a social agenda and are not entirely driven by profit (although they will still

likely seek a reasonable return on their capital as these are investments not grants)

Considerationsbull How to get SSWPs comfortable with new equity co-investors or non-traditional lenders

bull How to build up a meaningful amount of such investment opportunities to be of interest to

investors

bull How to achieve an attractive enough return taking into account (1) the relatively small size of

individual investments in SSWPs and (2) the effective 12 per annum cap on return on

investments in accordance with the tariff setting guidelines of the NWRB for SSWPs (which is

mainly attributed to the Public Services Law (amended by RA 2677 of 1960) that puts a cap

on return on investments)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 42: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4248

Annex D Proposed Financing Schemes under Consideration ndash Approach 9

Overview Many SSWPs started from donationsgrants coming from LGUs congressmen or donors Thereare still some SSWPs who would require grant funds to upgradedevelop their water system

Several new approaches are worth considering for example 1 Creating a program that facilitates and recycles grants under which the capacity to pay of

SSWP-grantees is assessed and a payment schedule over a number of years is agreed for

the partial repayment of the grants is agreed Funds received from SSWPs will be

accumulated and made available to future projects

2 Creating a program which leverages donationsgrants such amount would be structured to

function as equitypartial collateralldquofirst-lossrdquo credit enhancement providing come credit

protection to other finance providers

PossibleSources ofSocial Funds

The usual sources LGUs politicians foreign governments and multilateral agencies

Key SuccessFactors

bull Capacity-building to enable SSWPs to prepare clear and complete applications for grants

bull A regular forum for an active and constructive dialogue between potential partners

Advantages forSSWPs

bull The new approaches described above may encourage additional donationsgrants even fromthose already experiencing donor-fatigue

bull SSWPs will receive assistance in preparing applications for grants

Considerations bull Who would be suited to play the role of the facilitator or ldquohonest brokerrdquo

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 43: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4348

Annex E Capacity Enhancement Package for Borrowers and Lenders

1 CAPACITY ENHANCEMENT CLIENTS

Small Scale Water Service Providers (SSWPs)

While each classification of WSPs has its distinct character arising from thelegal institutional and regulatory framework from which each is created thebasic and fundamental differences would imply that SSWPs cannot be defined asa single ldquogenericrdquo entity especially for purposes of credit and evaluation orcapacity enhancement

While there is no formal definition of what makes a service provider a small waterutility (SSWP) it is generally accepted that utilities with less than 5000connections can be classified as SSWPs

It will generally be the community based organizations (CBOs) and specialpurpose utilities (SPUs) which shall be the main clients of the enhancementprograms presented herein

The WDs have the LWUA while the LGUs have the Project Management Unitand the DILG Local Government Academy which can ably assist them in theircapacity building programs The CBOs and the SPUs have either no nationalagency tasked with providing them this service or their national agency may lackthe capacity to provide such services Private owned utilities usually have the

capability to provide in house training programs or to outsource it or to hireconsultants for the purpose

Lenders

PFIs are not familiar with the water sector beyond knowing a bit about what thesector does and why it exists These water utilities in the past were largelygovernment-controlled and government-run businesses funded by thegovernment using ldquosoft loanrdquo development funding channeled through theGovernment Financial Institutions (GFIs) and collateralized by the LGU InternalRevenue Allocations (IRA)6

Hence PFIs do not possess sufficient experience in performing technical and

financial evaluations of projectsdeals in this particular sector This non-familiaritywith the water sector is a concern repeatedly expressed within PFIs ndash a factorthat impedes lending activity

2 NEEDS ASSESSMENT

6 The LGU share from national government sources

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 44: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4448

21 Performance of SSWPs

A Benchmarking Exercises

A benchmarking exercise conducted in 2006 by the NWRBDILGLWUA covering 45utilities has these statements as conclusions

ldquo The business strategy employed by small utilities is focused on keeping costs loas opposed to increasing revenues This is achieved a limited number of staff relying oninternal human resources for most of the technical operations and funding expansionusing internally generated surplus rather than tapping external financing Ccordinglysystem coverage rate of network expansion and capital expenditures are modest

The areas where small utility performance are weakest (coverage expansionand capital expenditure) are very much tied to the issue of tariffs and financingrdquo 7

