The United States Agency for International Development (USAID)


Port Said, Ismailia and Suez, Egypt

Canal Cities Water & Wastewater Institutional Development (Phase II)

Plan Duration 23 Years
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The project aims at strengthening the institutional capacities of the water andwastewater sectors in the canal cities to efficiently operate and maintain thephysical facilities installed under Phase I and proposed under Phase II.

The goal of the Canal Cities Institutional Development program is:

  • Attainment financial viability
  • Achieveme organizational effectiveness (autonomy)
  • Improveme service delivery capabilities
  • Availability of competent manpower

The entire program and each major task are conducted in three phases. The first phase establishes the baseline. The second phase identifies options and alternatives, and provides detailed implementation planning for the selected alternatives. The latter portion of the second and the third phases develop the local systems, personnel, and material resources required to enhance and strengthen the process. The third phase provides the technical assistance support, advice, coaching, training, and other activities required to assure continued achievement of participant, regularity, and popular support.


  • Inventory of Institutional Development Studies: collect and preliminary review of all studies and reports relevant to the organizational structures and objectives of the project. Using the results obtained from this task, a coordination plan is to be developed to address communication with the project directors responsible for relevant ongoing studies and representatives of their sponsoring organizations as appropriate.
  • Jurisdictional Responsibilities and Legal Mandates: analyze and evaluat the existing legal basis for planning, coordinating, monitoring, financing, managing, operating, and maintaining water and wastewater facilities and services in the canal cities. Using this elevation, the organizational and legal framework for further institutional development is to be established.
  • Tariff Structural Formulation, and Approved Process: determin historical and estimat future elements (preliminary cost and consumption data) included in the process of calculating the cost of water and wastewater services; developing an automated modeling capability for determining water and wastewater revenue requirements, cost allocation and tariff design; developing a regulatory framework for the tariff function; and developing the system, policies, and procedures needed to perform customer accounting and service activities.
  • Financial Management: Performi a comprehensive review and indepth analysis of existing financial management practices; developing alternatives for achieving necessary financial management practices and recommending a course of action; and developing a plan to implement and assist in implementing all aspects of targeted financial management improvements.
  • Personnel Management: performing as an assessment of career development and personnel management practices; defining implications of the proposed changes developed previously and providing technical assistance in adopting recommendations; and implementation of personnel management changes.
  • Inventory Control and Stores Management: review the current procurement and materials management operations including the supporting information system and organization structure.
  • Municipal Service and Network Expansion: assisting with municipal efforts to improve the long-range analytical and planning efforts for utility expansion; developing a program to improve the level of service with each currently Un-sewered community; and identifying issues and constraints related to the selection and procurement process.
  • Training: conducting an inventory and documenting training preparatiomanagement and delivery systems, training curricula and material/aids currently available, non-water or wastewater sponsored programs at outside facilities available, existing training centers/vendor facilities, existing laboratory facilities, organization and job classifications/description, and basic skills training programs currently available; developing training plan; and expanding curricula.
  • Community Health and Education: issuing monitoring and evaluationsystem; development of a community education programs that educate all facets of the community on the benefits of maintaining, expanding and using this resource; development of a public information program to create a positive credible image to motivate the public to support the organizations; institutional twinning with one or more comparable U.S. organizations with respect to legal/regulatory aspects, rate/tariff structure, financial and personnel management, management information systems (MIS), training, public relations/community education and community health.

Types of activities

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