B Interviews

Formal and Informal interviews conducted with SSWPs do indicate some weaknesses inthe area of Water Quality Water Production and NRW reduction The concept ofbusiness planning and asset management are virtually unheard of Tariff calculations arebasically left to the NWRB to tell them what to do

Even during this current project many SSWPs are apprehensive to borrow because ofthe perceived ldquohighrdquo interest rates of lenders plus the collateral requirements Theywould rather delay the inevitable investment needed andor wait for ldquograntrdquo funds

22 Performance of Lenders

Interviews with lenders and SSWPs revealed that no SSWP belonging to the CBO andSPU type had been able to secure substantial commercial funding to fund their capexrequirements Reasons cited are the following8

Lack of knowledge regarding SSWP sector and the inability of loan officers toproperly dimension credit risk for several reasons inconsistent and fragmentedregulation of SSWPs

unfamiliarity with the technical aspects related to the water business fear of potentialpoliticization of tariff setting etc

Gaps in the legal framework that prevent PFI officers from entertaining requests forloans from cooperatives and associations either because of the fear thatmanagement continuity is not assured or the suspicion that loan remedies shouldthe need arise will not be enforceable

7 Philippne Small Town Water Data Book IBRD-WPEP December 2005 page14

8 Small Utility Access to Market Credit Lessons and Options SWIF Project-Component 3 IBRD-WSP Dec 2008

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 45: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4548

Capital adequacy provisions which make it difficult for lenders to look favorably at thetype of collateral that SSWPs can offer without affecting their Risk Profile and level ofcapital adequacy

Bankersrsquo strong preference for variable interest rate loans as a way of controllingmargins ndash a factor which in some circumstances may dissuade SSWP fromapproaching banks

23 SSWP Training Content

Training needs that have been identified for SSWPs at the current time include thefollowing

A Administrative and Financial

Management Information System Business Planning Commercial Practices System Tariff Determination Financial Statement Preparation

B Technical and Operations

Public Health Aspects of Water Supply Water Production Storage and Distribution Pipe-laying Testing and Disinfection NRW Reduction Pipeline Appurtenances Meter Types Installation and Maintenance Applied Hydraulics Operation and Maintenance of Pumps and Motors Electrical Systems Plumbing Techniques

While both the A and B components above will increase the efficiency and effectivenessof the SSWPs the A component will help address the data requirement needed byNWRB to secure commercial funding

44 Lenderrsquos Training Needs

Ideally Financial Institutions should be like LWUA It should have the technicalknowledge not only to evaluate the operations of a utility but also the knowledge of whatto do in case of utility under-performance But that is asking for the moon

Financial Institutions basically have 2 training needs to understand how a utilityoperates and what to do in cases of default

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 46: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4648

To understand how a utility operates necessitates at least a 2-day stay with the utility inquestion by the loan evaluator trying to learn what the utility does right and in whataspect does the utility need improvement A handbook prepared by the Philippine Water

Revolving Fund (PWRF) for the DBP loan officers will be good guide A 2-day classroomtraining on case studies covering technical and financial aspects of utility operations willsuffice for this purpose For large amounts the use of a consultant is inevitable and isthe only way to go

What to do in cases of utility default in loan payments is something more important It isrecommended that the lender include a proviso in the loan contract that the lender cantake over (step-in rights) the operations of the borrower utility in case of default withoutthe necessity of judicial recourse if possible similar to LWUArsquos step-in rights In casesof default the lender can outsource the management of the utility to nearby capableutilities or to any Technical Support Providers of NWRB as defined in the succeedingsection This is a legal arrangement that can easily be done

30 TRAINING INSTITUTIONS

There are several options for institutions which can provide the necessary trainingprograms on a national scale

31 LWUA and its WD Regional Training Centers

LWUArsquos provision of technicaloperational support to WDs is recognized in the sector asone of its strength Furthermore with its WD regional training centers (Davao BaguioSan Pablo Cebu Cagayan de Oro and Zamboanga) any SSWP can have easy accessto its facilities

32 NWRB and its Technical Support Providers (TSPs)

While the NWRB may be currently under resourced to provide this type of assistance ona national level it is in the process of identifying persons and or institutions in variousregions which can provide technical assistance to its CPC grantees NWRB hasembarked on this type of program with assistance from the IBRD-WSP to basicallyimprove the capability and efficiency of its licensees by making available to them a list of

TSPs accredited by NWRB which can help them in preparing business plans and tariffreview The TSPs are expected to be on board by mid 2010

33 Others

There are other institutions which can provide the training but do not have regionalpresence or will still require close coordination with either LWUA or NWRB These arethe DILG Academy and the TESDA There are also some NGOs that can be tapped forthis purpose

40 POSSIBLE CAPACITY-BUILDING INTERVENTIONS

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 47: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4748

41 Formal class room (Face to Face)

This type of training provides a quiet location away from the frequent distractions andinterruptions of the workplace Usually the training is delivered to small groups and isuseful for training in topics involving theories and concepts for it provides opportunity fordiscussion and practice in a ldquorisk-freerdquo environment

This training needs to be carried out within a clear framework in which trainee selectiontraining content and training objectives are clearly described Of particular interest are theldquoSpecific Objectivesrdquo which describe in behavioural terms what a trainee will be able to doby the end of the training which can be observed directly These are important for avariety of reasons

bull For the trainer they set hisher targets in measurable form

bull For the traineersquos manager they define clearly what training is being offered

bull For the trainee they give himher a means of measuring hisher progress

42 On-the-job Training

This is training conducted at the employeersquos workplace and has historically beenundertaken on a one-to-one basis or in very small groups in a masterstudentenvironment It is practical ldquohands onrdquo training and is especially useful for transferringmanual skills such as equipment operation and maintenance This form of training istherefore often employed by equipment suppliers or can be arranged by ldquotwinningrdquo

43 Out-sourced Training

This is similar to in-house off-the-job training but is undertaken by third parties usually intheir own training facilities This form is particularly useful when training of long-durationis contemplated especially if the number of trainees is quite small Such training issuitable where it is likely to be difficult to organise and implement with project resources(it may require special training equipment etc) and it is usually more practicable fortrainees to follow established courses offered by external institutions (for example inaccounting or electrician skills) One disadvantage is that the employer or project mayhave less control over the content of the training unless the outside provider will mount acourse specially tailored to project needs

44 Study Tours

Study tours can be useful elements of a capacity building programme as they provide arange of learning opportunities through observation investigation and discussion Studytours are however expensive and need to be well-planned and organised and have clearfocus and objectives

There must be strict and transparent selection criteria

bull Learning objectives for every participant should be prepared in advance

bull The recipient organisation must be aware of the learning objectives

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000

Page 48: PHI PDA: Financing Models for Small Scale Water Service Providers (Final Report)

892019 PHI PDA Financing Models for Small Scale Water Service Providers (Final Report)

httpslidepdfcomreaderfullphi-pda-financing-models-for-small-scale-water-service-providers-final-report 4848

bull On return from the tour participants should make a presentation to colleaguesincluding feedback on their learning objectives

Study tours can also result in longer-term relationships being established betweenparticipating organisations or utilities which can bring additional future benefits such asexchange of information and assistance

As information on training needs becomes more complete training programmes areprepared based on these various types of training For each training event the duration oftraining number of trainees location trainer and costs are identified

50 RECOMMENDATIONS

51 For SSWPs

The NWRB should be designated as the focal agency for these capacity buildingprograms inasmuch as the SSWPs are under their regulatory oversight The NWRBaided by consultants should adopt a Operators Certification program wherein thosemanaging SSWPs should be required to secure such a Certificate It is recommendedthat only those SSWPs obtaining a Certificate be entitled to light-handed regulation andat least an attendance prior to obtaining a CPC

The NWRB should work out this Certification Courses with LWUA implementing theprogram The Certification Program includes basically the technical and operationalrequirements of running a utility The added benefits of working with LWUA and itsregional training centers are the exposure of SSWPs to main utility (WD) operations orstudy tours which can broaden the traineersquos horizons as well as OJT opportunities whichwill manifest itself during the conduct of the courses

For the administrative and financial training needs NWRB can implement these trainingcourses using their technical support providers

52 For Lenders

The overview course for lenders can be implemented by consultants Consultants canalso be engaged in drafting a loan contract incorporating step-in rights

53 Training Courses

Assuming 1000 trainees take the Certification Course and another 1000 take theAdministrationFinancial Course there would be 66 courses all in all (30 to a course) Ata cost of Php1500headday9 total direct cost would be about Php12 million or$250000